Continuity of Government (CoG) - Volusia County, Florida...Continuity of Government (CoG) Volusia...

VOLUSIA COUNTY Version 1 November 8, 2013 Continuity of Government (CoG)

Volusia County CoG Page 1 of 7

I. Introduction

A. Purpose:

The purpose of the Volusia County Continuity of Government (CoG) is to ensure the ability to maintain and/or reconstitute the constitutional responsibilities of Volusia County government during an incident or disaster. Included in the purpose is the ability for the county’s elected officials and senior leadership to assemble, receive input from the public, enact necessary ordinances, allocate funds and make emergency decisions needed for the safety and wellbeing of the public.

B. Applicability and Scope

The Volusia County CoG applies to any magnitude of event: minor, major or catastrophic, as well as any type of event whether an act of nature, technological accident such as a train derailment, or intentional act, such as a domestic terrorist act. It ensures the capability of the Volusia County Council to maintain its constitutional responsibilities and continue normal county business operations. C. Situation and Planning Assumptions

Volusia County has been impacted by numerous disasters in recent years. Presidential Disaster Declarations were issued for Volusia County in 2004, 2006, 2007, 2008, and 2009. The following list depicts several of the hazards for which Volusia County has had disaster declarations, as well as other issues of concerns which could occur:

• Tropical Storms/Hurricanes • Flooding • Tornadoes • Hazardous Material Releases • Sinkholes • Wildfires • Extreme weather • Civil disorder

Based on past events the county emergency management has developed the following assumptions:

• Power outages, transportation interruptions and other damage to the infrastructure could impact on the ability of government to continue.

• Customary sources of communications such as the internet, commercial and cellular telephone and 800 MHz radios might be interrupted interfering with government services.



• Public buildings might have suffered structural damage.

• Some county employees may be unable to report to work.

• Federal and/or state assistance might be delayed due to the magnitude of the event

or due to damage to the transportation infrastructure. II. Safeguards

Several methods and layers of protection and redundancy exist to help preserve the ability of Volusia County Government to function and to protect vital records: A. Vital records are backed-up and stored by Volusia County Information Technology

(I.T.) on off-site servers.

B. Volusia County Information Technology maintains technicians available 24 hours a day, 7 days a week, including holidays, to support government operations. I.T. has contracts with vendors for additional depth of service.

C. All public buildings are protected by various security methods. The most critical buildings and offices within them are protected by “swipe cards” and closed circuit video technology.

D. Some county buildings and many public meetings have armed Volusia County Sheriff’s Deputies present for security.

E. Emergency Generators are in place at most public buildings including all those identified as contingent alternate seats of government.

III. References:

Section 305. Vacancies and Suspensions. Vacancies in the County chair, any Council member or other elected office under this charter government shall be filled in accordance with the Constitution and laws of Florida. Suspensions from office for cause shall be in accordance with the Constitution of Florida.(Ch. 70-966, Laws of Florida (Sp. Acts), Art. III, § 305; Res. No. 2002-149, § 1, 9-5-02)

Section 307.1 The County Chair The County Council shall elect at its first meeting in January a Council member to serve at its pleasure for a one-year term as vice chair of the County Council to preside in the temporary absence, disqualification or disability of the County Chair at County Council meetings and perform other duties assigned by the County chair. (Res. No. 2002-149, § 1, 9-5-02)

ARTICLE IV. ADMINISTRATIVE BRANCH - COUNTY MANAGEMENT



Section 401. County Manager. There shall be a County Manager who shall be appointed by the Council and who shall serve at the pleasure of the Council. The County Manager shall be chosen on the basis of professional training, executive and administrative experience and qualifications. The Manager shall maintain residency within the county during the period of tenure of office and shall not engage in any other business or occupation. (Ch. 70-966, Laws of Florida (Sp. Acts), Art. III, ' 301; Res. No. 96-121, Amend. No. 1, 6-20-96)

Section 405. Temporary Absence. The County Manager may, subject to the approval of the Council, appoint one of the other officers or department heads of the county government to serve as County Manager in the Manager's absence. (Ch. 70-966, Laws of Florida (Sp. Acts), Art. IX, ' 405; Res. No. 96-121, Amend. No. 1, 6-20-96)

Volusia County Comprehensive Emergency Management Plan (2011)

Florida Statute Chapter 22.06 IV. Constitutional Roles and Responsibilities – Command and Control Functions

A. County Manager • The County Manager operates the county government on a daily basis on behalf

of the County Council. He or she manages county business with the assistance of two deputy County Managers and various department and division directors.

• The County Manager is responsible for executing certain agreements and contracts as outlined in the county charter.

• The County Manager is responsible on a daily basis for the execution of ordinances and resolutions passed by the Volusia County Council

• The County Manager is responsible on a daily basis for the execution of Florida Statutes

B. County Council Chair:

• Serves as the Chair person for the County Council during meetings • Executes their authority as outlined in the county charter • A “Vice Chair” will be elected to serve in the capacity of a Council Chair if the

Chair is not available or is incapacitated.

C. County Council

• The Council is the Legislative Branch of county government • The Council consists of a Council Chair and six (6) Council members • The Council approves the annual budget, both operating and capital



• The Council adapts/ enacts county resolutions, codes and ordinances

D. Director of Emergency Management

• The Director of Emergency Management oversees the Division within the Department of Public Protection.

• The Director is responsible for leading the Division staff in helping the community mitigate against, prepare for, respond to, and recover from disasters of any magnitude or cause.

• The Director maintains the county’s Emergency Management program in compliance with Florida Statute Chapter 252.

• Upon activation, acts as the Manager of the Volusia County Emergency Operations Center either directly, or through their appointed representative.

• Maintains the Emergency Operations Center in a state of readiness. • Directs recovery actions during an incident/disaster.

V. Concept of Operation

A. The CoG is activated by the Council Chair or his/her designee following an emergency or disaster of such magnitude as to interfere with the day-to-day operations of Volusia County Government.

B. Successors

County Manager*

Deputy County Manager**

Deputy County Manager**

County Attorney***

Council Chair

Council Vice Chair

Council – Individual Member

Designated Dep. Co. Mgr #1

Designated Department Director #1


Designated Dep. Co. Atty #1

Vice Chair Delegated Vice Chair #1

In accordance with Co. Charter and Fl Statutes

Designated Dep. Co. Mgr #2



Designated Dep. Co. Atty #2

Delegated Vice Chair #1

Delegated Vice Chair #2

In accordance with Co. Charter and Fl Statutes

Note: * The successor will be appointed by the Volusia County Council Chair **The successor will be appointed by the County Manager ***The successor will be appointed by the County Attorney In cases of the Council, the Chair or their successor, will make subsequent appointments.



C. Quorums for County Council Meetings • The circumstances might make a quorum unrealistic. In this case the Council

Chair may suspend the requirement on a meeting-by-meeting basis.

D. Delegation of Emergency Authority • Due to emergency circumstances and the need to provide public protection,

and need to provide prompt services/assistance to the public, the County Council may for the duration of the disaster waive certain customary procedures and formalities that are deemed to be counter to the best interest of the public. These delegations of authority and orders of succession take effect when normal channels of direction are disrupted and terminate when these channels have resumed. To the extent circumstances permit, officials must document the beginning and end dates of their authority. The delegation will remain in effect until the emergency is officially declared ended by the County Manager or his/her designee.

VI. Alternate Location or Seat of Government

A. The Seat of Government is where the Volusia County Council assembles to enact ordinances or to conduct other business on behalf of the citizens. It is co-located with the administrative offices of the County Manager. The site selected as an alternate seat of government, will be determined based on the existing circumstances, the exposure or risk, and the safety/security offered by the site.



B. Alternate Sites and their attributes:

Facility Address Security Exposure Safe From Historic Courthouse

125 W New York Avenue DeLand, Fl 32720

Electronic Systems, L.E., parking can be controlled

Tornado, Lightning, Hazmat, Civil Disturbance, Urban Fire

Wildland Fires, Tsunami Storm surge, Air / Rail incidents

Beach Headquarters

515 S. Atlantic Avenue Daytona Beach, Fl 32118

Electronic Systems, L.E., parking can be controlled

Hurricane, Storm Surge, Tsunami, Tornado, Lightning, Civil Disturbance, Urban Fire

Wildland Fires, Limited hazmat exposure, Air/Rail incidents,

Ocean Center 101 N. Atlantic Avenue Daytona Beach, Fl 32118

Electronic Systems, L.E., controlled parking

Hurricane, Storm Surge, Tsunami, Tornado, Lightning, Civil Disturbance, Urban Fire

Wildland Fires, Limited hazmat exposure, Air/Rail incidents

Volusia County Courthouse

101 N. Alabama Ave Deland 32724

Electronic Systems, Security access and cameras, L.E., Controlled parking

Tornado, Lightning, Hazmat, Civil Disturbance, Urban Fire

Wildland Fires, Tsunami Storm surge, Air /Rail incidents

Volusia Co. Emergency Ops Center/Sheriff’s Communications Center

3825 Tiger Bay Road Daytona Beach Fl 32124

Fenced parking, Security access and cameras, Armed Sheriff’s personnel on duty 24/7

Wildland fires, Lightning, Tornados, Flooding

Tsunami, Storm Surge, Air/Rail incidents, Limited hazmat exposure

VII. Administrative Issues

A. The Volusia County Manager will maintain a copy of the CoG. A copy will be

maintained by the Volusia County Division of Emergency Management. B. The County Manager, or her/his designee, in conjunction with the Volusia County

Emergency Management Division is responsible for updating the CoG in accordance with the county’s CEMP maintenance schedule, which is every four years.

C. Elected officials and each county department or division director will determine what records they deem are vital and will assure they are backed-up by Volusia County Information Technology either at the DeLand site or at the backup facility at 49 Keyton Drive, Daytona Beach 32124.

VIII. Training and Exercises

Personnel of the County Manager’s Office and those working for Council Members will receive a copy of the CoG Plan. Annually, Volusia County Emergency Management will



provide a copy of the plan to senior leadership and the County Council Chair for review and comment. The CoG Team (Volusia County Manager, her/his staff, Council members and their staff, and the Volusia County Emergency Management Division) will exercise the plan during each 4-year CEMP review cycle. The exercise will be scheduled during one of the Volusia County Emergency Management Division’s annual Training, Planning, and Exercise Calendar meetings. During the exercise, related plans, policies, procedures and technology, such as phone and computer systems, should be tested as part of the exercise.

Comprehensive Emergency Management Plan

2012

Revised 11/13

Volusia County Comprehensive Emergency Management Plan Page 2

VOLUSIA COUNTY COMP Y MANAGEMENT PLAN

Table Of Contents

RWARD ............................................................................................................................................ INTRO ‐ 14

EXECUTIVE SUMMARY ......................................................................................................................... INTRO ‐ 15

Table of Contents

I. ROD

A. PURPOSE ............................................................................................................................................ BASIC ‐ 1

II. UAT

RVIE

C. DEMOGRAPHIC INFORMATION .............................................................................................................. BASIC ‐ 12

III.

RVIE

B. R ................................................................................................................................ B ‐ 42

IV. ANC

REHENSIVE EMERGENC

INTRODUCTION

DISTRIBUTION LIST JANUARY 2008 ......................................................................................................... INTRO ‐ 6

RECORD OF CHANGES ............................................................................................................................ INTRO ‐ 7

CEMP RESOLUTION ................................................................................................................................ INTRO ‐ 9

STATE ADOPTION ................................................................................................................................. INTRO ‐ 11

NIMS RESOLUTION ............................................................................................................................... INTRO ‐ 12

FO

BASIC PLAN

INT UCTION ................................................................................................................................ BASIC ‐ 1

B. SCOPE ................................................................................................................................................ BASIC ‐ 2 C. PLANNING METHODOLOGY .................................................................................................................... BASIC ‐ 3

SIT ION ....................................................................................................................................... BASIC ‐ 7

OVE W OF THE SITUATION ............................................................................................................................. BASIC ‐ 7 A. HAZARDS ANALYSIS ............................................................................................................................... BASIC ‐ 8 B. GEOGRAPHIC INFORMATION ................................................................................................................. BASIC ‐ 10

D. ECONOMIC PROFILE ............................................................................................................................ BASIC ‐ 17 E. EMERGENCY MANAGEMENT SUPPORT FACILITIES ..................................................................................... BASIC ‐ 20

CONCEPT OF OPERATIONS .............................................................................................................. BASIC ‐ 20

OVE W OF THE CONCEPT OF OPERATIONS ...................................................................................................... BASIC ‐ 20 A. ORGANIZATION .................................................................................................................................. BASIC ‐ 21

ESPONSIBILITIES ASIC C. PREPAREDNESS ACTIVITIES ................................................................................................................... BASIC ‐ 51 D. MUTUAL AID AGREEMENTS & MEMORANDA OF UNDERSTANDING .............................................................. BASIC ‐ 61

FIN IAL MANAGEMENT ............................................................................................................. BASIC ‐ 62

A. RESPONSIBLE AGENCY ......................................................................................................................... BASIC ‐ 62 B. TRAINING IN FINANCIAL MANAGEMENT .................................................................................................. BASIC ‐ 63 C. DOCUMENTATION AND REIMBURSEMENT PROCEDURES .............................................................................. BASIC ‐ 63

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D. COST REIMBURSEMENT FOR MUTUAL AID ............................................................................................... BASIC ‐ 64 E. FUNDING AGREEMENTS ....................................................................................................................... BASIC ‐ 64 F. FINANCING OF EMERGENCY OPERATIONS ................................................................................................ BASIC ‐ 64 G. MAINTAINING RECORDS ...................................................................................................................... BASIC ‐ 65 H. MUNICIPALITIES ................................................................................................................................. BASIC ‐ 65 I. EMERGENCY FUNDING ORDINANCES ...................................................................................................... BASIC ‐ 65 J. APPLICATION FOR HAZARD MITIGATION GRANT PROGRAM FUNDS .............................................................. BASIC ‐ 65

V. ERE

D. APPLICABLE REFERENCES ...................................................................................................................... BASIC ‐ 72 E. SUPPLEMENTAL PLANS ........................................................................................................................ BASIC ‐ 73 F. MUTUAL AID AGREEMENTS .................................................................................................................. BASIC ‐ 74

e of Contents

RECOVERY

I. ROD

II.

III.

IV. NEX

B. Annex Maintenance ...................................................................................................................Annex I ‐ 39

REF NCES AND AUTHORITIES ..................................................................................................... BASIC ‐ 65

A. COUNTY RESPONSIBILITIES .................................................................................................................... BASIC ‐ 66 B. ORDINANCES AND ADMINISTRATIVE RULES .............................................................................................. BASIC ‐ 68 C. STATUTORY AUTHORITIES ..................................................................................................................... BASIC ‐ 69

Tabl ANNEX I RECOVERY FUCNTIONS

FUNCTIONS ........................................................................................................................ ANNEX I ‐ 1

INT UCTION ............................................................................................................................ ANNEX I ‐ 2

A. Purpose ........................................................................................................................................ Annex I ‐ 2 B. Scope ........................................................................................................................................... Annex I ‐ 2 C. NIMS Compliant ........................................................................................................................... Annex I ‐ 2

GENERAL ...................................................................................................................................... ANNEX I ‐ 2

A. Overview ...................................................................................................................................... Annex I ‐ 2 B. Support Agencies ......................................................................................................................... Annex I ‐ 3 C. Primary Recovery Responsibilities ............................................................................................... Annex I ‐ 3 D. Concept of Operations ................................................................................................................ Annex I ‐ 4 E. Roles, Duties, and Responsibilities .............................................................................................. Annex I ‐ 9 F. Coordinated Recovery Activities ................................................................................................Annex I ‐ 12 G. Response and Recovery Transition ............................................................................................Annex I ‐ 12

RECOVERY FUNCTIONS ............................................................................................................... ANNEX I ‐ 13

A. Damage Assessment (DA) ..........................................................................................................Annex I ‐ 13 B. Disaster Recovery Center (DRC) ................................................................................................Annex I ‐ 20 C. Public Assistance .......................................................................................................................Annex I ‐ 23 D. Debris Management ..................................................................................................................Annex I ‐ 29 E. Community Relations ................................................................................................................Annex I ‐ 31 F. Unmet Needs Coordination .......................................................................................................Annex I ‐ 33 G. Emergency Housing ...................................................................................................................Annex I ‐ 37 Standard Operating Procedures ............................................................................................................Annex I ‐ 38 A. Recovery Functions Established Policies and Procedures .........................................................Annex I ‐ 38 B. Administrative Procedures ........................................................................................................Annex I ‐ 38

AN DEVELOPMENT AND MAINTENANCE ............................................................................... ANNEX I ‐ 39

A. Standard Operating Procedures ................................................................................................Annex I ‐ 39

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Volusia County Comprehensive Emergency Management Plan Page 4 V. TRAINING AND EXERCISES .......................................................................................................... ANNEX I ‐ 40

of Contents

I. ODUC

II. ER

III. ‐DISASTER

IV. CIF

V. ND

E. TEAM NOTIFICATION ....................................................................................................................... ANNEX II ‐ 19 F. INVENTORY .................................................................................................................................... ANNEX II ‐ 19 G. POST‐DISASTER PERMITTING PROCESS ............................................................................................... ANNEX II ‐ 19

Table ANNEX II MITIGATION FUCNTIONS

INTR TION ........................................................................................................................... ANNEX II ‐ 2

A. PURPOSE ........................................................................................................................................ ANNEX II ‐ 2 B. SCOPE ............................................................................................................................................ ANNEX II ‐ 2

GEN AL ..................................................................................................................................... ANNEX II ‐ 2

A. PRIMARY MITIGATION RESPONSIBILITY ................................................................................................. ANNEX II ‐ 2 B. SUPPORT AGENCIES .......................................................................................................................... ANNEX II ‐ 3 C. CONCEPT OF OPERATIONS .................................................................................................................. ANNEX II ‐ 3 D. COORDINATION ................................................................................................................................ ANNEX II ‐ 8 E. MITIGATION ASSISTANCE ................................................................................................................... ANNEX II ‐ 9 F. LOCAL GOVERNMENT NATIONAL FLOOD INSURANCE PROGRAM .............................................................. ANNEX II ‐ 10 G. MITIGATION ASSESSMENT OPPORTUNITIES.......................................................................................... ANNEX II ‐ 11 H. FUNDING MANAGEMENT ................................................................................................................. ANNEX II ‐ 11

PRE HAZARD MITIGATION ACTIVITIES ........................................................................ ANNEX II ‐ 14

A. HAZARD MITIGATION REPRESENTATIVE............................................................................................... ANNEX II ‐ 14 B. LOCAL PROGRAMS INVOLVING MITIGATION ACTIVITIES .......................................................................... ANNEX II ‐ 15 C. HAZARD MITIGATION ACTIVITIES ....................................................................................................... ANNEX II ‐ 15 D. VULNERABLE STRUCTURES AND INFRASTRUCTURE ................................................................................. ANNEX II ‐ 15 E. STRUCTURE AND INFRASTRUCTURE MITIGATION INITIATIVES ................................................................... ANNEX II ‐ 16 F. COMMUNITY MITIGATION INITIATIVES ................................................................................................ ANNEX II ‐ 16

SPE IC DISASTER‐SCENARIO MITIGATION FUNCTIONS ............................................................ ANNEX II ‐ 16

A. MITIGATION ASSESSMENT FUNCTION ................................................................................................. ANNEX II ‐ 16 B. FUNDING FUNCTION ....................................................................................................................... ANNEX II ‐ 17 C. PUBLIC INFORMATION FUNCTION ...................................................................................................... ANNEX II ‐ 17

STA ARD OPERATING PROCEDURES (SOP’S) ........................................................................... ANNEX II ‐ 17

A. INFORMATION COLLECTION .............................................................................................................. ANNEX II ‐ 17 B. PROCEDURES FOR DOCUMENTING DAMAGES ....................................................................................... ANNEX II ‐ 18 C. PROCEDURES FOR MITIGATION INITIATIVES .......................................................................................... ANNEX II ‐ 18 D. TRAINING PROCEDURES ................................................................................................................... ANNEX II ‐ 18

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Table of Contents

(ESF #19) DAMAGE ASSESSMENT ............................................................................................................. ESF 19‐1

(ESF #20) SPECIAL NEEDS ......................................................................................................................... ESF 20‐1

ANNEX – EMERGENCY SUPPORT FUNCTIONS (ESF’s) (ESF #1) TRANSPORTATION ........................................................................................................................ ESF 1‐1

(ESF #2) COMMUNICATIONS ...................................................................................................................... ESF 1‐1

(ESF #3) PUBLIC WORKS AND ENGINEERING .............................................................................................. ESF 3‐1

(ESF #4) FIREFIGHTING .............................................................................................................................. ESF 4‐1

(ESF #5) INFORMATION AND PLANNING .................................................................................................... ESF 5‐1

(ESF #6) MASS CARE .................................................................................................................................. ESF 6‐1

(ESF #7) RESOURCE SUPPORT .................................................................................................................... ESF 7‐1

(ESF #8) HEALTH AND MEDICAL SERVICES .................................................................................................. ESF 8‐1

(ESF #9) SEARCH AND RESCUE ................................................................................................................... ESF 9‐1

(ESF #10) HAZARDOUS MATERIALS .......................................................................................................... ESF 10‐1

(ESF #11) FOOD AND WATER ................................................................................................................... ESF 11‐1

(ESF #12) ENERGY .................................................................................................................................... ESF 12‐1

(ESF #13) MILITARY SUPPORT .................................................................................................................. ESF 13‐1

(ESF #14) COMMUNITY INFORMATION .................................................................................................... ESF 14‐1

(ESF #15) VOLUNTEERS AND DONATIONS ................................................................................................ ESF 15‐1

(ESF #16) LAW ENFORCEMENT ................................................................................................................. ESF 16‐1

(ESF #17) ANIMAL PROTECTION ............................................................................................................... ESF 17‐1

(ESF #18) BUSINESS AND INDUSTRY ......................................................................................................... ESF 18‐1

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Volusia County Comprehensive Emergency Management Plan Distribution List October 2012

Organization Contact Person Copy

Number Date Transmitted

County Manager’ Office James Dinneen 001 October 1, 2012 County Council Chair Frank T. Bruno, Jr. 002 October 1, 2012County Attorney Dan Eckert 003 October 1, 2012Sheriff’s Office Ben Johnson 004 October 1, 2012Elections Supervisor Ann McFall 005 October 1, 2012Property Appraiser Morgan Gilreath 006 October 1, 2012

COUNTY AGENCIES

Growth & Resource Management Land Management & Acquisition Ed Isenhower 007 October 1, 2012 Parks, Recreation & Culture Tim Baylie 008 October 1, 2012 Environmental Management Katrina Locke 009 October 1, 2012 Growth Management Kelli McGee 010 October 1, 2012Public Works Special Projects John Gamble 011 October 1, 2012 Solid Waste Leonard Marion 012 October 1, 2012 Road & Bridge Judy Grimm 013 October 1, 2012 Mosquito Control Jim McNelly 014 October 1, 2012 Traffic Engineering Jon Cheney 015 October 1, 2012Finance/Admin Services Management & Budget Tammy J. Bong 016 October 1, 2012 Personnel Services, Risk Manage. Tom Motes 017 October 1, 2012 Financial Services, Accounting Donna Depyster 018 October 1, 2012 Financial Services, Revenue Twila Harrison 019 October 1, 2012 Facilities Services Division George Baker 020 October 1, 2012 Information Technology Kimberly A. Westberry 021 October 1, 2012 Purchasing Jeaniene Jennings 022 October 1, 2012 Fleet Management George Baker 020 October 1, 2012Community Services October 1, 2012 Community Assistance Dave Byron 023 October 1, 2012 Library Services Lucinda Colee 024 October 1, 2012 Veterans Services N/A -- Agricultural Extension N/A -- VOTRAN P.J. Doyle 025 October 1, 2012 Public Protection Dept. Fire Services Mark Piland 026 October 1, 2012 Corrections Marilyn Chandler Ford 027 October 1, 2012 Animal Control Becky Wilson 028 October 1, 2012 Medical Examiner Marie A. Herrmann, MD 029 October 1, 2012 Beach Safety Marilyn Chandler Ford 030 October 1, 2012

EVAC Ambulance Mark O’Keefe 031 October 1, 2012

Emergency Management Staff 032 – 040 October 1, 2012

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Volusia County Comprehensive Emergency Management Plan Record of Changes

NOTICE TO PLAN HOLDERS: In order to maintain a current Volusia County Comprehensive Emergency Management Plan, changes will be issued periodically by the Emergency Management Division. Please make those changes upon receipt, and record them on this page. If a previous change number shows no entry you may not have an up to date version of the plan. CHANGE # DATE

RECORDED DOCUMENT INITIALS

01 November 11, 2013 CEMP Basic Plan page 32 – Included “Detection” procedures LHL

02 November 11. 2013 VCEM Annex I Recovery Functions page 2 – Identifies short term recovery priority identification process; page 3 – identifies key officials responsible for identifying short term recovery priorities; page 6 – identifies general short term recovery priorities and identification process

LHL

03 November 11, 2013 VCEM Operations Manual – page 8 – Included "Detection" procedures LHL

04 November 11, 2013 ESF 17 – Included Agricultural Issues LHL

06 November 11, 2013 VCEM Communications & Warning SOG – page 2 – Included "Detection" procedures; established a test schedule for all warning & communications systems

LHL

07 November 11, 2013 Developed COOP's for ESFs 1, 5, 10, 14, 15, 17, 18, 19 LHL

08 November 11, 2013 Developed Volusia County Government COG. LHL

09 November 11, 2-013 Developed VCEM Communications & Warning Plan LHL

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11

12

13

14

15

16

17

18

19 20 21

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Volusia County Comprehensive Emergency Management Plan Page 8 22 23 24

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CEMP Resolution

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State Adoption

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NIMS Resolution

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NIMS Resolution

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FORWARD The jurisdictions in Volusia County have a responsibility for the safety of their citizens. Their safety and security depends on the continuation of government services, during and following an emergency or disaster. Volusia County Government is mandated by federal, state and local laws to ensure that mitigation efforts are enhanced; preparedness is encouraged; responsiveness is assured and recovery is achieved, efficiently and effectively, before, during and after natural, technological and human caused disasters (i.e., fires, hurricanes, tornadoes, chemical spills, floods, domestic and acts of terrorism, etc.) that occur in Volusia County. One of the primary responsibilities of the Volusia County Emergency Management Division is to develop a local emergency management plan. This plan addresses, as much as possible, all emergency response functions of local governmental departments and agencies, public officials and other public and private organizations, during emergencies or disasters. The Emergency Management Director in cooperation and coordination with local municipalities has achieved that objective by developing the Volusia County Comprehensive Emergency Management Plan. This plan is designed to ensure that jurisdictions in Volusia County can effectively prepare for, respond to and recover from emergencies and disasters. This plan was developed with input from all local government departments, agencies and organizations that play a pivotal and functional role in emergencies or disasters.

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EXECUTIVE SUMMARY

The Comprehensive Emergency Management Plan (CEMP) is an operation-orientated document required by Chapter 252, Florida Statutes. The CEMP establishes the framework to ensure Volusia County and its Municipalities will be adequately prepared to deal with all hazards threatening the lives and property of Volusia County citizens. The CEMP outlines the roles, responsibilities and coordination mechanisms of local county and municipal governments, state and federal agencies, community partners and volunteer organizations in a disaster. The CEMP also coordinates response and recovery activities with voluntary organizations active in disasters and the business community. All or part of the CEMP may be activated during emergencies or disasters depending on the type, magnitude, and duration of the event. The plan unifies the efforts of these groups under the Emergency Support Function (ESF) format with a designated lead agency for a comprehensive approach to mitigation, planning, response and recovery from identified hazards. Volusia County Emergency Management extends its appreciation to all partner organizations that participated in the planning effort to create this document. The Plan addresses the four phases of emergency management (preparedness, response, recovery, and mitigation), parallels state activities outlined in the State of Florida CEMP, federal activities set forth in the "National Response Framework (NRF)," and describes how local, state, and federal resources will be coordinated to supplement local response and recovery capability. The CEMP is in compliance with the draft criteria issued for CEMP revisions by the State of Florida Division of Emergency Management (FDEM) on February 20, 2001 and addresses National Incident Management System (NIMS) Compliance. The CEMP is organized into five (5) essential elements as follows:

1. The Basic Plan – Outlines the general purpose, scope and methodology of the plan; coordination, collaboration and organizational structure; concept of operations, and identifies responsibilities of all agencies and resources mobilized by the county to assist in recovering from a disaster. The CEMP enables the Volusia County Board of County Commissioners to discharge their responsibility for providing direction and control during any large-scale disaster.

2. Annex I – Recovery Functions. This annex outlines specific tasks or functions

that may be carried out before, during and after a disaster and details control, coordination, planning efforts, and policies within Volusia County designed to facilitate both immediate and long-term recovery after a disaster has occurred. The annex provides for rapid and orderly start of rehabilitation and restoration of persons and property affected by a disaster anywhere in Volusia County. Specific tasks may be described in Emergency Operating Guidelines (EOGs) or other operational plans utilized within Volusia County.

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3. Annex II – Mitigation Functions. The mitigation annex includes the projects,

policies, and programs that reduce the county’s vulnerability to the impacts of disasters before they happen. The annex also details requirements and the programs incorporated in post-disaster recovery efforts to prevent recurring losses from future disasters.

4. Annex III – Emergency Support Functions (ESFs). These ESF annexes detail

by name and organization the lead, support and coordinating entities and their roles and responsibilities in the four phases of an emergency. Each annex outlines specific tasks or functions that may be carried out before, during and after a disaster and/or emergency event. These tasks utilize the Emergency Support Function (ESF) concept of the federal and state plans and can also be applied to specific functions within the Incident Management System (IMS). These specific tasks may be described in Emergency Operating Guidelines (EOGs) or other operational plans utilized within Volusia County by Emergency Management or other response and recovery agencies. Each ESF will respond when activated by the Emergency Management Director.

The Volusia County Comprehensive Emergency Management Plan is considered a ―living documentǁ in that it is subject to continuous review and revision based on an ever-changing environment. CEMP participants are encouraged to question the effectiveness of their sections as they strive to provide the most efficient, effective response and recovery procedures possible with the available resources at their command.


THE BASIC PLAN

2012

Revised 11/13

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Volusia County Comprehensive Emergency Management Plan

Table of Contents

I. INTRODUCTION ............................................................................................................................ 1

A. PURPOSE ............................................................................................................................................. 1 B. SCOPE ................................................................................................................................................. 2 C. PLANNING METHODOLOGY ..................................................................................................................... 3

II. SITUATION ................................................................................................................................... 8

OVERVIEW OF THE SITUATION ........................................................................................................................... 8 A. HAZARDS ANALYSIS ............................................................................................................................... 8 B. GEOGRAPHIC INFORMATION .................................................................................................................. 10 C. DEMOGRAPHIC INFORMATION ............................................................................................................... 12 D. ECONOMIC PROFILE ............................................................................................................................. 17 E. EMERGENCY MANAGEMENT SUPPORT FACILITIES ...................................................................................... 20

III. CONCEPT OF OPERATIONS .......................................................................................................... 21

OVERVIEW OF THE CONCEPT OF OPERATIONS ..................................................................................................... 21 A. ORGANIZATION ................................................................................................................................... 21 B. RESPONSIBILITIES ................................................................................................................................ 43 C. PREPAREDNESS ACTIVITIES .................................................................................................................... 52 D. MUTUAL AID AGREEMENTS & MEMORANDA OF UNDERSTANDING ............................................................... 62

IV. FINANCIAL MANAGEMENT ......................................................................................................... 63

A. RESPONSIBLE AGENCY .......................................................................................................................... 63 B. TRAINING IN FINANCIAL MANAGEMENT ................................................................................................... 64 C. DOCUMENTATION AND REIMBURSEMENT PROCEDURES .............................................................................. 64 D. COST REIMBURSEMENT FOR MUTUAL AID ............................................................................................... 65 E. FUNDING AGREEMENTS ........................................................................................................................ 65 F. FINANCING OF EMERGENCY OPERATIONS ................................................................................................. 65 G. MAINTAINING RECORDS ....................................................................................................................... 66 H. MUNICIPALITIES .................................................................................................................................. 66 I. EMERGENCY FUNDING ORDINANCES ....................................................................................................... 66 J. APPLICATION FOR HAZARD MITIGATION GRANT PROGRAM FUNDS ............................................................... 66

V. REFERENCES AND AUTHORITIES .................................................................................................. 66

A. COUNTY RESPONSIBILITIES .................................................................................................................... 67 B. ORDINANCES AND ADMINISTRATIVE RULES .............................................................................................. 69 C. STATUTORY AUTHORITIES ..................................................................................................................... 70 D. APPLICABLE REFERENCES ...................................................................................................................... 73 E. SUPPLEMENTAL PLANS ......................................................................................................................... 74 F. MUTUAL AID AGREEMENTS .................................................................................................................. 74

Volusia County Comprehensive Basic Plan Emergency Management Plan Page 1


BASIC PLAN

I. INTRODUCTION

A. Purpose

Volusia County, Florida, and the municipalities within it, must be adequately prepared to address the many different types of disas-ters that threaten local governments, neighborhoods, institutions and businesses. This preparation requires continuing actions to de-crease the vulnerability of the county to these disasters, to be able to quickly and effectively provide emergency services when a dis-aster does strike, and to speed the process to recover from the im-pacts of such an event. This document is one of the principal guide-lines for Volusia County to manage and coordinate these actions. The Volusia County Comprehensive Emergency Management Plan (CEMP) establishes a complete framework for county and munici-pal governments to plan the actions needed to protect the welfare of the community from the effects of emergencies and disasters. The plan defines the policies, organizational structure and respon-sibilities, as well as the operational concepts, necessary for the county to accomplish this purpose. The CEMP is also intended to be useful to the involved organizations during all phases of emer-gency management: preparedness, response, recovery and mitiga-tion. This plan is also intended to fulfill Volusia County’s responsibilities to its citizens pursuant to Chapter 252 of the Florida Statutes. The-se requirements mandate that each county in the State of Florida develop and maintain a comprehensive emergency management plan that is consistent with the state-level Comprehensive Emer-gency Management Plan and its associated programs. The Volusia County CEMP has been designed to achieve this objective as well. The Plan addresses the four phases of emergency management (preparedness, response, recovery, and mitigation), parallels fed-eral activities set forth in the "Federal Response Plan," and de-scribes how national (Federal and other States) resources will be coordinated to supplement State resources in response to a disas-ter.

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The Basic Plan and associated ESF Annexes and specialized plans and procedures will be activated as situations require and as indi-cated in individual plans. Implementation of the Basic Plan is the responsibility of the Director, Volusia County Emergency Manage-ment Division or as designated.

1. NIMS Compliance

Any emergency, regardless of declaration status, will be co-ordinated in accordance with the National Incident Manage-ment System (NIMS.)

On February 28, 2003, President Bush issued Homeland Security Presidential Directive-5. HSPD-5 directed the Sec-retary of Homeland Security to develop and administer a Na-tional Incident Management System (NIMS). NIMS provides a consistent nationwide template to enable all government, private sector, and nongovernmental organizations to work together during domestic incidents. Beginning in November 2010, all agencies that apply for and receive funding from the Federal government will be required to be "NIMS Com-pliant." To learn more about NIMS, please go to the NIMS website at http://www.fema.gov/emergency/nims/index.shtm.

An on-line course that introduces NIMS can be found at http://www.training.fema.gov/EMIWeb/IS/IS700.asp.

By developing and following this plan, the County of Volusia is in compliance with FEMA and the National Incident Man-agement System. NIMS allows our County to call upon re-sources and ask for assistance at the federal level for a de-clared emergency. The Volusia County Council officially adopted NIMS on August 13 2010.

B. Scope

To be adequately prepared for future disasters, Volusia County must address several fundamental issues, including the following:

• Understanding the hazards that threaten the County and its mu-

nicipalities, as well as the level of risk that each poses, • Identifying the vulnerabilities to the identified hazards and im-

plementing actions necessary to eliminate or mitigate those vul-nerabilities,

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http://www.fema.gov/emergency/nims/index.shtm

http://www.training.fema.gov/EMIWeb/IS/IS700.asp


• Ensuring that the capabilities are available to minimize the loss of life, damage to property and destruction of valuable environ-mental resources when the county or its municipalities are or may be impacted by a disaster, and

• Assisting the community to return to normalcy effectively after a disaster in a manner that will minimize, nevertheless, the vul-nerability to such events in the future.

The scope of the Volusia County CEMP is to serve as a coordinat-ing document for these four significant efforts. As such, it is an in-tegral part of a series of planning programs by the county that are directly and indirectly related to reducing the vulnerability to disas-ters and being prepared to manage their impacts when they do oc-cur. The scope of the Volusia County CEMP is principally to focus on the actions that must be implemented by county agencies and the designated supporting organizations at the time of a disaster event. Where applicable, the plan describes or links to other supportive documentation or information sources that may be needed for im-plementation of the concepts or understanding of related planning functions.

C. Planning Methodology

The Volusia County CEMP is the documentation of a continuing planning process through which the county, its municipalities and important community organizations develop and maintain their pre-paredness for disasters. This section summarizes the methodology used by the county for this purpose. 1. Methodology

a. Planning Approach

The planning approach used by Volusia County is one that is based on the following principles:

(1) All county agencies have a responsibility to sup-

port the CEMP planning process and to fulfill as-signed roles at the time of a disaster. (Exhibit 1 provides a list of the involved county agencies.)

(2) The county’s municipalities and selected commu-nity-based organizations have accepted responsi-bilities to be prepared to support the county’s

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emergency preparedness operations, and there-fore are participants in the CEMP planning pro-cess. (Exhibit 1 also provides a list of the involved non-county agencies and organizations.)

(3) The CEMP is an operationally-oriented document,

with the organizational structure and concept of operations framed by assigning specific agencies and organizations responsibility for basic emer-gency functions that will be implemented at the time of a disaster. (Exhibit 1 illustrates the emer-gency functions incorporated into the Volusia County CEMP and the assigned lead and support agencies and organizations.)

(4) Volusia County is responsible for maintaining the

capability to effectively respond to and recover from emergencies and disasters that can reason-ably be predicted to strike the county or its munici-palities. Response to or recovery from major dis-asters or emergencies with unique, unanticipated characteristics are likely to require resources from other jurisdictions and levels of government. For this reason, the Volusia County CEMP is designed to effectively incorporate resources and services available within the State of Florida’s emergency management system and to be able to utilize them at the time of a major disaster.

(5) The county’s municipalities, as independent juris-

dictions, are to develop and maintain their own emergency plans that are consistent with the Volusia County CEMP, or, if not, accept the coun-ty’s CEMP as their own plan for emergency re-sponse and disaster recovery operations.

b. Plan Development Methodology

The Volusia County CEMP currently exists and is now at a stage where only updating of the document is necessary. Updating of the document (including the Basic Plan and all associated plans and annexes) may occur at any time to reflect changes in personnel, facilities, equipment, and operating procedures. Changes will be documented in the Change Transmit-tal page and will be provided to all stakeholders. Eve-

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ry four years the Basic Plan and all associated plan-ning documents undergo a major review and modifi-cation to produce an updated edition. Such a major revision is developed through the following methodol-ogy:

(1) The Volusia County Emergency Management Di-

vision, in the County’s Public Protection Depart-ment, is responsible for guiding and coordinating the efforts of county agencies, municipalities and participating community organizations in the de-velopment and maintenance of applicable portions of the CEMP. In this capacity, the Emergency Management Division accomplishes the following:

i. Designs the basic operational concepts to be utilized by the county during an emergency re-sponse and prepares the basic plan in accord with these concepts.

ii. Maintains an ongoing emergency planning

process involving all stakeholder agencies and organizations, with opportunities for direct par-ticipation in CEMP development and mainte-nance. This is accomplished through quarterly ESF/EM Coordinator meetings, exercises, and training planning conferences.

iii. Provides technical guidance, advice and train-

ing to the county agencies and community or-ganizations responsible for specific functions or components of the CEMP for use during de-velopment and maintenance of those compo-nents by the responsible agencies.

iv. Monitors changes and developments in state

or federal requirements to ensure that the county’s CEMP remains in compliance or con-sistent with such mandates.

v. When needed, contracts with outside consult-

ants, vendors, and providers to support the planning process and to build the capabilities of the county.

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vi. Provides coordinated training and exercise op-portunities for all participating organizations to learn and practice implementation of the CEMP.

vii. Strives to ensure that the CEMP is consistent

with and supportive of the other state, county and municipal planning efforts that are directly or indirectly related to hazard mitigation and disaster preparedness.

(2) The specific agencies and organizations designat-

ed as lead agencies are responsible for maintain-ing the applicable portions of the Volusia County CEMP, under the guidance of the Emergency Management Division.

(3) All agencies and organizations assigned roles in

the CEMP are to ensure that detailed procedures for implementation of the plan have been devel-oped, and that the operational capabilities upon which the plan relies are maintained.

(4) The county’s municipalities are provided with

guidance and assistance in developing their own emergency management programs and preparing their own emergency plans to ensure their con-sistency with the Volusia County CEMP.

(5) All involved participants periodically convene for

planning meetings, training sessions, exercises, etc. to ensure the plan is current and that person-nel are familiar with its contents.

2. Plan Promulgation

The Volusia County CEMP is promulgated in accord with the following methodology: a. Upon completion of a proposed update to the CEMP,

all stakeholders and designated lead agencies are provided an opportunity to review, comment on and/or modify the component of the plan for which they have responsibility prior to accepting the defined responsi-bilities and roles given herein. Additionally, each ESF Annex and associated COOP is reviewed on a rotat-

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ing schedule of approximately 7 Annexes per year, so that all 20 Annexes have been reviewed within a three calendar year period. Once the ESF Annex and COOP have been reviewed and updated as neces-sary, it is considered to be accepted by the lead agency and VCEM.

b. Designated lead agencies provide the same oppor-

tunity to the designated support agencies to review, comment on and/or modify the applicable component of the updated plan.

c. Upon completion of the review process and approval

by the State, the finalized CEMP is submitted to the Volusia County Council for adoption. If needed, any modifications are made, and the updated plan is for-mally adopted by the Volusia County Council. Follow-ing adoption, the CEMP and its provisions are con-sidered as requirements for the county agencies and as a commitment by the assigned non-county agen-cies and organizations to implement the CEMP to the best of their ability. Unless stated elsewhere, the Basic Plan, ESF Annexes, and all specialized plans and procedures will be reviewed every four years dur-ing the Volusia County Comprehensive Emergency Management Plan review/update process.

d. The adopted CEMP is placed on a compact disk for

ease of handling and distribution. It is then repro-duced and each copy is numbered and registered. A registered copy is then provided to all participating agencies and organizations for their use. The Emer-gency Management Division maintains a list of regis-tered copies to allow for distribution of new CDs con-taining any interim updates prior to a complete update of the entire plan.

3. Distributed Changes

A master copy of the document is maintained by the Volusia County Emergency Management Division at the County Emergency Operations Center (EOC) for two purposes. The first is to make all minor updates and track them for later in-corporation into the next edition of the CEMP. The second is to have a copy of the most current CEMP available in the EOC for reference during activation of the plan. Changes are

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promulgated via change transmittal notices distributed to all emergency management stakeholders.

II. SITUATION

The Volusia County CEMP is intended to reflect the unique characteristics of the county and its municipalities before, during and after a disaster. This section of the CEMP summarizes information about the county that is rel-evant to developing, maintaining and implementing the plan. Overview of the Situation Volusia County is a large, geographically diverse political subdivision of the State of Florida, and the CEMP must account for the county’s charac-teristics. The land area of the county is in excess of 1,200 square miles. In this area, approximately 454,000 residents are generally clustered into two major areas of development - the coastal areas east of I-95 and along the US 17/92 and I-4 corridors in the west and southwest. Sixteen municipali-ties comprise approximately 75% of the total population and range in size from approximately 1,300 (Oak Hill) to 85,000 (Deltona), based on the 2010 estimates. Ten municipalities are clustered in the eastern area while six are grouped in the west and southwest. The number of jurisdictions and wide-range of capabilities are important considerations for the Volusia County CEMP. Providing first response emergency services within the 16 municipalities and the unincorporated and specialized areas (beach, air-port) are 16 local law enforcement agencies, 14 fire/rescue/EMS agencies (including EVAC), and 16 public works agencies. In addition, Volusia County has several large venues where residents and visitors gather throughout the year, including the Daytona International Speedway and the north and south beach areas that cross six jurisdictions. These sites are the focal points of several special events activities attracting interna-tional attention that increase the in-county populations by 50-75% at sev-eral times throughout the year. A. Hazards Analysis

1. Volusia County is vulnerable to a wide range of natural,

technological and societal hazards. The most prominent hazards that threaten the County and municipalities are hail, hurricanes and tropical storms, lightning, severe winter storms, thunderstorms, tornados, coastal erosion, drought, flood, storm surge, sinkholes, tsunamis, and wildfires. Man-made and technological hazards include cyber attack, agroterrorism, terrorism, HAZMAT (man caused and terror-ism), civil disturbance, coastal oil spill, and mass migration. Wildfires destroyed 163,000+ acres during the summer of

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1998. Hurricane Dora impacted the coastal areas in 1964, while inland Volusia County was impacted by Hurricane Donna in 1960. The entire County was affected by hurri-canes Charley, Frances, Ivan, and Jeanne in 2004.

2. The assessment of the vulnerability of the community to the-

se hazards is an integral part of the development and maintenance of the Volusia Prepares hazard mitigation planning process. Volusia Prepares is a multi-jurisdictional, public-private partnership to develop and implement a strat-egy to decrease the vulnerability of the community to the im-pacts of future disasters. Volusia Prepares was initiated in 1999 with the issuance of a detailed strategy that included a comprehensive hazards analysis and vulnerability assess-ment. The mitigation planning effort has been continuing since that time, and has recently been supplemented by ad-ditional efforts under federal local mitigation planning pro-grams.

3. A detailed hazard assessment process was originally con-

ducted by the Volusia Prepares planning participants in 1999, and updated in 2010; the following table indicates those hazards considered common or having the potential to affect the County:

Weather Health Ecological Economic Natural Hail Pandemic Tsunami Civil disturbance Hurricane/Tropical

Storms Agroterrorism Sinkhole

Lightning Wildfire Severe Winter

Storm Coastal Erosion

Thunderstorm Drought Tornado Flood Storm Surge Techno-logical

HazMat Incidents (man caused and terrorism)

Coastal Oil Spill Cyber attack

Socie-tal/Civil

Civil disturbance

Mass Migration Terrorism

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4. The Volusia Prepares Local Mitigation Strategy, Volusia Prepares, issued in 1999, and updated in 2010, contains an extensive analysis of the potential impact of various types of hazards on the property within the county, with a particular emphasis on the predicted property damage that would re-sult from hurricanes. Continuing mitigation planning efforts by the county routinely update and refine the hazards identi-fication and risk assessment process.

5. Weather-related disasters are a major concern to Volusia

County. The county also has a high percentage of its land lying within the 100-year flood plain. Over the last few years Volusia County has experienced flooding problems caused by both annual increases in the water table and the recent El Niño phenomenon. The winter storm of 1993 (the “Storm of the Century”) caused an estimated $15 million in crop dam-age, and over $2.5 million damage to public and private property in Volusia. Tornadoes in May of 1994 caused $6.7 million in private property damage. Tropical Storm Gordon in November 1994 caused over $3.8 million in public damage and over $9.3 million in private property damage. 1995 and 1996 brought damage from hurricane Erin, and evacuation and activation costs for Fran and Bertha. Tornadoes and other El Niño related events since July 1997 have caused over $21 million in individual damage to residents and busi-ness. 165 residences were destroyed, 344 received major damage, and 413 suffered minor damage. 8 businesses were damaged. The total cost for the response, clean-up and damage to public facilities is not included in this figure. Additional information regarding the costs and impacts of disaster events is routinely gathered as a part of the Volusia County mitigation planning program. A summary of EOC ac-tivations by disaster is located here.

B. Geographic Information

1. Geographic area: a. Area

Volusia County is located on the Atlantic coast in the north-central portion of the Florida coastline. The county is bordered on the south by Brevard and Sem-inole Counties, on the west by Marion, Seminole and Lake Counties, the north by Putnam and Flagler Counties, and on the east by the Atlantic Ocean.

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There are 832,000 acres (1,062 square miles of land and 238 square miles of water) located within the borders of Volusia County, including 47 miles of ocean beaches.

b. Topography

The topography of the county is generally flat, with lit-tle variation in elevation.

c. Land Use

Land use patterns are influenced by the waterways and road system. As with most of the Central Florida Area, more areas are being developed for residential and commercial uses. All county jurisdictions have adopted comprehensive land plans, zoning, and build-ing codes.

d. Water Area

There are 238 square miles of water located within the borders of Volusia County, including 47 miles of ocean beaches.

e. Drainage Patterns

Volusia County has three primary rivers running north parallel to the east and west boundaries. The Halifax River is approximately 27 miles long and parallels the Atlantic Ocean running the length of the county end-ing in Ponce Inlet. The Tomoka River and Spruce Creek empty into the Halifax River. The Indian River (a part of the Inter-Coastal Waterway) starts at Ponce Inlet, then parallels the Atlantic Ocean and flows south 21 miles through the county continuing into Brevard County at its southern point. The St. Johns River flows south to north along the entire length of the county’s western boundary. The St. Johns runs 60 miles through Puzzle Lake, Harney Lake, Lake Monroe and Lake George before continuing out of the county.

f. Environmentally Sensitive Areas

Volusia County has 48 miles of coastline enveloping 1,090 acres. Coastal marshland covers 39,488 acres

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while inland swamps cover 135,808 acres. The coastal areas, beaches and inland swamps are con-sidered to be environmentally sensitive areas. Volusia County has been divided into six geographic areas by the Water Quality Management Program of the Volu-sia Council of Governments. These are the Tomoka Basin, which remains largely in a natural state, with little urbanization. The Mosquito Lagoon Basin (North Indian River), in which land use is dominated by agri-cultural and forested lands, with approximately 20% of the area urbanized. The Spruce Creek/Turnbull Bay Basin is only slightly urbanized, with most of the land cover being forest or wetland. The Middle St. Johns River Basin contains a portion of the Interstate 4 cor-ridor, although only 5% of the land in this basis is ur-banized, with the remainder being forested and in ag-riculture. Finally, the Central Recharge Area, in the center of the county, has two major transportation cor-ridors (Interstate 4 and U.S. 92), although most of the land use is forest, wetlands or rangelands. Developed lands account for only 3% of the basin.

g. Flood Prone Areas

Flood Prone Areas in Volusia County are identified as those areas within the 100-year floodplain, and other areas subject to repetitive flooding along the rivers and lakes. In addition, flooding occasionally occurs in localized areas as a result of inadequate drainage. See LMS for further information.

2. Geographic Hazard Areas-

The geographic areas of the county that are expected to suf-fer the impact of the hazards are identified within the Vulnerability Maps

C. Demographic Information

1. Population Characteristics:

a. Total Population

The population of Volusia County has experienced dramatic increases over the past 35 years, and addi-tional demographic information is presented else-

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where in the CEMP. The 1970 US Census placed Volusia County’s population at 169,500. Estimates released by the University of Florida, Bureau of Eco-nomic and Business Research as of April 1, 2005 place Volusia County’s population at 494,649 per-sons. The 2010 current census data reports the coun-ty’s population to be 494,593 persons. A significant portion of this increase can be attributed to persons age 65 and over.

b. Population Density and Distribution

The county has two distinct population regions. The eastern region (from Interstate 95 east to the ocean) supports approximately 60% of the total population with approximately 80% of this population living within incorporated areas. The western region (generally bordering US 17-92 and the Interstate 4 corridors) is home to the remaining 40% of the total population. This population is the inverse of the eastern region with over 80% residing in unincorporated areas.

c. Distribution of Population by Age

Age Distribution

Year Population % 85 years and over

11,317 2.6%

75 to 84 years 36,477 8.2% 65 to 74 years 50,017 11.3% 60 to 64 years 23,624 5.3% Total 121,435 27.4% 55 to 59 years 24,566 5.5% 45 to 54 years 59,117 13.3% 35 to 44 years 63,851 14.4% 25 to 34 years 48,244 10.9% 20 to 24 years 24,727 5.6% Total 220,505 49.7% 15 to 19 years 29,019 6.2% 10 to 14 years 27,646 6.4% 5 to 9 years 26,052 5.2% Under 5 years 25,797 5.1% Total 108,514 22.9%

(Source: US Census Estimate 2010)

d. Special Needs Population

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The elderly portion of the population is becoming in-creasingly larger each year. This means that emer-gency response organizations will need to be able to provide increasingly more services required by this group at the time of a disaster. These services could include additional shelter space, more evacuation transportation assistance, greater health and medical services, and additional individual assistance during recovery.

Non-Institutionalized Disability by Age Group

Population 5 Years and Over 449,313

With a disability 87,742

Population 5 to 15 Years 59,264


Population 16 to 64 Years 292,558


Population 65 Years and Over 97,491


(Source: 2010 US Census Database)

e. Farm Workers There are two groups of farm worker populations in Volusia County: (1) migrant workers who follow the crops, and (2) workers who live in the Pierson area and work the fern industry year round. The current estimate of the number of migrant workers in Volusia County is less than 3,000.

f. Tourist Population

Tourism is both a very significant contributor to the county’s economy and to the total number of people that may be placed at risk at the time of a disaster. This factor may place additional importance on the capabilities of response organizations to provide pub-lic information to this population both before and dur-ing protective actions, such as coastal evacuation. Lack of familiarity with local roadways, place names, and travel directions, as well as language difficulties,

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could become issues with management of this popu-lation.

Volusia County is the site of several special events throughout the year, drawing hundreds of thousands of visitors. There is an increased potential with these events that large-scale emergencies such as mass casualty events, civil disorder, terrorist attacks, etc. could occur.

Tourism does have a significant affect on the county’s population, however the county population is inflated throughout the year by an influx of tourists, who num-ber in the millions annually. (Volusia County Beach Services reports that over 10 million people visit the beach annually). Numerous special events including Speed Week, Bike Week, Black College Reunion, and Spring Break bring thousands of visitors, and can create additional burdens on response agencies and emergency managers. Hundreds of thousands of per-sons visit the county during these and other special events, as well as for vacations, staying for varied amounts of time. Data from 2000 indicates that lodg-ings number 3788, or 10th in the state, with amuse-ments/recreational facilities numbering 2953, also ranking 10th in the state.

g. Language Proficiency of the Resident Population

Population 5 years and over 449,392

English only 398,251

Language other than English 51,141

Speak English less than "very well" 16,448

Spanish 34,826


Other Indo-European languages 11,525


Asian and Pacific Islander languages 2,585

Speak English less than "very well" 616

Other languages 2,205

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Speak English less than "very well" 587

(Source: 2010 US Census Database)

As indicated, according to the 2010 US Census, ap-proximately 9 percent of the population of Volusia County have limited English language skills. In addi-tion, although data are not available, it can be as-sumed that a significant portion of the tourists visiting Volusia County have little or no English language pro-ficiency skills, as many of the tourists visit from Euro-pean and South American countries.

Hearing Impaired In 2010, approximately 2.9% (14,342 individuals) of the population in Volusia County was considered “hearing impaired” (either hearing impaired or loss.) (Source: Cornell University Disability Statistics.)

h. Transient populations

The county, with its beaches and special events, draws hundreds of thousands of tourists and large numbers of transients every year.

i. Mobile Home Parks

There are approximately 200 mobile home parks in Volusia County that house a significant number of in-dividuals. (A list of mobile home parks is available up-on request.) These neighborhoods are relatively more vulnerable to high wind events, tornadoes and hurri-canes. Evacuations and/or post-impact rescue efforts may be necessary.

j. Inmate Population

The current rated capacity is 899 beds at the Volusia County Branch Jail and 595 beds at the Volusia County Correctional Facility. The average daily in-mate population is 1,417. (Source: Volusia County Corrections Department.) Annually, the daily inmate population has increased 4.6% since 1982.

2. Populations Most Vulnerable to Hazards:

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Due to the popularity of the seashore, approximately 67 per-cent of the county’s population reside in hurricane storm surge zones, along with a large portion of the county’s eco-nomic base. Eleven of Volusia County’s sixteen municipali-ties are located East of Interstate 95, with City populations alone totaling over 248,000. Much of this area is designated for evacuation for a Category 4 or 5 hurricane.

Volusia County is a jurisdiction that is different than most in the State of Florida. While it is generally considered a coastal county, it has a significant inland element due to the size and geography of the county. One reason for identify-ing the inland element as significant is that apparently its lo-cation may promote the concept that being inland protects populations from the major problems associated with tropical weather incidents. In addition, coastal residents expect to be able to evacuate to the West side of the county to escape the hazards associated with approaching hurricanes or tropi-cal storms. Due to the concentration of people near the coastal area of Volusia County, there are more elderly locat-ed East of I-95 than in the rest of the County. Additionally, the majority of health care facilities are located in a category 1 – 5 storm surge zone.

D. Economic Profile

1. Profile

Volusia County’s economic enterprises provide over 128,000 jobs. With an available labor force of 253,299, it generated $5.7- billion in wages and salaries, with the amount of per-sonal income generated from non-waged sources of interest, royalties and other investment vehicles topping $8.6-billion in new capital. The current unemployment rate in Volusia County is 3.6%. The median household income in Septem-ber 2006 was $42,297.

The Flagler/Volusia County area has a household population of approximately 551,300 and a civilian labor force of ap-proximately 254,000. Of the approximately 10,600 business establishments identified, based on 1999 census data, over 90% can be considered small businesses with less than 20 employees. Past experience indicates that small businesses are more vulnerable to failure after a disaster, and this is an important consideration for implementation of the mitigation and recovery portions of the CEMP in the aftermath of a dis-

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aster. (elink to current information regarding economic activities in the county)

a. Employment by Major Sector in Volusia County

Name of Business/ Organization

Total # Employees

Full-Time Employees

Part-Time Employees

Type of Business

Volusia County Schools

8,080 8,080 0 Education

Florida Hos-pital – All Di-visions

4,248 3,574 674 Healthcare

Halifax Health 3,957 3,280 677 Healthcare

Volusia County Gov-ernment

3,280 2,687 593 Government

Walmart 2,160 1,920 1,240 Grocery/RetailPublix 2,486 814 1,672 Grocery State of Flor-ida 2,361 2,361 0 Government

Daytona State College 1,797 1,003 794 Education

U.S. Gov-ernment 1,422 1,422 0 Government

Embry Riddle Aeronautical University

1,176 1,143 33 Education

Total Em-ployee Count 31,967 26,284 5,683

(Source: Agency for Workforce Innovation, Labor Market)

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http://www.floridabusiness.org/

http://www.floridabusiness.org/


• Volusia County Average Monthly Employment by Indus-

try in 2008

# Industry Avg. Monthly Employment

1 Retail Trade 24,502 2 Health Care and Social Assistance 26,880 3 Accommodation and Food Services 18,013 4 Educational Services 15,439 5 Construction 11,576 6 Manufacturing 9,051 7 Public Administration 9,744 8 Admin. Support, Waste mgt., Remediation Ser-

vices 8,773

9 Professional, Scientific and Technical Services 5,927 10 Other Services (Except Public Administration) 5,766 11 Wholesale Trade 4,775 12 Finance and Insurance 4,250 13 Arts, Entertainment and Recreation 3,976 14 Real Estate, Rental and Leasing 3,361 15 Information 2,558 16 Transportation and Warehousing 2,895 17 Agriculture, Forestry, Fishing, and Hunting 2,034 18 Management of Companies and Enterprises 1,552 19 Utilities 543 20 Unclassified 24

(Source: Agency for Workforce Innovation, Labor Market) b. Property Value

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c. Per Capita Income

Per Capita Personal Income in Volusia

County

Year Income Amount 1997 $20,387 1998 $21,293 1999 $21,988 2000 $23,327 2001 $24,270 2002 $24,783 2003 $25,359 2004 $27,206 2010 $28,268 2006 $29,686 2007 $30,374

2. Economic Impact to Hazards

For purposed of economic impact to hazards within Volusia County Please refer to the Volusia County Local Mitigation Strategy

E. Emergency Management Support Facilities

1. Critical Facilities

Important Facility Locations; Critical Facilities; Healthcare Facilities Healthcare facilities map

Volusia County maintains extensive land use information online in a geographic information system (GIS), which is updated on a regular basis. This information can be ac-cessed easily from the County EOC to create detailed maps with current information and is referenced in this document rather than to enclose one or more maps herein that will be quickly outdated. (elink to the county’s GIS website.) The information typically relevant to development and implemen-tation of the CEMP on this website includes the following:

City facilities Communications towers County parks Sheriff’s facilities Evacuation routes Evacuation shelters Highways Fire stations Floodplains Future land use Hospital/health care facilities Hurricane surge lines Hydrology Industrial park locations Library locations Marinas/boat ramps Municipal boundaries School locations

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http://www.volusia.org/gis/


County facilities Zoning

2. County Staging Areas

County Staging Areas distribution sites debris disposal sites

3. Helicopter Landing Zones

Staging areas helicopter landing zones

III. CONCEPT OF OPERATIONS

Overview of the Concept of Operations

The concept of operations for the Volusia County CEMP is based on the model provided by the State of Florida comprehensive emergency man-agement plan as well as the emergency operations normally expected to be necessary. The County’s concept of operations is more completely de-fined in the Emergency Management Systems Operations Guide, issued by the Volusia County Emergency Management Division. The basic con-cept of operations incorporates a decision flow process utilized as needed to mobilize all available resources for response to and recover from a dis-aster in Volusia County.

A. Organization

1. Staffing and Organization

The organizational structure uses for day-to-day operations by Volusia County is illustrated in in the table below. For county government, the agencies with emergency services as a principal part of their normal operations are the Public Protection Department and the Sheriff’s Office.

Day-to-Day Operations

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Mosquito Control

Traffic Engineering

Road Maintenance

Water Resourcesand Utilities

Engineering

Solid Waste

Public Works

Managementand Budget

Risk Management

Personnel Services

Accounting

Revenue

Financial Services

ConstructionManagement

Facilities Services

Financial andAdministrative Services

InformationTechnology

Purchasing

Fleet Management

Leisure Services

EnvironmentalManagement

GrowthManagement

ECHO and ForeverPrograms

Growth and ResourceManagement

HumanServices

Head StartProgram

CommunityAssistance

Library Services

Veterans Services

AgricultureExtension

Votran

Community Services

Fire Services

Corrections

Animal Control

MedicalExaminer

EmergencyManagement

Beach Safety

Public Protection

CommunityInformation Director

Airport Servicesand Port Authority

Ocean Center

Internal Auditor

EconomicDevelopment

Deputy CountyManager

Sheriff's Office Elections Supervisor Property Appraiser

County Manager County Attorney

VolusiaCounty Council

Land Managementand Acquisition

Upon activation of the County EOC, some or all of the des-ignated county ESFs will be activated. For full activation of the County EOC, the staffing will be that indicated in the ta-ble below. The various functional units that operate from the County EOC, including especially the county’s emergency support functions, have been grouped in the EOC to facili-tate coordination of operations. The county utilizes an ESF structure that is parallel to the ESF structure utilized by the state and federal government. The agency responsibility as-signed for each ESF and the staff groups are shown in the chart below; full County EOC staffing and associated duties are described in the next section.

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EOC Staffing During an Emergency

a. The County Manager is designated as the head of

emergency government during times of emergencies and/or disaster operations after the county council has declared a local state of emergency.

b. Manager’s Advisory Group -- The County Manager’s

Advisory Group is made up of the executive manag-ers of the county’s agencies. The group provides general policy guidance to the overall emergency re-sponse and disaster recovery operations conducted by the county. The primary responsibility of the Man-ager’s Advisory Group is to advise on strategic plans for county operations, to establish policies to guide county and municipal operations, and to prioritize re-sponse actions when faced with limited resources. The Chair of the County Council, or designee, serves as chair of the Manager’s Advisory Group.

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c. Municipal Coordination Group (MCG) -- This group is

made up of the chief elected officials of the local gov-ernment jurisdictions impacted by the emergency event. When the county is under a declared state of emergency, the Group may be activated to make de-cisions in concert regarding multi-jurisdictional protec-tive actions, emergency response operations and dis-aster recovery functions. MCG will also advise the County Manager regarding the promulgation of emer-gency ordinances and imposition of regulations as needed due to the emergency. These actions could include ordinances requiring curfews, business clo-sures, prohibition on the sale of alcohol and firearms, restrictions on motor vehicle use, etc.

d. Emergency Management Division -- The Director of

the Emergency Management Division provides the supervision and coordination to the county’s emer-gency response and disaster recovery operations, re-porting directly to the County Manager. The Division of Emergency Management provides staff support needed to coordinate County EOC operations. The Division staffs the “operations officer” positions in the EOC and supervises the information flow and makes the mission assignments to the county’s emergency support functions. The Division also provides the nec-essary staff support within the County EOC that is needed in common by the activated ESFs, as well as ensuring that the physical and operational capabilities of the County EOC are adequate to support emer-gency response operations.

e. Municipal Liaisons -- Municipalities involved in the re-

sponse operations will be expected to staff a liaison position in the County EOC to improve communica-tion and cooperation between the county and the mu-nicipal emergency response operations. Under most circumstances, requests from municipalities for coun-ty resources and support would be routed through the municipal liaison position to ensure fulfillment of the request. The municipal liaison position also serves to communicate important information, e.g., damage as-sessment reports, from the municipal to the county level.

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f. State Liaisons -- For a major event, the State Emer-gency Response Team may deploy one or more liai-son personnel in the County EOC. If so, the activities of the state liaison(s) and information flow to their po-sitions will be coordinated by the County Emergency Management Division.

g. Infrastructure Group -- This is the group of emergency

support functions (ESF s 1, 3, and 12) responsible for maintaining and/or restoring the physical and opera-tional integrity of the community’s infrastructure, in-cluding transportation and utilities.

h. Human Services Group -- This is the group of emer-

gency support functions (ESFs 6, 8, 11 and 20) that are responsible for providing services directly needed by the disaster victims for their own safety, welfare and comfort during an emergency event. These services include mass care, health and medi-cal services, distribution of donated goods and ser-vices, animal care and support for persons with spe-cial needs.

i. Operations Desk Group -- This group, made up of

ESFs 2, 5, and 14, is responsible for the management of the information flow into, within and out of the County EOC. This group involves the information and planning function for county emergency response and disaster recovery operations, public information and emergency instructions, and communications. The group is also supported by the County EOC commu-nications center and any additional liaisons from other agencies, organizations or facilities involved with the emergency event.

j. Emergency Services Group -- this group (ESFs 4, 9,

10, 16, and 17) are responsible for the direct emer-gency services operations necessary to protect public safety and property. The operations in this group in-clude firefighting, search and rescue, hazardous ma-terials response, animal protection, and law enforce-ment operations.

k. Support Services Group -- this group (ESFs 7, 13, 15

and 18, as well as applicable county agencies) is re-sponsible for providing support to other ESF through

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the procurement of goods and services. The involved county agencies provide technical support in the are-as of financial management for these services.

l. Damage Assessment – ESF 19 provides mapping

support and damage cost estimates to support as-sessment of the overall damage impact to the county by processing input from damage assessment teams.

2. Leadership and Authority

a. General Leadership and Authority Volusia County government provides a wide variety of services to residents and visitors, from beach man-agement to road repair, fire protection and law en-forcement.

The County operates under a Council/Manager form of government. Voters elect a seven-member County Council, five of whom are elected by district. The County Chair and the At-large representative are elected countywide, and all serve four-year terms.

The County Council serves as the legislative and poli-cy-making body for Volusia County government. The County Manager, who is hired by the County Council, works with its members to assist in formulating poli-cies and programs. The County Manager also is top administrator for approximately 2,500 full-time County employees and is responsible for the ongoing opera-tions of all County services as set forth by the County Council.

(1) Transfer of Powers

The council shall by ordinance have the authority to assume and perform all functions and obliga-tions now or hereinafter performed by any munici-pality, special district or agency whenever such municipality, special district or agency shall re-quest the performance or transfer of the functions to the county.

The council shall be composed of six members and the county chair. There shall be five council districts. Each district shall elect one council

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member. One council member shall be elected at large. The county chair shall be elected at large.

(2) The County Chair

The office of the county council chair shall have all jurisdiction and powers which are now and which hereafter may be granted to it by the Constitution and laws of Florida provided that such powers shall be exercised in a manner consistent with this charter. The county chair, in addition to the powers and duties provided by this charter, shall have the specific powers and duties to:

i. Serve as the official and ceremonial repre-sentative of the government

ii. Issue proclamations on behalf of the gov-ernment, which shall be reported to the county council upon issuance.

iii. Preside as chair of and in all other respects participate in the meetings of the county council and have an equal vote on all ques-tions coming before it.

iv. Execute ordinances, resolutions and other authorized documents of the government

v. Serve ex-officio as the county government's representative, and appoint others to serve in the county chair's stead, on other bodies external to county government

vi. Serve as the county council representative, and appoint county council members to serve in the county chair's stead, on other bodies internal to county government.

(3) County Manager

There shall be a county manager who shall be ap-pointed by the council and who shall serve at the pleasure of the council. The county manager shall be chosen on the basis of professional training, executive and administrative experience and quali-fications. The manager shall maintain residency within the county during the period of tenure of of-fice and shall not engage in any other business or

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occupation. The county manager may, subject to the approval of the council, appoint one of the oth-er officers or department heads of the county gov-ernment to serve as county manager in the man-ager's absence

(4) Line of succession

In the event the County Manger is unavailable or incapacitated, the order of succession is as fol-lows:

• Deputy County Manger

• County Operations Manager

• Chief Financial Officer

• County Attorney

In the event a Department Director is unavailable or incapacitated, the Department Deputy Director will serve in that capacity, or as appointed by the County Manager.

b. Leadership and Authority During a disaster

(1) Upon its activation and staffing, all emergency re-

sponse and disaster recovery operations will be coordinated from the County EOC. On-scene command posts, emergency services locations and facilities, and departmental/agency coordina-tion centers may be established as needed by county and municipal response organizations and/or the County ESFs. However, their opera-tions will be under the coordination and guidance of the County EOC and the County Manager’s Ad-visory Group.

(2) The Chair, Volusia County Council, is responsible for issuing a “Declaration of a Local State of Emergency” in accord with the provisions of state statutes. This declaration may include the promul-gation of any necessary emergency ordinances to include those requiring the closure of businesses, public offices and schools (in coordination with the Superintendent of Schools). The decision to de-

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clare a Local State of Emergency will be based on the recommendation of the Director of Emergency Management, the County Manager and the Policy Group, if the situation permits. (A sample copy of a local resolution for declaring a Local State of Emergency and additional appropriate reference materials supporting Policy Group/County Council authorities and actions in an emergency are con-tained in the Policy Group Reference materials binder at the County EOC.) Promulgation of states of emergency by the involved municipalities within the county, when applicable for a wide area disas-ter, will be coordinated with the county through the MCG when activated.

(3) The County Manager or designee, upon issuance of a declaration of a local state of emergency by the County Chair, assumes complete control of county-owned resources and facilities for purpos-es of supporting emergency response and disaster recovery operations. The County Manager, with the cooperation of the Director of Emergency Management, may request state assistance and/or mutual aid from adjacent jurisdictions, if the re-sponse to the event threatens to deplete available county and municipal resources.

(4) The Director of the Emergency Management Divi-sion, (or designated duty officer) is responsible for activating, coordinating and managing the County EOC during emergency operations and reports di-rectly to the County Manager in accordance with County Ordinance 96-1. The Emergency Man-agement Director or designee assumes the role of the chief operations officer of the County EOC.

(5) The designated representatives of the lead agen-

cies or organizations of the County’s ESFs as-sumes control of the operation of that function. Personnel representing the ESF and assigned to the EOC will activate their operations in accord-ance with established plans and procedures for that ESF. The ESF may also receive mission as-signments from the Operations Officer and staff and, with the assistance of the designated support

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agencies and other County ESFs, will complete those missions.

(6) Public protective actions, e.g., evacuation, will be

implemented as necessary through the coopera-tion of the County ESFs and involved municipali-ties. When protective actions have been pre-planned, they will be implemented in accord with established procedures, and pre-determined deci-sion guidelines. Otherwise, protective action deci-sions will either be made by the on-scene incident command or, if activated, by the County Manager and/or Director of Emergency Management func-tioning from the County EOC. If the State EOC has directed a multi-county hurricane evacuation, Volusia County will implement an evacuation of the areas at risk in the county in accord with the State’s regional evacuation plan. (e-link to the ECFRPC regional evacuation plan page).

(7) Emergency public information and instructions will

be implemented by the County Emergency Man-agement Division, in coordination with ESF 14, Community Information, if activated. The following warning systems are currently available to Volusia County for dissemination of warning information: the Emergency Satellite Communications System (ESATCOM); Emergency Alert System; Cable TV over-ride; NOAA Weather Radio; local government radio; telephone and geographically-based call-down systems; telegraph facsimile or teletype sys-tems. The Director of Emergency Management (or designated representative) has primary responsi-bility for activation of emergency warning systems. Municipalities may direct the activation of their warning systems as conditions and events war-rant. Activation of municipal warning systems will be coordinated with the County EOC. The print media, radio and television stations also provide assistance in the dissemination of information to the public as required. Additional assistance is provided by municipal and county law enforcement and fire departments through the use of vehicle mounted public address systems.

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http://www.ecfrpc.org/Programs-and-Projects/Emergency--Management/Hurricane-Evacuation.aspx

http://www.ecfrpc.org/Programs-and-Projects/Emergency--Management/Hurricane-Evacuation.aspx


(8) Emergency operations will be planned and imple-mented based on the priorities set by the County Manager’s Advisory Group, and continued until the emergency situation is over. If significant health and safety impacts, property or infrastructure damage, economic consequences, or substantial environmental harm results from the event, the county and involved municipalities will promptly assess the impacts of the event and compile in-formation regarding the resulting damages. The county’s procedure for this operation is described in ESF 19, Damage Assessment.

(9) Upon completion of emergency response opera-

tions and the damage assessment process, the County EOC will transition to a disaster recovery mode, staffing the EOC and other locations and implementing necessary procedures as described in Annex I. Disaster recovery operations will be continued, in cooperation with state and federal agencies as applicable, until they are no longer needed. The organizational structure utilized for recovery operations is depicted in Annex I.

(10) Termination of emergency operations will be

promptly followed by the compiling of financial and operational documentation by all involved agen-cies and organizations in accord with established procedures. As applicable, operational and tech-nical data and reports are provided to the State EOC. In addition, the County Emergency Man-agement Division will conduct a post-event critique of the emergency operations to determine the need for improvements in county plans, proce-dures and capabilities.

3. Emergency Management Organization Systems in Dis-

aster

Volusia County has programming in place to address all of the phases of emergency management: mitigation, prepar-edness, response and recovery. These programs are incor-porated into the normal operations of several of the county’s agencies and organizations, and/or are in place to be im-plemented when needed. Below are emergency manage-ment organization systems used in a disaster.

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a. Notification, Mobilization, Detection and Activation

1. Volusia County Sheriff’s Communications Division is

the County Warning Point and is responsible for the notification of county personnel with a primary emer-gency response and/or recovery tasking. Information flow comes from a variety of sources such as emer-gency management officials, municipal law enforce-ment, Central Florida Information Exchange, private citizens, the National Weather Service, utility provid-ers, and private industry, amongst others. The County Warning Point is manned 24/7/365 and utilizes these resources to maintain a high level of situational awareness. Detection of an actual, suspected or threatened human caused and terrorist incident may occur through the following types of mechanisms:

• 911 • Law enforcement intelligence efforts • Warnings or announcements by the perpetrators • The characteristics of the event, such as explosion or chemical recognition • Witness accounts • The medical or physical symptoms of victims • Laboratory results from samples taken at the scene or from victim’s bodies • Monitoring of a community’s morbidity and mortality on a routine basis • Unexplained disruption or failure of a computer net-work, telecommunications system or Internet service. Florida Statute Chapter 252 requires the State Divi-sion of Emergency Management to establish a sys-tem of communications and warning to ensure that the state’s population and emergency management agencies are warned of developing emergency situa-tions and can communicate emergency response de-cisions. To meet this requirement, the Division oper-ates the State Watch Office (SWO), a 24-hour emer-gency communications center and situational aware-ness hub within the SEOC. The SWO provides the state with a single point to disseminate information and warnings to governmental officials (federal, state

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and/or local) that a hazardous situation could threaten or has threatened the general welfare, health, safety, and/or property of the state’s population. The SWO maintains continuous situational awareness of natural and technological hazards during non-emergency pe-riods as well as in times of emergencies and disas-ters. Daily actions include monitoring open source media outlets, syndicated news data feeds, and social media sources. Continuous information flow also comes from a variety of sources such as emergency management officials, regional coordinators, county warning points, fusion centers, private citizens, the National Weather Service, nuclear power plants, and private industry, amongst others. The collected infor-mation is analyzed by Operations staff in the SWO for state, regional, national, and international threats, and then entered into an Incident Tracking system. A Sit-uation Report is generated, matched to a matrix of warnings and notifications for the associated hazards, and then communicated to governmental officials, lo-cal responders, and SERT team members. (1) The County Warning Point is located at 3825 Tiger

Bay Road, Daytona Beach, Florida, 32124. Notifi-cation and alerting procedures are provided by Emergency Management Division and maintained by the Communications Division for activation as required. EVAC Ambulance provides primary dis-patch for county fire and rescue and is the desig-nated secondary communications facility for the county.

(2) The Volusia County Emergency Management Di-vision will be notified of disaster events that may necessitate the activation of the CEMP and the County EOC. Such notification may occur in many ways, e.g., from the County and/or State Warning Point, from a municipality or from the on-scene county or municipal incident command.

(3) The Director of the Division of Emergency Man-agement, or designee, will, in consultation with the Director of the Public Protection Department and the County Manager, determine the need for acti-vation of the County EOC and the level of activa-tion necessary. A guideline for activation of the

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County EOC activation is provided below in the following three levels:

i. Level III, Monitoring Activation. Routine county-wide monitoring. At this level, the County’s full-time Emergency Management Division staff provide necessary information to the respective state and local agencies regarding hazard ma-terials incidents, adverse weather warnings, wildfires, road closures, plane crashes, or other critical events.

ii. Level II, Partial Activation. A limited activation

of core ESF personnel, Citizens Information Center (CIC) personnel and as needed, munic-ipality and support personnel to more closely monitor a developing situation and make initial plans to provide any necessary assistance.

iii. Level I, Full Scale Activation. All county ESF

representatives, CIC personnel, municipality representatives and support staff report in shifts to the County EOC for 24 hour disaster response/recovery activities. All members of the Policy Group and the Municipal Coordina-tion Group should be notified and prepared to meet as needed.

(4) Upon notification of the lead agency of an ESF to

activate, the lead agency is responsible for notifi-cation of the necessary support agencies for that ESF and for requesting, as indicated, mobilization of their staff and resources.

(5) Mobilization will be to the County’s EOC facility,

located at 3825 Tiger Bay Road, Daytona Beach. Once staffed, the County EOC will serve as the single point of coordination and direction for the county’s emergency response and disaster recov-ery operations. An alternate EOC is available and it is located in Historic Court House, second floor, adjacent to the Thomas C. Kelly Administration Center located at 123 West Indiana Ave., DeLand, Florida. Procedures and diagrams for operations at both the primary and alternate County EPC’s are provided in the Volusia County Emergency

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Operations Center operations manual. References in the CEMP to the “County EOC" are intended to indicate either of these facilities.

(6) The County Emergency Management Division is

responsible for notifying and mobilizing auxiliary personnel needed to support the County EOC’s clerical and general support functions.

b. Response:

The concept of operations has the following charac-teristics and will be utilized for all types of emergen-cies and disasters that warrant activation of this CEMP and the County EOC:

(1) For disasters with a defined incident scene, the

responding county and/or municipal emergency services agencies will establish a command post in proximity to the scene, from which emergency operations will be directed using the incident command system. Emergency operations in the field will be classified based on the number of inci-dent scenes and/or the size of the event.

(2) If the incident scene is within or impacts one or

more of the county’s municipalities, that jurisdic-tion may activate its municipal emergency opera-tions center, or equivalent, in order to provide and coordinate municipal support to municipal re-sponse officials operating from the command post. The level of impact on the municipality may also necessitate that the jurisdiction’s governing body declare a municipal state of emergency.

(3) Upon request of the command post, a municipal

EOC, or for disasters without a defined incident scene or with numerous incident scenes, the County Emergency Operations Center (EOC) will be activated to a level of operation based on the size and characteristics of the event. This activa-tion may be partial or full, with limited or complete staffing, respectively, depending on the character-istics of the disaster event. Because of the coun-ty’s increased vulnerability to hurricanes, activa-tion levels specifically for hurricane events have

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also been established, as has a timeline for hurri-cane response operations.

(4) Once activated, county emergency operations will

be coordinated from the County EOC directly, or provided in support of the command post. The County EOC will also serve as the point of coordi-nation with municipal and state government re-sponse organizations.

(5) County EOC operations will be directed by the

County Manager’s Advisory Group, which is chaired by the County Manager, with operations coordinated by the Director of the Volusia County Emergency Management Division. Emergency operations will be conducted by the staff of twenty designated emergency support functions (ESFs). These twenty ESFs, plus support and leadership staff, have been grouped into a specific organiza-tional structure to facilitate response and recovery operations. There is a lead agency and one or more support agencies designated as responsible for activation and implementation of each county ESF. Responsibility for staffing of each ESF at the EOC is defined, as is the responsibility for providing general support staff for maintaining EOC operations.

(6) The County EOC is physically configured to sup-

port operations by each of the twenty ESFs when necessary, along with support staff and liaison personnel from municipalities within the county, as well as state and federal agencies. The configura-tion consists of a set of offices designated for spe-cific functions, as well as a central operations room where direct coordination and communica-tion between ESFs is maintained.

(7) Each ESF is under the direction of a lead agency,

with additional assistance and capabilities provid-ed by designated support agencies. The lead re-sponsibility for each county ESF has been as-signed to an appropriate local agency or organiza-tion, and placed into an overall structure that closely parallels the ESF organizational structure used at the state and federal level.

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(8) If indicated by the characteristics of the event, it

may be necessary for the County to declare a “state of emergency” and to recommend or require protective actions for public health and safety, e.g., evacuation, curfews, condemnation of prop-erty, etc. The State of Emergency is declared by the Chair of the County Council, and, if indicated, the Municipal Coordination Group Council may be convened to coordinate such operations between the county and its municipalities.

(9) Mission assignments will be tasked to the ESFs as

necessary through the Emergency Management Division and the EOC operations staff. County ESFs have responsibility for mission completion and coordinating directly with the functional coun-terparts at EOCs of the county’s municipalities, ad-jacent counties and the state.

(10) Generally, this concept of operations will be uti-

lized regardless of the type of disaster event, so long as it has reached a level and scale of impact and complexity that activation of this plan is need-ed. Nevertheless, if an individual event so indi-cates, the County Emergency Management Divi-sion may request activation of a single or very lim-ited number of County ESFs to address specific missions without activation of the County EOC. In such cases, the Emergency Management Division will provide coordination with the activated ESF and operations may occur from facilities most con-venient for completion of the mission.

(11) Emergency response operations will continue

to completion, and when indicated, the EOC will transition to disaster recovery operations, as de-scribed in Annex 1. Disaster recovery operations will be conducted from the County EOC until other facilities are established specifically for recovery operations. Long-term recovery operations will be operated from these facilities.

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When the emergency response operations are com-pleted or nearing completion, activities that are classi-fied as “disaster recovery” operations are conducted. These include both short-term recovery operations and long-term redevelopment activities. The short-term recovery operations involve establishing facilities and programs needed in the immediate aftermath of the event to provide available disaster assistance to the individuals and organizations that were victims of the event. Long-term redevelopment activities include those actions necessary to return the community to normalcy, including consideration actions needed to reduce vulnerability to similar future disaster events. The guidance provided by the CEMP on disaster re-covery operations is given in Annex One to the plan.

d. Mitigation:

Hazard mitigation is intended to be an inherent com-ponent of all emergency operations conducted pursu-ant to the Volusia County CEMP, as discussed in an-other section of the plan. A few examples of hazard mitigation programming incorporated into the prepar-edness, response and recovery phase operations are illustrated here:

Preparedness:• Providing mitigation information to the public

• “Hardening” community facilities to withstand disaster’s impacts

• Conducting technical analyses to define potential disaster impacts

Response:

• Implementing temporary measures to protect property

• Actions to prevent or minimize loss of community utilities or services

• Pre-event relocation of emergency equipment out of areas to be impacted

Preparedness:• Providing mitigation information to the public

• “Hardening” community facilities to withstand disaster’s impacts

• Conducting technical analyses to define potential disaster impacts

Recovery:

• Prohibitions on reconstruction in areas at risk

• Incorporating mitigation techniques into reconstruction

• Implementation of new mitigation initiatives in the post-event timeframe

Response:

• Implementing temporary measures to protect property

• Actions to prevent or minimize loss of community utilities or services

• Pre-event relocation of emergency equipment out of areas to be impacted

Recovery:

• Prohibitions on reconstruction in areas at risk

• Incorporating mitigation techniques into reconstruction

• Implementation of new mitigation initiatives in the post-event timeframe

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Hazard mitigation planning and programming is con-ducted in Volusia County by a wide variety of agen-cies and organizations. One of the key planning and programming efforts is the maintenance and imple-mentation of the countywide local mitigation strategy, which is done by a cooperative inter-jurisdictional and inter-organizational group. In addition, Annex Two to the Comprehensive Emergency Management Plan provides information on mitigation programming in Volusia County.

(1) Hazard mitigation programming is the function of

numerous agencies and organizations. Volusia Prepares is a multi-jurisdictional, public-private partnership that maintains a comprehensive, coun-ty-wide local mitigation strategy. Other county and municipal agencies perform routine mitigation re-lated functions, including but not limited to the fol-lowing:

i. Considering hazard mitigation issues in the

county’s comprehensive plan and land devel-opment code

ii. Enforcement of the county’s flood plain ordi-

nance

iii. Issuance of building permits and enforcing building codes

iv. Conducting fire inspections

v. Conducting public information and education

programs related to hazard mitigation

4. Differences in Management Structures

a. Classification of Emergency Incidents and Expla-nation of Incident Command Structure:

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Emergency events will be classified in the CEMP based on the number of incident scenes and/or the number of jurisdictions involved, as follows:

• Class I – Routine, single-site incident, which em-

ploys either single or unified command.

• Class II - Incident with multiple sites, employing a complex or area unified command.

• Class III - Advanced multiple agency or multiple ju-

risdictional incident with multiple sites or with dif-fuse, area-wide impact. Unified area-wide Com-mand is established.

The Multiple Agency Incident Command System (ICS) plan will generally take effect with Class II and Class III incidents, including implementation of unified com-mand and deployment of position-specific, certified personnel in key ICS positions.

b. Management of Class III Incidents: Multiple Site

and Area-Wide Emergencies

Class III incidents will most directly involve the Volu-sia County EOC and County ESFs, as well as imple-mentation of the Volusia County CEMP.

In some types of emergencies there may be several individual sites such as multiple tornado touchdowns or a large-scale civil disturbance. Others, such as widespread flooding or an ice storm, have a major community impact with a large number of smaller, “routine” incidents. These are referred to as Class III incidents because they require area-wide coordination and policies. This section describes the establish-ment of Area Command and the relationship between the EOC, Department Operations Centers (DOC), and field sites in Class III incidents.

In Class III incidents, Area Command will be estab-lished at the Volusia County EOC. Area Command is responsible for developing area-wide incident objec-tives, response priorities, operational policies, re-source priorities and requesting assistance from the state and federal governments.

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Department Operations Centers or DOCs are facilities from which individual departments control their opera-tions which will experience a dramatic increase in service demand. DOCs may be regular communica-tions or control centers such as a law enforcement dispatch center, or it may be an ad hoc center set up by a department to deal with its own resource needs, personnel callback, altered business hours, etc. A DOC could also be a fire chief coordinating response activities of his or her department from a mobile unit. In a Class III incident the individual field units or crews will generally report to the DOC. Incidents with single command and involving a single department may also report to the DOC. However, major incidents involv-ing Unified Command should coordinate directly with the Area Command established at the County EOC. In Class III incidents some strategic decisions must be made by chief executives such as the Mayor, City Manager, or County Judge. These decisions, which include government office closures, large-scale evac-uation, and curfews, will be made in consultation with Unified Area Command at the EOC. The EOC will generally coordinate with DOCs directly, but may also coordinate with the Incident Commander at major in-cident scenes to establish area-wide objectives, iden-tify response priorities, and allocate limited resources. The EOC will be the focus for strategic decision-making in Class III incidents involving multiple sites or the area as a whole. Decision-making at this level in-volves such things as curfews, emergency ordinanc-es, evacuations, government business closures, inci-dent response priorities, external resource requests, and public information releases. Although most stra-tegic decisions will be made by Area Command at the EOC, decisions involving such things as government office closures, curfews, or emergency ordinances will be made by the City Manager, Mayor, or County Judge. In a declared disaster or emergency, the Mayor and County Judge have legal authority to direct emergency operations in their jurisdictions. The primary communication between the EOC and field incident scenes should be with the Incident

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Commanders, particularly concerning response poli-cies, incident objectives, and resources priorities. However, there may also be direct communications of a coordination nature, between comparable sections in the EOC and at the scene. For example, the field Logistics Section may communicate directly with the Logistics Section in the EOC and at the scene. For example, the field Logistics Section may communi-cate directly with the Logistics Section in the EOC re-garding specific resource availability. The Plans Sec-tion at the scene may get a weather forecast from the Plans Section at the EOC. The Operations repre-sentatives at the EOC will need regular activity up-dates from the Operations representatives in the field.

5. Emergency Support Function Matrixes: County Agency

Responsibilities for Emergency Operations

B. Responsibilities

In order to maintain and implement the Volusia County CEMP, as well as the associated hazard mitigation and emergency prepared-ness programming, county agencies and participating organization accept the responsibilities described below:

1. General Responsibilities

All County departments, constitutional officers, municipalities, and participating community agencies are responsible for the following general items:

a. Develop the necessary functional annexes, appen-dices, standing operating procedures (SOPs) and checklists for the effective, efficient organization and performance of functions required to respond to, miti-gate, and recover from an emergency or disaster event.

b. Designate and train essential personnel regarding

emergency staffing, assignments and responsibilities for emergency operations.

c. Secure facilities, property and equipment under their control, and take actions to mitigate vulnerabilities to

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physical damage and operational failure during a dis-aster.

d. Maintain accurate records of emergency related ex-penditures (such as personnel, supplies, and equip-ment costs).

e. Protect essential agency and organizational records to provide normal government operations following an emergency and/or disaster event.

f. Provide staff, supplies and equipment (as required and available) in support of emergency response and recovery operations.

2. Volusia County Responsibilities

a. Provide general direction and control over emergency management programs and functions within the coun-ty, including assistance, guidance and support for municipal programming in hazard mitigation and emergency preparedness.

b. Establish policy, regulations and requirements gov-erning county programming and capabilities in hazard mitigation, emergency response and disaster recov-ery

c. Take such actions necessary for the protection of public health, safety and welfare as authorized under § 252.31-92, and to request such additional authority from the Governor of Florida as required;

d. Provide, with or without compensation, rescue teams, auxiliary fire and law enforcement personnel, and other emergency workers, in accordance with the Statewide Mutual Aid Agreement;

e. Establish and maintain the County EOC and ensure that it is adequately equipped to initiate and sustain actions to direct and coordinate emergency response and disaster recovery operations in Volusia County

f. Assign and make available for duty; the employees, property or equipment of Volusia County as needed to

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protect lives, property and the welfare of the commu-nity at the time of a disaster.

g. Ensure necessary reports, documentation and rec-ords are prepared and preserved regarding disaster-related operations and that they are submitted to State and Federal agencies as required

h. Provide for post-disaster repair and restoration of county public facilities, utilities, and services, and pro-vide assistance and coordination with state, federal and private sector agencies and organizations to re-store the impacted communities to normalcy as soon as feasible under the circumstances;

i. Establish emergency welfare services for disaster vic-tims and ensure coordination and cooperation with state, federal and community agencies and associa-tions providing similar services

j. Coordinate municipality and county agency requests for assistance with the State in accordance with the Statewide Mutual Aid Agreement.

3. Volusia County Manager

a. Establish managerial and administrative policies and requirements for county agency participation in the hazard mitigation and emergency preparedness pro-grams of Volusia County.

b. Direct implementation of effective county agency ac-tions to establish lines of succession for key positions, to protect facilities and systems under their control, and to preserve vital records and critical documents to ensure the continuity of county government during and after major disasters. A county organization chart is located above.

c. Report to the County EOC upon request of the Coun-ty Emergency Management Director or designee and assume operational control of all county resources mobilized in response to an emergency;

d. Advise the County Council of emergency events and the County’s response activities. Convene and pre-

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sent the Council with recommendations for declara-tion of a local state of emergency and/or for emergen-cy ordinances and legal actions indicated by the characteristics of a disaster event.

e. Advise the Chair of the County Council regarding if or when the MCG should be activated to ensure contin-ued coordination of activities and the municipal gov-ernments during the emergency.

f. During and after a disaster, represent the interests of the County to the chief executives of the county’s mu-nicipalities and to State and Federal agency leaders, as well as to the Governor of Florida and the Presi-dent of the United States.

4. Volusia County Emergency Management Director

a. Serve as the county’s principal official for oversight and coordination of hazard mitigation and emergency preparedness program development, maintenance and implementation; Serve as a technical resource to other county and municipal officials regarding hazard mitigation and emergency preparedness program-ming.

b. Maintain, update and improve the Volusia County CEMP, as well as directly associated and supportive appendices, annexes, procedures and studies. En-sure the CEMP and related documentation is con-sistent and compliant with state and federal require-ments, when applicable.

c. Ensure the operability of the County EOC and its equipment, as well as the adequacy of materials, supplies, forms and similar tools needed to initiate and sustain county emergency response operations

d. Notify and advise the County Manager, municipalities, and county agency leaders, as well as state and fed-eral emergency management agencies of the nature, magnitude and effects of the emergency impacting Volusia County

e. Serve as the chief operations officer of the County EOC during its activation. Supervise EOC support

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staff, ensure information flow and documentation of actions, as well as facilitate coordination and tasking of County ESFs.

f. Facilitate coordination of county operations with those of state and federal agencies before, during and after disaster operations. When needed, serve as the point of contact for municipal, state and federal officials for initial coordination of emergency operations until co-ordination duties assumed by the applicable County ESF.

g. Advise the County Manager of the need for and scope of disaster recovery operations for Volusia County and facilitate the transition of county operations from emergency response to disaster recovery.

h. Provide for post-event analysis of county operations and for modification of plans, procedures and capa-bilities accordingly.

i. Provide advice and assistance to County agencies, municipalities and participating community organiza-tions in developing and revising emergency and dis-aster operating plans and procedures

j. Ensure that adequate training and exercise opportuni-ties are available to county and municipal officials in the implementation of emergency response and dis-aster recovery operations.

k. Corrective actions or improvement plan recommenda-tions identified in After Action Reports will serve as the basis for identification and prioritization of future training and exercises.

l. Ensure that county and municipal programs to identi-fy, register and assist persons with special needs at the time of a disaster is effectively maintained and prepared for immediate implementation when needed.

5. County Community Information Officer

a. Serve as the county’s direct liaison for all media oper-ations, community information and emergency in-struction. Coordinate the preparation and release of

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public information prior to the activation of ESF 14, Community Information, and direct the operations of ESF 14 following its activation.

b. Provide technical assistance and guidance to other designated county and municipal public information officers.

6. Organization Managers for ESF Lead and Support Agencies

a. Appoint responsible individuals from their organization

to act as Emergency Coordinators, who will assist in both contingency planning and for actual emergen-cy/disaster response and recovery operations in the County EOC as staff for the designated ESF.

b. Develop and maintain operating procedures to im-plement the emergency functions defined for the agency in the designated ESF. These procedures will be developed in cooperation and consultation with Volusia County Emergency Management Division to facilitate their consistency with procedures of other agencies and with the County EOC operations proto-cols.

c. Obtain necessary equipment, supplies, materials and facilities needed to support agency emergency re-sponse and disaster recovery operations as defined in the designated ESFs.

d. Coordinate routinely with other agencies assigned to the ESF to ensure the adequacy of inter-organizational procedure development, training and resource procurement.

e. Maintain a current internal notification, response and recall roster and communications system, as well as plans to ensure 24 hour, 7 day staffing of the ESF po-sitions. Provide for the pre-event procurement of re-sources necessary for disaster operations when indi-cated.

f. Maintain as current, the necessary contact infor-mation, agreements, contracts or other documenta-

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tion and data necessary to quickly access goods and services from vendors and contractors.

g. Provide and maintain as current inventories of equip-ment, supplies and facilities that may be needed to support emergency operations

h. Assign appropriate persons to succeed the positions of authority to ensure the continuity of county gov-ernment and the ability to staff and fulfill emergency duties.

i. Ensure that personnel from all designated agencies for the ESF participate in training programs and exer-cises related to implementation of the ESF and the Volusia County CEMP.

7. Providing Departments, County EOC Support Staff

a. Provide a pool of operators and supervisors based on staffing need to ensure 24 hour, 7 day staffing in the Citizens Information Center

b. Provide technical computer support and facility man-agement support to ensure 24 hour system opera-tions.

c. Provide logistical security, safety, food and sanitation support.

d. Provide communications systems support.

e. Provide back-up computer assisted dispatch support

f. Provided administrative support

8. Volusia County Municipalities

a. Develop and implement an emergency preparedness program that is consistent with the county’s program-ming. As a part of this program, the municipalities will cooperate with county efforts in hazard mitigation and emergency preparedness program development, emergency plan and procedure preparation, training and exercises, as well as with public information and awareness efforts. This effort will include develop-

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ment of the plans and procedures necessary to fulfill their roles as designated in the County CEMP and associated ESFs.

b. Establish or be prepared to establish a municipal EOC or equivalent that has a capability consistent with the size of the jurisdiction and the likely emer-gency response and disaster recovery needs of its residents and businesses.

c. Designate and provide liaisons to the County EOC based upon EOC activation levels and/or at the re-quest of the Volusia County Emergency Management Director or designee. Be prepared to deploy repre-sentatives to the County EOC for meetings of the MCG.

d. Provide all available municipal resources to support operational requirements during emergency condi-tions when required, including utilization of resources available through mutual aid sources.

e. Maintain communications with the County EOC via telephone, cellular telephone and/or the 800MHz trunked radio system on the VCDC talk group for dis-semination of warning information, reporting and overall coordination of county and municipal opera-tions.

f. Cooperate with implementation in the jurisdiction of any applicable emergency actions promulgated by the MCG and/or County Manager pursuant to a declared state of emergency, including protective actions and emergency ordinances for public safety.

g. Throughout the disaster period, assess municipality needs and report them through the municipality’s liai-son at the County EOC; Coordinate County and mu-nicipal response operations as necessary.

h. Submit incident and situation reports to the County EOC in accordance with Volusia County standard op-erating procedures on the schedule requested by the County Emergency Management Division

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i. Establish and deploy one or more municipal damage assessment teams for the specific purpose of as-sessing damage within the jurisdiction and reporting such damage to the County EOC on a timely basis; Cooperate with county, state and/or federal damage assessment teams upon their deployment to the juris-diction.

j. Assist the County in the notification and evacuation of registered persons with “Special Needs” who reside within their jurisdictional limits.

9. Special Districts and Regional Authorities

Special Districts are responsible for establishing liaisons with Volusia County to support emergency management involving their jurisdiction or responsibilities. As indicated, special dis-tricts and authorities, such as the St. Johns River Water Management District can provide assistance, support and resources that may be needed in the county at the time of a disaster.

10. State of Florida

In support of Volusia County and the implementation of the County CEMP, the State of Florida and the Federal Gov-ernment have the following general responsibilities:

a. To develop and maintain ongoing statewide and na-

tion hazard mitigation and emergency preparedness programs supportive of similar county programs by establishing rules and regulations, providing financial support and technical guidance to counties, and con-ducting training and exercise programs for local per-sonnel.

b. During times of disaster, to activate and staff the

State EOC and State ESFs, or the Federal Regional and National Operations Centers, and to provide per-sonnel, resources and services to address county’s requirements, when needed.

c. To address the hazard mitigation and emergency

preparedness needs of state- or federally-owned and operated facilities, parks, highways, and other infra-structure components, and to provide state and/or

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federal resources for emergency response and disas-ter recovery services for those locations during times of disaster.

d. To implement available state and federal disaster as-

sistance programs in the aftermath of major disasters, and to county address the needs of disaster victims from Volusia County

e. Provide state liaison(s) to the County EOC when nec-

essary.

11. Volunteer Organizations without ESF Responsibilities

a. Coordinate with the County ESFs to ensure that the complementary and supplementary disaster assis-tance services offered by the organization support a comprehensive assistance program for victims while minimizing conflict or duplication.

b. With other community organizations and agencies of local government, develop mutual aid agreements and memoranda of understanding of duties and areas of responsibility to be performed during emergencies.

12. Institutions and Large Private Sector Facilities

a. Take actions to mitigate the vulnerabilities of the insti-

tution or facility to property damage or loss of life from a disaster’s impacts

b. Prepare, train and exercise institution or facility emer-

gency plans for implementation at the time of a disas-ter, avoiding reliance on local emergency services agencies for actions such as emergency notification, evacuation, utility disruption or relocations of opera-tions.

c. Cooperate with county and municipal emergency re-

sponse and disaster recovery operations, including as feasible, donation of needed goods and services.

C. Preparedness Activities

Volusia County maintains an ongoing program to ensure an ade-quate level of preparedness is maintained at the county and munic-

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ipal level to effectively initiate and sustain emergency response op-erations. To accomplish this, Volusia County undertakes the follow-ing activities:

1. General Issues

a. Implementation of the County Preparedness Pro-

gram

Volusia County, under the coordination and supervi-sion of the Volusia County Emergency Management Division, has established and maintains a compre-hensive emergency preparedness program. Within this program, the Emergency Management Division ensures that the following actions take place on a regular basis:

(1) Updating, maintaining and improving the Volusia

County CEMP, with its associated appendices, annexes and implementation procedures, on no less than a bi-annual basis.

(2) Maintaining the operability of the County EOC,

communications centers, evacuation shelters and other facilities expected to be needed for support of emergency response operations

(3) Enhancing the capabilities of the county emergen-

cy response organizations through systems analy-sis and capability assessments.

(4) Conducting training and exercises in the imple-

mentation of the CEMP and other related emer-gency procedures and functions

(5) Encouraging and supporting county employees to

develop “family preparedness plan” so that they will be available for emergency duties without un-due worry regarding the safety of their family members

(6) Participating in the coordinated development of

emergency response and disaster recovery pro-grams on a regional basis and participating in statewide opportunities to work within the frame-work of regional programs, plans and procedures

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(7) Maintaining an active program for local hazard mit-

igation plan development and implementation through the Volusia Prepares program and partici-pation in the federal mitigation program, “Project Impact.”

(8) Assisting the county’s municipalities in their own

emergency preparedness program development through provision of technical guidance and sup-port, as well as encouraging municipal personnel to participate in county training and exercise pro-grams

(9) Conducting public education and awareness pro-

grams in hazard mitigation and emergency proce-dures (e.g., evacuation and sheltering)

(10) Identifying and registering persons with special

needs through solicitations in public information and disaster awareness programs conducted during the course of the year.

(11) Reviewing and approving the comprehensive

emergency plans for residential health care facili-ties to ensure their adequacy and compliance with state requirements

(12) Reviewing private sector emergency plans and

conducting tailored exercises to exercise those plans.

b. Protection of Vital Records and Critical Docu-

ments

Volusia County maintains a program for the protection of vital records and critical document and data. This program is implemented in the following manner:

(1) The Director of the Volusia County Library is re-

sponsible for the identification, development and implementation of procedures for the preservation and protection of records essential to the effective operation of Volusia County government before, during and after a disaster and/or emergency event.

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(2) Volusia County’s elected officials and constitution-

al officers are responsible for the direction and control of preservation and protection efforts for those records under their span of authority. Elect-ed officials and constitutional officers will direct the department and division heads under their control to develop preservation and protection measures for their respective areas.

(3) The primary storage facility for archived records

under the direction and control of the County Council is located at the National Underground Storage, Inc., Boyers, PA 16020. Primary and al-ternate storage facilities of agency, division and department records are the responsibility of the agency division or department heads. The loca-tion of these storage facilities will be provided to the Directors of Volusia County Library Services and Emergency Management Division.

c. Registration of Persons with Special Needs

Before each hurricane season, the County and partic-ipating local businesses, through the coordination of the Emergency Management Division, prepares and issues a newspaper supplement that provides tele-phone numbers/addresses for people with special needs to register with the county. The county collects the information and keeps enters it in a special needs database.

2. Public Awareness and Education

Volusia County maintains a vigorous, ongoing public aware-ness and education program throughout the year. The focus of this effort is to provide information to residents, visitors, and businesses regarding hazard mitigation, emergency re-sponse and disaster recovery. The County’s public educa-tion program has the following elements:

a. Public Information

(1) Volusia County participates in the Emergency Alert System. WNDB radio is the designated EAS radio station within the county. Regional area tel-

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evision stations provide emergency and disaster related information as released by Volusia County officials. ESF 14 has the responsibility for devel-opment and release of public information before, during and after disaster events.

(2) Through the Volusia County Department of Public

Protection, in cooperation with programs spon-sored by the State of Florida, support broadcasts of public services announcements throughout the year on hazard mitigation and emergency prepar-edness related topics.

b. Recovery Information

(1) Public information for disaster recovery services and assistance will be made prepared and re-leased by ESF 14 in the immediate, post-impact timeframe. As the disaster recovery period con-tinues, and upon deactivation of ESF 14, public in-formation regarding disaster assistance programs will be issued by the County Communications Di-rector and the County Director of Emergency Management from facilities and locations estab-lished for coordination of disaster recovery opera-tions, as described in Annex I. The post-event public information program will be comprehensive and tailored to the characteristics of the disaster victims and their needs, and include information on obtaining assistance, recovery concepts, and including mitigation as a part of recovery activities. When applicable, the county’s disaster recovery public information programs will be conducted in cooperation with state and federal agencies.

(2) Emergency related information is available to all

seasonal and transient populations through a vari-ety of delivery methods. The evacuation routes are provided to all hoteliers throughout Volusia Coun-ty, and are published in the regional phone book. Information fliers and brochures are made availa-ble to businesses through the local chambers of commerce in the county.

c. Evacuations

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(1) Before the onset of each hurricane season, the County and participating local businesses, through the coordination of the Emergency Management Division, prepares and issues a newspaper sup-plement that provides comprehensive information regarding hazard mitigation and hurricane re-sponse. The supplement has information regard-ing pre-designated evacuation areas, evacuation routes and shelter locations. It also provides tele-phone numbers/addresses for people with special needs to register with the county. Typically, this supplement addresses hazards other than hurri-cane, as well. Evacuation Routes

d. Communicating Hazards and Vulnerability

(1) The Division of Emergency Management obtains a

variety of brochures and booklets on hazard miti-gation and emergency response and provides for public distribution of these materials. Preparedness Brochure

(2) Volusia County has designated the following Citi-

zen Information Center telephone numbers: Day-tona Beach area - (386) 254-4658; SE Volusia ar-ea - (386) 423-3358; and the W Volusia area - (386) 736-5902; countywide toll-free (866) 345-0345 for use during times of emergencies and/or disaster events. This number will be broadcast by area radio and television stations on a continuing basis at the time of a disaster.

e. Communicating Mitigation Opportunities

(1) The Volusia Prepares mitigation planning group

has a Public Information Committee that is re-sponsible for developing and distributing public in-formation regarding pre-and-post disaster hazard mitigation techniques.

(2) The Division of Emergency Management main-

tains a comprehensive website with public educa-tion information, current event status, and similar information needed by the community for emer-gency preparedness and hazard mitigation.

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http://www.volusia.org/storm/


Personnel from the Emergency Management Division, as well as from other divisions of the Public Protection Department and the Volusia County’s Sheriff’s Office, routinely serve as speakers for public meetings and functions, schools, and other forums to discuss haz-ard mitigation and emergency response functions.

3. Exercises

The Volusia County Emergency Management Division is re-sponsible for development and implementation of a compre-hensive program for training exercises involving implementa-tion of the CEMP. This program includes the following:

a. Participation

(1) Participation is required from those agencies or departments having Primary and Support respon-sibilities for ESFs as well as all applicable agen-cies and organizations, including, when relevant, community-based and private sector organiza-tions.

b. Provisions

(1) The exercises conducted may be varied in format and location, and can include “tabletop,” functional and field type exercises.

(2) As soon as feasible after promulgation of a new

annex or ESF to the CEMP, the Emergency Man-agement Division will endeavor to conduct one or more exercises in its implementation and/or to in-clude implementation of the new material into a previously planned exercise.

(3) The exercise program will be designed to address

all aspects of the County’s hazard mitigation, emergency response and disaster recovery plans and procedures on a recurring cycle.

(4) The County Division of Emergency Management

will make available training programs, including practice exercises, regarding implementation of

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this annex. Training and exercise opportunities will be made available by the Division for munici-pal officials and representatives of community groups involved in the implementation of this an-nex.

c. Scheduling

(1) The Emergency Management Division will develop an annual schedule for exercises of the CEMP and its related ESFs and annexes. This annual schedule will include at least three exercises fo-cused on differing aspects of CEMP implementa-tion. These exercises will be spaced throughout the year and will be designed to be available to all applicable agencies and organizations, including, when relevant, community-based and private sec-tor organizations.

(2) When consistent with its schedule for exercises

and annual training objectives, the county will en-deavor to participate in all applicable regional and statewide exercises conducted by the State of Florida and/or involved federal agencies. Exercise Schedule

d. Evaluation (1) The program for each exercise will include an

evaluation component. At a minimum, this will be a post-exercise critique or evaluation, or could in-clude the use of specifically designated and trained evaluators. The post-exercise evaluation may be written and/or oral, and will include repre-sentation from all participating agencies and or-ganizations, as well as designated evaluators, if used. The evaluation will specifically identify, as indicated, components of plans or procedures that need to be modified or improved, as well as other improvements in training, resources or staffing of emergency functions that may be needed.

4. Training

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The County’s training program consists of three dimensions: (1) programs and courses available through the Federal Emergency Management Agency, the State and other gov-ernmental/volunteer agencies; (2) local departmental emer-gency response training; and (3) community based aware-ness, self-help, population protection procedures, and public awareness training for the general and tourist populations. Volusia County maintains a vigorous, comprehensive emer-gency preparedness training program, which has the follow-ing characteristics: a. Coordination

The Volusia County Emergency Management Division is responsible for development, implementation and coordination of training program specifically related to the implementation of the CEMP and its supporting hazard-specific plans and other implementation pro-cedures.

b. Levels of Training

(1) The Emergency Management Division will make training opportunities available to all county agen-cies and officials involved in implementation of the CEMP. The lead agency for each County ESF is responsible for ensuring that both lead and sup-port agency staff participate in the relevant training programs offered and/or provide their own training activities for lead and support agency staff. The Emergency Management Division will serve as the lead agency for providing training in the implemen-tation of the Basic Plan portion of the CEMP, as well as all appendices and annexes to the CEMP.

(2) The County will also offer training opportunities to the staff of key municipal agencies and community organizations to facilitate their understanding of the CEMP and their organization’s roles in its im-plementation.

(3) Through Volusia County’s program to develop

“Community Emergency Response Teams” (CERT Program), emergency response training

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will be offered to members of the public involved in CERT Program development and implementation.

(4) When applicable, key elements of the county’s pri-

vate sector will be invited to participate in the train-ing opportunities provided through the Emergency Management Division’s and Volusia Prepares ef-forts.

(5) The Division will publish and distribute an annual

timetable for all scheduled training opportunities provided by county, state or federal organizations.

(6) The Division will coordinate with sponsors of other

available public and private training programs to facilitate attendance by staff of the local agencies and community organizations involved in imple-mentation of the CEMP.

(7) Municipal agencies and community organizations

involved in the implementation of the CEMP are expected to maintain training programs for their staff in the routine procedures utilized by the agencies and organizations to accomplish their missions. The training opportunities offered by the Emergency Management Division for these agen-cies and organizations will emphasize their roles in the implementation of the CEMP.

c. Training Needs

(1) Volusia County Emergency Management is re-

sponsible for the Identification and definition of the training needs of county, municipal and communi-ty-based personnel in the implementation of the CEMP, other special hazard plans, and other pre-paredness, response, recovery and mitigation functions. This includes identification of the needs of local personnel staffing federal programs at the county and/or municipal level. At least one full-scale exercise is conducted annually, with as many County and municipal agencies represented as are able and interested to participate.

d. Mitigation Activities

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(1) The Division will ensure that training opportunities will be made available in all aspects of emergency preparedness, including hazard mitigation, plan and procedure development, plan implementation, and disaster recovery operations.

(2) The Volusia Prepares local mitigation strategy will

include proposed initiatives for hazard mitigation training programs to be developed and offered to public and private sector officials.

e. Response and Recovery Team Training

(1) The individual agencies of the Volusia County De-

partment of Public Protection and the Volusia County Sheriff’s Office provide training for their staff in the necessary emergency services opera-tions used in their day-to-day public protective roles. These training programs are relied upon in the CEMP to provide instruction in the implemen-tation of specific agency procedures needed to accomplish the purposes of the CEMP upon its ac-tivation at the time of a disaster.

D. Mutual Aid Agreements & Memoranda of Understanding

Volusia County and its municipalities have promulgated mutual aid agreements and memoranda of understanding in order to imple-ment various emergency response and disaster recovery opera-tions. These agreements include the following: 1. Requesting Mutual Aid

Volusia County will request mutual aid from outside jurisdic-tions under the statewide mutual aid agreement from the State EOC or State warning point, as indicated. The County may also be requested to provide mutual aid to outside juris-dictions by the State EOC or State warning point, and the County will provide such aid if feasible to do so.

In addition, the State of Florida is a signatory to the national-ly-based, “Emergency Management Assistance Compact,” (EMAC) which is a mutual aid agreement between states to provide assistance if needed at the time of major disasters. (e-link to information on EMAC). Should Volusia County be severely impacted by a major event, the State of Florida

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http://www.emacweb.org/

http://www.emacweb.org/


may seek assistance from other states through this agree-ment. In turn, Volusia County may be requested to support the state’s response to mutual aid requests made through the EMAC process.

2. Responding to a Mutual Aid Request

Each municipality in the county has entered into a mutual aid agreement with the county to provide each other resources and support when needed for emergency response and dis-aster recovery. During periods of activation of the CEMP, such intra-county mutual aid will be coordinated by the appli-cable ESF, if activated, through the support of the municipal liaison staffing the County EOC. During periods when the ESF and/or County EOC is not activated, intra-county mutual aid is requested through the county warning point in accord with established procedures. Volusia County is a signatory of the statewide mutual aid agreement, and as such, may receive or provide mutual aid from other local jurisdictions in the state. The county may also receive and provide mutual aid through the Florida Fire Chief’s Association Statewide Fire-Rescue Disaster Response Plan.

IV. FINANCIAL MANAGEMENT

Volusia County has developed the necessary policies and procedures to provide for financial management during and after a disaster. These poli-cies and procedures include the following:

A. Responsible Agency

It is the policy of Volusia County that complete documentation of all expenditures incurred and staff time utilized will be made by all agencies and organizations participating in the implementation of the CEMP upon its activation. The designated lead agency for each ESF, and the Emergency Management Division for all other operations, will ensure that this documentation of disaster-related expenditures and staff time occurs. Documentation during periods of activation of the CEMP and the County EOC will be pursuant to guidance issued by the lead agency for ESF 7. ESF 7 personnel will provide training (as required) on an annual basis.

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B. Training in Financial Management

During periods of County EOC activation, ESF 7 will provide the necessary training, guidance and instruction to other County ESF personnel regarding the financial management and documentation procedures to be utilized.

C. Documentation and reimbursement procedures

1. Application for Reimbursement

Following disasters receiving a federal declaration, each County agency and eligible community organization partici-pating in emergency response and disaster recovery opera-tions is responsible for preparation and submittal of the nec-essary documentation to receive federal and/or state reim-bursement for disaster-related operational expenditures. The County Emergency Management Division and the County Financial and Administrative Services Department will pro-vide guidance, assistance and coordination for this effort.

2. Cost Reimbursement for Non-Declared Disasters

Costs related to repair of physical damages or replacement of agency revenue loss due to a non-declared disaster will be the responsibility of the individual agency and organiza-tion. The Volusia County Council may act to provide emer-gency funding for such repairs or to replace lost revenue in the affected agency’s budget. In addition, each county agen-cy and/or other eligible entity is responsible to applying to the State of Florida for state reimbursement of disaster costs for non-federally declared disasters, should such disaster assistance be available for the event.

3. Cost Reimbursement for Federally-Declared Disasters

Each county agency or eligible private non-profit organiza-tion experiencing costs related to repair of physical damages resulting from a federally declared disaster is responsible for completion of the necessary documentation to receive fed-eral and/or state reimbursement of expenditures. The Coun-ty Emergency Management Division and the County Finan-cial and Administrative Services Department will provide guidance, assistance and coordination for this effort.

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D. Cost Reimbursement for Mutual Aid

Reimbursement for the County’s expenses incurred while providing mutual aid, or payment for services received while receiving mutual aid, will be governed by the terms and conditions of the agreement under which the mutual aid was provided. It is the responsibility of the county agency providing or receiving such mutual aid to man-age the reimbursement process and, if applicable, to again claim reimbursement from state and/or federal disaster relief programs. The procedure for reimbursement of expenses incurred for mutual aid rendered outside of existing agreements will be determined at the time the aid is provided. No county agency will provide or utilize mutual aid without an adequate understanding and clarification of the basis for subsequent reimbursement of costs.

E. Funding Agreements

Volusia County Emergency Management has several funding agreements with the state that allow for the reimbursement from state and/or local federal disaster relief programs.

F. Financing of Emergency Operations

County agencies and community organizations assigned responsi-bilities pursuant to the CEMP will finance the immediate emergency operations required by an event from their current budget, pending post-disaster reimbursement for eligible expenditures.

1. Funding sources for day to day emergency management

activities and operations are available and include the following:

(a) Emergency Management Preparedness and Assistance

Trust Fund (EMPATF) (b) County Base Grant Program (c) Emergency Management Competitive Grant Program (d) Municipal Competitive Grant Program (e) Emergency Management Performance Grant (State

Homeland Security Grant

2. Program) Pre-Disaster Funding Sources are available through the following:

(a) Pre-Disaster Mitigation Program (b) Flood Mitigation Assistance

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3. Post Disaster Funding Sources are available through the following:

(a) FEMA Public Assistance Program (b) Hazardous Mitigation Grant Program

G. Maintaining Records

The designated lead agency for each ESF, and the Emergency Management Division are responsible for establishing procedures that include processing and maintaining records of all expenditures and obligations for manpower, equipment, and materials.

H. Municipalities

The county’s municipalities are responsible for documentation of all expenditures and staff time during emergency response and disas-ter recovery operations, including for the municipal liaisons posi-tioned at the county EOC. Requests for reimbursement of eligible expenditures from state and/or federal disaster assistance pro-grams will be the responsibility of each affected municipality.

I. Emergency Funding Ordinances

The Volusia County Council, during a declared state of emergency, may pass such emergency funding ordinances or budget modifica-tions, or take other such actions as necessary to ensure adequate financial support for needed emergency response and disaster re-covery operations.

J. Application for Hazard Mitigation Grant Program Funds

All applications and requests for funding pursuant to the Hazard Mitigation Grant Program (HMGP) available after a federally de-clared disaster will be the responsibility of the involved county agency or eligible private non-profit organization. No requests will be submitted by a county agency unless the project has been ap-proved for incorporation into the Volusia Prepares Local Mitigation Strategy in accord with that group’s procedures.

V. REFERENCES AND AUTHORITIES

This section of the Volusia County Comprehensive Emergency Manage-ment Plan (CEMP) provides additional details regarding the authorities under which the CEMP is developed, maintained and implemented, as

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well as additional information regarding the references used in its prepara-tion.

A. County Responsibilities

Chapter 252.38, Florida Statutes delineates the emergency man-agement responsibilities of political subdivisions in safeguarding the life and property of citizens and other persons within the political subdivision. Key points within the statutes are listed below.

1. Volusia County shall perform emergency management func-tions within the territorial limits of Volusia County and con-duct those activities pursuant to §252.31 -- 252.91, and in accordance with state and county emergency management plans and mutual aid agreements. Volusia County has the authority to establish, as necessary, a primary and one or more secondary emergency operating centers (County EOCs) to provide continuity of government, and direction and control of emergency operations.

2. Volusia County has the power to appropriate and expend funds; make contracts; obtain and distribute equipment, ma-terials and supplies for emergency management purposes; provide for the health and safety of persons and property, in-cluding assistance to victims of any emergency; and direct and coordinate the development of emergency management plans and programs in accordance with the policies and plans set forth by federal and state emergency management agencies.

3. Volusia County has the authority to request state assistance or invoke emergency related mutual aid assistance by de-claring a local state of emergency. The duration of the local state of emergency shall be limited to seven days, and it may be extended as necessary in seven-day increments. The county also has the power and authority to waive the procedures and formalities otherwise required of Volusia County by law, pertaining to:

(a) Performance of public work and taking whatever prudent action is necessary to ensure the health, safety and wel-fare of the community

(b) Entering into contracts and incurring obligations

(c) Employment of permanent and temporary workers

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(d) Utilization of volunteers

(e) Rental of equipment

(f) Acquisition and distribution, with or without compensation, of supplies, materials and facilities

(g) Appropriation and expenditure of public funds.

4. Volusia County encourages municipalities within the County to establish their own emergency management plans and programs. Those municipalities establishing emergency management programs are required coordinate their plans, activities and programs with Volusia County Emergency Management Services in accordance with FS §252.38 (2).

5. Volusia County Council will appoint a Director of Emergency Management who meets the minimum training and educa-tion qualifications established in the job description approved by the Council. The Director shall be appointed to serve at the pleasure of the County Manager, in conformance with applicable resolutions, ordinances and laws. The Director has responsibility for the organization, administration and operation of Volusia County Emergency Management Ser-vices and serves in accordance with the provisions of Coun-ty Ordinance 96-1. The Director shall coordinate emergency management activities, services and programs within the County and shall serve as liaison to the Florida Division of Emergency Management and other local emergency man-agement organizations.

6. Volusia County Emergency Management Services has juris-diction over and serves the entire county. It is the responsi-bility of Volusia County to establish and maintain an emer-gency management agency, develop a comprehensive emergency management plan and program that are con-sistent with the state comprehensive emergency manage-ment plan and program.

7. Volusia County Emergency Management Services shall charge and collect fees for the review and approval of emer-gency management plans of designated health care facili-ties. The fees will be in accordance with the fee schedules established by the Florida Division of Emergency Manage-ment per Rule 9G-20 of the Florida Administrative Code (FAC).

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B. Ordinances and Administrative Rules

The following ordinances and administrative rules apply to Volusia County Emergency Management Division activities.

1. Administrative Rules

a. State of Florida

(1) Florida Department of Community Affairs Ad-ministrative Rules 9G2, 6, 11, 14, 19 and 20.

(2) Florida Department of Community Affairs Ad-ministrative Rules 9J2 and 5.

b. Federal

(1) 44 CFR Parts 59-76, National Flood Insurance Program and related programs.

(2) 44 CFR Part 13 (The Common Rule), Uniform Administrative Requirements for Grants and Cooperative Agreements.

(3) 44 CFR Part 206, Federal Disaster Assistance for Disasters Declared after November 23, 1988.

(4) 44 CFR Part 10, Environmental Conditions.

(5) 44 CFR Part 14, Audits of State and Local Governments.

2. Executive Orders

a. State

(1) Executive Order 80-29 (Disaster Prepared-ness), dated April 14, 1980.

(2) Executive Order 87-57 (State Emergency Re-sponse Commission), dated April 17, 1987: as updated by Executive Order 93-242.

b. Federal

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(1) Executive Order 11988, Floodplain Manage-ment.

(2) Executive Order 11990, Protection of Wet-lands.

(3) Executive Order 12657, Federal Emergency Management Assistance in Emergency Plan-ning at Commercial Nuclear Power Plants.

(4) Executive Order 12656, Assignment of Emer-gency Preparedness Responsibilities.

3. Volusia County Ordinances

(1) Volusia County Comprehensive Plan, as amended.

(2) Volusia County Charter

(3) Volusia County Resolution 91-251 [Emergency Powers Advisory Council (EPAC)]

(4) Volusia County Ordinance 96-1 (Emergency Management)

C. Statutory Authorities

1. State and Federal Statutes

a. State of Florida

(1) Chapter 7, County Boundaries.

(2) Chapter 22, Emergency Continuity of Govern-ment.

(3) Chapter 23, Florida Statutes

(4) Chapter 30, Powers of the Sheriff

(5) Chapter 125, County Government; Chapter 162, County or Municipal Code Enforcement; Chapter 165, Title XII, Municipalities, For-mation of Local Governments; Chapter 166,

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Municipalities; and Chapter 553, Building Con-struction Standards.

(6) Chapter 161, Beach and Shore Preservation; Part III, Coastal Zone Preservation.

(7) Chapter 163, Intergovernmental Programs; Part I, Miscellaneous Programs.

(8) Chapter 187, State Comprehensive Plan.

(9) Chapter 252, Emergency Management.

(10) Chapter 380, Land and Water Development.

(11) Chapter 381, Title XXIX, Public Health.

(12) Chapter 401, Medical Communications and Transportation.

(13) Chapter 403, Environmental Control.

(14) Chapter 404, Radiation.

(15) Chapter 406, Medical Examiners.

(16) Chapter 409, Title XIX, Social Welfare.

(17) Chapter 427, Transportation Services.

(18) Chapter 768, Good Samaritan Act.

(19) Chapter 870, Affrays, Riots, Routs, and unlaw-ful assemblies.

b. Federal

(1) Public Law 93-288, as amended, which pro-vides authority for response assistance under the Federal Response Plan, and which em-powers the President to direct any Federal agency to utilize its authorities and resources in support of state and local assistance efforts.

(2) Public Law 81-290, the Federal Civil Defense Act of 1950, as amended, provides a system

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for joint capability-building at the federal, state and local levels for all types of hazards.

(3) Public Law 93-234, Flood Disaster Protection Act of 1973, as amended, provides insurance coverage for all types of buildings.

(4) Public Law 499, Superfund Amendments and Reauthorization Act of 1986 (SARA), which governs hazardous materials planning and right-to-know.

(5) Public Law 101-615, Hazardous Materials Transportation Uniform Safety Act (HMTUSA), which provides funding to improve capability to respond to hazardous materials incidents.

(6) Public Law 95-510, Comprehensive Environ-mental Response, Compensation, and Liability Act of 1980 (CERCLA) as amended, which re-quires facilities to notify authorities of acci-dental releases of hazardous materials.

(7) Public Law 101-549, Clean Air Amendments of 1990, which provides for reductions in pollu-tants.

(8) Public Law 85-256, Price-Anderson Act, which provides for a system of compensating the public for harm caused by a nuclear accident.

(9) Public Law 84-99 (33 USC 701n), Flood Emer-gencies, authorizing an emergency fund for flood emergency preparation, flood fighting and rescue operations, or repair and restoration of flood control works threatened or destroyed by flood.

(10) 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.

(11) Public Law 89-665 (16 USC 470 et seq), Na-tional Historic Preservation Act, relating to the

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preservation of historic resources damaged as a result of disasters.

(12) Stewart B. McKinney Homeless Assistance Act, 42 USC 11331-11352, Federal Emergency Management and Shelter Program.

(13) National Flood Insurance Act of 1968, 42 USC 4001 et seq.

D. Applicable References

1. State of Florida

a. State of Florida Comprehensive Emergency Man-agement Plan

b. Local Comprehensive Emergency Management Plan Compliance Criteria, Florida Department of Communi-ty Affairs, Division of Emergency Management, Bu-reau of Recovery and Mitigation Compliance Planning Section

c. Emergency Support Functions Assistance Guide,

Florida Department of Community Affairs, Division of Emergency Management, Bureau of Recovery and Mitigation Compliance Planning Section

d. State of Florida Hazard Mitigation Strategy, July 1997

2. Federal

a. Federal Response Plan for Public Law 93-288, as amended, April, 1992.

3. County References and Procedures

a. The Volusia Prepares Local Mitigation Plan b. Municipal Emergency Management Plans c. County Agency Operating Procedures d. County demographic and land use information

4. Other References

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The principal reference utilized in the development of the Volusia County CEMP are the Local Comprehensive Emer-gency Management Plan Compliance Criteria and the Emer-gency Support Function Assistance Guide, both promulgated by the Florida Department of Community Affairs. Other ref-erences utilized in the development of the CEMP are de-scribed elsewhere in the document.

E. Supplemental Plans

1. Related Emergency Plans

It is the intent of the Volusia County CEMP, including An-nexes I and II, and the twenty designated emergency sup-port functions, to provide the policies, operational concepts and implementing procedures necessary for management of the response to most emergency situations. Nevertheless, some emergency situations have unique characteristics, re-quire special expertise or response operations, or are gov-erned by unique regulations or requirements. These special-ized, hazard specific emergency plans are prepared as an-nexes to the Volusia County CEMP. As annexes, the unique features of the response to that hazard are addressed, while the basic emergency response and disaster recovery opera-tions are those utilized in the CEMP. Links to the specialized plans and procedures. • Evacuation Procedures • National Response Framework • Regional, Multi-County Hurricane Evacuation Procedure • 2004 Hurricane Assessment Study • Long-Term Housing Plan • Mass Casualty Plan • Tsunami Evacuation Plan • People with Special Needs Plan • Terrorism Annex • Debris Management Plan • Evacuations Shelter Procedures

F. Mutual Aid Agreements

1. List of Mutual Aid Agreements Applicable to Volusia

County and its Municipalities

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Agreement with: Agreement Title or Topic Agreement Effective Date

Renewal Required?

Next Renewal Date

Daytona Beach Mutual Aid Agreement 1/1/11 Yes 2012 (automatically renewed)

Daytona Beach Shores

Mutual Aid Agreement 1/1/11 Yes 2012 (automatically renewed)

DeBary Mutual Aid Agreement 1/1/11 Yes 2012 (automatically renewed)

DeLand Mutual Aid Agreement 1/1/11 Yes 2012 (automatically renewed)

Deltona Mutual Aid Agreement 1/1/11 Yes 2012 (automatically renewed)

Edgewater Mutual Aid Agreement 1/1/11 Yes 2012 (automatically renewed)

Holly Hill Mutual Aid Agreement 1/1/11 Yes 2012 (automatically renewed)

Lake Helen Mutual Aid Agreement 1/1/11 Yes 2012 (automatically renewed)

New Smyrna Beach

Mutual Aid Agreement 1/1/11 Yes 2012 (automatically renewed)

Oak Hill Mutual Aid Agreement 1/1/11 Yes 2012 (automatically renewed)

Orange City Mutual Aid Agreement 1/1/11 Yes 2012 (automatically renewed)

Ormond Beach Mutual Aid Agreement 1/1/11 Yes 2012 (automatically renewed)

Pierson Mutual Aid Agreement 1/1/11 Yes 2012 (automatically renewed)

Ponce Inlet Mutual Aid Agreement 1/1/11 Yes 2012 (automatically renewed)

Port Orange Mutual Aid Agreement 1/1/11 Yes 2012 (automatically renewed)

South Daytona Mutual Aid Agreement 1/1/11 Yes 2012 (automatically renewed)


ANNEX I RECOVERY FUNCTIONS

2012

Revised 11/13

Volusia County Comprehensive Annex I Recovery Functions Emergency Management Plan Page 1


ANNEX I

RECOVERY FUNCTIONS RECOVERY FUNCTIONS ....................................................................................................................................... 1

I. INTRODUCTION ......................................................................................................................................... 2

A. PURPOSE ............................................................................................................................................................ 2 B. SCOPE ................................................................................................................................................................ 2 C. NIMS COMPLIANT ............................................................................................................................................... 2

D. Situations and Assumptions….………………………………………..………………………………………………..………………………….2

II. GENERAL ................................................................................................................................................... 3

A. OVERVIEW .......................................................................................................................................................... 3 B. SUPPORT AGENCIES .............................................................................................................................................. 3 C. PRIMARY RECOVERY RESPONSIBILITIES ..................................................................................................................... 4 D. CONCEPT OF OPERATIONS ...................................................................................................................................... 5 E. ROLES, DUTIES, AND RESPONSIBILITIES ................................................................................................................... 10 F. COORDINATED RECOVERY ACTIVITIES ..................................................................................................................... 13 G. RESPONSE AND RECOVERY TRANSITION .................................................................................................................. 13

III. RECOVERY FUNCTIONS ............................................................................................................................. 14

A. DAMAGE ASSESSMENT (DA) ................................................................................................................................ 14 B. DISASTER RECOVERY CENTER (DRC) ...................................................................................................................... 22 C. PUBLIC ASSISTANCE ............................................................................................................................................ 24 D. DEBRIS MANAGEMENT ........................................................................................................................................ 29 E. COMMUNITY RELATIONS ..................................................................................................................................... 32 F. UNMET NEEDS COORDINATION ............................................................................................................................. 34 G. EMERGENCY HOUSING ........................................................................................................................................ 37 STANDARD OPERATING PROCEDURES ..................................................................................................................... 38 A. RECOVERY FUNCTIONS ESTABLISHED POLICIES AND PROCEDURES ................................................................................ 38 B. ADMINISTRATIVE PROCEDURES ............................................................................................................................. 39

IV. ANNEX DEVELOPMENT AND MAINTENANCE ............................................................................................. 39

A. STANDARD OPERATING PROCEDURES ..................................................................................................................... 39 B. ANNEX MAINTENANCE ........................................................................................................................................ 39

V. TRAINING AND EXERCISES ........................................................................................................................ 40

Annex I - 1

Volusia County Comprehensive Annex I Recovery Functions Emergency Management Plan Page 2 I. INTRODUCTION

A. Purpose

Annex I describes the organization, policies and procedures used in Volusia County during recovery from a disaster. The annex provides guidance for assessing damage, establishing an organizational structure for recovery operations, and identifying actions to be taken by the county to return the community to normalcy and reduce its vulnerability to similar future events. The plan provides an overview of the recovery purpose, process, priorities, and programs and addresses the short-term priority needs of disaster survivors and local damaged infrastructure through a daily Action Incident Plan and Situation Report.

B. Scope

This annex applies to any magnitude of event: minor, major or catastrophic. It may be used for any type of event (act of nature, technological/accident, or intentional, such as domestic or foreign terrorist incident. Some or all of the twenty (20) Emergency Support Functions may be utilized to accomplish recovery needs. Section one summarizes the actions to be taken by the County’s ESFs while the County Emergency Operations Center (CEOC) is activated. Section two describes actions to transition from EOC deactivation into the continuing recovery functions.

C. NIMS Compliant

This annex is developed to be in compliance with the National Incident Management System and the National Response Plan.

D. Situations and Assumptions

A. Situation

Volusia County, with a population of 496,575 residents, has the eleventh largest population in Florida. Volusia County has 48 miles of coastline. Given its large coastal population and high risk for tropical weather, the county's primary exposure is to hurricanes. However, county residents are also extremely vulnerable to floods, wildfires, tornadoes, and various man-made disasters, and the vulnerable population is increasing every year. Given the vast number of hazards to which the county is susceptible, a disaster may occur with little or no warning. Such an event may escalate more rapidly than the ability of any single local response and recovery

Annex I - 2


organization or jurisdiction is able to manage. The county experienced multiple disasters during 2004 with Hurricanes Charley, Frances, and Jeanne making landfall in a six week period and again in 2008 and 2009 when Tropical Storm Fay and the 'No-Name' Rain Event impacted the east and west sides of the county, respectively. B. Section 252.38 Under Section 252.38(1) in Florida Statutes, the county Emergency Management Division serves and has jurisdiction over the entire county, and all municipal requests for emergency assistance must be coordinated with the county. As vulnerability increases, there is a corresponding decrease in the threshold at which the response capability of county emergency management resources will be overwhelmed. When this occurs, the county requests state assistance. It is vitally important that the state maintain a strong capability to provide this assistance in all four phases of emergency management: Preparedness, Response, Recovery, and Mitigation. This annex addresses recovery operations. C. Assumptions

This Recovery Annex assumes the occurrence of a major disaster, such as a hurricane. The level of activity portrayed in this annex may be increased or decreased the actual needs of the event at hand.

II. GENERAL

A. Overview

Volusia County Emergency Management has primary responsibility for coordinating recovery efforts. The Emergency Management Director will appoint a liaison to the Disaster Field Office (DFO) and state recovery staff, upon activation of the DFO. The Emergency Management Director will request the State to participate in establishing a DRC and will appoint a liaison to the State Recovery Staff. Individual ESFs in the EOC will coordinate with their state counterparts during response and recovery operations. In order to assure the flow of accurate and timely recovery information, and to coordinate relief and recovery efforts, state and federal agencies will coordinate with the Liaison Officer in the EOC.

B. Support Agencies

• Property Appraiser • Community Information Director • Growth & Resource Management

Annex I - 3


• Finance/Admin Services • Community Services

C. Primary Recovery Responsibilities

1. County Manager’s Office

The County Manager will be in charge of the county’s disaster recovery program and responsible for overall coordination and direction to county agencies in implementing the applicable local, state and federal programs. The County Manager will be the chair of the County’s Disaster Recovery Team. These key officials are responsible for determining response and/or recovery priorities in accordance with procedures outlined in section D 2, a and b.

2. County Emergency Management Division

The Director of the Volusia County Emergency Management will be responsible for coordination of the county’s role in disaster recovery and hazard mitigation programs. The Emergency Management Division will be responsible for: a. Providing guidance to county agencies and municipalities in

development and maintenance of operating procedures for implementation of this annex.

b. Providing training and exercises for the county and

municipalities in the implementation of this annex. c. Pre-identify Volusia County based non-profit agencies

performing government functions that are likely to be eligible for receipt of public assistance funding.

d. Facilitate the transition from emergency response operations

to disaster recovery operations. e. Provide coordination and, as needed, liaisons support for

establishing state and federal disaster recovery operations in the county.

f. Provide liaison support and coordination for establishing,

operating and deactivating DRCs. g. Ensure that county, municipal and private non-profit

agencies are notified of the assistance available through the

Annex I - 4


state/federal public assistance program and unmet needs programs.

h. Provide information and guidance to county, municipal and

private non-profit agencies in the application for available state and federal funding programs.

i. Provide coordination support to Volusia Prepares

participants to compile mitigation information and develop funding applications for proposed mitigation initiatives included in the Volusia Prepares local mitigation strategy.

3. DRO Liaison Activities

Reference Pg.4; Section 2 County Emergency Management Division; Letters E&F

4. Coordinating with Municipalities

Reference Pg.3; Section 2 County Emergency Management Division; Letters A&B

D. Concept of Operations

Exhibit A1-3 depicts the concept of operations for Volusia County recovery operations 1. Implementation. The transition from the CEOC activation for

response and initial recovery actions to full recovery operations will be accomplished as follows:

a. Activated County ESFs will complete their recovery functions,

before deactivating if feasible. Actions remaining open are the responsibility of the lead ESF agency, and will be reported to the County Manager and the County Emergency Management Director.

Annex I - 5


EXHIBIT A1-3Overview of the Concept of Operations for Volusia County Recovery Actions

Local emergencyfield operations Impact

assessment byESF19

Local DamageAssessment Teams Identification and

Prioritization ofResponse and

Recovery OperationsFLNG RIAT, viaCounty ESF 13 Completion of Damage

Assessments by ESF 19State/Federal Damage

Assessment Teams Damage AssessmentInformation to State EOC

Presidential DisasterDeclared

Presidential DisasterNot Declared

Activation of DisasterField Office Request State AssistancePublic

AssistanceActivation of County

Recovery TeamLocal Government

Assistance ServicesIndividualAssistance

Activation of DisasterRecovery Center(s)

Community-basedAssistance

b. The CEOC, when warranted by the scope, complexity and /

or duration of recovery operations, may remain at a Level II, Partial Activation, to enable resource coordination through the CEOC, until recovery operations are completed by the assigned agency.

c. A Volusia County Disaster Recovery Team would be

activated to assist with the transition from CEOC deactivation to full recovery operations. Recovery Team Operations will be coordinated by the Emergency Management Division for the duration of its activation. The Recovery Team would assume lead county responsibility for the recovery programs of public assistance, individual assistance and mitigation programs.

d. Following deactivation of the County EOC and/or a specific

ESF, coordination of all recovery operations with other county agencies and municipalities, as well as state and federal agencies, will be the responsibility of the lead agency. Continuing coordination by the lead agency will also be done with the County Emergency Management Division after EOC and/or ESF deactivation.

Mitigation Opportunity Assessmentby ESF 19 and Volusia 20/20

State/Federal Mitigation TeamAssessment

County Actions

County-State Joint Actions

Community Actions

Input to ActionReconstruction and Redevelopment

Activities

Annex I - 6

Volusia County Comprehensive Annex I Recovery Functions Emergency Management Plan Page 7 2. Initiation of the Recovery Phase

As illustrated in Exhibit A1-3, recovery operations are based on damage assessment from County ESF 19. Preliminary Damage Assessment (PDA) comes from emergency services units in the field, county and municipal damage assessment teams, and the Florida National Guard’s Recon Teams, if deployed. PDA identifies and prioritizes response and recovery operations. Initial PDA includes disaster assessment. A. Priorities

1. Short-Term Recovery begins immediately after the event and is the transition from response to recovery. 2. Provide for basic human needs—food, clothing, shelter and medical assistance. 3. Restore critical infrastructure and facilities—power, communications, water, sewage and transportation. 4. Meet societal needs—rule of law, crisis counseling.

B. Short-term priority needs of disaster survivors and local damaged infrastructure will be identified through daily Incident Action Plans and Situation Reports.

3. Damage Assessment

Damage assessment teams deployed by ESF 19 are to conduct detailed damage assessment. Preliminary and detailed damage assessment results are provided to the State EOC, and can be utilized to determine if the criteria for a Presidential Declaration of Disaster are met. The county may be assisted in completing the damage assessment by state and federal damage assessment teams. Coordination between local damage assessment teams and state/federal teams will be the responsibility of the lead agency for ESF 19.

4. Recovery Operations for an Undeclared Event

If the damage assessment results do not meet the criteria for a presidential declaration, the county would proceed as illustrated in Exhibit A1-3. The County may request state aid available pursuant to Chapter 93-128, Florida Statutes. The County would request federal assistance under the Small Business Administration and the Farmer’s Home Administration. Local disaster assistance efforts,

Annex I - 7


through the county, involved municipalities, and community-based organizations would be made available to disaster victims.

5. Recovery Operations for a Declared Event

As indicated in Exhibit A1-3, should the President declare a disaster for Volusia County, the following actions would be would be taken:

a. During activation, the CEOC will coordinate activities with

state and federal recovery personnel. The Director of Volusia County Emergency Management will serve as the liaison to state recovery staff and coordinate recovery activities needed including landing zones, Disaster Recovery Centers (DRCs), staging areas, base camps, a Disaster Field Office (DFO), Joint Field Office (JFO) .

b. During EOC activation, ESF’s will perform recovery

operations within their scope. The actions would be completed as transition to recovery operations is established and prior to CEOC deactivation.

c. The lead ESF agency is responsible for coordinating

response and recovery activities with impacted or involved municipalities. This coordination is through direct communication by the lead agency with municipal EOCs, if activated, and/or through designated municipal liaisons. Coordination with municipalities on recovery operations will be accomplished as follows:

(1) ESF 19 will coordinate damage assessment

operations, assist municipalities with personnel and materials, as needed,

(2) The designated municipal representative to Volusia

Prepares Steering Committee will participate in the post-event analysis of mitigation opportunities identified within their jurisdiction and coordination will be through the planning process established by Volusia Prepares.

(3). ESF 14 is responsible for public information regarding

state and federal disaster assistance programs, including individual assistance and public assistance. Municipalities will receive notices of public assistance

Annex I - 8


applicants’ briefings and other meetings for municipalities to access state and federal assistance programs.

(4) Involved municipalities will be requested by the

County Emergency Management Division to designate point(s) of contact for post-event recovery coordination including public and individual assistance programs. After deactivation of the CEOC recovery actions will be coordinated with the municipal POCs.

d. As the recovery phase of operations becomes fully

established, it would be expected that a DFO or JFO would be activated by state and/or federal personnel. The County will assign one or more individuals to provide liaison between the DFO or JFO and the CEOC, if activated, or the County Emergency Management Division if not. The designated County ESFs may provide a liaison to the DFO/JFO depending on the magnitude and scope of recovery operations.

e. The County is prepared to open one or more fixed or mobile

Disaster Recovery Centers (DRC) (see illustrated in Exhibit A1-3). The logistics for DRCs is a shared state and federal responsibility. Volusia County E.M. will provide assistance to the extent possible. The county’s Individual Assistance Officer (IAO) would supervise and coordinate the county’s role in the operation of DRCs. The county IAO’s staff would coordinate with the state and federal IAO’s staff through activated DRCs.

f. The county would provide staff and resources to implement

the public assistance program. ESF 14 would provide program publicity, eligibility criteria and the time and place for the applicants briefing. The Emergency Management Division would provide ongoing coordination between the state public assistance program and the involved county, municipal and private, non-profit agencies.

6. As illustrated in Exhibit A1-3, the county and its municipalities,

through Volusia Prepares, will implement a post-event mitigation program for both declared and significant undeclared disasters. The intention would be to:

Annex I - 9


a. Identify mitigation needs and opportunities highlighted by the event, with funding coming from the Hazard Mitigation Grant Program if applicable

b. Document the effectiveness of any pre-existing mitigation initiatives applicable to the impacts of the event

c. Develop mitigation initiatives for incorporation into the Volusia 20/20 local mitigation strategy, and

d. Develop applications for state and federal funding that may be available for implementation of suitable initiatives in Volusia Prepares. For declared disasters, funding applications would be submitted for consideration in the Hazard Mitigation Grant Program.

7. As illustrated in Exhibit A1-3, the final activities in the post-disaster

recovery operations are the actual reconstruction of damaged properties and redevelopment of impacted areas. The county and municipalities with jurisdiction will guide the process using Volusia Prepares findings, the local jurisdiction’s comprehensive plan, applicable building and zoning codes, and the provisions of this annex.

E. Roles, Duties, and Responsibilities

1. Municipalities

a. Develop and maintain current disaster recovery annexes to

municipal comprehensive emergency management plans that are consistent with this annex.

b. Facilitate municipal coordination of transition from response

to recovery with the County’s transition. c. Participate in the Volusia Prepares mitigation planning

process and assign personnel to the organization’s committees; Cooperate with Volusia Prepares post-event analyses and evaluations

d. Be prepared to take the following actions:

(1) Activate their own disaster recovery annex

Annex I - 10


(2) Coordinate with the County on recovery operations, e.g., debris removal, public information, etc.

(3) Designate a contact individual to serve as the

municipality’s recovery coordinator

(4) Maintain, preserve and submit request all documentation of municipal expenditures, personnel time and operations as required to be eligible for state or federal reimbursement

(5) Participate in disaster recovery meetings and briefings

held by local, state and federal personnel

(6) On request, assign personnel as liaisons to the Disaster Field Office or other recovery-related operational facilities

(7) Assist with identification of eligible municipal government

agencies and non-profit organizations that would be eligible for disaster assistance; Facilitate preparation of applications for assistance

2. Volusia County Property Appraiser

a. Lead agency for ESF 19, Damage Assessment b. Develop and provide information regarding the value of

damaged properties, based on county tax records

3. Volusia County Financial and Administrative Services Dept. a. Designate an individual to serve as the county’s Public

Assistance Officer, and provide staff and administrative support to that position

b. Coordinate county public assistance programming with the

state and federal public assistance staff d. The Financial Services Division would provide accounting

and administrative services to document county expenditures for public assistance projects

Annex I - 11


e. Facilities Services Division and / or Public Works would provide construction management for county public assistance projects

4. The County Community Information Division

a. Lead agency for ESF 14 developing and releasing public information regarding disaster assistance programs, including notification to county, municipal and private non-profit agencies regarding the public assistance program applicants’ briefing.

b. After deactivation of ESF 14, continue to provide updated

information regarding available disaster assistance programs and methods to access them

5. The County Growth and Resource Management Department

a. Lead for long-term property repair and reconstruction. Community redevelopment will be addressed in a separate plan to be produced by Growth and Resource Management including build-back initiatives

b. Provide assistance for the purchase of properties and/or

land as necessary for public assistance projects and/or hazard mitigation projects

c. Provide administrative and field staff to support the

increased permitting and code enforcement necessary for post-event reconstruction

d. Serve as a technical resource for municipalities, on request,

to support their reconstruction and redevelopment activities

6. Volusia County Community Services Department a. Serve as the County Individual Assistance Officer for

implementation of the state’s individual assistance program in the county

b. Coordinate with municipalities’ Implementation of the state’s

individual assistance program c. Coordinate or develop programs for disaster victims

Annex I - 12


d. Oversee and coordinate the county’s role in Community Relations (CR) with state and federal C. R. staff

d. Coordinate with community organizations to address unmet

needs

7 Volusia Prepares

a. Conducting post-event surveys and inspections in the impacted areas to gather data and identify mitigation needs

b. Coordinate with state and federal mitigation personnel during

inspections and surveys c. Develop reports, proposed initiatives and similar

documentation regarding mitigation needs and opportunities highlighted by the event.

d. Define proposed mitigation projects / programs for

incorporation into the Volusia Prepares mitigation strategy.

e. Aid and assist local applicants for Hazard Mitigation Grant Projects for proposed mitigation initiatives contained in the Volusia Prepares mitigation strategy

F. Coordinated Recovery Activities

Reference Pg. 6; Section 5 Recovery Operations for a Declared Event; Letter A Reference Pg. 7; Section 5 Recovery Operations for a Declared Event; Letter C & D

G. Response and Recovery Transition

1. Transition between response and recovery operations

Reference Pg. 4; Section D Concept of Operations

2. DRO Coordination

Reference Pg. 6; Section 5 Recovery Operations for a Declared Event; Letter A

Annex I - 13


3. Obtaining and Administering State and Federal Disaster Assistance

The county utilizes the established process under the Stafford Act as amended by the Disaster Mitigation Act 2002, for obtaining and administering state and federal disaster assistance. When the President issues a disaster declaration that includes Volusia County, the County will receive notice from the State directly as well as through the media coverage. The Emergency Management Director will ensure this information is transmitted to the Executive Policy Group, EOC Command and General Staff, all ESFs, municipal liaisons and supporting agencies for coordination of financial reimbursement with county agencies while maintaining compliance procedures for financial transaction, accurate accounting, grants management, document tracking and payroll procedures. Each County agency is responsible for the collection and documentation of reimbursement information, identification of public assistance projects, and submission to the Department of Fiscal and Administrative Services, Budget Division for countywide consolidation and submission to FEMA. It is the responsibility of the Budget Division to acquire additional staffing to implement the public assistance program.

4. Recovery Activities for Declared and Undeclared Disasters

Reference Pg. 6 Section 4 Recovery Operations for an Undeclared Event

Reference Pg. 6 Section 5 Recovery Operations for a Declared Event

III. Recovery Functions

A. Damage Assessment (DA)

1. Lead Agency: Volusia County Property Appraiser’s Office Damage assessment will be conducted by ESF 19, most county departments and divisions are support agencies.

2. Support Agencies:

ESF 19 will be responsible for all phases of the damage assessment process, and will remain activated until the process is

Annex I - 14


completed. ESF 19 will coordinate damage assessment with municipalities, and state/federal teams deployed to Volusia County.

a. Support Agencies: Volusia County Manager’s Offices;

Volusia County Sheriff’s Office; Volusia County Supervisor of Elections; Volusia County School Board; County Growth and Resource Management Department; Leisure Services Division; Environmental Management Division; County Financial and Administrative Services Department; Financial Services division; Information Technology Division; County Community Services Department; Agricultural Extension Division; Public Protection Department; Fire Services Division; Beach Safety Division; American Red Cross; Airport and Port Authority Divisions; Ocean Center; Civil Air Patrol; Volusia Prepares Steering Committee; Municipalities

3. Roles and Responsibilities

ESF Annex Pg. 19-18; Section IV Responsibilities 4. Data Collection and Coordination

Sources of information for damage assessment conducted by ESF 19 are illustrated in Exhibit A1-3, and, consistent with the scope and magnitude of the disaster, will include emergency services agencies’ field units, county agencies, designated county damage assessment teams, municipalities and private non-profit agencies. Work with County ESFs to receive preliminary impact and damage information based on observations during initial emergency field operations; Request ESF 16 to provide damage information and locations based on telephone calls to 911. If initial reports indicate damaged areas are extensive and/or widely scattered throughout the county, implement an aerial survey as soon as it is safe to do so. Use aerial survey to locate damaged areas and to provide preliminary information regarding obviously damaged structures, blocked roadways, damaged bridges, etc.; If damage is very extensive (catastrophic to the point that Volusia County assets are unavailable), and wide spread, request ESF 13 to obtain aerial survey support from State ESF 13. Aerial surveys will be conducted by VCSO assets and Mosquito Control assets. Periodically compile, map and/or tabulate initial information and provide to ESF 5, the Emergency Management Division and the

Annex I - 15


County Manger’s Advisory Group; Assist ESF 5 in providing initial information to the State EOC, if activated.

5. Federal and State DA Coordination

As state and federal damage assessment personnel are deployed in Volusia County or impacted municipalities, complete the following actions:

a. Coordinate with ESF 19 support agencies and request their

assistance to facilitate state and federal operations b. Provide county damage assessment information to state and

federal personnel as indicated c. Prioritize damage locations for inspection by state and

federal officials.

d. Integrate state and federal personnel into local damage assessment teams and/or pair up teams to perform additional assessments and review

6. Assessing Economic Injury

ESF 18, Business and Industry, in coordination with ESF 19, will gather and compile information regarding economic and employment losses experienced by impacted businesses and industries.

7. Municipal DA Coordination

Reference Pg. 7; Section 5 Recovery Operations for a Declared Event; Letter C

8. Planning Assumptions

a. Volusia County and/or one or more of its municipalities will experience significant physical and operational damages from a disaster event, and these damages could be widespread throughout the county.

b. Movement of damage assessment teams may be prohibited

or restricted due to dangerous or impassible conditions within the impacted areas.

Annex I - 16


c. Damages in adjacent counties may significantly delay or restrict the damage and impact assessment support available from state and federal agencies.

d. Many municipal and county damage assessment teams may

be needed, and the lead and support agencies will have adequate trained personnel to accomplish timely damage assessment of the private and commercial properties of the County.

e. Owners of private property and/or private utility systems will

cooperate with county and municipal damage assessment personnel to facilitate the gathering of information.

9. Post-Disaster Habitability

Inspections ESF 19 will advise the Managers Advisory Group (MAG) and the Emergency Management Division regarding the habitability of structures / neighborhoods in the impacted area. The MAG working with municipalities including inspectors and engineers, and the Emergency Powers Advisory Council, when activated, will determine the need to condemn property or otherwise prohibit the occupancy and use of affected properties.

Standard Operating Procedures

1. Training Procedures

The lead agency with the assistance of the Volusia County Emergency Management Division will provide training and exercise opportunities for lead and support agency staff to become familiar with the damage assessment process and the implementation of this ESF. For training purposes all agencies will coordinate with the lead Agency to accomplish required staff training for disaster duties and assisting with the pre-packaging of disaster forms, equipment, and supplies needed to perform their functions. It is the responsibility of the support agencies to participate in training and exercise opportunities to ensure agency personnel are familiar with damage assessment techniques and their responsibilities under this ESF.

Annex I - 17


2. Contacting DA Teams

The lead agency will notify the support agencies of the activation, and will request notification of assigned personnel of the activation and the need to report damage to the ESF 19 workstation in accord with established procedures.

If needed and safe to do so, trained damage assessment personnel will also be notified to pre-position themselves in safe locations to facilitate initiation of post-impact operations. For Full notification methods Refer to ESF Annex Pg. 19-6: Section Notification

3. Damage Assessment Components

a. Initial Damage Assessment

i. Positions, roles, and responsibilities

Reference ESF Annex; Pg. 19-18; Section: Responsibilities

ii. Process to pull teams together

For Full notification methods Refer to ESF Annex Pg. 19-6: Section Notification

iii. Geographic Assignments

The County has been divided into 24 geographic areas and value data compiled for the private and commercial properties. Field Appraisers assigned to Damage Assessment Teams will normally conduct damage assessment surveys in the same geographic areas that they do the property appraisals. Raw damage assessment data from the field teams will be communicated to the Property Appraiser's Office (Kelly building in DeLand) where the information will be interpreted, compiled, mapped or tabulated, and sent to the County EOC.

Annex I - 18


iv. Mapping

As information from aerial and windshield surveys, municipalities, and emergency services field personnel become available, provide preliminary data, maps, etc. with data regarding the impact of the event to ESF 5 and the Emergency Management Division for distribution to other County ESFs and the State EOC.

v. Assessment Criteria

Information displayed will include, as available, locations of damaged structures, blocked roadways, utility outages, contaminated or inaccessible areas, etc.

The appropriate individuals will map or tabulate initial information regarding the following and prepare a preliminary damage assessment report:

(a) Boundaries of the disaster area(s) (b) Status of transportation systems (c) Access points to the disaster area(s) (d) Status of communications systems (e) Status of medical systems (f) Disaster casualty information (g) Shelter/mass care information/needs (h) Damage to utility systems (i) Status of critical facilities (j) Major resource needs/shortfalls

vi. Reporting format and process

Reference ESF Annex; Pg. 19-22; Section Operational Reports

b. Preliminary Damage Assessments

i. Initial Coordination County/State/Federal Agencies

As state and federal damage assessment personnel are deployed in Volusia County or impacted municipalities, complete the following actions:

Annex I - 19


(a) Coordinate with ESF 19 support agencies and request their assistance to facilitate state and federal operations

(b) Provide county damage assessment

information to state and federal personnel as indicated

(c) Prioritize damage locations for inspection by

state and federal officials. (d) Integrate state and federal personnel into local

damage assessment teams and/or pair up teams to perform additional assessments and review local assessments, as indicated.

ii. Positions, Roles, and Responsibilities

Reference ESF Annex; Pg. 19-18; Section: Responsibilities

iii. Geographic Team Assignments

The County has been divided into 24 geographic areas and value data compiled for the private and commercial properties. Field Appraisers assigned to Damage Assessment Teams will normally conduct damage assessment surveys in the same geographic areas that they do the property appraisals. Raw damage assessment data from the field teams will be communicated to the Property Appraiser's Office (Kelly building in DeLand) where the information will be interpreted, compiled, mapped or tabulated, and sent to the County EOC.

iv. Vehicles, Maps, Tools

The lead agency shall be responsible for the development and maintenance of the necessary operational procedures, databases, inventories, etc. needed for effective implementation of ESF 19. The lead agency will, as indicated, ensure that inventories and databases are available within the CEOC to support response operations.

Annex I - 20


The support agencies shall maintain current inventories, databases, personnel rosters needed to mobilize staff and equipment for supporting the operations required by ESF 19.

v. Assessment Criteria

Information displayed will include, as available, locations of damaged structures, blocked roadways, utility outages, contaminated or inaccessible areas, etc.

The appropriate individuals will map or tabulate initial information regarding the following and prepare a preliminary damage assessment report:

(a) Boundaries of the disaster area(s) (b) Status of transportation systems (c) Access points to the disaster area(s) (d) Status of communications systems (e) Status of medical systems (f) Disaster casualty information (g) Shelter/mass care information/needs (h) Damage to utility systems (i) Status of critical facilities (j) Major resource needs/shortfalls

vi. Coordination Format and Process

Reference ESF Annex; Pg. 19-22; Section Operational Reports

4. DA Inventory

The lead agency shall be responsible for the development and maintenance of the necessary operational procedures, databases, inventories, etc. needed for effective implementation of ESF 19. The lead agency will, as indicated, ensure that inventories and databases are available within the CEOC to support response operations.

The support agencies shall maintain current inventories, databases, personnel rosters needed to mobilize staff and equipment for supporting the operations required by ESF 19.

Annex I - 21


B. Disaster Recovery Center (DRC)

Volusia County will cooperate with State and Federal authorities in establishing one or more mobile or fixed Disaster Recovery Centers (DRCs) in or near the impacted areas, as illustrated in Exhibit A1-3. DRCs will be utilized to coordinate the delivery of disaster assistance to the public impacted by the disaster. The following actions are to establish and operate Federal / State DRCs: 1. DRC Responsibility

The Director of Volusia County Emergency Management will serve as the liaison to state recovery staff and coordinate recovery activities needed including landing zones, Disaster Recovery Centers (DRCs), staging areas, base camps, a Disaster Field Office (DFO), Joint Field Office (JFO). The Director of Volusia County Emergency Management will request the establishment of a DRC through standard requ est channels (Constellation, e-mail, phone call, etc.)

The Director of Volusia County Emergency Management in consultation with the State Division of Emergency and impacted municipalities may activate DRCs with or without receipt of a Presidential Declaration of Disaster.

2. DRC Support Roles

a. Representatives of the involved local government agencies

and community organizations, including:

(1) Applicable agencies and organizations of any municipality with jurisdiction in the impact area

(2) The County Emergency Management Division for Mitigation Issues

(3) The County Building and Zoning Division (4) The County Water Resources and Utilities Division (5) The County Community Assistance Division (6) The County Veterans Services Division (7) The County Agricultural Extension (8) The County Public Works Department (9) Representatives of lead and support agencies of

County ESF 6 (Mass Care) (10) Private sector utilities

Annex I - 22


b. Public information and educational materials regarding the event and its impacts, the disaster assistance available, mitigation opportunities and guidance, fraud protection, funds for reconstruction, would be provided.

c. The Division of Florida Financial Services (Insurance

representation) d. Access to major insurance companies and their adjusters

and agents e. Access to mental health and grief counselors f. Expedited access to necessary local government services,

such as issuance of building and occupancy permits, social services, utility restoration, tax assistance, etc.

3. State Participation Procedures

The Emergency Management Division Director or his designee will request/coordinate the DRC location with the Florida Division of Emergency Management (FDEM) and the Federal Emergency Management Agency (FEMA) so they are as convenient as possible to the impacted public.

4. Local Resources

Reference Pg. 21 Section: 2 DRC Support Roles


1. DRC Notification

With a declared event FEMA and FDEM will be responsible for public outreach utilizing their public information officer capabilities and community relations teams

With a non-declared event, Volusia County’s ESF 14 will be responsible for a community outreach program to inform disaster victims of the activation of County DRC(s). ESF 19, utilizing damage assessment teams, ESF 15 utilizing volunteers, and municipal Community Emergency Response Teams may assist in Community Relations door-to-door outreach.

2. DRC Inventory

Annex I - 23


To facilitate establishing, staffing and equipping County DRCs, each of the above indicated agencies is responsible for preparing the necessary procedures, training requirements, equipment, materials and supplies required to complete their anticipated roles and responsibilities within the DRC. Upon mobilization the agencies are responsible for ensuring that the needed staff, procedures, equipment, materials and supplies are also available.

3. DRC Site Identification

The Emergency Management Division Director or his designee will request/coordinate the DRC location with the Florida Division of Emergency Management (FDEM) and the Federal Emergency Management Agency (FEMA) so they are as convenient as possible to the impacted public.

The County Emergency Management Division would select and secure facilities in or near the impacted areas to serve as DRCs, in cooperation with any involved municipalities.

4. Requesting State Participation

The Emergency Management Director will request the State to participate in establishing a DRC and will appoint a liaison to the State Recovery Staff.

C. Public Assistance

1. Lead Agency for Public Assistance:

The Director of the Financial and Administrative Services Department, or designee, will serve as the county’s designated Public Assistance Coordinator. The Department will also provide the administration of the program on behalf of county agencies, and will provide procedures, guidance and assistance to municipal and private non-profit agencies. The Financial and Administrative Services Department will complete the following:

(a) Review the state’s requirements established for public

assistance for the specific disaster event and determine the local match necessary, if any, for a public assistance project; advise the County Manager and support such actions as to secure the local match.

Annex I - 24


(b) Establish procedures and standards for financial management and tracking of expenditures that are consistent with the requirements of the state

(c) Coordinate with the County Emergency Management

Division and the Property Appraiser’s Office to identify and reconcile differences between local damage assessment reports and state/federal DSRs; Prepare to address differences with state public assistance staff

(c) Serve as the grants manager for county agencies receiving

public assistance funding (d) Designate and/or hire and supervise permanent and

temporary personnel needed for management of the public assistance program

(e) Assign the Financial Services Division to act as the financial

manager of public assistance grants received by the county, (f) Assign the Facilities Services Division to act as the project

manager for public assistance grants received by the county

2. PA Support Agencies Roles and Responsibilities

For a Federally declared disaster Volusia County will implement a Public Assistance Program as a part of its overall recovery operations. To do so, the County will take the following actions:

a. ESF 19 will provide the damage assessment information to

the State EOC for federal public assistance eligibility determination

b. The County Manager, upon being informed of the availability

of Public Assistance, will, with the assistance of the County Emergency Management Division:

(1) Direct activation of the Volusia County Disaster Recovery

Team, as illustrated in Exhibit A1-2 above; Ensure that the team members attend the necessary kickoff meetings with the state public assistance staff.

(2) Ensure that ESF 14 has notified county, municipal and

private non-profit agencies of the availability of public

Annex I - 25


assistance, the restrictions on eligibility, and the schedule for the applicants’ briefing and other related meetings.

(3) Assign responsibility for implementation of the public

assistance program in the county, as follows:

i. The Emergency Management Division will be responsible for the following actions:

(a) Serving as the coordinator for liaison support

as needed

(b) Ensure coordination between the county’s Disaster Recovery Team and the state public assistance program staff

(c) With the cooperation ESF 19, review the

county’s damage assessment reports as well as the state and federal damage survey reports (DSRs) to preliminarily identify the projects likely to the eligible for public assistance; Selection of the likely eligible projects will adhere to current federal criteria.

(d) Ensure notification of all municipal and county

agencies of the availability of public assistance (e) Ensure notification of all pre-identified private

non-profit agencies of the availability of public assistance

(f) Request affected municipalities to designate a

municipal disaster recovery coordinator to provide liaison to the public assistance program; Inviting municipal liaisons to the public assistance applicant’s briefing by state staff

ii. The Director of the Financial and Administrative

Services Department, or designee, will serve as the county’s designated Public Assistance Coordinator. The Department will also provide the administration of the program on behalf of county agencies, and will provide procedures, guidance and assistance to municipal and private non-profit agencies. The

Annex I - 26


Financial and Administrative Services Department will complete the following:

(a) Review the state’s requirements established

for public assistance for the specific disaster event and determine the local match necessary, if any, for a public assistance project; advise the County Manager and support such actions as to secure the local match.

(b) Establish procedures and standards for

financial management and tracking of expenditures that are consistent with the requirements of the state

c. Through the coordination of the Emergency Management

Division, the County Disaster Recovery Team will complete the following actions:

(1) Attend the state’s public assistance applicant’s briefing to

represent the county

(2) Ensure representation at the state’s public assistance applicants briefing by representatives of other interested county, municipal and private non-profit agencies

(3) Complete the Notice of Interest forms

(4) Ensure project applications are submitted

(5) Reconciling differences in project scope

(6) Designating funding methods by project

(7) Requesting advance funding and partial payments from

the state as necessary

(8) Requesting interim and final inspections

(9) Requesting modifications in the project application, as required

Annex I - 27


(10) Ensuring that complete records of all public assistance activities are prepared and maintained

d. The county’s designated Public Assistance Officer, with the

support of the Emergency Management Division, will maintain supervision of county public assistance projects until completion and close out.

3. Concept of Operations

Reference the Above Section: Pg. 24; Roles and Responsibilities

a. Administrative Procedures

i, ii, iii:

Reference Above Segment: Pg. 25; Section (ii)

4. Public Assistance Coordinator

During and activation the Volusia County Financial and Administrative Services Dept. will designate an individual to serve as the county’s Public Assistance Offices/Coordinator, and provide staff and administrative support to that position.

5. Support Organizations

1. Local Government Organizations 2. Non-Profit Organizations

6. Pre-Identification of Potential Applicants

Based on the geographic area impacted and the characteristics of the event, likely applicants for public assistance will be identified from local government agencies and non-profit organizations known to have facilities and/or systems that could have been damaged; The County’s local mitigation plan will be used to assist in this analysis. ARC wellness checks, etc.

7. Kick-Off Meeting Participants

Direct activation of the Volusia County Disaster Recovery Team, as illustrated in Exhibit A1-2 above; Ensure that the team members

Annex I - 28


attend the necessary kickoff meetings with the state public assistance staff.

8. Identifying and Funding Public Assistance Projects

With the cooperation ESF 19, review the county’s damage assessment reports as well as the state and federal damage survey reports (DSRs) to preliminarily identify the projects likely to the eligible for public assistance; Selection of the likely eligible projects will adhere to current federal criteria.


1. Pre-Identification of potential Applicants

An applicant briefing will be scheduled by the state to advise potential eligible applicants (county agencies, municipalities, other government and private nonprofit entities, Indian tribes) of the availability and requirements of federal assistance. The County PAO or designee will be present to will represent Volusia County. County agencies, municipalities, other governmental entities and private non-profits that have been impacted within Volusia County will be identified after the disaster during damage assessment and the existing list of contacts maintained by Emergency Management will be utilized to make contacts for PA. Each potential applicant will be asked to complete and return a Request for Public Assistance (RPA) form. Damages suffered by each potential applicant are reported on the RPA and is used by the FCO and PAO to determine the number of damage survey and inspection teams.

2. Identification of Possible Infrastructure Recovery Projects

Each potential applicant must submit, within the designated application period, a List of Projects to be reviewed for public assistance. This list should identify, for each damage site and project; the disaster assistance category, site location, description of the damage and scope of work necessary to repair, replace or restore projects to pre-disaster conditions. Damage survey and inspection teams, comprised of county, state and federal engineers, planners and architects, will review each project and activity on the List of Projects.

D. Debris Management


Annex I - 29


Debris removal and disposal is the responsibility of County ESF 3, Public Works. ESF 3 describes the procedures that will be used during both the response and disaster recovery stages of operation for debris management.

a. Implement the debris removal provisions of ESF 3, using the

county’s established debris removal plan and procedure. The Department may do one or more of the following:

(1) Coordinate with municipalities and adjacent unaffected

counties to share resources pursuant to mutual aid agreements and understandings

(2) Implement per-event agreements with one or more

private contractors to conduct debris removal.

(3) Develop and implement new contracts with private companies for debris removal

b. The Volusia County Public Works Department will

continually assess the adequacy of available resources for debris removal in a timely manner. When it becomes apparent that the resources will be inadequate, the Public Works Department will do the following:

(1) Recommend to the County Manager, through the

Emergency Management Division, that FDEM be requested to provide direct state and federal aid for debris removal and disposal.

(2) Work with state and federal agencies through the

DFO/JFO to establish procedures for the coordination of local and state/federal debris removal efforts.

c. The MAG will determine the assistance to be provided to

private property owners for the collection and disposal of debris removed from private property. The Public Works Department will incorporate the MAG decision into the debris removal operations being conducted.

d. Disaster could result in substantial amounts of debris,

including vegetative, structural, demolition, and the contents of structures. Some debris may be contaminated and disposal could be very problematic. When the county

Annex I - 30


remains responsible for debris disposal, the Public Works Department, in accord with the county’s debris management plan, will take the following actions:

(1) Solicit the assistance of ESF 10 in determining actual

and potentially contaminated sites and debris

(2) Request advice from the Environmental Management Division of the County Growth and Resource Management Department regarding environmental protection and permitting issues. The Environmental Management Division will interface with state and federal authorities through the DFO/JFO or elsewhere to secure the necessary permits and permissions and/or will seek the necessary waivers for debris disposal.

(3) Designate suitable temporary debris storage areas to be

used until permanent disposal solutions can be defined. Pre-event identification of potential temporary disposal locations has been completed.

(4) Secure permanent disposal locations suitable to the type

and volume of the debris, e.g. air curtain burn areas.

2. Federal and State Coordination

This ESF will coordinate with representative of ESF 3 at the State level, operating from the State EOC. All County and municipal requests for state and federal support will be routed through and coordinated by ESF 3. In addition, when a staging area for mobilization and coordination of County, state and/or federal public works resources has been established, a liaison for this ESF will be mobilized to that location to facilitate County support of such operations.


1. Positions, roles and responsibilities

Refer to Pg. 29 Section: 1. Roles and Responsibilities

2. Describe the planning process

Refer to Pg. 29 Section: 1. Roles and Responsibilities

Annex I - 31


E. Community Relations

1. County Community Relations Coordinator

The Director of the Community Assistance Division of the Community Services Department

2. Community Relations Support

Volusia County Community Services Department


During the recovery phase, there will be needs in the impacted communities for public information and assistance. For many disaster victims, difficulties may arise regarding the adequacy of disaster assistance, the timeliness of delivery, and the restrictions on eligibility. For major disasters, the county and impacted municipalities, as well as state and federal agencies, may need to implement a community relations program to communicate necessary information and instructions to disaster victims. To do so, the county, through the County Manager’s Office, will take the following actions when indicated by the magnitude and extent of the disaster:

a. Ensure that ESF 14 continues to release public information

regarding the disaster assistance available and methods to be used by disaster victims to access such assistance

b. Designate the Director of the Community Assistance Division

of the Community Services Department to serve as the county community relations coordinator, responsible for:

(1) Activate staff from the Community Services Department

to serve as the county’s community relations staff; Secure, prepare and/or provide such procedures and guidance to the staff for purposes of implementation of the community relations program.

(2) Assign a county community relations program liaison to

the DFO/JFO, if activated, to coordinate with state and federal community relations personnel.

(3) In coordination with Emergency Management, mobilize

available “Community Emergency Response Teams”

Annex I - 32


(CERTs) to assist with community outreach and delivery of services in specific areas affected by the event

(4) Work with municipalities to assess the available disaster

assistance programs being offered to impacted communities and the utilization of those programs.

(5) Consult with community leaders and neighborhood-

based organizations, e.g., homeowners’ associations, to define community needs and approaches for facilitating delivery of services.

(6) Work with state and federal community relations staff to

develop and implement outreach methods to promote greater use of and/or access to available assistance programs

(7) Work in parallel with other neighborhood level disaster

assistance programs, e.g., feeding stations, DRCs, and community mass care locations, etc. to maximize the outreach program(s) regarding unmet needs identification and available services

(8) Work through the County Division of Emergency

Management and/or the County Disaster Recovery Team to increase the resources available to specific assistance programs to speed delivery and/or to provide access to more eligible entities.

4. Determining Priorities

Work with the MAG during the activation of the County EOC, or with the County Manager and the County Disaster Recovery Team to set priorities for the community relations activities and assistance. Priorities will consider:

a. The most severely impacted neighborhoods

b. Neighborhoods with inadequate or inoperable community

utilities and other basic services

c. Populations with impediments (e.g., language, transportation, etc.) to accessing available disaster assistance programs

Annex I - 33


5. Key Community Leaders

Reference Pg. 32; Section Roles and Responsibilities: Letter e

6. Identifying Unique Demographics

Reference Pg. 32; Section Roles and Responsibilities: Letter g

F. Unmet Needs Coordination

1. Unmet Needs Coordinator

Volusia Interfaith and Agencies Networking in Disasters (VIN) will serve as the Unmet Needs Coalition

2. Unmet Needs Support

ESF 15 Volunteers and Donations ESF 18 Business and Industry


Volusia County will be prepared to offer post-disaster assistance in the identification of needs of disaster victims that have not or cannot be met by available state and federal disaster assistance programs, as well as to facilitate the delivery of services and goods to address those needs. It is expected that the majority of the resources necessary to address unmet needs will originate with volunteered services and donated goods. To identify and address the unmet needs of disaster victims, the County Manager and county Disaster Recovery Team will take the following actions: a. Establish and maintain pre-incident VIND (Volusia Interfaith

and Agencies Networking in Disasters) to serve as the Unmet Needs Coalition.

b. Designate the Director of the Community Assistance Division

of the Community Services Department, as the coordinator for the unmet needs program. In this capacity, the Director will direct and coordinate the county’s unmet needs activities in parallel with the community outreach program. For this program, the Director will have the following responsibilities:

(1) Appoint a liaison to VIND, which has its own

management structure

Annex I - 34


(2) Coordinate with impacted municipalities regarding their

unmet needs

(3) Define the principal unmet needs and the most likely source of assistance; Coordinate unmet needs assistance with community outreach activities

(4) Advise the County Manager and the County Emergency

Management Division on the need to seek additional county, state and federal funding to address needs not met by programs in public assistance, individual assistance, and small business loans.

(5) Coordinate the activities of community groups mobilized

to address unmet needs

(6) Work with the County Disaster Recovery Team to establish criteria for eligibility for assistance under an unmet needs program and the type of eligibility

(7) Obtain and/or prepare and distribute procedures,

guidance and documentation materials necessary for implementation of the county’s unmet needs program.

c. Information from the community outreach program,

municipalities, members of VIND, and the County ESFs, especially ESF 6 Mass Care, will be utilized to define the most significant unmet needs. Input will also be sought from community leaders, neighborhood contacts and any established CERTs in the impacted areas.

d. Most unmet needs are expected to be addressed through

use of donated goods and services. In this capacity, ESF 15, Volunteers and Donations, and ESF 18, Business and Industry, while activated, will provide major support to the county’s unmet needs program. Either the Volunteer Lead (United Way) or donations lead (Revenue Activity) may be activated as a part of the long-term recovery with both lead agencies keeping in other informed. After deactivation of ESFs 15 and 18, VIND will assume the functions they had been performing.

e. Unmet needs will be addressed under the coordination of the

Community Services Division through the following actions:

Annex I - 35


(1) Identifying the types of services and goods needed to

address unmet needs in the impacted areas

(2) Conferring with ESFs 6, 8, 15 and 18 to determine which goods and services are currently available or could be made available from known sources; obtaining the needed donations through the ESFs’ normal procedures.

(3) Establishing warehouses and/or distribution points in or

near the impacted areas for providing donated goods, in coordination with ESF 15.

(4) Coordinating with ESF 6, municipalities, and/or

community groups to use neighborhood level services, such as feeding stations, as points of community interaction to identify unmet needs and to deliver services and goods.

(5) Organizing the delivery of donated services to the areas

of need and providing county supervision for the volunteer workers

(6) Coordinating the sharing and delivery of donated goods

and services with impacted municipalities

(7) Providing “on the spot” training of volunteers to provide donated services in areas of need.

4. Coordination of Municipalities

Reference Previous Segment: Pg. 33; Section: Roles and Responsibilities

5. Unmet Needs Committees

When establishing an Unmet Needs Committee it is recommended to include the following organizations:

a. Community leaders b. Neighborhood contacts c. Established CERT programs d. VIND members e. County ESF’s

Annex I - 36


6. Identifying post-event unmet needs

Reference Roles and Responsibilities: Pg. 35; Section 5

7. Training

Reference Roles and Responsibilities: Pg. 35; Section 5; Letter g

G. Emergency Housing

1. Emergency Housing Coordinator

ESF 6 will serve as the contact unit for the State Emergency Housing Coordinator and will provide assistance in initiating the emergency housing program in Volusia County.

Immediate post-disaster emergency housing will be addressed by ESF 6, Mass Care. Long-term post disaster housing disaster housing will be found in an appendix to this document, “LONG TERM TEMPORARY HOUSING”. For smaller disasters, including non-declared disasters, it can be anticipated that emergency housing need for displaced victims can be met with local resources and prior to the deactivation of ESF 6. For larger disasters, the need for emergency housing could be very substantial. In such cases, the County will take the following actions: a. ESF 6 will work with ESF 19, and VIND to estimate the

number of emergency housing units likely to be needed; The County Manager and the County Emergency Management Division will be advised of the estimate.

b. Prior to deactivation, ESF 6 will serve as the contact unit for

state emergency housing coordinator(s) and will provide assistance in initiating the emergency housing program in Volusia County. In this capacity, ESF 6 will also coordinate with other county ESFs to provide information and services needed to initiate the program.

c. Following deactivation of ESF 6, any remaining coordination

and liaison services needed by the county to assist with the state’s emergency housing program will be provided through the County Emergency Management Division and the

Annex I - 37


Community Services Department under the supervision of the County Manager. In this capacity, state staff will be provided with access to county services such as utilities, road maintenance, permitting and code enforcement, etc.

d. ESF 6, prior to its deactivation, and later the Emergency

Management Division and Community Services Department, will be responsible for coordination with municipalities to address their emergency housing needs. When necessary, they will facilitate coordination between municipalities and the involved municipality, obtaining and/or preparing and distributing procedures and documentation materials, and arrange for training of the local personnel, when needed, to be involved in the temporary housing program.


A. Recovery Functions Established Policies and Procedures

1. Debris Management

Reference the Volusia County Debris Management Plan

2. Initial Damage Assessment

Reference the ESF annex; Pg. 19-2; Section C. Policies

3. Preliminary Damage Assessment

Reference the ESF annex; Pg. 19-2; Section C. Policies

4. Public Assistance

Reference Pg. 25 Section: 3. Roles and Responsibilities; Segment (ii)

5. Community Relations

Reference Pg. 31 Section: 3. Roles and Responsibilities

6. Unmet Needs Committees

Reference Pg. 33 Section: 3. Roles and Responsibilities

7. Disaster Recovery Centers

Annex I - 38


Reference Pg. 20 Section: B. Disaster Recovery Center

8. Emergency Housing

Reference Pg. 36 Section: F. Emergency Housing

B. Administrative Procedures

1. Financial Management

The Public Assistance Coordinator will establish procedures and standards for financial management and tracking of expenditures that are consistent with the requirements of the state

2. Support staff for correspondence

It may be necessary to activate administrative support staff. Such individuals would be intended to serve as a resource to all of the positions in the recovery organization

3. Temporary Staff Employment

The Public Assistance Office will designate and/or hire and supervise permanent and temporary personnel needed for management of the public assistance program

IV. ANNEX DEVELOPMENT AND MAINTENANCE

The recovery annex of the Volusia County Comprehensive Emergency Management Plan will be maintained by the County Emergency Management Division in the following manner: A. Standard Operating Procedures

Standard operating procedures for implementation of the operations identified in this annex will be prepared and maintained as current by each of the designated agencies responsible for specific actions defined in Section III, Disaster Recovery Functions.

B. Annex Maintenance

The Emergency Management Division will update this annex when one or more of the following occur:

Annex I - 39


Annex I - 40

1. The remaining portions of the Comprehensive Emergency

Management Plan are updated. 2. After a major disaster event when all or a portion of the annex was

implemented. The Division will hold a post-event critique of all major emergency response and disaster recovery operations, and the findings of the critique relevant to recovery operations will be utilized to modify this annex appropriately.

3. There is a significant change in state or federal disaster recovery

assistance programs or requirements 4. There is a significant reorganization of county government and/or

alteration in the responsibilities and/or resources available to the county departments and divisions assigned recovery duties herein.

V. TRAINING AND EXERCISES

The County Division of Emergency Management will make available training programs, including practice exercises, regarding implementation of this annex. Training and exercise opportunities will be made available by the Division for municipal officials and representatives of community groups involved in the implementation of this annex.

-

Volusia County Continuity of Operations Plan

Volusia County School Board Student Transportation Services Department

INTRODUCTION AND PURPOSE

AGENCY PROFILE

SITUATION

COOP CONCEPT OF OPERATIONS

COOP OPERATIONS

PLAN MAINTENANCE

TRAINING AND EXERCISES

ATTACHMENTS

Department of Student Transportation Services- V-1 Updated: November 10, 2013

I. INTRODUCTION AND PURPOSE ................................................................................... I-4

A. Overall Purpose _______________________________________________________ I-4 II. AGENCY PROFILE .......................................................................................................... II-1

A. Essential functions ____________________________________________________ II-2 2. Transportation Essential Functions ..........................................................................................II-3

B. Non-Essential functions _______________________________________________ II-4 2. Transportation Non- Essential Functions .................................................................................II-4

C. Authorities __________________________________________________________ II-4 1. Normal Operations ...................................................................................................................II-4 2. Emergency Operations .............................................................................................................II-5

D. Resources and Capabilities _____________________________________________ II-5 1. Staffing .....................................................................................................................................II-5 2. Facilities ...................................................................................................................................II-6 3. Systems.....................................................................................................................................II-6 4. Equipment ................................................................................................................................II-7

E. Succession ___________________________________________________________ II-7 III. SITUATION ................................................................................................................ III-1

A. Jurisdiction Hazards and Risks ________________________________________ III-1 B. Vulnerabilities ______________________________________________________ III-5 C. Consequences of Disruption ___________________________________________ III-5 D. Planning Assumptions ________________________________________________ III-6 E. Dependencies _______________________________________________________ III-6

1. Trchnology Services ................................................................... Error! Bookmark not defined. 2. Telephone service ................................................................................................................... III-6

IV. COOP CONCEPT OF OPERATIONS ........................................................................ IV-7 A. Policies for Plan Implementation _______________________________________ IV-7 B. Resource Requirements for Implementation _____________________________ IV-7

1. Personnel ................................................................................................................................ IV-7 2. Facilities ................................................................................................................................. IV-8 3. Systems................................................................................................................................... IV-8 4. Equipment and Supplies ......................................................................................................... IV-8

V. COOP OPERATIONS ....................................................................................................... V-1 A. Emergency recognition and Warnings ___________________________________ V-1

1. Source ...................................................................................................................................... V-1 2. Validation Procedure ............................................................................................................... V-1

B. Situation Assessment __________________________________________________ V-1 1. Responsibility .......................................................................................................................... V-1 2. Procedure ................................................................................................................................. V-1

C. Activation ___________________________________________________________ V-1 1. Activation Criteria ................................................................................................................... V-1 2. Activation Responsibility ........................................................................................................ V-1

D. Immediate Protective Actions __________________________________________ V-2 1. Personnel Protection ................................................................................................................ V-2 2. Property ................................................................................................................................... V-2 3. Protection of Vital records ....................................................................................................... V-2

E. Notification of Activation ______________________________________________ V-3 1. Internal .................................................................................................................................... V-3

Department of Student Transportation Services - I-2

2. External ................................................................................................................................... V-4 F. Mobilization _________________________________________________________ V-4 G. Operations __________________________________________________________ V-6

2. Continuing operations ............................................................................................................. V-7 3. Restoration of Normal Operations ........................................................................................... V-8 4. Deactivation and Demobilization ............................................................................................ V-9 5. Post-activation Operations ..................................................................................................... V-10

VI. PLAN MAINTENANCE ............................................................................................ VI-11 A. Responsibility ______________________________________________________ VI-11

1. Develop Plan Maintenance Procedures ................................................................................ VI-11 2. Maintain Current Operational Procedures ............................................................................ VI-11 3. Develop and maintain pre-event contracts ........................................................................... VI-11 4. Develop and maintain procedures for notification ............................................................... VI-12

B. Schedule __________________________________________________________ VI-12 C. Security ___________________________________________________________ VI-12

VII. TRAINING AND EXERCISES ............................................................................... VII-12 A. Responsibility _____________________________________________________ VII-12 B. Schedule _________________________________________________________ VII-12

VIII. ATTACHMENTS ...................................................................................................... VIII-1 A. The Student Transportation Services staff contact list and contact numbers __ VIII-1 B. Facilities List ______________________________________________________ VIII-1 C. Asset List _________________________________________________________ VIII-1 D. Vendor List from Smart Street System _________________________________ VIII-1 E. Additional Critical Documentation ____________________________________ VIII-1 F. Statutes and Policies ________________________________________________ VIII-1 G. Checklists _________________________________________________________ VIII-1 • Coop Activation ____________________________________________________ VIII-1

• Activation of Alternate Facility for Student Transportation ................................................ VIII-1

H. Crossover Log _____________________________________________________ VIII-1


CONTINUITY OF OPERATIONS PLAN

Volusia County School Board

Student Transportation Services Department

I. INTRODUCTION AND PURPOSE

A. Overall Purpose

This document is the “Continuity of Operations Plan” (COOP) for the Volusia County School Board Student Transportation Services. The COOP is a detailed plan for implementation by the Volusia County School Board Student Transportation Services to maintain or quickly restore its essential services at the time of a major emergency or disaster. This will provide for disaster prevention, response, and recovery as outlined in Section 252.365, and Section 252.38 Florida Statutes. The COOP is designed to ensure the continued performance of minimum essential functions during a wide range of potential emergencies. This is accomplished through the development of this document and associated implementing procedures, as well as provisions for mobilization of alternate facilities, personnel, resources, interoperable communications and protection of vital records / databases. This COOP plan has been prepared as an adjunct to the Volusia County Comprehensive Emergency Management Plan (CEMP). As such, it will serve to ensure that the Student Transportation Services is able to fulfill essential services, including staffing and implementing its responsibilities pursuant to these plans. The COOP is intended to be consistent with and supportive of these plans in all aspects. This COOP has been prepared as an adjunct to and in support of the District School Board Policies, including but not limited to Policy 502 Emergency Operations and 513 Disaster Centers. The COOP may be activated concurrently with or separately from the County CEMP, depending on the type, location, and scope of the disaster or emergency. Activation of the COOP may also precede, follow, or extend beyond the period of activation of these plans. In general, the purpose of the COOP is to:

• Protect human life (employees, visitors, etc.) • Protect essential records and equipment • Avoid or minimize disruption to essential services • Speed the return to normal operations • Define resource and planning needs to achieve minimum required

COOP capabilities



The COOP is designed to:

• Address all types of hazards: natural, technological and societal. • Be effective for differing scales of emergencies, from emergencies

only affecting the Student Transportation Services normally used offices or systems, to wide-area disasters impacting significant portions of Volusia County or the State of Florida.

• Be capable of implementation with little or no warning. • Support very rapid decision-making and initial implementation. • Assure continuation of essential operations by the Student

Transportation Services for a minimum period, e.g., 30 days • Address the fundamental needs of the agency, its employees, and the

population it serves. • Provide for postponement or minimization of those functions of the

Student Transportation Services not identified as required to fulfill its designated essential functions.

• Define a process for the Student Transportation Services to return to normal operations following the end of emergency conditions

• Identify resource needs required for the Student Transportation Services to implement the COOP quickly and effectively whenever necessary.

The Student Transportation Services has established operational procedures and policies to enable operations to proceed on a day-to-day basis without Support Services or outside agency support for a short duration. It is the objective of this plan to allow the current process and workflow to continue unaltered whenever possible, and to allow the support organizations to continue to provide the internal support and infrastructure to the department’s operational units, allowing those units to continue to provide the essential services to the citizens of Volusia County. This plan is intended to ensure the agency continues to be supported by Technology Services department that supports the agency on a daily basis, and that the agency has access to all required resources and supplies to enable the agency to continue the essential operations for a period of at least 30 days following a disaster or emergency-related disruption. This plan will be implemented during events that cause severe and extraordinary interruptions to the normal operations of the agency. These interruptions may be external, such as natural, civil or other external disaster, or internal, such as the loss of a single location, building, or resource.

II. AGENCY PROFILE

The Volusia County School Board Student Transportation Services department is a multi-department entity responsible for overseeing and coordinating the various offices that provide services to the students and employees of the Volusia County School System. Offices comprising the Student Transportation Services Department are listed below.

Student Transportation Services retains, documents information pertaining to the departments services. Its mission is to provide partnerships and teamwork we will provide a cooperative, responsive and personal approach to ensure safe, secure, effective, and efficient transportation to support instructional programs and services for students, families and the community.

OPERATIONS: the daily execution of the bus service and related duties in maintaining a safe and secure, effective and efficient transportation department.

Safe and Secure: providing training to employees in awareness, safety, security, bus inspections, bully proofing and behavior intervention to ensure the safety of students at the bus stop and on the bus. Effective: ensure transportation services as required by law are provided to all eligible students in a manner that all pick-ups and deliveries are on time and support the educational goals of the students and schools we serve. Efficient: working within the parameters of Federal, State and District statutes and regulations all employee work times, bus routes and bus stops are reviewed daily to warrant high productivity and ensure the most efficient routes possible.

SAFETY, SECURITY, TRAINING AND MANDATORY COMPLIANCE ITEMS:

regulatory motor vehicle and Department of Education compliance areas; operator and attendant training requirements; safety and security training, NIMS compliance and facility safety inspections.

Safety and Security: Safety and Security training for all Student Transportation Services employees; maintain and disseminate Safety and Security training manuals and materials; monitor security drills at each transportation facility; facilitate Safety and Security meetings. STS Training: Schedule and facilitate Bus Operator, Bus Attendant and Teacher/Coach training classes; maintain STS curriculum materials up-to-date; organize and implement annual recertification and professional development programs; facilitate CDL training and testing; minimize training costs whenever possible. STS Compliance: Oversee the maintenance of personnel records to meet FDOE and FDOT compliance; monitor driver’s licenses and medical examiners physicals to meet compliance; conduct the annual self-audit to meet FDOE compliance.


FLEET MAINTENANCE: efficient and effective provision of fleet readiness including compliance with mandatory inspection and record keeping requirements.

Vehicle Maintenance: develop, maintain and implement an effective and efficient fleet maintenance program to ensure vehicle safety, readiness and cost control. Manage a perpetual parts and supplies inventory program with minimal stock and purchasing using bids, competitive pricing and a requisition approval process. Fuel: Manage procurement of fuel tracking usage by vehicle and daily bid pricing. Ensure constant availability to include purchasing within a local consortium. Utilize alternative fuels as practical. Compliance Audits: conduct annual reviews of state required bus inspection program to ensure all criteria is met. Training: Coordinate and track training for fleet staff to maintain knowledge with current technology. Finance, Payroll & Budgeting: manage the purchasing, reporting and payroll for a staff of approximately 500. Develop, manage and control an annual budget of $15M.

PLANNING, PREPARATION AND PERFORMANCE: entails performance

measures, routing, forecasting and budget compliance. Planning includes: Budget development; bell time scenarios; staff recruitment goals; fleet replacement; cost reduction targets; labor negotiations support; state funding maximization; program cost allocation; professional development of transportation management and supervisory personnel; security standard for facilities and buses and emergency management planning. Preparation includes: Student eligibility policy, fleet maintenance program; staff training syllabus; purchase and disposal of fleet assets; school start-up procedure; compliance tracking and resolution procedures; facility safety and security analysis. Performance includes: Indicators, measurements and benchmark items; principal, parent, student relations; risk control, accident rate tracking and trend analysis; financial versus budget analysis; purchase control; time and capacity utilization analysis; preventative maintenance schedule and employee turnover rate.

The goal of the Volusia County School District Student Transportation Services is to provide safe, secure, effective and efficient transportation for students eligible for school bus service. Currently, Volusia County School District transports approximately 25,000 students on 229 route buses, to and from school, on a daily basis. These buses cover routes daily and traveled 4,319,452 miles fiscal year 2012. [http://www.volusia.k12.fl.us/studenttransportation/] A. Essential functions Essential functions are those that enable an organization to provide vital services, exercise civil authority, maintain safety and well-being of general

Department of Student Transportation Services - II-2

http://www.volusia.k12.fl.us/studenttransportation/

populace, and sustain the industrial and economic base in an emergency. Any functions not deemed mission essential should be deferred until additional personnel and resources become available. The functions of Student Transportation Services are to ensure this ongoing process can proceed without interruption. The essential functions of the Student Transportation Services include direct support to other agencies of Volusia County, many of who provide essential functions directly to the citizens of the County.

1. Transportation Essential Functions

Function Description Reason Function is Essential Fueling Buses

Buses cannot perform basic function of delivering students without fuel.

Maintain and Repair Buses Parts procurement

Bus inventory will not cover thirty- day gap in repair and mandated inspections of buses. Required for vehicle operation

Dispatch/Communication

Need to be able to communicate with operators, security and administration

Adm. And Finance

Financial management and compliance with government regulations and administrative rules.

Payroll

Must pay employees.

Secure storage of the assets

Secure all vehicles along with fixed assets.

Personnel to operate the school buses

Operate and maintain the equipment. Must drive the students. Must have qualified bus operators with CDL license including the “P” and “S” endorsements. Certified technicians for required maintenance.

ESF 1 function: Lead agency in transporting citizens to disaster relief shelters

VCSB Policy 502 and 513


B. Non-Essential functions In addition to the essential functions defined above, the Student Transportation Services performs many informational and record-keeping functions for the citizens of Volusia County. While essential, these functions are not time sensitive and could be deferred without impact to the safety and welfare of the community. In the event this COOP is activated, these and any other functions not deemed mission essential should be deferred until additional personnel and resources become available. The following functions will be deferred for 30 days or until the Division of Administrative Services has restored operations with full staff available on a daily basis.

Function Description Reason Function is Non-Essential Bus routing and mapping Can be deferred for 30 days without

significant impact to the community

Student Assignments - Zoning Can be deferred for 30 days without significant impact to the community

1. Transportation Non- Essential Functions

Function Description Reason Function is Non-Essential Body work

Most body work can be deferred or sublet.

GPS Monitoring

GPS Monitoring is an ongoing training tool and if disabled, can be deferred for duration of event.

New employee training

With a bus operator turnover rate of fewer than 10% annually there will be no problem deferring new employee training during event.

Routing

Updating new routes according to population shifts is part of annual planning process and can be deferred.

Time Clock Functions

Time clock functions, if disabled, can be deferred and employees paid based on guaranteed minimum hours for thirty days.

C. Authorities

1. Normal Operations The School Board of Volusia County is both defined and authorized under Florida Statute 1001.32 Management.pdf. A later section of that same statute, Fl Statute 1001.40-453 Corporation.pdf, defines the school board as a Corporation and


authorizes creation of such departments as required to support the corporation.

2. Emergency Operations

a) Emergency Operations Volusia School Board Policy 502 Emergency Operations, establish the need for, and the authority for the execution of this COOP.

Volusia School Board Policy 513 Disaster Centers, establishes the need for, and the authority for the School Board to provide to and staff disaster centers for the citizens of Volusia County.

b) Purchasing

The Volusia County School Board Policy 702 – Purchasing, grants emergency operations powers. This policy states: Emergency purchases are exempt from bidding when the superintendent/designee determines in writing that an immediate danger to the health, safety, or welfare of students, staff or projects, or other potential loss to the district requires emergency action

. D. Resources and Capabilities

1. Staffing The Volusia County School Board Student Transportation Services has a staff of more than 400 total employees. A complete list of these employees resides on the HR database system, which is integrated into the Technology Services support personnel, and payroll systems. This COOP is directed to the support functions and the staff supporting those functions.

The Volusia County School Board Policy 502 – Emergency Operations, requires personnel coverage during an emergency by stating: All administrative personnel must be available to report to duty throughout an emergency event. Non-administrative non-bargaining personnel that are designated as essential personnel by the administration must also be available to report to duty throughout an emergency. All administrative personnel and non-administrative personnel shall be required to advise their supervisor of their location and contact information throughout the emergency event. In the event cell towers are not functional, use the landline emergency numbers associated with the facility serving as a command center to initiate contact. See Section E on page II-7 for line of succession.


2. Facilities

The Volusia County School s Superintendents’ Office is located at 200 N. Clara Avenue, Deland, FL 32721. The Transportation terminals are listed in the table below.

Transportation 1648 Hancock Blvd. Daytona Beach, FL 32114 1301 Shapiro Drive Deland, FL 32724 2101 Eustace Avenue Deltona, FL 1294 Turnbull Bay Road New Smyrna Beach, FL 161 South Yonge Street Ormond Beach, FL 100-A East Washington Avenue Pierson, FL

3. Systems

In addition to the process specific applications listed the Dependency Section in Section III.E.1 below the Student Transportation Services uses the Personnel, Payroll and Financial systems supported by the Volusia County Schools Technology Services (TS) Division. The Technology Services department operates and supports these systems at the Volusia County Schools Computing Center located at 200 N. Clara Ave. and they are all included in the Technology Services Disaster Recovery Plan

In addition to the applications used by the Student Transportation Services, the Volusia County Schools Technology Services Division is responsible for the service delivery of all information-technology services to all District Divisions, the communication network (both voice and data) supporting the District, and for the recovery of all critical applications and communications capability.

The Technology Services Disaster Recovery Plan conforms to the requirements of Florida Statutes, Chapter 282.318 Security of data and information technology resources, cited as the "Security of Data and Information Technology Resources Act." This statute states in part: 4. Implement appropriate cost-effective safeguards to



reduce, eliminate, or recover from the identified risks to the data and information technology resources of each agency.

Volusia District Schools Student Transportation Services primary communication between fixed locations is via local telephone to and from the individual office’s primary facility. It is assumed those same local telephone services would be available at the alternate site as long as the alternate site is serviced by the Technology Services Department. The Technology Services Department will reprogram the published transportation numbers to ring at that location. There are UHF radios for bus to base communications. In the event that the commercial telephone system fails, the two-way radio system could be utilized for this communication. Since Student Transportation Services has more than one radio frequency, these frequencies could be utilized for different communication purposes such as bus to bus and an administrative channel.

4. Equipment

Volusia District Schools Student Transportation Services equipment is complex and voluminous. The list of assets is kept by the Volusia District Schools Finance Department.

E. Succession

Succession within this Department would roll upward as depicted:

1. Greg Akin, Director of Student Transportation 2. Chip Kent, Assistant Director of Student Transportation 3. Bill French, Assistant Director of Student Transportation 4. Jessie Clark, Assistant Director of Student Transportation

III. SITUATION

A. Jurisdiction Hazards and Risks As stated in the Volusia County Comprehensive Emergency Management Plan, and the Districts CEMP, while Volusia County is certainly prone to the same hazards as any community, certain of these hazards are either more likely, or occur more often. Following is an excerpt from the Volusia CEMP detailing some of these hazards. These Hazards and Risks are further detailed in Volusia County’s Local Hazard Mitigation Plan, prepared by Volusia Prepares task force. The Office of Emergency Management website for Local Mitigation Strategy is: http://volusia.org/emergency/default.htm

1. Hurricanes High winds are the greatest hazard threat to Volusia County, given the

susceptibility of Florida to hurricanes, and to hurricane-spawned tornadoes, which can cause more destruction than the hurricane itself. Wind damage from storms is related to wind speed and accompanying “pressure” that is exerted on structures. The Volusia County Mitigation 2020 Task Force assessed “High winds” as the highest-risk hazard. Every jurisdiction ranked high winds in their top three hazards except South Daytona, and more jurisdictions rated it in their top three potential hazards than any other. Therefore, all of Volusia County is susceptible to high winds from both tornadoes and hurricanes. Because of its subtropical location and long coastline, Florida is particularly susceptible to hurricanes. The greatest threats posed by a hurricane are storm surge, wind damage and inland flooding. All of Volusia County would be vulnerable to hurricane damage from high winds, rain-induced flooding and hurricane-spawned tornadoes. The greatest threat from wind and tornadoes will be to those living in structurally unsound housing and mobile homes. Mapping indicates that a Category 3 storm would carry winds of 115-130 mph to the coastal cities, as well as to Edgewater and Oak Hill; 95-115 mph winds farther inland to Debary, Orange City, Lake Helen and Deltona, and 85-95 mph winds to Pierson, DeLand, with the latter two wind speeds equally divided in Volusia County unincorporated. The County received Presidential declarations for Hurricanes Floyd and Irene in 1999, Tropical Storm Gabrielle in 2001; and Hurricanes Charlie/Tropical Storm Bonnie, Frances and Jeanne in 2004. One death was attributed to Hurricane Charlie, and four deaths to Frances. Although the Midwest has the reputation for the most severe tornadoes, Florida experiences the largest number of tornadoes per square mile of all the states, averaging 52 tornadoes reported per year since 1961, with an average of two fatalities per year. Because of the unpredictable patterns of tornadoes, and because the entire state of Florida has a


http://volusia.org/emergency/default.htm

relatively high reoccurrence frequency, the entire county is vulnerable to tornado-related damage. Mapping indicates that about 97 percent of the county is in the 1 in 500-year risk area, and the remainder in the 1 in 250-year risk area. The damage potential from a tornado increases as a function of population density. As the number of structures and people increase, the potential damage/injury rate increases. With the population of Volusia County growing rapidly, the potential for death, injury and damage increases exponentially. Mobile homes and older substandard housing are exceptionally susceptible because of their lack of resistance to high winds. Mapping indicates there are approximately 130-150 mobile home parks in the category 3-wind zone. In May 1994, for example, tornadoes caused $6.7 million in private property damage. Tornadoes and other El Niňo-related wind events since July 1997 have caused more than $21 million in damage to residents and businesses, with 165 residences destroyed, 344 receiving major damage, and 413 suffering minor damage. Eight businesses also were damaged. The total cost for response, cleanup and damage to public facilities is not included in this figure. 2. Flooding Flooding was ranked the #2 potential hazard for Volusia County. For Florida as a whole, flooding is a continuous problem and can result from either a storm surge associated with hurricanes, riverbank overflow, or ponding. An average hurricane can drop 10-12 inches of rain, while it has not been an unusual occurrence to have two to five inches of rainfall within a few hours. Hurricane-related flooding would also present problems for low-lying areas of Volusia County, which has a high percentage of its land within the 100-year floodplain. These areas may experience flooding from either a “direct hit” or a storm that passes close by. Heavy rains within a drainage area and the subsequent inability of a river to accommodate the added runoff almost always cause flooding resulting from riverbank overflow. There are four major rivers flowing through the county: the Halifax, Indian, Tomoka River/Spruce Creek and St. Johns, as well as incorporating four large lakes. Over the last several years Volusia County has experienced flooding problems caused by both annual increases in the water table and the El Niňo phenomenon. Debary ranked flooding #1, and Volusia County unincorporated, #2, of 14 potential natural hazards assessed. For the whole county, it ranked #2. Although storm surge/tsunami is treated as a separate hazard, and one that is less likely to occur than riverbank overflow or ponding, it is highly ranked by the beach communities and is of obvious concern. With 48 miles of ocean beaches, Volusia County has a serious potential risk from storm surge. Due to the popularity of the seashore, approximately 67 percent of the county’s population resides in hurricane storm surge zones, along with a large portion of the county’s economic base.

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In a Category 3 hurricane, the coastal communities would experience a 4-6 foot surge, with many points along the coast and Lake George which could reach as high as 10-12 feet. The highest potential surge areas of 13-15 feet are in the Edgewater-Oak Hill region and again, near Lake George. In a tsunami, mapped as a once in 500-year occurrence, at its greatest point approximately five miles of land along the coastline would be inundated, well beyond US 1. Daytona Beach Shores and South Daytona ranked storm surge as the #1 hazard, and of the 14 potential hazards assessed by Volusia Prepares, it ranked #8. 3. Wildfires Wildfire was assessed as the third highest hazard in Volusia County. The county’s typical fire season is dry season, from January through May. The largest number of lightning-caused fires occurs in July and August, which coincides with the height of the thunderstorm season, but no month is immune from the danger of lightning. Lighting strikes had a devastating effect in 1998, resulting in the burning of 137,000 acres. Additional fires occurred in 2000, with periodic brushfires since them. Ninety percent of the extensive fires in 1998 were attributed to lightning, combined with drought conditions. More than 300 homes and businesses were damaged or destroyed, totaling $276 million in damages, and firefighting costs of $116 million. Mapping indicates that nearly the entire county is at medium or high risk with the exception of the coastline. The county also has a considerable amount of undeveloped areas with prime fuel sources for fire ignition. This hazard was ranked #2 in New Smyrna Beach, Pierson, and Ormond Beach. 4. Lightning Volusia Prepares assessed lightning as the fourth highest hazard. Ninety percent of the extensive wildfires in Central Florida during the summer of 1998 were attributed to lightning, combined with drought conditions, which burned a total of 755 square miles. Florida leads the nation in lightning-related deaths and injuries. Since 1959, 10 people have been killed and at least 27 injured as a result of lightning strikes in Volusia County. The peak month for lightning strikes is July, but June and August have a significant number when thunderstorm activity is greatest, and no month is immune from vulnerability to lightning danger. In fact, lightning causes more weather-related deaths in Florida than all other weather hazards combined: 46.8%, with another 23.6% caused by wind, and 3.5% caused by excessive heat or cold. The majority of these strikes causing deaths have occurred in recreational settings such as golf courses, on the beach, or other areas under trees.


Port Orange ranked lightning its #1 hazard; Deltona, Orange City and Ormond Beach ranked it #2. 5. Hail Hail is the precipitation of small pellets of ice that can cause substantial damage to crops as well as damage to vehicles and other property. Severe hail is defined as three-fourths of an inch (dime size) or larger, and occurs most often during the late winter and early spring severe weather season. Mapping indicates that from 1955-2002 fewer than 40 damaging hailstorms have struck the county. Hail was rated only #5 for the county, but as the #3 hazard in Holly Hill. 6. Severe Winter Storm Each winter, Florida faces the threat of at least a moderate freeze. If temperatures reach freezing levels for extended periods of time, combined with other climatic factors, then crop or landscape damage may occur, having a significant impact on the county’s economy and employment base. The storm of 1993 caused an estimated $15 million in crop damage and more than $2.5 million in damage to public and private property. Then in 2000-2001, Volusia County received a Presidential declaration for a severe freeze. 7. Drought Drought conditions existed in Florida from 1965 through 1982 and from 1997 to 2002, after which time conditions generally returned to normal. These conditions have been particularly severe during certain years, and various areas of the state have been affected to different degrees.

Between 1998 and 2001 Florida experienced the worst drought in the State’s history. During this time period, Florida experienced below-normal rainfall levels, and 2000 ranked as the state’s driest year on record. This drought, according to the Florida Agricultural Statistics Service, cost state farmers and ranchers some $574 million in losses over four years.

Drought was ranked seventh highest hazard to the county, but #1 in

Orange City and Ormond Beach.

8. Hazardous Materials Volusia County currently has many facilities that use, store, and/or produce extreme hazardous substances. In any case, there are more than 3,000 hazardous chemicals licensed for transport by the U.S. Department of Transportation, many of which have a disastrous effect if released in an accident. Volusia County is vulnerable to the effects of hazardous materials accidents resulting from both transportation and industry. Hazardous Materials was rated the top hazard in Pierson and #2 in Ponce Inlet and Volusia County unincorporated.


9. Terrorism Due to this area being a highly desirable tourist destination with worldwide attention, a weapon of mass destruction (WMD) incident could have serious implications to life and property as well as the long-term economic well being of the area. This type of incident, if it were to occur, could very rapidly overwhelm the available emergency response organizations by the widespread nature of such an event. In addition, it could be expected that local hospitals and health care providers would need assistance from outside the local area in managing the numbers and types of patients that might result from such an incident. Only one jurisdiction named terrorism as a potential hazard in the county.

B. Vulnerabilities

The facilities and operations of the Volusia County School Board Student Transportation Services Department are vulnerable to both “external” and “internal “disasters. External disasters are events that occur in the community, such as a hurricane or utility system failure, which may or may not directly damage or affect the office of the transportation, but can be anticipated to have a significant impact on its operations. An internal disaster is an event such as a structural fire or computer system failure that directly impacts only the agency itself and its capabilities to complete its essential functions. The Student Transportation Services is vulnerable to external disasters, any of which could impact both the need of the agencies services, as well as their ability to deliver those services. An internal disaster affecting the work area of the Student Transportation Services or the offices of the department would deprive the employees of access to their files, vendor lists, contracts etc. and would also impede their ability to communicate internally.

C. Consequences of Disruption

An external disaster could create a response requirement by other school divisions increasing their need for services normally performed by this division, such as ordering additional supplies, equipment and/or contractor services. If such an event impeded transportation or utility services, the same disaster would affect the ability of the Student Transportation Services employees to report to work and perform their work.

An internal disaster, impacting the primary location of the Transportation Department or of any single office would not only deprive the employees of access to work area and office space, but also of their files, vendor lists, contracts, purchase agreements etc. and will also impede their ability to communicate internally.


D. Planning Assumptions

Several assumptions have been relied upon to develop this COOP Plan, and these are the following: 1. Key roadway networks and transportation facilities will be available

and/or restored on a timely basis to enable access to the primary and alternate locations. Volusia County Public Works has documented a COOP plan to ensure access is available.

2. BellSouth will repair and or restore any network outages that impact the

ability of Technology Services to deliver and support the county telephone systems. If telephones are inoperable, the use of two-way radios will allow for communication.

3. Contracts and agreements with non-governmental providers of critical

supplies and services will be honored by those providers to expedite purchase and delivery of resources and contracted personnel.

4. Access to and use of State of Florida purchase agreements (SNAPS) will

be available and other cooperative purchasing agreements from other local government purchasing and procurement organizations outside of Volusia County shall be established during times of normalcy and will be honored by those agencies or organizations and will be used if needed.

E. Dependencies

While the structure of government within Volusia County, it has enabled the various departments and agencies to focus on their core services and allow other departments and agencies to provide support services, these same processes have created situations where the core agencies have become dependent upon these support services. Without access to the following support functions, the individual offices of Student Transportation Services would be severely impacted in their ability to perform their core functions.

1. Technology Services All offices of Student Transportation Services have a dependency upon the Technology Services for continued support and access to the critical applications supporting their division. • Trapeze Routing Software • Win Snap • Smart Stream Financial System • CrossPoint Personnel System • E-mail • Network access

2. Telephone service All offices of Student Transportation Services have a dependency upon continued telephone service using the division’s primary number and the ability to have the Volusia County telephone system


reprogrammed to cause the primary numbers to ring at the alternate facility when it is occupied. The Technology Services Department has documented both procedures and a disaster recovery plan to provide the required support.

IV. COOP CONCEPT OF OPERATIONS This COOP Plan will be implemented when, in the judgment of the Director of Student Transportation Services or designee or the Superintendent is inhibited in performing its functions due to an internal or external disaster depriving the Student Transportation Services employees from accessing their workplace, required communications or information. When such an emergency is recognized, the Director or successor activates the COOP, and notifications are made, people and facilities are mobilized and Student Transportation Services operations continue throughout the emergency, until normal operations are restored and the COOP is deactivated. The Student transportation Services or impacted office will immediately resume operations at an alternate facility, or multiple alternate facilities. From that alternate facility(s) they will perform all external communication functions, prioritize requests and schedule and deploy resources. Details regarding these actions are given in this section. A. Policies for Plan Implementation

The policies that will govern the implementation of COOP Plan for Student Transportation Services are the following: Policy 502.doc Emergency Operations

B. Resource Requirements for Implementation

1. Personnel

The COOP Plan is staffed with a subset of the existing Student Transportation Services employees, with need and priority of call identified by command. The individual manager or successor will handle all personnel communication. a) Personnel Absent from work due to a Pandemic outbreak:

Transportation has 462 employees, 270 bus operators, 103 bus attendants and 25 technicians. Transportation can cover a 15% absenteeism rate

Percentage Total

Staff Bus Operators Bus Attendants Technicians

5% 23 13 5 1 10% 46 27 10 2 15% 69 40 15 4 20% 92 54 20 5

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25% 115 67 26 6 30% 139 81 31 7 35% 162 94 36 9 40% 185 108 41 10

2. Facilities

a) Student Transportation Services

With six terminals and four maintenance facilities the loss of a facility will require the movement of assets to one of the other facilities. In addition, anyone of the schools within the county can also act as a temporary terminal to house assets.

3. Systems

The alternate site for each of the six locations described above will require telephone access. It is assumed those same local telephone services would be available at the alternate site, and that the Technology Services Department will reprogram the published numbers to that location. A flow chart of alternate sites in provided in the appendix.

Transportation will require continued access to the Trapeze routing software as well as “Connect Ed” reverse 911 system.

4. Equipment and Supplies

Transportation will require continued access to at least some of the tools and trucks located at the four maintenance facilities. In the event that one of the facilities becomes unavailable all efforts will be made to salvage parts and tools.

V. COOP OPERATIONS

A. Emergency recognition and Warnings

1. Source Warnings or alerts that would cause activation of the COOP may originate from a variety of sources. Some examples of such sources may be: a) Fire alarm b) Direct observation of staff at the facility c) Call from Volusia County Office of Emergency Management Services d) Call from Fire or Law Enforcement

2. Validation Procedure

When a warning or alert is presented to the agency, steps must be exercised to validate the information to prevent fraudulent/malicious warnings. If the warning is not from a known and obvious authority, confirmation will be sought from the Office of Emergency Management Services, Sheriff’s Dispatch Center or Fire/Rescue Center.

B. Situation Assessment

1. Responsibility The Director or designee will perform an assessment of the situation.

2. Procedure

The Director or designee will visit the site to make a personal observation and determination of the impact. The criteria will be to make an assessment of the ability for the department to perform their essential functions at the site.

C. Activation

1. Activation Criteria

The criterion to activate this COOP is the ability of the Student Transportation Services Department to be in operation at the chosen facility within the time defined below, performing their daily functions.

• Student Transportation – If one of the six transportation sites becomes unavailable and will remain unavailable for 48 hours then the appropriate portions of the COOP and associated checklists will be activated.

2. Activation Responsibility

The Director or designee will execute the Activation Procedure Checklist. This checklist will ensure a thorough assessment of the


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situation has been conducted, damage assessments of the agency facility(s) are completed and all essential communications are executed. The Activation Procedure Checklist is listed in the Attachments Section. a) Primary Responsibility

It is the responsibility of the Director to activate this COOP. b) Alternate Responsibility

In the event the Director is unavailable the responsibility will follow the order of succession in section II above.

D. Immediate Protective Actions

Procedures and action plans are in place to provide for immediate action to protect personnel, property and vital records.

1. Personnel Protection

a) Personnel Accountability The Emergency Action Plan assigns roles to team members and responsibility to Team Leaders to perform roll call to verify all persons have exited the building.

b) Medical/Rescue Services References to, and instructions to contact Medical/Rescue Services are included in the procedures above.

2. Property

a) Actions Student Transportation Services is protected as part of the Volusia County government complex. The office area is secured from outside entry after hours through 24-hour internal security system with external gated parking lot. Once the office area is evacuated there are no additional steps to be taken to protect these assets. Battery back-ups do exist and may last up to a week once power is lost. The batteries are replaced as part of a preventive maintenance program periodically.

b) Responsibility Property Protection – Protection of the physical property is the responsibility of the Volusia District Schools Student Transportation Services Department.

3. Protection of Vital records

a) Actions All vital records for Student Transportation Services and can be restored by the VCSB Technology Services department. Employee records and vehicle records can be restored by department staff.


E. Notification of Activation

The Alert and Notification process listed in the following section can be triggered by the implementing manager’s observation of such an extraordinary event and personal knowledge of the impact or by notification from other sources as defined in the Emergency recognition and Warnings section above. The Director or designee will evaluate the situation as described in the Situation Assessment above and make the determination to activate or to stand by. Upon activation, the Director or designee will complete the following notifications:

1. Internal

a) Primary Method (1) Implementing Staff and Alternates All personnel contact will be handled by the Director, Assistant Directors or managers using the Department emergency contact lists in Attachment A.

(2) Non-Essential Staff The primary contact individual or their alternate will contact the remainder of the staff listed on Attachment A.

(3) Contractors and suppliers Notify primary vendors who may need to contact this office (Ref: Attachment D)

(4) Customers and clients The Director will call or cause to be called the primary customers and clients to inform them where to contact the Student Transportation Services or Mutual aid organizations.

b) Alternate Method(s)

All Student Transportation Services staff members of an impacted office/terminal, who have not been contacted as part of the initiation of this plan within the first 24 hours following any disaster to their area, are to attempt to contact their supervisor at their published number during the daytime hours during the second 24 hours following the disaster. In the absence of any specific directions, they are to report to the alternate facility of their office as defined in section V.F.1.b, Facilities below. They will be given instructions at that time as to where and when to report for work.


2. External

a) County Emergency Management and County Commissioner

The Director or designee will contact the Volusia County Office of Emergency Management Services and advise that office of the major emergency or disaster and that this COOP has been activated. The County Emergency Management Office will then contact and advise the State Warning Point. The Director or designee will then contact the County Commissioner’s office and advise that office as well.

b) Department Of Education, Transportation Department The Director or designee will contact the Department of Education, Transportation Department and advise that office of the major emergency or disaster and that this COOP has been activated.

c) Other agencies and organizations

(1) Notify VCSB Technology Services to reprogram the telephone system to cause all incoming phone calls to the current Student Transportation Services numbers to ring at the alternate site.

(2) Create an internal work order number to track this event and ensure all expenses related to this event are recorded using that internal order number.

F. Mobilization

This plan covers Student Transportation Services operations and by virtue of the organization and its structure, this plan covers multiple functions and multiple locations. This plan, or portions of this plan, will be activated when any or all of the following buildings are unavailable or inaccessible. The Volusia County School Board, Student Transportation Services locations as follows:


Transportation 1648 Hancock Blvd. Daytona Beach, FL 32114 1301 Shapiro Drive Deland, FL 32724 2101 Eustace Avenue Deltona, FL 1294 Turnbull Bay Road New Smyrna Beach, FL 161 South Yonge Street Ormond Beach, FL 100-A East Washington Avenue Pierson, FL

1. Staff

The primary staff notified in the prior step Implementing Staff and Alternates will be told to report to the alternate site.

2. Facilities

The alternate facility for each of the facility locations is shown on the table below. The telephone system will be reprogrammed to cause all incoming calls will be redirected to facilities headquarters location (or alternative if that location is affected), and the calls will be handled by the headquarters staff.

a) Student Transportation Services

With six terminals and four maintenance facilities the loss of a facility will require the movement of assets to one of the other facilities. In addition, any one of the schools within the county can also act as a temporary terminal to house assets.

3. Systems

The alternate site for each of the four departments described above will require telephone access. It is assumed those same local telephone services would be available at the alternate site, and that the Technology Services Department will reprogram the published numbers to that location. Transportation will require continued access to the Trapeze routing software as well as “Connect Ed” reverse 911 system.


G. Operations

1. Initial operations of COOP implementation

a) Initial Implementation of Essential Functions The following lists of attached checklists are for the initial implementation of individual essential functions.

1. COOP ACTIVATION PROCEDURE To activate this COOP, go to the Activation Procedure checklist. This checklist includes alert, assessment and decisions steps to activate the COOP.

2. ACTIVATION OF ALTERNATE FACILITY FOR STUDENT

TRANSPORTATION If and when the Director or designee or area manager announces the decision to activate these alternate procedures, go to the above checklist.

b) Communications

(1) Internal Identify and address any problems inhibiting communications with primary customer agencies (schools) and County Management. Normal communication channels and methods as described in section the dependency section above should be used

(2) External Identify and address any problems inhibiting communications with primary customers, vendors and State and County Management.

c) Customer/Client Information

Identify and address any problems affecting ability of primary customers to contact the Student Transportation Services. Utilize the VCS PIO office to communicate to the public the changed circumstances and any changes in procedures.

d) Coordination

(1) External Agencies and Organizations Vendors, Parts Suppliers, parents, schools, ect.

(2) County Emergency Operations Center If the County Emergency Operations Center was activated, continue to provide a functional interface between any and all ESFs and the Volusia county School Board.

b) Assessment Review actions taken during this “Initial operations for COOP implementation period” and ensure all essential functions are being implemented adequately.


Immediately implement corrective actions if it is determined that any essential functions are not being implemented adequately.

2. Continuing operations

a) Continuing Implementation of Essential Functions Take appropriate actions to implement any latent or missing functions discovered during the review in the assessment section immediately above. Review those functions listed as Non-Essential functions and ensure none have been mislabeled or have become essential.

b) Assessment and Monitoring Hold briefing sessions at each shift change at the alternate site and update the Director or designee after each briefing session. Use this checkpoint briefing to ensure appropriate actions are being taken to monitor events and adjust to the changing environment surrounding this emergency.

Maintain contact with the County Commissioner’s Office and Office of Emergency Management Services to determine if there is an impact on other agencies, the extent of that impact, and to plan and implement corrective actions.

Update crossover log at end of each shift

As part of each shift change, provide an assessment of time to return to the primary site c) Continuing Customer/Client Information

Although the primary customers/clients of Student Transportation Services are students, Parents and principals, any disruption to Student Transportation Services operations will be visible to and of paramount concern to all citizens. Therefore, prompt and accurate information to the public informing them of the presence and the successful execution of this plan is extremely important.

The Director of Student Transportation Services or designee will maintain communications with the County Commissioner’s representative and Public Information Office attached to the Volusia County Schools Office of the Superintendent to ensure correct, accurate and consistent information is released to other agencies, county employees, and vendors, as well as to the public, when appropriate.

d) Continuing Coordination

(1) External Agencies and Organizations Maintain communications and coordination with any departments, such as Technology Services, whose


operations or support has been changed by the implementation this COOP.

(2) County Emergency Response Team If the County Emergency Response Team was activated, continue to provide a functional interface between any and all ESFs and the Volusia County School Board.

e) Continued Staffing Monitor staff to ensure work hours and task assignments are reasonable and achievable. Monitor for excessive hours expended and arrange for additional staff and support if workload or hours becomes excessive.

f) Problem Resolution Review the Crossover Log and all open problems after each shift change. If any problems remain unresolved, or if any problems are preventing successful implementation of this COOP, escalate to the office of the Superintendent of Volusia County Schools.

g) Resource Procurement Verify all required resources are available for continued implementation of this COOP and for continued operations for up to 30 days at the alternate site h) Financial Management and Accounting

Provide updates to the Financial Services Division to ensure this emergency and the steps taken above do not impact the cash position or financial position of the county. NOTE: Based upon the assumption the GEAC Smart Stream system is operational and available from the alternate site, the actions taken as a result of this plan should have no impact.

Provide interim and preliminary calculations and/or estimates of expenditures by the county to implement this COOP and submit any emergency requests for significant purchases for equipment and/or facility replacement.

3. Restoration of Normal Operations

a) Responsibility The Director will be responsible to determine if any non-essential functions will be restored prior to return to the primary site, or will continue to be deferred until the return.

It will also be the responsibility of the Director to determine when to return to the primary site. The Director will make an assessment of the primary site during each shift turnover meeting at the alternate site. These assessments and action items will be documented in the Crossover Log at the end of each shift change.


b) Procedure After the primary site is restored and available, all functions will be tested and verified. The Director or assignee will assess the condition of the installed office equipment, including office computers, printers and fax machines and any other installed support assets assigned to the facility prior to the disaster. Those assets are listed on the inventory list is maintained on the Smart Stream Finance System. The Director will verify that sufficient desk, file, and other required furniture is installed and available for the agency staff. Work will continue at the alternate site until the end of a scheduled shift and then terminate. During the scheduled down time all work will be transported by the team members back to the primary site. Work will begin at the primary site the next scheduled operating hours. c) Coordination All Student Transportation Services offices will coordinate the return to the primary site with Facilities Services to ensure the site is prepared and outfitted. They will also coordinate with Technology Services and any other agencies or outside vendors who are supporting the alternate site.

d) Customer/Client Notification No notification should be required.

4. Deactivation and Demobilization

a) Responsibility for Deactivation The Director will notify the Director of the Office of Emergency Management Services when the decision is made to return to normal operations will initiate the demobilization of the alternate site and restore that site to its original use. b) Deactivation Procedure

(1) Alternate Facilities The alternate facilities must be cleaned, restored and returned to their prior use. The Student Transportation Services department must correct any changes that prevent the return to prior use. Any changes that do not impact or improve the original use may be left intact.

Any additional utilities or other charges incurred at the alternate site must be paid, and services terminated to prevent further charges.

Each office of Student Transportation Services will coordinate with Technology Services for any data collected on the computers at the alternate site to be backed up and


moved to the primary site, or verify that all such data reside on the server and will be available at the primary site. (2) Alternate Systems Prior to deactivation, ensure that all actions have been fully completed or arrangements made for their completion and any data have been documented for forward recovery of the server- based systems after return to their offices.

(3) Alternate Equipment and Supplies Coordinate with Warehouse and Distribution to schedule the physical move of working files, papers and any office equipment being used at the alternate site for relocation back to the primary site.

(4) Supplemental Staff While it is not anticipated that Student Transportation Services will utilize any supplemental staff, this checkpoint will ensure that the Director of Human Resources or designee will plan for and schedule the termination of any supplemental staff that have been hired solely for the support of the alternate site. The Director will also advise any other county employees that have been reassigned to this Department of the date and time they may return to their permanent position.

c) Financial Management and Accounting

Prior to deactivation of the COOP, the Financial Services Division will perform, or monitor the execution of, an audit or review to ensure all financial record-keeping during COOP activation is adequate, and has been entered into the Smart Stream Financial Management System, or steps are in place to enter these data. This audit will also ensure the internal order number assigned in section V.E.2.b above has been appropriately utilized.

5. Post-activation Operations

a) Repairs and Restoration All repairs will be completed by the transportation department prior to any move back to the primary site.

b) Staff Critical Incident Stress Debriefing The Student Transportation Services department will make Critical Incident Stress Debriefing (CISD) available to assist agency members in coping with stress related to dramatic events. The policy section of General Order 262 states: "It shall be the policy of this agency to provide each member with needed emotional and psychological support related to his/her involvement in a critical incident and provide assistance to immediate family members, where appropriate. This shall be

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accomplished through the debriefings, one-on-one peer support and critical incident stressed education, and referrals.”

As referenced in Section III. A. 7 and Section IV. B. 5 of ESF #8 of the Volusia County Comprehensive Emergency Management Plan, it is the responsibility of the Volusia County Health and Family Services Department to support local agencies with providing mental health services for emergency workers.

c) “After-action” evaluation and critique Schedule and conduct a post-event critique of the execution of this plan and other post-event critiques. Propose modifications to this plan if indicated

VI. PLAN MAINTENANCE

A. Responsibility This plan will be assigned to the Student Transportation Services department who will be responsible for scheduling the exercises and updates to this document.

1. Develop Plan Maintenance Procedures

Procedures will be developed and executed to ensure: • All attachments are maintained as current • Personnel rosters are maintained as current and replacements

are assigned as required • The Essential Functions are monitored to ensure they continue

to meet the requirements of Volusia County. • This COOP maintains compatibility with the Volusia County

CEMP. • The order of succession as documented in II.E is current and

accurate. 2. Maintain Current Operational Procedures

Reviews will be performed to maintain the following that would be needed for any event that may cause this plan to be activated.

• Operational Procedures • Database • Systems • Vendor lists

As a minimum the plan will be reviewed during the ESF 1 Annex review process.

3. Develop and maintain pre-event contracts

Develop and maintain as current such pre-event Emergency Management contracts and mutual aid agreements as necessary for known or readily anticipated supplies, services or assistance

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that can be anticipated for any event that may cause this plan to be activated.

4. Develop and maintain procedures for notification Develop and maintain procedures for notification of other agencies and organizations necessary for implementation and activation and implementation of this COOP Plan.

B. Schedule A full review of the plan and appropriate updates taken whenever the person to whom the plan maintenance responsibility is assigned, (as listed in VI A. 1 above) is aware of any change that will impact the plan, and following any and all of the semiannual or annual training exercises listed in section VII below. As a minimum the plan will be reviewed during the ESF 1 Annex review process. C. Security At each scheduled review of this plan per the schedule above, ensure that continuing and any new additional security requirements for the agency have been considered. This should include operational security at any alternate locations addressed by this COOP, as well as for this COOP document itself.

VII. TRAINING AND EXERCISES Volusia County School Board Student Transportation Services will have prepared implementing procedures and will have trained staff in the use of these procedures. These procedures will be maintained by Student Transportation Services staff.

A. Responsibility It is the responsibility of the Director to ensure the assignment of the maintenance and training of this COOP is distinctly assigned and that every employee in the department understands their responsibility to participate in the training exercises of this COOP. B. Schedule Hold biannual “table top” training exercises with all team members to ensure roles and responsibilities are understood, and to ensure the plan continues to meet the changing requirements of Volusia County.

Hold annual training program with all members of the agency or department to ensure total awareness of, and input into, the existence and maintenance of this plan.

In addition to the two scheduled training sessions above, the Student Transportation Services department will also practice activating the COOP annually during the county’s annual hurricane exercise. The practice activation will allow the department to test the COOP implementation during a major, external disaster and further test the communication methods to be used during such an event.

VIII. ATTACHMENTS

A. The Student Transportation Services staff contact list and contact numbers • VCSB Administrative Services Employee Contact List • http://www.volusia.k12.fl.us/directory/ • Student Transportation Emergency Call-Down List

B. Facilities List • Common References\Volusia County Buildings

C. Asset List • Asset list is available from the Need an asset list

D. Vendor List from Smart Street System E. Additional Critical Documentation • Volusia County Comprehensive Emergency Management Plan • Local Mitigation Strategies (LMS) • School Board CEMP • School Board Safety and Security manual

F. Statutes and Policies • 252.365 Emergency coordination officers; disaster-preparedness plans • 252.38 Emergency management powers of political subdivisions • Sec. 282.318 Security of data and IT Resources.htm • Fl Statute 1001.32 Management.pdf • Fl Statute 1001.40-453 Corporation.pdf • Fl Statute 1001.46-53 Superintendent.pdf • Policy 501 Cafe.doc • Policy 502.doc Emergency Operations • Policy 513 Disaster Centers.doc • Policy 516 Archives.doc • Policy 702 Purchasing.doc

G. Checklists • Coop Activation • Activation of Alternate Facility for Archives and Records • Activation of Alternate Facility for Student Transportation • Activation of Alternate Facility for Purchasing and Contracts • Activation of Alternate Facility for School way cafe' • Activation of Alternate Facility for Student Health Services

H. Crossover Log


http://www.volusia.k12.fl.us/directory/

Department of Student Transportation Services - VIII-2

(1) COOP ACTIVATION This COOP checklist is for the initial activation of this COOP Plan.

COOP Ref.

Task Assigned To

Date/Time Comp.

V.A.2. Validate any warning or alert of emergency situation Confirm which one or multiple of the six terminals

included in this plan is involved in the disaster

Perform assessment of damage to the facilities V.B.2. Perform an assessment of the ability of the

department to perform essential functions at the primary site.

The assessment should provide estimate of time the facility would be unavailable.

Make decision to activate the COOP, or define time period to cease operations at that facility.

V.C.2. Entry to this point in this checklist is from Activation Procedure

Retrieve and Review this document Confirm which one or multiple of the following

alternate site activation checklists are to be activated.

V.D.1 Ensure all personnel in the facility at the time of the emergency are accounted for.

V.D.2. Take any additional reasonable and prudent steps to protect office equipment, files in any other accessible assets.

V.E.1 Notify key personnel using the contact lists in Attachment A and existing procedures.

Determine what equipment from the damaged facility is in working order and may be moved to the target location

Define timeline to relocate to the alternate site V.E.1 Fully implement notification plan V.E.2 Contact Finance and get internal order # for

tracking expenses associated with this event.

V.E.2 Alert the County Emergency Management Office. V.E.2 Alert the County Commissioner’s Office. V.E.2 Alert the Department of Education, Transportation

division

V.G.1.c The primary customers/clients to Student Transportation Services are the citizens of Volusia County. Any visible disruption to the departments’ operations will be of paramount concern to the citizens. Therefore prompt and accurate information to the public informing them of the presence of this plan and the successful execution of this plan is extremely important.


Maintain communications with County Commissioner’s representative and Public Information Office attached to the County Commissioner’s office to ensure correct, accurate and consistent information is released to other agencies, county employees, and vendors and to the public when appropriate.


(2) ACTIVATION OF ALTERNATE FACILITY FOR STUDENT TRANSPORTATION

This COOP checklist is for activation of the alternate procedures for the Student Transportation department. COOP Ref.

Task Assigned To

Date/Time Comp.

Determine which site or sites has been effected by the event.

Ensure all managers and supervisors have been notified to report to the designated alternate site at one of the Student Transportation locations.

Determine if any of the fueling centers have been affected by the event.

Determine if the Fuel Master system is available. If not, implement manual tracking system for fuel distribution.

Determine if vendor will be able to continue to supply fuel, if not contact list of back up vendors.

Utilize emergency call-down list to deploy mechanics to proper locations.

Determine whether or not regular safety inspections can be continued or need to be temporarily suspended.

Determine whether or not tire service can continue to be supported by department. If not, contact vendor to handle tire service for duration of event. (Currently contracted)

If communications have been compromised utilize the “connect ed” system to notify parents of any changes or delays in service.

If UHF/VHF radios are lost compile list of available employee cell phone numbers for emergency communications.

If the transportation administrative building is lost in event, they will move the administrative staff of five essential employees into the mobile computer lab and park in a safe and secure location.

Contact Technology Services for any support required with phones, computers, and network connections in mobile unit. (Should be in working order)

If payroll is effected pay employees guaranteed minimum hours for the duration of event. Maintain hours manually and reconcile after event.

If a large number of drivers become unavailable


due to disaster contact licensed teachers and employees first, then Votran, then National Guardsmen. If these sources are insufficient contact DOE for a temporary CDL waiver for the duration of event.


Crossover Log Date/Time_________ Team Leader_________ Significant accomplishments this period

Critical tasks not completed this period

Critical or priority open tasks and/or issues

Overall assessment of alternate operations including resource shortfalls

Overall assessment of primary site and action plans to return to normal



Emergency Support Function 1 (Votran) COOP November 2013

Volusia County CEMP

ESF 1 (Votran) COOP Page 1

Continuity of Operations Plan (COOP)

Emergency Support Function 1

Votran

Date of Issue: November 2013


Volusia County CEMP


I. Introduction

A. Purpose and Objectives

The purpose of the Emergency Support Function 1 Continuity of Operations Plan (COOP) is to provide guidance to those involved in the implementation of the ESF 1 COOP with the objectives of:

• Sustaining Mission Essential Functions • Minimizing the amount of time services may be interrupted • Creating an environment that allows for a quicker return to restored service than

would be the case without a COOP. • Maintaining the ability to serve as the ESF 1 co-lead agency

In Volusia County, ESF 1 has two Co-Leads. One is the Volusia County School Board, and the other is Votran. Votran is a privately owned company with headquarters in Texas, providing public transportation services to residents of Volusia County. By establishing restoration and maintenance procedures for Mission Essential Functions prior to a disruptive event, restoration and maintenance can take place more efficiently and more cost effectively. Some non-essential functions may have to be postponed for a longer duration of time than those that are Mission Essential. Priorities of the Continuity of Operations Plan are: 1. Life safety of employees, customers, vendors and the general public 2. Protection of vital records, vehicles and critical facilities 3. Continuity of transportation services to Votran customers 4. The ability to perform ESF 1 functions in the Volusia County Emergency Operations

Center B. Applicability and Scope

1. The COOP is intended to be utilized for a period up to thirty (30) days. Should

relocation require additional time the COOP should be reviewed to determine which elements of it require enhancement or modification to sustain operations for a longer period.


Volusia County CEMP


2. The COOP may be applicable when damage to the operating facility or the infrastructure supporting it are disrupted so significantly that it is not possible to continue operating from the primary location. The COOP will be enacted based on the impact to the primary facility, which may be greater than the impact to the overall community.

3. There is productive time lost in conducting a move and establishing the necessary

support systems. There is always a physical risk associated with movement of equipment and supplies in addition to the risk of an accident in route. Due to these considerations, relocation of operations is not anticipated to be productive for a period of less than 3 days.

4. This COOP applies to any magnitude of event: minor, major or catastrophic, as well as any type of event whether an act of nature, technological accident such as a trail derailment, or intentional act, such as a domestic or foreign terrorist act. It applies to the ability of the Votran to continue its roles and responsibilities as outlined in the Volusia County Comprehensive Emergency Management Plan.

C. Acronyms and Definitions

CEMP Comprehensive Emergency Management Plan COOP Continuity of Operations Plan COG Continuity of Government EOC Emergency Operations Center ESF Emergency Support Function R-TAP Relocation Team Advance Party SBT Stay- Behind Team Function As used in this document, a function is an activity which the organization performs, such as issuing permits. Each organization determines which functions are mission essential. Process Processes are the steps in performing a function. As example: a clerk collects money (process) prints a license (process), and then mails (process) the business license. Collecting money, printing the license, and mailing the license are the various processes required by the “function” of issuing a permit. Each organization determine which processes are mission essential.


Volusia County CEMP


Vital Records Those records determined by an organization to be essential to its operation or have significant importance to residents and businesses (such as birth certificates or tax records) Critical Applications As used in this COOP, a critical application is a critical function Mission Essential Functions and Processes: The functions and processes determined by an organization that must be sustained in order to perform its duties and provide its services.

D. Situation and Planning Assumptions

1. Situation: Volusia County has been impacted by numerous emergencies/disasters in recent years Presidential Disaster Declarations were issued for Volusia County in 2004, 2006, 2007, 2008, and 2009. The follow list depicts many of those as well as other issues of concerns which could occur: • Civil Disorder • Cyber / Communications Interruption • Extreme Weather / Droughts and Freezes • Flooding • Hazardous Material Release • Infrastructure – Water and power system failures • Pandemic • Structural fires/collapse • Terrorist incident – foreign or domestic • Transportation accidents – air, rail • Tsunami • Tornado • Tropical Storms • Urban-Wildland interface


Volusia County CEMP


Based on past events the county emergency managers have developed the following assumptions: 2. Planning Assumptions

• Each Emergency Support Function within the Volusia County Comprehensive

Emergency Management Plan, and its support agencies, is expected to provide its resources and expertise to those organizations which have activated their Continuity of Operations Plan.


• Customary sources of communications such as the internet, commercial telephone and 800 MHz radios might be interrupted interfering with government services.



• Federal and/or state assistance might be delayed due to the magnitude of the event and request for assistance, or due to damage to the transportation infrastructure.

• If the current location can be made operations in less than 72 hours it may not be worth the time, effort and risks involved in moving to an alternate site.

• Some employees and suppliers of products and services to Volusia County may be impacted by the incident and are not able to report to work.

3. Necessary Resources and Dependencies

Resource Need at Alternate Site

Available for service Dependency

Tables From the primary site and at the alternate location

General Services, vendor

Chairs From the primary site and at the alternate location


File cabinets/drawers From the primary site and at the alternate location

General Services


Volusia County CEMP


Vehicles Company owned Fleet Management for maintenance shop support

Mechanics tools Company / individual owned Purchase as needed; Volusia County may provide some

Desktop computers Company owned I.T. contract support Laptop computers Company owned I.T. contract support Telephones Contractor service Communications contract

support Cellular phones Personal and company

provided Contractor

800 MHZ Radios/w charger Company provided Contractor

II. Safeguards

The function of communications and the various processes utilized in communicating must be maintained during response to an incident or disaster. Several methods and layers of protection and redundancy exist to help preserve various mission essential functions and protect vital records: A. Vital records are backed-up and stored by Votran).

B. Volusia County Information Technology maintains technicians available 24 hours a

day, 7 days a week, including holidays, to support government operations. I.T. has contracts with vendors for additional depth of service. As a co-lead for ESF 1, Votran can receive these services.

C. Volusia County Information Technology maintains 800 MHz radio technicians on call 24/4.

D. The Volusia County Sheriff’s Office Communications Center at 3825 Tiger Bay Road in Daytona Beach is staffed 24/7. The former Communications Center at 49 Keyton Drive, Daytona Beach, is utilized for training and is fully equipped and available as an Alternate Communication Center.

E. Volusia County maintains a contract with “Communications International” for all radio systems to augment the county Information Technology personnel.


Volusia County CEMP


F. All public buildings are secured by various security methods. The most critical buildings and offices within them are secured by “swipe card” and closed circuit video technology. Votran’s Alternate Facilities are public buildings.

G. Some public buildings, and as needed many public meetings, have armed Volusia County Sheriff’s Deputy present for security.

H. Private security companies augment other security systems.

I. Emergency Generators exist at most public buildings including those identified as possible alternate operating sites.

J. Votran has resource and technical support from its owner, McDonald Transit Associates, Inc.

K. Votran’s local office has contracts for services with local vendors in addition to those services available to it from other Volusia County ESFs.

III. References and Authorities: A. References Votran Security Program Policy Manual Votran System Safety Program Policy Manual Votran Driver’s Manual

FEMA’s Comprehensive Planning Guide 101 FEMA Continuity of Operation Template

Florida Incident Field Operations Guide Volusia County Comprehensive Emergency Management Plan Volusia County Communications and Warning SOP Volusia County Operations Center, Operations Manual Volusia County Recovery Plan

B. Authorities:

Federal Guidance


Volusia County CEMP


Executive Order 12148–Federal Emergency Management. EO 12148 establishes Federal policies and coordinates civil emergency planning, management, and assistance functions. It also establishes the President’s role in working with State and local governments.

Executive Order 12472–Establishment of the National Communications System. EO 12472 establishes the National Communication Systems as a Federal interagency group assigned national security and emergency preparedness telecommunications responsibility throughout the full spectrum of emergencies. Responsibilities include planning, developing, and implementing enhancements to the national telecommunications infrastructure to achieve measurable improvements in survivability, interoperability, and operational effectiveness under all conditions. This is accomplished by effective management and by using national telecommunication resources to support the Government during any emergency.

Executive Order 12656–Assignment of Emergency Preparedness Responsibilities. EO 12656 is the foundation of these mandates. It requires Federal agencies to develop plans and procedures that ensure the survival of the U.S. Constitution and American Government by enabling them to continue to provide essential functions and services during and following a disaster or emergency. Executive Order 12656 assigns national security management preparedness responsibilities to Federal departments and agencies.

Presidential Decision Directive 63. PDD–63 is a national-level effort to ensure the security of the increasingly vulnerable and interconnected infrastructure of the United States. It requires departments and agencies to develop a plan for protecting critical infrastructures, including telecommunications, banking and finance, energy, transportation, and other essential functions and services. The directive addresses those services provided by Federal, State, and local governments.

Presidential Decision Directive 67. PDD–67 directs the Federal executive branch departments and agencies to have a viable COOP Plan and capability. Departments and agencies must be able to operate at their alternative facilities with or without warning no longer than 12 hours after the disaster and to maintain sustained operations for a minimum period of up to 30 days. The plans identify those requirements necessary to support the primary functions, such as emergency communications, establishing a chain of command, and delegations of authority.

Executive Order 13228—Establishing the Office of Homeland Security and the Homeland Security Council. EO 13228 establishes the Office of Homeland Security in response to the terrorist attacks on September 11, 2001. Responsibilities of the office include developing and coordinating the implementation of a comprehensive national strategy to secure the United States from terrorist threats or attacks. The office shall coordinate the executive branch’s efforts to detect, prepare for, prevent, protect against, respond to, and recover from terrorist attacks within the United States.


Volusia County CEMP


Executive Order 13231—Critical Infrastructure Protection in the Information Age. EO 13231 establishes a protection program that consists of continual efforts to secure information systems for critical infrastructure that includes emergency preparedness communications. To achieve this policy, there will be a senior executive branch committee to coordinate that will have cognizance over all Federal efforts and programs involving continuity of operations, continuity of government, and Federal department and agency information systems protection.

Robert T. Stafford Disaster Relief and Emergency Assistance Act, Amended (U.S. Code Title 42 Section 5121). This act provides for an orderly and continual means of assistance by the Federal Government to state and local governments for carrying out their responsibilities to alleviate the suffering and damage that result from disasters. 42 USC 5121 encourages the development of comprehensive disaster preparedness and assistance plans, programs, capabilities, and organizations by the States and local governments.

U.S. National Archives & Records Administration (NARA) Code of Federal Regulations. The NARA Code of Federal Regulations (CFR), Subchapter B, Records Management, provides guidance and prescribes policies for records management programs relating to record creation and maintenance, adequate documentation, and proper record disposition.

Homeland Security Presidential Directive–1. The Homeland Security Council (HSC) shall ensure coordination of all homeland security-related activities among executive departments and agencies and promote the effective development and implementation of all homeland security policies. The HSC Principals Committee (HSC/PC) shall be the senior interagency forum under the HSC for homeland security issues. The HSC Deputies Committee (HSC/DC) shall serve as the senior sub-Cabinet interagency forum for consideration of policy issues affecting homeland security. HSC Policy Coordination Committees (HSC/PCC) shall coordinate the development and implementation of homeland security policies by multiple departments and agencies throughout the Federal Government, and shall coordinate those policies with State and local government.

Homeland Security Presidential Directive–3. The Homeland Security Advisory System provides warnings in the form of a set of graduated “Threat Conditions” that would increase as the risk of the threat increases. At each threat condition, Federal departments and agencies implement a corresponding set of “Protective Measures” to further reduce vulnerability or increase response capability during a period of heightened alert. This system is intended to create a common vocabulary, context, and structure for an ongoing national discussion about the nature of the threats that confront the homeland and the appropriate measures that should be taken in response. It seeks to inform and facilitate decisions appropriate to different levels of government and to private citizens at home and at work.

FEMA Federal Preparedness Circular (FPC) No. 65–Federal Executive Branch Continuity of Operations (COOP). FPC 65 provides guidance to Federal executive


Volusia County CEMP


branch departments and agencies for developing viable and executable contingency plans for continuity of operations. COOP planning facilitates the performance of department/agency essential functions during any emergency or situation that may disrupt normal operations. FPC 65 requires that each agency appoint a senior Federal Government executive as an emergency coordinator to serve as program manager and agency point of contact for coordinating agency COOP activities. This ensures continuous performance of an agency’s essential functions during an emergency and protects essential facilities, equipment, records, and other assets. The actions recommended in FPC 65 will reduce disruptions to operations and loss of life, and minimize damage and losses. It achieves a timely and orderly recovery from an emergency and resumption of full service to customers.

Federal Preparedness Circular No. 66–Test, Training and Exercise (TT&E) Program for Continuity of Operations (COOP). FPC 66 provides guidance to Federal executive branch departments and agencies for use in developing viable and executable TT&E programs to support the implementation and validation of COOP plans. These activities are important elements of a comprehensive emergency preparedness program necessary to improve the ability of agencies to effectively manage and execute their COOP plans.

Federal Preparedness Circular No. 67–Acquisition of Alternate Facilities for Continuity of Operations (COOP). FPC 67 provides guidance to Federal executive branch departments and agencies for acquiring alternative facilities to support their COOP. FPC 67 requires agencies to designate alternative operating facilities as part of their COOP plans and prepare their personnel for the possibility of sudden relocation of essential functions or COOP contingency staff to these facilities should an emergency necessitate that action.

State of Florida Guidance Sections 14.055 – 14.056, Florida Statutes (Governor).

Sections 22.01 – 23.127, Florida Statutes (Emergency Continuity of Government).

Sections 23.12 – 23.127, Florida Statutes (Florida Mutual Aid Act).

Section 163.01, Florida Statutes (Inter local Cooperation Act of 1969).

Sections 250.540 – 250.549, Florida Statutes (Military Affairs).

Sections 252.31 – 252.62, Florida Statutes (Emergency Management Act).

Section 401.015, Florida Statutes (Medical Telecommunications and Transportation).


Volusia County CEMP


Sections 870.01 – 870.06, Florida Statutes ( Affrays; Riots; and Unlawful Assemblies). Chapter No. 2001-361, Florida Law (Public Records/Security System Plan), dated December 12, 2001.

J. Chapter No. 2001-365, Florida Law (Domestic Security/Counter-terrorism), dated December 12, 2001.

Chapter No. 2001-366, Florida Law (Domestic Security/Counter-terrorism), dated December 12, 2001.

County Guidance Volusia County Code of Ordinances Section 46.148 Operating Procedures


IV. Mission Essential Tasks

A. The follow tasks have been determined to be mission essential. They are arranged in order of priority. Should they be interrupted, they will be restored in the sequence presented.

Mission Essential Functions

Priority Functions Sustainment Support 1 Provide safe, clean public route transportation Vehicles, vehicle maintenance and drivers.

Parent company and Volusia County Fleet management can provide support resources.

2 Provide Votran Gold Service Vehicles, vehicle maintenance and drivers. Local rental truck agencies and Volusia County Fleet management can provide support resources.

3 Staff the Volusia County ESF 1 position during activation

Personnel can be enhanced by parent company. Some school bus drivers are cross qualified.

4 Provide other transportation services Vehicles, vehicle maintenance and drivers. Parent company and Volusia County Fleet management can provide support resources.

5 Continue maintenance of sufficient vehicles to maintain a minimum public transportation capability

Vehicles, vehicle maintenance and drivers. Parent company and Volusia County Fleet management can provide support resources, local vehicle rental companies.

6 Provide emergency transportation assistance during emergencies if the services can be conducted safely and within the legal stipulations of Votrans’s federal contractual agreements

Vehicles, vehicle maintenance and drivers. Parent company and Volusia County Fleet management can provide support resources.


Volusia County CEMP


Non-Mission Essential Functions Provide routine service to vehicles Can be delayed until the event concludes Testing and interviewing potential employees Can be delayed until the event concludes Testing and interviewing for promotional advancement

Can be delayed until the event concludes

Routine office maintenance (waxing floor, etc) Can be delayed until the event concludes Work related to non-time sensitive grants, budgets, and personnel actions


B. The following chart identifies the processes and technology used to create and store vital records. The list is in priority sequence. Should there be an interruption of service, the priority depict is the same priority to be used in restoration. The chart also depicts the form in which the data exists, how it will be transported to the alternate site and who is responsible for the movement, and whether or not it is prepositioned.

System Name Current Location Other Locations

Buses and Utility Vehicles (153 pieces of rolling stock)

South Daytona Terminal Volusia Co. District Schools Terminal 1648 Hancock Boulevard

Daytona Beach Florida 32114

Portable maintenance supplies and equipment

South Daytona Terminal Volusia County Fleet Management 1270 Indian Lake Road Daytona Beach, Florida 32124

Portable two-way radio, various models

Vehicles / charging devices in So. Daytona Terminal

Will relocate with assigned vehicles

Desktop and Laptop Computers (various makes and models)

South Daytona Terminal Volusia Co School Transportation Terminal, Volusia Co. Fleet Mgmt., Volusia County I.T.


Volusia County CEMP


Vital Records Priority Data, Information,

File, Equipment Pre-

positioned Hard Copy

Or Electronic?

Third location backup

Who is responsible for relocating to the

alternate site. Indicate if it is pre-positioned.

1 Finance / Payroll No Both No AGM-Admin 2 Incident/Accident

Reports No Both Corp. Hq. Safety Director

3 Personnel No Both Corp. Hq. AGM- Admin 4 Maintenance No Both No AGM- Ops 5 Legal No Both Corp. Hq. AGM - Admin 6 Vehicle

Registration No Both Corp. Hq. AGM - Admin

C. Roles and Responsibilities of Key Personnel

General Manage Assistant G.M. Ops Assistant G.M. – Admin

Safety Director

Activate the COOP Implement the COOP upon activation

Notify legal counsel and insurance provider of situation

Assure safety of buses following impact of the event

Designate R-TAP and SBT

Take notification steps for drivers and supervisors

Notify administrative and support staff

Oversee the safe movement of personnel and resources to the alternate site

Appoint IMT positions for the relocation

Adjust routes and schedules based on circumstances

Prepare for and move vital records to the alternate site and/or secure storage

Conduct concise “hip-pocket” safety training based on wx and road conditions

Establish communications with Volusia County regarding service

Adjust driver and maintenance schedule based on absence of personnel impacted by the event

Oversee movement of office furniture, equipment and supplies

Establish security of the Alternate Site

Prepare to assume the G.M. roles under lines of succession

Ensure vendor contracts are in place

Prepare to assume the


Volusia County CEMP


G.M. role under lines of succession


A. The COOP may be activated by the General Manager or her/his designated representative.

B. Prior to activating the COOP an assessment should be conducted to determine if continuing to operate from the current location is viable.

C. Should relocation be decided upon, a Relocation Team Advance Party (R-TAP) may be appointed by the Department Director to:

• Conduct a survey of the host site to determine suitability (electrical outlets, restroom, etc.)

• The R-TAP will relocate enough data, equipment, supporting resources to allow for customary processes to begin when the main body of personnel arrives.

• The R-TAP will verify that physical security and data/protection is adequate

D. Customary Notification and Warning Systems will be utilized to alert the staff, customers/public, supplier/vendors and public information officers of the relocation. Systems may include a “reverse” telephone system, group emails, “blast” or group faxes, 800 MHz or other radio systems, cellular telephone systems.

E. A “Stay Behind Team (SBT)” will be appointed.

• The SBT will remain after the R-TAP and other employees have relocated. • The SBT will continue mission essential functions until the R-TAP and main

body of employees are prepared to assume the missions at the alternate site. • The SBT will prepare the primary for closure, including necessary security

measures. If repairs and restoration activities are planned for, the SBT may remain to oversee such.

F. Assignment of Functions

Person Assigned the task

Task Date/Time Assigned

Date/Time Comp.

On-duty operations Validate any warning or alert of emergency


Volusia County CEMP


supervisor situation

General Manager Perform assessment of damage to facility

General Manager Make decision to activate the COOP, or define time period to cease operations at that facility.

Assistant G.M. for Operations

Define timeline to relocate to the alternate site

Safety Director Retrieve and Review this document

Asst. G.M. for Operations and Asst. A.M. for Admin.

Ensure all personnel in the facility at the time of the emergency are accounted for.

Assistant G.M. for Administration

Take any additional reasonable and prudent steps to protect office equipment, files in any other accessible assets.

Initial call-down begins with On-Duty Supervisor

Notify key personnel using emergency phone tree.

General Manager Appoint staff to develop and demobilization plan for returning to the primary site

G. Line of Succession – Maintenance of Command and Control

General Manager Assistant General Manager - Operations

Assistant General Manager - Administration

Assistant General Manager Operations

To be appointed at time of need based on available management


Assistant General Manager Administration




Volusia County CEMP


Note: The parent company has the ability of sending a support team to Volusia County on short notice if necessary to provide adequate management / command and control coverage.

McDonald Transit Associates, Inc. 3800 Sandshell Drive, Suite 175 Fort Worth, Texas 76137 (817) 232-9551)

H. Delegation of Emergency Authority Due to emergency circumstances and the need for the protective of the public and need to provide prompt service/assistance to the public, the County Council may for the duration of the disaster waive certain customary procedures and formalities that are deemed to be counter to the best interest of the public.

VI. Alternate Location

A. The R-TAP will determine which of the alternate site is serviceable and ready. If multiple alternate sites exist the R-TAP will recommend which is most suitable based on the existing circumstances, the exposure or risk, and the safety/security offered by the site.


Facility Address Security Exposure Safe From

Volusia Co. Fleet Mgmt for vehicle service George Baker 386.248.1776 [email protected]

1270 Indian Lake Road, Daytona Beach Fl 32124

Fenced property, security gates, swipe cards, private security checks

Tornado, Wildfire, Hazmat release, Lightning, sinkholes

Storm surge, Tsunami, Civil Disorder, Air and Rail Accidents

Volusia Co. School District Main Terminal – vehicle park Greg Akin 386.882-0348 [email protected]

1648 Hancock Blvd Daytona Beach 32114

Fenced property, security gates, swipe cards



Volusia Co. Information Technology Bldg In house Ext. 5222

49 Keyton Drive, Daytona Beach, 32124

Fenced property, security gates, swipe cards




A. The COOP is part of the Division’s Multi-Year Strategic Plan and is considered to be

one of the on-going programs within the Division’s management plan.

mailto:[email protected]

mailto:[email protected]


Volusia County CEMP


B. The Safety Director will maintain custody of the COOP who is responsible for making updates to the plan and distributing updates to copy holders.

C. As a minimum the plan will be reviewed during the ESF 1 Annex Review process. VIII. Training and Exercises

A. The COOP will be explained to new employees as part of their orientation process B. The COOP will be reviewed annually as in-service training C. The COOP management team, as designed by the General Manager will conduct a

tabletop exercise once a year to test various scenarios that might require activation of the COOP. The same team can participate in Volusia County’s Annual Hurricane Exercise or other exercise opportunities.

/Nothing Follows/

Continuity of Operations (COOP) Volusia County

Environmental Management (ESF 10) 123 W. Indiana Ave DeLand Fl 32720

11/13

Volusia County Environmental Management COOP

i

TABLE OF CONTENTS

I. Executive Summary .......................................................................................................... 2

II. Introduction ....................................................................................................................... 2

III. Purpose ....... ……………………………………….……….. Error! Bookmark not defined. IV. Applicability and Scope .................................................. Error! Bookmark not defined. V. Essential functions ............................................................................................................ 3

VI. Authorities and References ............................................................................................... 4

VII. Concept of Operations ...................................................................................................... 5

A. Phase I: Activation and Relocation ................................................................................... 5

1. Decision Process ........................................................................................................... 5

2. Alert, Notification, and Implementation Process ............................................................ 6

3. Leadership..................................................................................................................... 6

B. Phase II: Alternate Facility Operations .............................................................................. 7

1. Mission Critical Systems ............................................................................................... 8

2. Vital Files, Records, and Databases ............................................................................. 8

3. Alternate Facility Deactivation………..……………………………………………..…...…9

C. Phase III: Reconstitution ................................................................................................... 9

VIII. COOP Planning Responsibilities ..................................................................................... 10

IX. Logistics .......................................................................................................................... 11

A. Alternate Location ........................................................................................................... 11

B. Interoperable Communications ....................................................................................... 11

X. Test, Training, and Exercises .......................................................................................... 11

XI. Multi-Year Strategy and program Management Plan ...................................................... 12

XII. COOP Plan Maintenance ................................................................................................ 12

Annex A: Authorities and References ......................................................................................... 12

Annex B: Operational Checklists ................................................................................................ 15

Annex C: Alternate Location/Facility Information ....................................................................... 17

Annex D: Maps and Evacuation Routes .................................................................................... 17

Annex E: Definitions and Acronyms ........................................................................................... 17


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EXECUTIVE SUMMARY This document is the “Continuity of Operations Plan” (COOP) for Volusia County Environmental Management. The COOP is a detailed plan for implementation by Volusia County Environmental Management to maintain or quickly restore their essential services at the time of a major emergency or disaster. This will provide for disaster prevention, response, and recovery as outlined in Section 252.365, and Section 252.38 Florida Statutes.

INTRODUCTION AND PURPOSE The COOP is designed to ensure the continued performance of minimum essential functions during a wide range of potential emergencies. This is accomplished through the development of this document and associated implementing procedures as well as provisions for mobilization of alternate facilities, personnel, resources, interoperable communications and protection of vital records / databases. This COOP has been prepared pursuant to the Volusia County Code of Ordinances Sec.46.148 Operating Procedures. This COOP has also been prepared as an adjunct to the Volusia County Comprehensive Emergency Management Plan (CEMP). As such, it will serve to ensure that Environmental Management is able to fulfill essential services, including staffing and implementing their responsibilities pursuant to the CEMP. The COOP is intended to be consistent with and supportive of the CEMP in all aspects.

The COOP may be activated concurrently with or separately from the CEMP, depending on the type, location, and scope of a disaster or emergency. Activation of the COOP may also precede, follow, or extend beyond the period of activation of the CEMP.

In general the purpose of the COOP is to:

• Protect human life (employees, visitors, etc.) • Protect essential records and equipment • Avoid or minimize disruption to essential services • Speed the return to normal operations • Define resource and planning needs to achieve minimum required COOP

capabilities

http://www.flsenate.gov/Laws/Statutes/2011/252.365

http://www.leg.state.fl.us/Statutes/index.cfm?App_mode=Display_Statute&Search_String=&URL=0200-0299/0252/Sections/0252.38.html

http://library.municode.com/HTML/11665/level3/PTIICOOR_CH46EMSE_ARTVEMMASE.html#PTIICOOR_CH46EMSE_ARTVEMMASE_S46-148OPPR


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• Address all types of hazards: Natural, technological and societal. • Effective for differing scales of emergencies: from emergencies only affecting

Environmental Management’s normally used offices, locations or systems, to wide-area disasters impacting significant portions of Volusia County or the State of Florida.

• Be capable of being implemented with little or no warning. • Supports very rapid decision-making and initial implementation. • Assures continuation of essential operations by Environmental Management

for a minimum period, e.g., 30 days • Addresses the fundamental needs of the agency, its employees, and the

population it serves. • Provide for postponement or minimization of those functions of

Environmental Management not identified as required to fulfill their designated essential functions.

• Define a process for Environmental Management to return to normal operations following the end of emergency conditions.

• Identify resource needs required for Environmental Management to be able to more effectively and quickly implement the COOP whenever necessary.

It is the objective of this plan to allow the current process and workflow to continue, to ensure that funds are available, properly disbursed when needed and properly accounted for and to allow other county agencies to continue to purchase goods and services using existing purchase agreements and processes. This plan is intended to ensure the purchasing department is available to resolve any problems or issues that prevent the normal purchasing processes, and to expand those processes or agreements when they are not meeting the needs of the county. This plan will enable the department to maintain access to all required resources and supplies to allow the department to continue the essential operations for a period of at least 30 days following a disaster or emergency related disruption.

This plan will be implemented during events that cause severe and extraordinary interruptions to the normal operations of the agency. These interruptions may be external, such as natural, civil or other external disaster, or internal, such as the loss of a single location, building, or resource.

ESSENTIAL FUNCTIONS This COOP plan is based on Environmental Management’s essential functions. It serves as an operational guide to facilitate the relocation of EM staff to an alternate facility and the backup of critical systems and vital records so that essential functions may continue. The level and manner of support needed to continue essential functions is dependent on the nature of an event. This plan describes the processes and procedures needed to support continuation of essential functions identified in the following table.


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Priority Essential Functions

Pollution Control Pollution Control is responsible for protecting our water resources. This is accomplished by surface water quality and quantity monitoring, ensuring the proper disposal of waste water, biosolids, and hazardous waste.

Environmental Permitting

Environmental Permitting is responsible for administration and enforcement of the county's environmental ordinances, which includes trees, wetlands, gopher tortoises, and the Class II overlay.

Petroleum Storage Tank Clean Up

Petroleum Storage Tank Clean Up is responsible for the cleanup of petroleum contaminated sites by implementing and managing the Petroleum Cleanup Program process, under contract with FDEP, in accordance with the Petroleum Cleanup Pre-approval Program Standard Operating Procedures Manual and Florida Statutes.

NON-ESSENTIAL FUNCTIONS

In addition to the essential functions defined above, Environmental Management performs manatee protection and administrative and accounting functions. These and any other functions not deemed mission essential should be deferred until additional personnel and resources become available.

The following functions will be deferred for 30 days or until Purchasing Services has restored operations with full staff available on a daily basis.

Function Description Reason for deferral

Manatee Protection and Marine Mammal Stranding

Can be deferred 30+ days

Administrative and Accounting Support


Green Volusia The Green Volusia program expands green practices within county operations, educating the public about environmentally responsible practices, and becoming a leader in sustainability.

AUTHORITIES AND REFERENCES Authority, support, and justification for continuity of operations (COOP) planning are provided in the Executive Summary and Introduction and Purpose.


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CONCEPT OF OPERATIONS Environmental Management’s COOP plan must be maintained at a high level of preparedness and be ready to be implemented without significant prior warning. It should be implemented fully no later than 12 hours after activation and provide guidance to sustain operations for up to 30 days. The broad objective of this COOP plan is to provide for the safety and well-being of Environmental Management’s employees. In addition, this plan will facilitate the execution of the Environmental Management’s essential functions during any crisis or emergency in which one or more of Environmental Management’s locations are threatened or not accessible. Specific Environmental Management’s COOP Plan objectives include the following:

• Enable staff to perform essential functions to prepare for and respond to the full spectrum of possible threats or emergencies including terrorism, technological catastrophes, natural or manmade disasters, and other crises.

• Identify key principals and supporting staff who will relocate. • Ensure that the alternate facility can support Environmental Management’s

operations. • Protect and maintain vital records and critical systems.

An emergency, such as an explosion, fire, or hazardous materials incident, may require the evacuation of one or more of Environmental Management’s locations with little or no advance notice. Building evacuation, if required, is accomplished via implementation of facility evacuation plans for each location. This COOP Plan is not an evacuation plan, rather, it provides for a deliberate and preplanned movement of selected principals and supporting staff to the alternate facility.

Following an incident so severe that one or more of Environmental Management’s locations are rendered unusable, or if such an event appears imminent, the Environmental Manager or designee instructs that the COOP Plan be activated.

Note that a COOP Plan is not a Disaster Recovery Plan.

PHASE I: ACTIVATION AND RELOCATION

The extent to which orderly alert and notification is possible depends on the amount of warning received, whether personnel are on duty at Environmental Management locations or off duty at home or elsewhere, and, possibly, the extent of risk for Environmental Management staff or locations.

Decision Process Execution of this COOP plan focuses on continuing the Environmental Management’s essential functions via the relocation of select staff, operations, and critical systems recovery. This COOP plan may be executed in several phases that are delimited by the time from warning dissemination and the activities being performed. Depicted below is the decision process.


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Alert, Notification, and Implementation Process

Community staff will be contacted with alert and notification information using the following contact lists:

Environmental Management Staff Contact List (maintained by the Director of Environmental Management).

Note: Information and guidance for Environmental Management Staff is normally relayed by network messages, e-mail, or phone using existing emergency calling plans. All members of Environmental Management will be notified initially by phone; however, other staff will be notified via network alerts and/or public address announcements, as appropriate. Depending on the situation, current information may also available via announcements released to and made by local radio and TV stations.

Staff should listen for specific instructions and specifically for the words “Emergency Personnel.” All Environmental Management staff should remain either at their office or at home until specific guidance is received.

Leadership a. Orders of Succession

In the event of a vacancy in Environmental Management, or the absence of the Director, another individual serving in an acting capacity shall temporarily assume the duties of the position:

Warning?

ImplementContingency

Plans

yes

no

0-24 hrs

Evacuate Location?

Return to Normal

Operations

yes EventMonitoring

Location Accessible?

0-48 hrs

ActivateCOOP Plan

Implement COOP at ERS

yes

noReoccupy Location

Implement Occupant

EmergencyPlans

Return to Normal

Operations

Implement Reconstitution

Plans

yes

no

no ReoccupyLocation?

yes


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Successors

Adair, Ginger Environmental Management Director

Carey, Tom Activity Manager – Pollution Control

Locke, Katrina Activity Manager – Natural Resources

Boujoulian, Tara Activity Manager – Environmental Permitting

b. Delegations of Authority Environmental Management and its Director are charged with maintaining a comprehensive countywide program of environmental management. This is carried out through execution of the following tasks:

• Protecting and restoring the region's unique environmental natural resources;

• Improving and enhancing the enjoyment and health of a growing population;

• Achieving a balance between the quality of the environment and economic interests of our citizens.

Delegations of authority from the position of Environmental Management are established to ensure the ability of Environmental Management staff members to perform essential functions while remaining a viable part of the organization. Persons in the following positions, listed in order of precedence, are assigned continuity of operations responsibilities by the Environmental Management Director:

• Activity Manager – Pollution Control

• Activity Manager – Natural Resources

• Activity Manager – Environmental Permitting

c. Devolution PHASE II: ALTERNATE FACILITY OPERATIONS

Alternative facilities must be capable of supporting operations in a threat-free environment in the event that essential functions and supporting staff are relocated to the site. A relocation site must have sufficient space and equipment to sustain operations for a period of up to 30 days. An alternate facility must also have the appropriate physical security and access controls.


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The Environmental Manager or designees, conducts semiannual reviews of the space allocations with the Volusia County Facilities Services Director to ensure the adequacy of space and other resources.

Mission Critical Systems

In general, the telecommunication and information system support provided at Environmental Management locations is available independently at the alternate facility. It is imperative that Environmental Management Director ensure that unique or critical information system requirements are considered in planning and, if appropriate, identified as capabilities to be provided by support organizations at the alternate facility. Environmental Management offices shall maintain all necessary and up-to-date files, computer software, and databases required to carry out essential functions.


Computers 123 W Indiana Av DeLand

Yes

Telephones 123 W Indiana Av DeLand

Yes

800 MHz Radios 123 W Indiana Av DeLand

Portable

Vital Files, Records, and Databases

One COOP Plan responsibility is to comply with the U.S. National Archives and Records Administration Code of Regulations, Subchapter B – Records Management, to ensure the protection and continuous availability of vital records. Vital records are documents, references, and records, regardless of media type, that are needed to support essential functions under the full spectrum of emergencies and disasters.

All vital records must be protected from damage or destruction. Environmental Management’s vital records are stored in a properly equipped, environmentally controlled facility that is secure but also accessible when needed for records retrieval. The Environmental Management Director is to make certain that databases and other references supporting the essential functions of the office are prepositioned at the alternate facility, carried with deploying personnel, or available through a backup process.

Over time, vital records become outdated and require updating through a process called cycling. Inclusion of cycling procedures in the Vital Records Management Program ensures that vital records are current and accurate when needed.


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Vital File, Record, or Database

Form of Record (e.g.,

hardcopy, electronic)

Pre-positioned at Alternate

Facility

Hand Carried to Alternate

Facility

Backed up at Third

Location

Environmental Permits

Electronic

Hard copy Not required Not required

When IT backup facility

becomes operational

Personnel evaluations

Electronic



becomes operational

Comprehensive Growth Management Plan

Electronic



becomes operational

PHASE III: RECONSTITUTION

Within hours of relocating to the alternate facility, the Environmental Management Director, with the approval and local law enforcement and Volusia County Emergency Management, will initiate operations to salvage, restore, and recover the Environmental Management office. These reconstitution efforts generally begin when the Emergency Management Director, determines, in coordination with local authorities, that the emergency situation has ended and is unlikely to recur. However, the emergency has ended, immediate reconstitution may not be practical. Depending on the situation, one of the following options should be considered for implementation: • Continue to operate from the alternate facility. • Begin an orderly return to other locations and reconstitute from remaining

Environmental Management offices or other resources. • Begin to establish a reconstituted Environmental Management office in some

other facility.

Deactivation and Demobilization

A) RESPONSIBILITY FOR DEACTIVATION The Environmental Management Director will notify the Director of the Volusia County Emergency Management Division and the County Managers Advisory Group (MAG) (if activated) when the decision is made to return to normal operations, will initiate the demobilization of the alternate site and restore that site to its original use.


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B) DEACTIVATION PROCEDURE (1) ALTERNATE FACILITIES The alternate facilities must be cleaned, restored and returned to their prior use. Any changes that prevent the return to that prior use must be corrected by Purchasing Office. Any changes that do not impact or improve the original use may be left intact.


Coordinate with IT for any data collected on the computers at the alternate site is backed up and moved to the primary site, or verify that all such data resides on the server and will be available at the primary site.

(2) ALTERNATE SYSTEMS Prior to deactivation, ensure that all environmental management actions have been fully completed or arrangements made for their completion, and any data has been documented for forward recovery of the AMS System after return to primary location.

(3) ALTERNATE EQUIPMENT AND SUPPLIES Coordinate with Facilities to schedule the physical move of working files, papers and any office equipment being used at the alternate site for relocation back to the primary site.

(4) SUPPLEMENTAL STAFF While it is not anticipated that Environmental Management will utilize supplemental staff, this checkpoint will ensure that Volusia County Personnel will plan for and schedule the termination of any supplemental staff that has been hired solely for the support of the alternate site.

COOP PLANNING RESPONSIBILITIES

Responsibility Position

Overall policy direction, guidance, and objectives for COOP planning.

Environmental Management Director

Serves as the principal Community representative to external parties and groups during implementation of the COOP Plan.

Activity Manager – Pollution Control


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Responsibility Position

Consults with and advises appropriate officials during implementation of the COOP Plan.

Activity Manager – Natural Resources

LOGISTICS ALTERNATE LOCATION

A. Environmental Management has designated one alternate facility to support its essential functions following an event that disables the infrastructure supporting its activities. The alternate facility department offices will be unavailable for an extended period of time. The relocation site has adequate space, the necessary equipment, and the connectivity to support relocating Environmental Management and allowing it to perform essential functions.

The Environmental Management Director, with the agreement of the Director, Volusia County Emergency Management, will relocate the Environmental Management staff, necessary equipment and documentation to the Volusia County Emergency Operations Center located at 3825 Tiger Bay Rd Daytona Beach Fl. There is adequate space to accommodate all Environmental Management staff, equipment, and documentation at this facility.

INTEROPERABLE COMMUNICATIONS

B. The success of Environmental Management operations at the VCEOC depends upon the availability and redundancy of significant communication systems to support connectivity to internal organizations, other agencies, critical customers, and the public. Interoperable communication should provide a capability to correspond with the Volusia County’s essential functions, to communicate with Federal agencies, State agencies, and local emergency support personnel, and to access other data and systems necessary to conduct all activities.

TEST, TRAINING, AND EXERCISES

A changing threat environment and recent events emphasize the need for COOP capabilities that enable the all County agencies to continue their essential functions across a broad spectrum of emergencies. Federal Preparedness Circular (FPC) 66, in accordance with FPC 65, states that testing, training, and exercising of COOP capabilities are necessary to demonstrate and improve the ability of agencies to execute their essential functions. The Volusia County Emergency Management Program Training & Exercise Program incorporates the three functional areas of testing systems and equipment, training personnel, and exercising plans and procedures.


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Multi-Year Strategy and program Management Plan The Environmental Management COOP Plan multiyear strategy includes the objectives and key strategies for developing and maintaining a viable COOP program, including the support for short- and long-term initiatives. The COOP program management plan is included in the Volusia County Emergency Management 5 Year Strategic Plan as directed by the Florida Division of Emergency Management Volusia County Scope of Work.

COOP PLAN MAINTENANCE To maintain viable COOP capabilities, the Community is continually engaged in a process to designate essential functions and resources, define short- and long-term COOP goals and objectives, forecast budgetary requirements, anticipate and address issues and potential obstacles, and establish planning milestones. Following is a list of standardized list of activities necessary to monitor the Community COOP Plan and the frequency of their occurrence. As a minimum the plan will be reviewed during the ESF 1 Annex review.

Activity Tasks Frequency

Plan update and certification

• Review entire plan for accuracy. • Incorporate lessons learned and changes

in policy and philosophy. • Manage distribution.

Annually

Maintain orders of succession and delegations of authority

• Identify current incumbents. • Update rosters and contact information.

Semiannually

Maintain emergency relocation site readiness

• Check all systems. • Verify accessibility. • Cycle supplies and equipment, as

necessary.

Monthly

Monitor and maintain vital records management program

• Monitor volume of materials. • Update/remove files.

Ongoing

Annex A: Authorities and References Federal Guidance Executive Order 12148–Federal Emergency Management. EO 12148 establishes Federal policies and coordinates civil emergency planning, management, and assistance functions. It also establishes the President’s role in working with State and local governments.

Executive Order 12472–Establishment of the National Communications System. EO 12472 establishes the National Communication Systems as a Federal interagency group assigned national security and emergency preparedness telecommunications responsibility throughout the full spectrum of emergencies. Responsibilities include planning, developing, and


13

implementing enhancements to the national telecommunications infrastructure to achieve measurable improvements in survivability, interoperability, and operational effectiveness under all conditions. This is accomplished by effective management and by using national telecommunication resources to support the Government during any emergency.








14




FEMA Federal Preparedness Circular (FPC) No. 65–Federal Executive Branch Continuity of Operations (COOP). FPC 65 provides guidance to Federal executive branch departments and agencies for developing viable and executable contingency plans for continuity of operations. COOP planning facilitates the performance of department/agency essential functions during any emergency or situation that may disrupt normal operations. FPC 65 requires that each agency appoint a senior Federal Government executive as an emergency coordinator to serve as program manager and agency point of contact for coordinating agency COOP activities. This ensures continuous performance of an agency’s essential functions during an emergency and protects essential facilities, equipment, records, and other assets. The actions recommended in FPC 65 will reduce disruptions to operations and loss of life, and minimize damage and losses. It achieves a timely and orderly recovery from an emergency and resumption of full service to customers.


Federal Preparedness Circular No. 67–Acquisition of Alternate Facilities for Continuity of Operations (COOP). FPC 67 provides guidance to Federal executive branch departments and agencies for acquiring alternative facilities to support their COOP. FPC 67 requires agencies to designate alternative operating facilities as part of their COOP plans and prepare their


15

personnel for the possibility of sudden relocation of essential functions or COOP contingency staff to these facilities should an emergency necessitate that action.

State of Florida Guidance

Sections 14.055 – 14.056, Florida Statutes (Governor).





Sections 252.31 – 252.62, Florida Statutes (Emergency Management Act). Section 401.015, Florida Statutes (Medical Telecommunications and Transportation). Sections 870.01 – 870.06, Florida Statutes ( Affrays; Riots; and Unlawful Assemblies).

Chapter No. 2001-361, Florida Law (Public Records/Security System Plan), dated December 12, 2001.



County Guidance

Volusia County Code of Ordinances Section 46.148 Operating Procedures


Annex B: Operational Checklist


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COOP ACTIVATION This COOP checklist is for the initial activation of this COOP Plan.

COOP Ref.

Task Assigned To

Date/Time Comp.

VII.A.5 Validate any warning or alert of emergency situation VII.A.6 Perform assessment of damage to facility VII.A.6 Perform an assessment of the ability of

Environmental Management to perform essential functions at the primary site within 24 hours

VII.A.6 Make decision to activate the COOP, or define time period to cease operations at that facility.

VII.A.6 Define timeline to relocate to the alternate site VII.8 Entry to this point in this Checklist is from COOP Activation Procedure

VII.B.9 Retrieve and Review this document VII.B.9 Ensure all personnel in the facility at the time of the

emergency are accounted for.

VII.B.8 Take any additional reasonable and prudent steps to protect office equipment, files in any other accessible assets.

VII.A.6



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Annex C: Alternate Location/Facility Information

The alternate facility is the Volusia County Emergency Operations Center located at 3825 Tiger Bay Road Daytona Beach Florida 32124, 386-254-1500.

Annex D: Maps and Evacuation Routes

A map to the Volusia County Emergency Operations Center is at the following link:

http://mapq.st/1avqQaF

Annex E: Definitions and Acronyms

The following terms or phrases are found in this document.

Alternate Site. A remote alternative facility to which the ERG moves to continue essential functions in the event that traditional work sites are incapacitated.

Continuity of Operations (COOP) Plan. An action plan that provides for the immediate continuity of essential functions of an organization at an alternative facility for up to 30 days in the event an emergency prevents occupancy of its primary facility.

Disaster Recovery Plan (DRP). The DRP applies to major, usually catastrophic, events that deny access to the normal facility for an extended period. Frequently, DRP refers to an IT-focused plan designed to restore operability of the target system, application, or computer facility at a relocation site after an emergency.

Essential functions. Essential functions are those functions, stated or implied, that are required to be performed by statute or Executive order, or other functions deemed essential by the heads of principal organizational elements (i.e., administrators, office directors, and division directors).

Point of Contact (POC). The designated focal point for actions involving a specific plan, as in “COOP POC.”

http://mapq.st/1avqQaF

Emergency Support Function 11 COOP November 2013

Volusia County CEMP

ESF 11 COOP Page 1



Volusia County Corrections Division



Volusia County CEMP

ESF 11 COOP Page 2

I. Introduction

A. Purpose and Objectives:

The purpose of the Emergency Support Function (ESF) 11 Continuity of Operations Plan (COOP) is to provide guidance to staff in the event a relocation to an alternate administrative facility must take place. must take place. The Objectives include: 1. The ability to sustain Mission Essential Functions 2. The ability to conduct a move with minimal delay and maximum efficiency 3. The ability to maintain ESF responsibilities within the Volusia County EOC. By establishing restoration and maintenance procedures for Mission Essential Functions prior to a disruptive event, restoration and maintenance can take place more efficiently and more cost effectively. Some non-essential functions may have to be postponed for a longer duration of time than those that are Mission Essential. Priorities of the Continuity of Operations Plan are: 1. Life safety of employees, vendors and the general public 2. Protection of vital records, vehicles and critical facilities 3. Continuity of custodial and judicial services 4. Perform duties as the lead agency for ESF 11 B. Applicability and Scope

1. This document applies to the administrative staff of the Volusia County

Corrections Division.

2. The COOP is intended to be utilized for a period up to thirty (30) days. Should relocation require additional time the COOP should be reviewed to determine which elements of it require enhancement or modification to sustain operations for a longer period.

3. The COOP may be applicable when damage to the operating facility or the

infrastructure supporting it are disrupted so significantly that it is not possible to continue operating from the primary location. The COOP will be enacted based on the impact to the primary facility, which may be greater than the impact to the overall community.


support systems. There is always a physical risk associated with movement of equipment and supplies in addition to the risk of an accident in route. Due to these


Volusia County CEMP

ESF 11 COOP Page 3

considerations, relocation of operations is not anticipated to be productive for a period of less than 3 days.

5. This COOP applies to any magnitude of event: minor, major or catastrophic, as well as any type of event whether an act of nature, technological accident such as a trail derailment, or intentional act, such as a domestic or foreign terrorist act. It applies to the ability of the Votran to continue its roles and responsibilities as outlined in the Volusia County Comprehensive Emergency Management Plan.


CEMP Comprehensive Emergency Management Plan COOP Continuity of Operations Plan COG Continuity of Government EOC Emergency Operations Center ESF Emergency Support Function R-TAP Relocation Team Advance Party SBT Stay- Behind Team Function As used in this document, a function is an activity which the organization performs, such as issuing permits. Each organization determines which functions are mission essential. Process Processes are the steps in performing a function. As example: a clerk collects money (process) prints a license (process), and then mails (process) the business license. Collecting money, printing the license, and mailing the license are the various processes required by the “function” of issuing a permit. Each organization determine which processes are mission essential. Vital Records Those records determined by an organization to be essential to its operation or have significant importance to residents and businesses (such as birth certificates or tax records)


Volusia County CEMP

ESF 11 COOP Page 4

Critical Applications As used in this COOP, a critical application is a critical function Mission Essential Functions and Processes: The functions and processes determined by an organization that must be sustained in order to perform its duties and provide its services.


Volusia County has been impacted by numerous emergencies/disasters in recent years Presidential Disaster Declarations were issued for Volusia County in 2004, 2006, 2007, 2008, and 2009. The follow list depicts many of those as well as other issues of concerns which could occur:

• Civil Disorder • Cyber / Communications Interruption • Extreme Weather / Droughts and Freezes • Flooding • Hazardous Material Release • Infrastructure – Water and power system failures • Pandemic • Structural fires/collapse • Terrorist incident – foreign or domestic • Transportation accidents – air, rail • Tsunami • Tornado • Tropical Storms • Urban-Wildland interface

Based on past events the county emergency managers have developed the following assumptions:

• Each Emergency Support Function within the Volusia County Comprehensive Emergency Management Plan, and its support agencies, is expected to provide its resources and expertise to those organizations which have activated their Continuity of Operations Plan.


Volusia County CEMP

ESF 11 COOP Page 5








E. Resources Required at the Alternate Site and Dependencies



Tables Available at the EOC General Services, vendor Chairs Available at the EOC General Services, vendor File cabinets/drawers Available at the EOC General Services Vehicles Division assigned vehicles Fleet Management for

maintenance shop support Desktop computers Available at the EOC I.T. and contract support Laptop computers County owned and issued to

Corrections Personnel I.T. and contract support

Telephones Available at the EOC Communications contract support

Cellular phones Personal and county issued I.T. or contractor service provider

800 MHZ Radios/w charger County issued to individuals I.T


Volusia County CEMP

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II. Safeguards

The function of communications and the various processes utilized in communicating must be maintained during response to an incident or disaster. Several methods and layers of protection and redundancy exist to help preserve various mission essential functions and protect vital records: A. Vital records are backed-up and stored by Volusia County Information Technology

I.T.).



D. The Volusia County Sheriff’s Office Communications Center at 3825 Tiger Bay Road in Daytona Beach is staffed 24/7. The former Communications Center at 49 Keyton Drive, Daytona Beach, is utilized for training and is fully equipped and available as an Alternate Communication Cener.


F. All public buildings are secured by various security methods. The most critical buildings and offices within them are secured by “swipe card” and closed circuit video technology.





Volusia County CEMP

ESF 11 COOP Page 7

III. Authorities and References:

A. Executive Order 12148–Federal Emergency Management. EO 12148 establishes Federal policies and coordinates civil emergency planning, management, and assistance functions. It also establishes the President’s role in working with State and local governments.

B. Executive Order 12472–Establishment of the National Communications System. EO 12472 establishes the National Communication Systems as a Federal interagency group assigned national security and emergency preparedness telecommunications responsibility throughout the full spectrum of emergencies. Responsibilities include planning, developing, and implementing enhancements to the national telecommunications infrastructure to achieve measurable improvements in survivability, interoperability, and operational effectiveness under all conditions. This is accomplished by effective management and by using national telecommunication resources to support the Government during any emergency.

C. Executive Order 12656–Assignment of Emergency Preparedness Responsibilities. EO 12656 is the foundation of these mandates. It requires Federal agencies to develop plans and procedures that ensure the survival of the U.S. Constitution and American Government by enabling them to continue to provide essential functions and services during and following a disaster or emergency. Executive Order 12656 assigns national security management preparedness responsibilities to Federal departments and agencies.

D. Presidential Decision Directive 63. PDD–63 is a national-level effort to ensure the security of the increasingly vulnerable and interconnected infrastructure of the United States. It requires departments and agencies to develop a plan for protecting critical infrastructures, including telecommunications, banking and finance, energy, transportation, and other essential functions and services. The directive addresses those services provided by Federal, State, and local governments.

E. Presidential Decision Directive 67. PDD–67 directs the Federal executive branch departments and agencies to have a viable COOP Plan and capability. Departments and agencies must be able to operate at their alternative facilities with or without warning no longer than 12 hours after the disaster and to maintain sustained operations for a minimum period of up to 30 days. The plans identify those requirements necessary to support the primary functions, such as emergency communications, establishing a chain of command, and delegations of authority.

F. Executive Order 13228—Establishing the Office of Homeland Security and the Homeland Security Council. EO 13228 establishes the Office of Homeland Security in response to the terrorist attacks on September 11, 2001. Responsibilities of the


Volusia County CEMP

ESF 11 COOP Page 8

office include developing and coordinating the implementation of a comprehensive national strategy to secure the United States from terrorist threats or attacks. The office shall coordinate the executive branch’s efforts to detect, prepare for, prevent, protect against, respond to, and recover from terrorist attacks within the United States.

G. Executive Order 13231—Critical Infrastructure Protection in the Information Age. EO 13231 establishes a protection program that consists of continual efforts to secure information systems for critical infrastructure that includes emergency preparedness communications. To achieve this policy, there will be a senior executive branch committee to coordinate that will have cognizance over all Federal efforts and programs involving continuity of operations, continuity of government, and Federal department and agency information systems protection.

H. Robert T. Stafford Disaster Relief and Emergency Assistance Act, Amended (U.S. Code Title 42 Section 5121). This act provides for an orderly and continual means of assistance by the Federal Government to state and local governments for carrying out their responsibilities to alleviate the suffering and damage that result from disasters. 42 USC 5121 encourages the development of comprehensive disaster preparedness and assistance plans, programs, capabilities, and organizations by the States and local governments.

I. U.S. National Archives & Records Administration (NARA) Code of Federal Regulations. The NARA Code of Federal Regulations (CFR), Subchapter B, Records Management, provides guidance and prescribes policies for records management programs relating to record creation and maintenance, adequate documentation, and proper record disposition.

J. Homeland Security Presidential Directive–1. The Homeland Security Council (HSC) shall ensure coordination of all homeland security-related activities among executive departments and agencies and promote the effective development and implementation of all homeland security policies. The HSC Principals Committee (HSC/PC) shall be the senior interagency forum under the HSC for homeland security issues. The HSC Deputies Committee (HSC/DC) shall serve as the senior sub-Cabinet interagency forum for consideration of policy issues affecting homeland security. HSC Policy Coordination Committees (HSC/PCC) shall coordinate the development and implementation of homeland security policies by multiple departments and agencies throughout the Federal Government, and shall coordinate those policies with State and local government.

K. Homeland Security Presidential Directive–3. The Homeland Security Advisory System provides warnings in the form of a set of graduated “Threat Conditions” that would increase as the risk of the threat increases. At each threat condition, Federal


Volusia County CEMP

ESF 11 COOP Page 9

departments and agencies implement a corresponding set of “Protective Measures” to further reduce vulnerability or increase response capability during a period of heightened alert. This system is intended to create a common vocabulary, context, and structure for an ongoing national discussion about the nature of the threats that confront the homeland and the appropriate measures that should be taken in response. It seeks to inform and facilitate decisions appropriate to different levels of government and to private citizens at home and at work.

L. FEMA Federal Preparedness Circular (FPC) No. 65–Federal Executive Branch Continuity of Operations (COOP). FPC 65 provides guidance to Federal executive branch departments and agencies for developing viable and executable contingency plans for continuity of operations. COOP planning facilitates the performance of department/agency essential functions during any emergency or situation that may disrupt normal operations. FPC 65 requires that each agency appoint a senior Federal Government executive as an emergency coordinator to serve as program manager and agency point of contact for coordinating agency COOP activities. This ensures continuous performance of an agency’s essential functions during an emergency and protects essential facilities, equipment, records, and other assets. The actions recommended in FPC 65 will reduce disruptions to operations and loss of life, and minimize damage and losses. It achieves a timely and orderly recovery from an emergency and resumption of full service to customers.

M. Federal Preparedness Circular No. 66–Test, Training and Exercise (TT&E) Program for Continuity of Operations (COOP). FPC 66 provides guidance to Federal executive branch departments and agencies for use in developing viable and executable TT&E programs to support the implementation and validation of COOP plans. These activities are important elements of a comprehensive emergency preparedness program necessary to improve the ability of agencies to effectively manage and execute their COOP plans.

N. Federal Preparedness Circular No. 67–Acquisition of Alternate Facilities for Continuity of Operations (COOP). FPC 67 provides guidance to Federal executive branch departments and agencies for acquiring alternative facilities to support their COOP. FPC 67 requires agencies to designate alternative operating facilities as part of their COOP plans and prepare their personnel for the possibility of sudden relocation of essential functions or COOP contingency staff to these facilities should an emergency necessitate that action.

O. State of Florida Guidance P. Sections 14.055 – 14.056, Florida Statutes (Governor).

Q. Sections 22.01 – 23.127, Florida Statutes (Emergency Continuity of Government).


Volusia County CEMP

ESF 11 COOP Page 10

R. Sections 23.12 – 23.127, Florida Statutes (Florida Mutual Aid Act).

S. Section 163.01, Florida Statutes (Inter local Cooperation Act of 1969).

T. Sections 250.540 – 250.549, Florida Statutes (Military Affairs).

U. Sections 252.31 – 252.62, Florida Statutes (Emergency Management Act).

V. Section 401.015, Florida Statutes (Medical Telecommunications and Transportation).

W. Sections 870.01 – 870.06, Florida Statutes ( Affrays; Riots; and Unlawful Assemblies).

X. Chapter No. 2001-361, Florida Law (Public Records/Security System Plan), dated December 12, 2001.

Y. J. Chapter No. 2001-365, Florida Law (Domestic Security/Counter-terrorism), dated December 12, 2001.

Z. Chapter No. 2001-366, Florida Law (Domestic Security/Counter-terrorism), dated December 12, 2001.

AA. County Guidance BB. Volusia County Code of Ordinances Section 46.148 Operating Procedures

CC. Volusia County Comprehensive Emergency Management Plan

References:

FEMA’s Comprehensive Planning Guide 101

FEMA Continuity of Operation Template Florida Incident Field Operations Guide Volusia County Comprehensive Emergency Management Plan Volusia County Communications and Warning SOP Volusia County Operations Center, Operations Manual Volusia County Recovery Plan




Volusia County CEMP

ESF 11 COOP Page 11


Priority Functions Sustainment Support 1 Provide custodial care of inmates Fleet management, Facilities Mgmt., I.T.,

VCSO Communications. 2 Maintain judicial operations Fleet management, Facilities Mgmt., I.T.,

VCSO Communications, VCSO Operations, Clerk of the Court

3 Maintain vital records and data I.T., Clerk of the Court 4 Staff the CEOC ESF 11 Position during activation EOC Augmentation Team, VCSO

Non-Mission Essential Functions Provide route service to vehicles Can be delayed until the event concludes Testing and interviewing potential employees Can be delayed until the event concludes Testing and interviewing for promotional advancement


Routine office maintenance (waxing floor, etc) Can be delayed until the event concludes Work related to non-time sensitive grants, budgets, and personnel actions


B. The following chart identifies the processes and technology used to create and store vital records. The list is in priority sequence. Should there be an interruption of service, the priority depict is the same priority to be used in restoration. The chart also depicts the form in which vital records exists, how they will be transported to the alternate site and who is responsible for the movement, and whether or not it is prepositioned.


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ESF 11 COOP Page 12


Jail Management System Branch Jail, Corrections Relocate to Alternate Site

ENN and Internet Branch Jail, Corrections Available at Alternate Site

Portable two-way radio, various models

Issued to individuals 800 MHz Radio section has a cache of radios

Desktop and Laptop Computers (various makes and models)

Branch Jail, Corrections To be carried to alternate site by individuals with assistance from I.T if needed

Vehicles Branch Jail, Corrections, Individuals (some are “take-home cars”)

Relocate with personnel during movement to alternate site.




Or Electronic?


Who is responsible for relocating to the alternate site.

Indicate if it is pre-positioned.

1 Finance / Payroll No Both I.T., VC Finance Administrative Staff

2 Incident/Accident Reports

No Both Personnel/Safety County Attorney

Administrative Staff

3 Personnel No Both Personnel Administrative Staff

4 Maintenance No Both General Services-Facilities

Administrative

5 Legal/Contract Services

No Both County Atty Administrative Staff

6 Vehicle Maint. Records

No Both General Services-Fleet


7 Inmate Records No Both Clerk of Court Administrative Staff


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ESF 11 COOP Page 13


A. The COOP may be activated by the Director of Corrections, her/his designated representative.


C. Should relocation be decided upon, a Relocation Team Advance Party (R-TAP) may be appointed by the Division Director to:









F. Tasking of Assignments


Task Date/Time

Assigned

Date/Time Comp.

Duty Officer Validate any warning or alert of emergency situation

Warden as assigned by

Perform assessment of damage to facility


Volusia County CEMP

ESF 11 COOP Page 14

Director

Director Make decision to activate the COOP, or define time period to cease operations at that facility.

Director Define timeline to relocate to the alternate site

Warden as appointed by Director

Retrieve and Review this document

Each Warden Ensure all personnel in the facility at the time of the emergency are accounted for.

Each Warden Take any additional reasonable and prudent steps to protect office equipment, files in any other accessible assets.

Duty officer when incident occurs


Director Appoint staff to develop and demobilization plan for returning to the primary site


Director, Division of Corrections

Warden #1 Warden #2

Warden #1 To be appointed at time of need based on available captains

To be appointed at time of need based on available captains

Warden #2 To be appointed at time of need based on available captains

To be appointed at time of need based on available captains


Volusia County CEMP

ESF 11 COOP Page 15





Facility Address Security Exposure Safe From

Volusia Co. Emergency Operations Center

3825 Tiger Bay Road, Daytona Beach Fl 32124

Fenced property, security gates, swipe cards, armed deputies on duty









A. The Continuity of Operations Plan is part of the Corrections Division Multi-year

Strategic Plan and is considered to be one of the on-going programs within the Divisions management plan.

B. The Branch Jail Warden will maintain custody of the COOP who is responsible for making updates to the plan and distributing updates to copy holders.

C. The COOP will be reviewed during the annual ESF 1 Annex review process, or more frequently at the director of the Division Director.


A. The COOP will be explained to new employees as part of their orientation process B. The COOP will be reviewed annually as in-service training C. The COOP management team, as designed by the Division Director will conduct a

tabletop exercise once a year to test various scenarios that might require activation of


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ESF 11 COOP Page 16

the COOP. The same team can participate in Volusia County’s Annual Hurricane Exercise or other exercise opportunities.

/Nothing Follows/


Volusia County Emergency Management

Return to County

COOP Annex Return to County

CEMP


AGENCY PROFILE

SITUATION


COOP ACTIVATION

PLAN MAINTENANCE


ATTACHMENTS

Version 3.0 ESF 13 VC Emergency Mgmt COOP Rev.docx

Emergency Management Volusia County Continuity of Operations Plan

I. ................................................................................... I-4 INTRODUCTION AND PURPOSEA. Overall Purpose _______________________________________________________ I-4

II. AGENCY PROFILE .......................................................................................................... II-1 A. Essential functions ____________________________________________________ II-1 B. Non-Essential functions _______________________________________________ II-2 C. Authorities _________________________________________________________ III-2

1. Normal Operations ................................................................................................................. III-2 2. Emergency Operations ........................................................................................................... III-2

D. Resources and Capabilities ____________________________________________ III-4 1. Staffing ................................................................................................................................... III-4 2. Facilities ................................................................................................................................. III-4 3. Systems................................................................................................................................... III-4 4. Equipment .............................................................................................................................. III-5

E. Succession __________________________________________________________ III-5 III. SITUATION ................................................................................................................. IV-1

A. Jurisdiction Hazards and Risks ________________________________________ IV-1 B. Vulnerabilities ______________________________________________________ IV-2 C. Consequences of Disruption ___________________________________________ IV-2 D. Planning Assumptions ________________________________________________ IV-2 E. Dependencies _______________________________________________________ IV-3

1. Information Technology ......................................................................................................... IV-3 2. Finance ................................................................................................................................... IV-3 3. Purchasing .............................................................................................................................. IV-3 4. Fleet Management .................................................................................................................. IV-3

IV. COOP CONCEPT OF OPERATIONS ......................................................................... V-1 A. Policies for Plan Implementation ________________________________________ V-1 B. Resource Requirements for Implementation ______________________________ V-2

1. Personnel ................................................................................................................................. V-2 2. Facilities .................................................................................................................................. V-2 3. Systems.................................................................................................................................... V-3 4. Equipment and Supplies .......................................................................................................... V-3

V. COOP OPERATIONS ...................................................................................................... VI-1 A. Emergency recognition and Warnings __________________________________ VI-1

1. Source ..................................................................................................................................... VI-1 2. Validation Procedure .............................................................................................................. VI-1

B. Situation Assessment _________________________________________________ VI-1 1. Responsibility ......................................................................................................................... VI-1 2. Procedure ................................................................................................................................ VI-1

C. Activation __________________________________________________________ VI-1 1. Activation Criteria .................................................................................................................. VI-1 2. Activation Responsibility ....................................................................................................... VI-2

D. Immediate Protective Actions _________________________________________ VI-2 1. Personnel Protection ............................................................................................................... VI-2 2. Property Protection ................................................................................................................. VI-2 3. Protection of Vital records ...................................................................................................... VI-2

E. Notification of Activation _____________________________________________ VI-3 1. Internal ................................................................................................................................... VI-3 2. External .................................................................................................................................. VI-4

F. Mobilization ________________________________________________________ VI-4 1. Essential Staff ......................................................................................................................... VI-4 2. Alternate Facilities ................................................................................................................. VI-4

Emergency Management COOP - I-2


3. Systems................................................................................................................................... VI-5 G. Operations _________________________________________________________ VI-5

1. Initial operations for COOP implementation .......................................................................... VI-5 2. Continuing operations ............................................................................................................ VI-7 3. Restoration of Normal Operations .......................................................................................... VI-8 4. Deactivation and Demobilization ........................................................................................... VI-9 5. Post-activation Operations .................................................................................................... VI-11

VI. PLAN MAINTENANCE ............................................................................................ VII-1 A. Responsibility ______________________________________________________ VII-1

1. Develop Plan Maintenance Procedures ................................................................................. VII-1 2. Maintain Current Operational Procedures ............................................................................. VII-1 3. Develop and maintain pre-event contracts ............................................................................ VII-1 4. Develop and maintain procedures for notification ................................................................ VII-1

B. Schedule __________________________________________________________ VII-1 C. Security ___________________________________________________________ VII-1

VII. TRAINING AND EXERCISES ................................................................................ VIII-1 A. Responsibility ______________________________________________________ VIII-1 B. Schedule __________________________________________________________ VIII-1

VIII. ATTACHMENTS ......................................................................................................... IX-2 A. Emergency management staff contact list and contact numbers _____________ IX-2 B. Facilities List _______________________________________________________ IX-2 C. Asset List __________________________________________________________ IX-2 D. Vendor List ________________________________________________________ IX-2 E. Emergency Action Teams / Evacuation Plan _____________________________ IX-2 F. Statute _____________________________________________________________ IX-2 G. Checklists __________________________________________________________ IX-2

1. COOP ACTIVATION ............................................................................................................ IX-2 2. ACTIVATION OF ALTERNATE CEOC ............................................................................. IX-2 3. ACTIVATION OF CIC AT ALTERNATE CEOC ............................................................... IX-2 4. ACTIVATION OF ETEAMAT ALTERNATE CEOC ............. Error! Bookmark not defined. 5. ACTIVATION OF LOGISTICS AT ALTERNATE CEOC .................................................. IX-2 6. ACTIVATION OF DAMAGE ASSESSMENT ALTERNATE FACILITY ......................... IX-2

H. Crossover Log ______________________________________________________ IX-3




Volusia County Emergency management


A. Overall Purpose

The “Continuity of Operations Plan” (COOP) for the Volusia County Division of Emergency Management (VCEM) is a plan to maintain or quickly restore essential services during an emergency or disaster. This will provide for disaster prevention, response, and recovery as outlined in Section 252.365, and Section 252.38 Florida Statutes. The COOP ensures the continued performance of minimum essential functions by resorting to use of an alternate facilities, and maintaining personnel capabilities, the availability of resources, interoperable communications and protection of vital records / databases. This COOP is prepared pursuant to the Volusia County Code of Ordinances Sec.46.148 Operating Procedures and is an adjunct to the Volusia County Comprehensive Emergency Management Plan (CEMP). The COOP is intended to be consistent with and supportive of the CEMP in all aspects. The COOP may be activated concurrently with or separately from the CEMP, depending on the type, location, and scope of a disaster or emergency. Activation of the COOP may also precede, follow, or extend beyond the period of activation of the CEMP. In general the purpose of the COOP is to:


COOP capabilities The COOP is designed to:

• Address all types of hazards: Natural, technological and societal. • Effective for differing scales of emergencies: from emergencies only

affecting Emergency management normally used offices, locations or systems, to wide-area disasters impacting significant portions of Volusia County or the State of Florida.

• Be capable of being implemented with little or no warning. • Supports rapid decision-making and initial implementation. • Assures continuation of essential operations by Emergency

Management for a minimum period of 30 days




• Addresses the fundamental needs of the division, its employees, and the population it serves.

• Provide for postponement or minimization of those functions of Emergency Management not identified as required to fulfill its designated essential functions.

• Define a process for Emergency Management to return to normal operations following the end of emergency conditions

• Identify resource needs required for Emergency Management to be able to more effectively and quickly implement the COOP whenever necessary.

The COOP’s objective is to maintain the current process and workflow, and to support organizations providing internal support and infrastructure to the division’s operational units, thus allowing them to continue providing essential services to the citizens of Volusia County. This COOP is intended to ensure the VCEM continues to be supported by the communication and Information Technology and that the division has access to all required resources and supplies to enable the division to continue the essential operations for a period of at least 30 days following a disaster or emergency. This COOP will be implemented during events that cause severe and extraordinary interruptions to the normal operations of the agency. These interruptions may be external, such as natural, civil or other external disaster, or internal, such as the loss of a single location, building, or resource. This document is to be used as guidance and adjustments to the implementation of the COOP will be made at the direction of the Emergency Management Director or designee.

B. Acronyms and Definitions CEMP Comprehensive Emergency Management Plan CEOC County Emergency Operations Center COOP Continuity of Operations / Continuity of Operation Plan ESF Emergency Support Function FDEM Florida Division of Emergency Management IT DR Information Technology, Disaster Recovery SEOC State Emergency Operations Center SMAA Statewide Mutual Aid Agreement VCEM Volusia County (Division) of Emergency Management

II. AGENCY PROFILE

Mission: The Emergency Management Division’s Mission is committed to all hazards preparedness, mitigation, response and recovery, seeking to provide quality customer service through team work. If required, to render similar support to any unit of local, state or federal government. VCEM may request support from the State of Florida per the Statewide Mutual Aid Agreement (SMAA) and adjacent local jurisdictions using existing, formal Mutual Aid agreements. The County Purchasing Division maintains a current list of approved suppliers, vendors and contractors. A. Essential functions Essential functions enable an organization to provide vital services, exercise civil authority, maintain safety and well-being of general populace, and sustain industrial and economic base in an emergency. Any functions not deemed mission essential should be deferred until additional personnel and resources become available. While many functions of Emergency Management are “important”, what separates “essential function” is that they are “urgent” and cannot be delayed.

Function Description Reason Function is Essential Effective and orderly governmental control and coordination of emergency operations in emergencies within the scope of Florida Statutes

In the event of an emergency, these functions become extremely time sensitive for the protection and benefit of the citizens of Volusia County

Making disaster assistance available to our communities, businesses, and individuals

During an emergency these functions become extremely time sensitive for the protection / benefit of the citizens of Volusia County

Serves as liaison to the State Division of Emergency Management and other local emergency management agencies and organizations


Serves as the liaison and the coordinator of municipalities’ requests for State and Federal assistance during pre and post-disaster operation


Terrorism and MCI Plan review and update

In the event of a threat or of an emergency, these functions become extremely time sensitive for the protection of the citizens of Volusia County

Coordinate Emergency Support Function #13 at Volusia EOC when Required

Volusia County Emergency Management is the lead agency for ESF # 13 and support for 5, 10, 14, 18, 19 and 20



B. Non-Essential functions

In addition to the essential functions the VCEM performs public education sessions, reviews health care plans, and offers training. While important, these functions are not “urgent” and can be delayed. The following functions will be deferred for 30 days or until Emergency Management has restored operations with full staff available on a daily basis.

III. Function Description Reason Function is Non-Essential

Review and update the County's Comprehensive Emergency Management Plan (CEMP) providing emergency management planning for the entire county

Can be deferred 30+ days. The county may request a waiver from the Florida Division of Emergency Management

Local and Municipality Emergency Planning Council Liaison , Training and Exercise Support


Reviews and provides technical assistance for all Health Care Facilities' (Hospitals, Nursing Homes, Adult Living Facilities and Ambulatory Surgical Centers) disaster plans

Can be deferred 30+ days. The county may request a waiver from the Agency for Health Care Administration and may also contract the review to a vendor

A. Authorities

1. Normal Operations VCEM is created under the county Public Protection Department and is authorized under the Volusia County Code of Ordinances Sec.2-93 Departments and divisions, section © (5). This ordinance states: Emergency management: There is hereby created emergency management. The head of Emergency Management shall be the director. Emergency Management shall be responsible for the organization, administration and operation of emergency management activities, services, and programs throughout the county that enable mitigation, preparation, response, and recovery from any natural, manmade or technological disasters in the county. 2. Emergency Operations The Volusia County Code of Ordinances, Sec 46_146 EM Power and authority.htm states: In a declared state of local emergency, the Emergency Management Division director, subject to the immediate direction and control of the county manager, shall have the power and authority to:

1. Expend appropriated funds; make contracts; obtain and distribute equipment, materials, and supplies for emergency management purposes; provide for the health and safety of persons and property, including emergency assistance to the victims of any emergency; and direct and coordinate the

Emergency Management COOP - III-2


development of emergency management plans and programs in accordance with the policies and plans set by the federal and state emergency management agencies.

2. Appoint, employ, remove, or provide, with or without compensation, coordinators, rescue teams, fire and police personnel, and other emergency management workers.

3. Establish, as necessary, a primary and one or more secondary emergency operating centers to provide continuity of government and direction and control of emergency operations.

4. Assign and make available for duty the offices and agencies of the county, including the employees, property, or equipment thereof relating to firefighting, engineering, rescue, health, medical and related services, police, transportation, construction, and similar items or services for emergency operations purposes, as the primary emergency management forces of the county for employment within or without the county.

While ordinance Sec 46-146 (above) give the authority, Section Sec 46_145 EM Director's responsibilities.htm charges the Director with the responsibility to perform those functions. VCEM also operates under the Volusia County Code of Ordinances Sec.46.148 Operating Procedures where they are given the responsibilities of the establishment of appropriate supportive operating procedures for emergency operations. This COOP and the implementation of an alternate CEOC conforms to the requirements of the Emergency Management Capability Assessment Checklist 2000 as a part of the (CEMP).



B. Resources and Capabilities

1. Staffing Volusia County Emergency Management has a staff of 9 full time employees and a part-time special worker. Due to the unique Emergency Related functions of this department, all employees are assigned emergency functions and will be contacted immediately in case of a disaster causing activation of this COOP. Each employee is responsible for maintaining their own “go-kit” of important document, supplies and reference material which they may need and cannot be acquired due to the inability of accessing the primary EOC. Such information includes, but is not limited to:

• Data, references, resources documents • Statutes, ordinances, policies and procedures

The information may be maintained on a memory stick, thumb drive, or other such devise. Employees should be prepared to report to the alternate EOC with a kit of personal items that may include:

• Change of clothing • Medicines • Spare reading glasses • Toiletries and personal care items

2. Facilities VCEM headquarters and administration is located at the Volusia County Emergency Operations Center (CEOC), which is the coordination center for emergency response in Volusia County. Full description of this facility is available at the agency web site at: http://www.volusia.org/services/public-protection/emergency-management/ . The CEOC is located at 3825 Tiger Bay Drive, Daytona Beach, FL as shown on the reference document Common Plan References\Volusia Facilities_2.xls. The building is located at Latitude N. 29.1472, Longitude W -81.1489. A reference map of this location is located at Map to EOC_2.pdf.

3. Systems VCEM is a primary user of the AMS Management Information System, including finance, budget, materials management, asset management H/R and payroll. This system is shared with Volusia County Finance and other users, and is supported by the Information Technology Division. The server is located in a different building in the same complex, in the offices of the Information Technology Division. The system is backed up daily and to an offsite location. The details of this backup and restoration are referenced from the IT Disaster Recovery Checklists.



VCEM has installed E-Team as the primary disaster management software. This is a networked client server application accessible from, and supporting all of the ESF workstations at the CEOC. This application is essential for tracking activity during, and reporting after an activation of the CEOC. One server supporting this application is physically located at the CEOC, another is in DeLand, and NC4 provides tertiary back-up under a maintenance contract. VCEM primary communication between fixed locations is via local telephone to and from the primary facility. Those same local telephone services are available at the alternate site, and the Information / Communications Systems Division will forward the published Emergency Management numbers to that location. The details of this are referenced from the IT DR Checklists. The division also relies upon cell phones for mobile communications and the cell phone service would be used as an alternative to the standard service in case of a network failure. The cell phone service is provided by AT&T. A third method of communications between individuals is the use of satellite telephones. VCEM has a limited number of satellite telephones available. The primary communications between fixed location and mobile units is via the county’s 800 MHz radio system. The radio system can also be used as a backup to voice telephone between Emergency Management and many other agencies. That communications system is also supported by the counties Information / Communications Systems Division, with the primary repair support contracted out to an outside vendor, Communications International. The backup for this 800 MHz radio system is six (6) satellite phones which can be used to link the leadership of the county, whether mobile or fixed, as stated above. 4. Equipment Volusia County Emergency Management equipment is complex and voluminous. The equipment required at the alternate site is included on this attached Asset List.

C. Succession

During the state of such an extraordinary event or local emergency, if due to physical absence from the county, or injury or illness, or any other reason, the Director is unable to fulfill the responsibilities of the position, then, any and all of such powers may be executed by the county officer next in the following order of succession.




The Volusia County Code of Ordinances Sec.46.148 Operating Procedures directs the director to “establish an internal chain of succession to ensure continuity of leadership. To meet that requirement, the Director of Emergency Management has appointed the Emergency Management Operations Coordinator as successor.

IV. SITUATION

A. Jurisdiction Hazards and Risks

As stated in the Volusia County Comprehensive Emergency Management Plan, Volusia County is certainly prone to the same hazards as any community, certain of these hazards are more likely, or occur more often. (See Chart 1 below). The State Watch Office (SWO) is located in the State’s Emergency Operations Center in Tallahassee. It is to be notified anytime certain types of incidents occur within the state. Guidelines have been issued to the counties instructing them when to contact the SWO. In most cases these notifications are for information purposes only, but on occasion the jurisdiction notifying the SWO will also request resources of some form or other to assist with the incident at hand. The statistics on Chart 1 (on the following page) show the categories of the five most frequent types of incidents occurring in the State, and the percentage of total incidents reported during the period from1995 through 1997. These numbers are from the SWO’s Annual Reports. It is interesting to note that of all incidents occurring in the State of Florida, approximately 95% of those incidents fell into one of the five categories shown above. In Volusia County these five types of incidents accounted for 94% of all events.

Five Primary Hazard Events

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

50.00%

Perc

ent o

f Tot

al E

vent

s

StateVolusia

State 47.21% 29.97% 8.10% 7.31% 2.35%

Volusia 44.29% 21.79% 16.07% 8.57% 3.21%

Severe Weather Hazmat Aircraft Petroleum Spill/Release Transportation



Further information and greater detail on the above chart can be obtained from the Hazard Identification and Vulnerability Assessment section of the CEMP. B. Vulnerabilities

The facilities and operations of VCEM are vulnerable to “external” and “internal “disasters. External disasters are a hurricane or utility system failure, which may or may not directly damage or affect the CEOC but can be anticipated to have a significant impact on its operations. An internal disaster is an event such as a structural fire or computer system failure that directly impacts only the agency itself and its capabilities to complete its essential functions. VCEM is vulnerable to both types.


An external disaster could create an increase in demand for services, replenishment of supplies, replacement equipment and/or additional services. An event could impede transportation or utility services impacting on VCEM staff’s ability to report to work. An internal disaster, impacting the primary location of Emergency Management only, would deprive the employees of access to their files, vendor lists, contracts etc. and will also impede their ability to communicate with their internal customers.


Several assumptions have been relied upon to develop this COOP Plan, and these are the following: 1. Key roadway networks and transportation facilities will be available

and/or restored on a timely basis to enable access to the primary and alternate locations. Volusia County Public Works has documented a COOP plan to ensure access is available.

2. AT&T will repair and or restore any network outages that impact the

ability of Information/Communications Systems Department to delivery and support the county telephone systems.

3. Contracts and agreements with non-governmental providers of critical

supplies and services will be honored by those providers to expedite purchase and delivery of resources and contracted personnel.

4. Access to and use of State of Florida purchase agreements (SNAPS) will

be available and other cooperative agreements from other local government organizations outside of Volusia County will be established during times of normalcy will be honored by those agencies or organizations and will be used if needed.

Emergency Management COOP - IV-2


Emergency Management COOP - IV-3

E. Dependencies

Without access to the following support functions, Emergency Management could perform the core functions but would be delayed in communicating with their customers and vendors.

1. Information Technology

Emergency Management has a dependency upon Information Technology for continued support and access to the following systems as described:

• AMS Financial system for access to the common vendor list and to the Accounts Payable systems.

• Telephone service (Voice and Data) is maintained and forwarded from any impacted site to the alternate site.

• The IT Division has documented a IT DR Checklists to provide the required support

• Continued support and access to the unique applications such as E-Team and data residing on the Emergency Management Server.

2. Finance Emergency Management depends on County Finance to continue payroll functions and payments to all vendors. The Finance Division has documented a COOP to provide the required support.

3. Purchasing Emergency Management depends on Purchasing and Contracts to ensure existing purchasing actions are enabled and to establish new vendor purchasing agreements or contracts if required. The Purchasing and Contracts Division has a COOP to provide the required support.

4. Fleet Management Emergency Management depends on Volusia County Fleet Management Division to perform maintenance and repair Emergency Management vehicles. Fleet Management has a COOP to ensure the critical support continues. That plan is available from the Volusia County COOP at Volusia County COOP.doc

V. COOP CONCEPT OF OPERATIONS This COOP Plan will be implemented when, in the judgment of the Director, the division is inhibited in performing its functions due to an internal or external disaster. When such an emergency is recognized, the Director or successor activates the COOP, notifications are made, people and facilities are mobilized and Emergency Management operations continue throughout the emergency, normal operations are restored and the COOP is deactivated. Volusia Emergency Management will immediately resume operations at an alternate facility. From that alternate facility they will perform all external communication functions, prioritize requests and schedule and deploy resources. A. Policies for Plan Implementation

In addition to the references to the Volusia County Code of Ordinances Sec.46.148 Operating Procedures as stated in Section I A above, this COOP is created to fulfill the policy of the Volusia County Council, that each operating unit will have a COOP Plan that: • Ensures that each unit of government and each facility has a disaster

preparedness plan that is coordinated with the VCEM and is approved by the division.

o The plan must outline a comprehensive and effective program to ensure continuity of essential functions under all circumstances.

o The plan must identify a baseline of preparedness for a full range of potential emergencies to establish a viable capability to perform essential functions during any emergency or other situation that disrupts normal operations.

o The plan must include, at a minimum, the following elements: identification of essential functions, programs, and

personnel; procedures to implement the plan and personnel

notification and accountability; delegations of authority and lines of succession; identification of alternative facilities and related

infrastructure, including those for communications; identification and protection of vital records and databases;

Schedules and procedures for periodic tests, training, and exercises.

The policies that will govern the implementation of COOP Plan for Volusia Emergency Management are the following: • The Volusia County Emergency Disaster Employment Policy will be

implemented. Each county employee is classified as Mission Essential (ME) or Mission Support (MS). The employees’ availability will be dictated by their classification. A copy of the Emergency Disaster Employment Policy Acknowledgement Statement is attached at Volusia County Emergency Disaster Employment Policy Acknowledgement Statement




1. Personnel

The COOP Plan is staffed with a subset of the existing Emergency Management employees, with need and priority of call identified on the Emergency Management section of the attached Common Plan References\Volusia Personnel.xls.

2. Facilities The alternate facility for the CEOC Operations is the Historic Courthouse building located at 125 West New York Avenue, Deland, Florida. The alternate CEOC will be establishing in second floor training room. This alternate CEOC will interface with a different telephone switch than the primary CEOC, will be protected by emergency power generation, and is wired for both the Internet and the county intranet access. The mobile command center of Volusia County Fire Services and mobile Sheriff’s Office assets (providing 800MHz radios and additional phone and fax capability) will augment communications. It is the goal of this COOP to operate the alternate CEOC with all necessary critical functional areas based on a measured response. An initial configuration is drafted under EM References\Alternate Site Layout.docx and is to be used for reference. A map to this alternate CEOC is located at EM References\ Alt EOCMap.pdf. There are county parking lots SW of the intersection of Florida and West Rich avenues. The facility can be entered from either New York or Indiana avenues. a. The Operations Room will utilize the second floor training room of

the Historic Courthouse in DeLand. b. The Citizens Information Center might be located in the first floor

training room area of the Thomas C. Kelly Building in DeLand. c. If needed a media (ESF 14 function) area could be established on

the walkways between the Thomas C. Kelly Building and the Historic Courthouse. The County may provide a sheltering capability, such as a tent, to provide limited protection from rain and sun.

d. Live media broadcast could utilize the Volusia Magazine studio

located above the information technology group located at 119 West Indiana Avenue. News conferences could take place in the County Council Chambers.

e. The ESF#19 and the geographic information services support

operation could be housed in the Thomas C. Kelly Building within the Property Appraiser’s office. The policy group could utilize the Managers conference room, the Property Appraiser’s conference

Emergency Management COOP - V-2


Emergency Management COOP - V-3

room or the County Council chambers on the second floor. Feeding would be possible utilizing the snack bar and picnic areas and restroom facilities are available on every floor.

3. Systems

Emergency management will require access to the county AMS System and the Emergency management Server. During normal operation they are both accessible from the primary location or the alternate facility. If the County Data Center is not operational, the IT Communications COOP Plan must be activated. The IT Division has implemented a COOP to provide the required support

Emergency Management will also require access to the VCEM E-Team software. This can be achieved in the short term through the remote access software, with evolution to an onsite server at the discretion of the Emergency Management Director or designee.

4. Equipment and Supplies The primary alternate site houses 20 lap tops, 2 wireless microphones, one projector, 24 internet outlets, 12 tables, and a printer.

5. Electronic Data

The current copy of the CEMP, ESF documentation, this COOP and other essential forms are all archived and backed up daily by Information Technology. The senior planner will maintain an electronic version of all pertinent on a CD and on a memory stick for use in “uploading” as needed to temporary use equipment which may not have the pertinent documents already loaded. Such documents may include:

Volusia County CEMP, ESF and other annexes Florida Statutes, Administrative Codes and the SMAA Local ordinances, policies and procedures impacting on

the emergency management office and its functions.

VI. COOP OPERATIONS


1. Source Warnings or alerts that would cause activation of the COOP may originate from a variety of sources. Some sources may be:

a) Fire Alarm b) Security Guard during primary operation hours c) Direct observation of staff at the facility d) Call from Fire or Law Enforcement e) 911 Alarm


When a warning or alert is presented to the division, steps must be exercised to validate the information to prevent fraudulent/malicious warnings. If the warning is not from a known and obvious authority, confirmation will be sought from the Sheriff’s Communications Center.


1. Responsibility The Director or alternate above will perform an assessment of the situation. These employees are identified on the attached employee list Volusia Personnel.xls.

2. Procedure Depending upon the emergency indicated by the warning, the Director or alternate will first take whatever measures are required to ensure the safety of all personnel at the building or site. This includes, but is not limited to: evacuate the building, shelter in place, and/or take other immediate life safety response actions. The Director or alternate will visit the site to make a personal observation and determination of the impact. The criteria will be to make an assessment of the ability of the Emergency Management Division to perform their essential functions at the site, and if not, if those functions could be restored within 4 hours.

C. Activation

1. Activation Criteria The criterion to activate this COOP relies on the critical need to activate a County Emergency Operations Center and follows the same line of authority as the activation for the primary Emergency Operation Center at 3825 Tiger Bay Road. The alternate site should be in operation at the Alternate CEOC within 4 hours, performing all mission essential functions. This is assuming the decision to relocate is made during business hours. After business hours the lead element from VCEM should be on site within 4 hours, but it may take an additional 4 hours to summon the required ESF support personnel.




The Director or successor will execute the Activation Procedure Checklist . This checklist will ensure a thorough assessment of the situation has been conducted, damage assessments of the agency facility(s) are completed and all essential communications are executed.

a) Primary Responsibility

It is the responsibility of the Emergency Management Director to activate this COOP. b) Alternate Responsibility

In the event the Director is unavailable the responsibility will follow the order of succession outlined in the organization chart under EM References\OrgChart2013.docx .


Procedures and action plans are in place to provide for immediate action to protect personnel, property and vital records. Each division is responsible for designing and implementing appropriate procedures.

1. Personnel Protection a) Personnel Accountability

The procedures identified above include evacuation per the attached procedures and will include instructions for sheltering-in-place, personnel accountability, and obtaining EMS services. b) Medical/Rescue Services References to, and instructions to contact EVAC Ambulance, a county division within Public Protection.

2. Property Protection a) Actions

Emergency management is protected as part of the Volusia County Government complex. Once the office area is evacuated there are no additional steps to be taken to protect these assets. b) Responsibility Property Protection – Protection of the physical property is the responsibility of the Volusia County Sheriff’s Office.

3. Protection of Vital records a) Actions All vital records for the Emergency Management Division are stored in one of 2 locations.

Records maintained at the CEOC • Computer records are maintained on the E-Team

system in accordance with County records retention policies

• Paper records of disaster records collected and archived to ensure FEMA requirements are met to document damages/assistance/ordinances etc.

Emergency Management COOP - VI-2


b) Responsibility Volusia County Emergency Management has implemented procedures to backup and archive all electronic records on the E-Team system. Volusia County IT has implemented procedures to protect and/or create restorable backup copies of both the AMS document imaging systems and is responsible to execute those procedures.


The Alert and Notification process listed in the following section can be triggered by the implementing manager’s observation of such an extraordinary event and personal knowledge of the impact or by notification from other sources as defined in the Emergency Recognition and Warnings section above. The Director or alternate will evaluate the situation as described in the Situation Assessment above and make the determination to activate or to stand by. Upon activation the Director or alternate will complete the following notifications:

1. Internal a) Primary Method

(1) Implementing Staff and Alternates The Director or alternate will contact the staff members required at the alternate site as listed on Attachment A, using the home phone numbers and alternate contact information the attachment.

(2) Non Essential Staff

The Director or alternate will then notify all off duty Emergency management employees on the agency Employee list to advise them of the situation and asking them to schedule later arrival times or await further instructions.

(3) Contractors and suppliers

Notify primary vendors who may need to contact this office (Ref: Attachment)

(4) Customers and clients Volusia County Emergency Management will notify the ESF Leads to inform them where to contact Emergency management.

(5) Mutual aid organizations If the disaster event will increase the workload of the Division, or if it severely reduces the capacity of the Division, the director may call upon the EOC



Augmentation Team, or cause to be called for mutual aid from the Domestic Security Region, or Florida Division of Emergency Management.


All Emergency Management personnel who have not been contacted as part of the initiation of this plan within the first 24 hours following any disaster are to report to the alternate site during the daytime hours during the second 24 hours following the disaster. They will be given Instructions at that time as to where and when to report for work.

2. External

a) County Manager In the event that this COOP, or that of any other County department or division, has been activated, the Director of Emergency Management will have the County Warning Point notify the State Watch Office. The Director or alternate will then contact the County Manager’s office and advise them also.

b) Other agencies and organizations (1) Notify IT communications

Forward all incoming phone calls to the Emergency management numbers to the Alternate Site

(2) Notify Finance and Accounting Notify Finance and Accounting of the activation of this COOP and identify any unique or additional accounting codes required to record expenses for this disaster.

(3) Notify primary customers Notify primary county customers who may have need to contact this office if they are not contacted in Customers and clients section above.

F. Mobilization

1. Essential Staff

The primary and alternate staff notified in the prior step Implementing Staff and Alternates will be told to report to the Alternate Facility. Each staff member will bring their “go-kit” and “personal needs kit” and provide their own transportation.

2. Alternate Facilities The alternate facility for the Emergency Management Division Operations is the Historic Courthouse at 125 New York Indiana Ave., Deland, Florida. The alternate CEOC will be in the second floor training room, which will be the reporting point for all personnel. The CIC may be located on the first floor of the Historic Courthouse in the Supervisor of Elections office.



A map of this alternate CEOC is located at EM References\Map of Alt CEOC.pdf, and directions from the CEOC to the alternate CEOC are located at EM References\Directions from CEOC to Alt CEOC.pdf. EOC staff will use the county parking lot at the Southwest corner of Rich and Florida Avenues.

3. Systems Emergency management will require access to the county AMS System. During normal operation this system is accessible from the primary location or the alternate facility. If the County Data Center is not operational, the IT Communications COOP Plan must be activated. The IT Division has implemented an IT DR Checklist to provide the required support. Emergency management will require access to E-Team, the networked client server application accessible from, and supporting all of the ESF workstations at the EOC. This application is essential for tracking activity during, and reporting after an activation of the EOC or testing activity.

G. Operations 1. Initial operations for COOP implementation

a) Initial Implementation of Essential Functions

The following lists of attached checklists are for the initial implementation of individual Essential functions.

(1) COOP Activation Procedure To activate this COOP, go to the COOP Activation Procedure checklist. This checklist includes alert, assessment and decisions steps to activate the COOP.

(2) ACTIVATION OF ALTERNATE CEOC

If and when the Director or alternate announces the decision to activate the alternate facility, go to the checklist at ACTIVATION OF ALTERNATE CEOC checklist. This will establish full Emergency Management functions at the alternate CEOC.

(3) ACTIVATION OF CIC AT ALTERNATE CEOC If and when the Director or alternate announces the decision to activate the alternate facility, go to the checklist at ACTIVATION OF CIC AT ALTERNATE CEOC checklist. This will establish full Emergency Management functions at the EOC alternate facility.

(4) ACTIVATION OF E-Team AT ALTERNATE CEOC If and when the Director or alternate announces the decision to activate the alternate facility, go to the checklist at ACTIVATION OF E-TEAM AT



ALTERNATE CEOC checklist. This will establish full Emergency Management software support at the EOC alternate facility.

(5) ACTIVATION OF LOGISTICS AT ALTERNATE CEOC

If and when the Director or alternate announces the decision to activate the alternate facility, go to the checklist at ACTIVATION OF LOGISTICS AT ALTERNATE CEOC . This will establish full Emergency Management functions at the EOC alternate facility.

(6) ACTIVATION OF ESF 19, DAMAGE ASSESSMENT AT ALTERNATE CEOC

If and when the Director or alternate announces the decision to activate the alternate facility, go to the checklist at ACTIVATION OF ESF 19, DAMAGE ASSESSMENT AT ALTERNATE CEOC checklist. This will establish full Damage Assessment functions at the alternate CEOC.

b) Communications (1) Internal Identify and address any problems inhibiting communications with primary internal agencies and County Management. Normal communication channels and methods as described in the dependency section above should be used. If not, the IT Communications division should be contacted. The IT division has documented a COOP to provide the required support (2) External Identify and address any problems inhibiting communications with primary customers, vendors and County Management. Coordinate with IT Communications any changes or updates required for communications from the alternate site.

c) Customer/Client Information The primary customers/clients to Emergency Management are the citizens of Volusia County. Any visible disruption to Emergency Management operations will be of paramount concern to the citizens. Therefore prompt and accurate information to the public informing them of the presence of this plan and the successful execution of this plan is extremely important. This office must maintain communications with County Manager’s representative and Public Information Officer attached to the



County Manager’s office to ensure correct, accurate and consistent information is released to other agencies, county employees, and vendors and to the public when appropriate.

d) Coordination

(1) External Agencies and Organizations No external agencies and organizations have been identified.

e) Assessment Review actions taken during this “Initial operations for COOP implementation period” and ensure all essential functions are being implemented adequately. Immediately implement corrective actions if it is determined that any essential functions are not being implemented adequately.


a) Continuing Implementation of Essential Functions Take appropriate actions to implement any latent or missing functions discovered during the review in the assessment section immediately above. Review those functions listed as Non-Essential functions and ensure none have been mislabeled or have become essential.

b) Assessment and Monitoring Hold briefing sessions at each shift change at the alternate site. Update the Director after each briefing session. Use the crossover log to ensure appropriate actions are being taken to monitor events and adjust to the changing environment surrounding this emergency.

Maintain contact with the County Manager’s to determine if there is an impact on other departments and divisions and if so, the extent of that impact, and to plan and implement corrective actions.

Update crossover log at end of each shift.

c) Continuing Customer/Client Information Maintain communications with County Manager’s office and the Department of Community Information to ensure correct, accurate and consistent information is released to other agencies, county employees, and vendors and to the public when appropriate.



d) Continuing Coordination (1) External Agencies and Organizations Maintain communications and coordination with any agencies, such as IT, whose operations or support has been changed by the implementation this COOP.

e) Continued Staffing Monitor staff to ensure work hours and task assignments are reasonable and achievable. Monitor for excessive hours expended and arrange for additional staff and support if workload or hours becomes excessive f) Problem Resolution Review the crossover log and all open problems after each shift change. If any problems remain unresolved, or if any problems are preventing successful implementation of this COOP, escalate to the County Manager or to the Managers Advisory Group (MAG) if the EOC has been activated. g) Resource Procurement Verify all required resources are available for continued implementation of this COOP and for continued operations for up to 30 days at the alternate site(s).

h) Financial Management and Accounting The Director or alternate will provide updates to Financial Services to ensure this emergency and the steps taken above do not impact the cash position or financial position of the county. NOTE: If the AMS system is operational and available from the alternate site, the actions taken as a result of this plan should have no impact. If the AMS system is not available, or if input is delayed, this should be monitored.

Provide interim and preliminary calculations and/or estimates of expenditures required to implement this COOP. This may include emergency replenishment of parts inventory, emergency replacement of tools etc, vendor expense for alternative work assignment etc.


a) Responsibility The Director or alternate will be responsible for determining if any non-essential functions will be restored prior to return to the primary site, or if they will continue to be deferred until the return. It will also be the responsibility of the Director to determine when to return to the primary site. The Director will make an assessment of the primary site during each shift turnover meeting at the alternate site. These assessments and action items will be



documented in the Crossover Log at the end of each shift change. The Director will appoint a representative to work with Facilities Services to ensure the unique requirements of the Emergency management office are met. b) Procedure After Facilities Services advises the Director the primary site is restored and available, the Director or alternate will plan and execute the return to the primary site. The Director or alternate will asses the condition of the installed office equipment, primarily office computers, printers and fax machines. Those assets are listed on the attached Volusia Asset List. The Director or alternate will verify that sufficient desk, file, and other required furniture is installed and available for the agency staff..

The Director or alternate will coordinate the return to the primary site with facilities management to ensure the site is prepared and outfitted. They will also coordinate with IT and IT Communications and any other agencies or outside vendors who are supporting the alternate site.

c) Coordination The Director or alternate will coordinate the return to the primary site with Facilities Services to ensure the site is prepared and outfitted. They will also coordinate with any other agencies or outside vendors who are supporting the alternate site. d) Customer/Client Notification

Coordination with IT Communications in step C above should result in all phone, fax and Email communications to switch from the alternate site to the primary site without impact to customers. Therefore no notification should be required.


a) Responsibility for Deactivation The Director will notify the County Managers Advisory Group (MAG) when the decision is made to return to normal operations and will initiate the demobilization of the alternate site and restore that site to its original use.

b) Deactivation Procedure

(1) Alternate Facilities The alternate facility must be cleaned, restored and returned to prior use. Any changes that prevent the return to that prior use must be corrected by the Emergency Management Office. Any changes that do not impact or improve the original use may be left intact.



Any additional utilities or other charges incurred at the alternate site must be paid, and services terminated to prevent further charges. Coordinate with IT for any data collected on the computers at the alternate site is backed up and moved to the primary site, or verify that all such data resides on the server and will be available at the primary site. (2) Alternate Systems Prior to deactivation, ensure that all Emergency Management actions have been fully completed or arrangements made for their completion and any data has been documented for forward recovery of the AMS System after return to Emergency Management Division’s primary location.

(3) Alternate Equipment and Supplies Coordinate with Facilities to schedule the physical move of working files, papers and any office equipment being used at the alternate site for relocation back to the primary site.

(4) Supplemental Staff While it is not anticipated that Emergency Management will utilize supplemental staff, this checkpoint will ensure that the Director of Emergency Management will plan for and schedule the termination of any supplemental staff that has been hired solely for the support of the alternate site. The Director will also advise any other county employees that have been reassigned to Emergency Management of the date and time they may return to their permanent position.

c) Financial Management and Accounting Based upon the assumption that the county data center is not impacted by the same event causing implementation of this plan, financial management and accounting will be unchanged. All financial management and accounting activity is entered into the AMS and those activities can be executed at the alternate site.

Prior to deactivation of the COOP the Director of Emergency Management will perform an audit or review to ensure all financial record keeping during COOP activation is adequate, and has been entered into the AMS or steps are in place to enter this data. This audit will also ensure the internal order # assigned to incident by the finance office, as referenced in section V.E.2.b above.




The Finance Department in will perform a post event audit to ensure all expenditures were properly recorded using the internal order number obtained from the Finance Department in section V.E.2.b above.

5. Post-activation Operations

a) Repairs and Restoration Major repairs will be completed by Facilities prior to any move back to the primary site.

b) Staff Critical Incident Stress Debriefing The Director of Emergency Management will make Critical Incident Stress Debriefing (CISD) available via ESF #8 following major events requiring activation of the COOP. As referenced in Section IV. B. of ESF #8 of the Volusia County Comprehensive Emergency Management Plan, it is the responsibility of the Volusia County Health Department to support local agencies with securing critical incident stress debriefings for emergency workers.

c) “After-action” evaluation and critique Schedule and conduct a post-event critique of the execution of this plan and other post-event critiques; develop an improvement plan for making improvements to the COOP process.

VII. PLAN MAINTENANCE A. Responsibility Primary responsibility to exercise and update this plan will be assigned to the Emergency Management Operations Coordinator. This plan will be exercised and updated at least biennially, and this schedule will be deviated from only by exception.


Ensure: o This COOP continues to conform to the organization as listed on

the attached EM References\OrgChart2013.doc o attachments are maintained o personnel rosters are maintained o the Essential Functions are monitored to ensure they continue to

meet the requirements of Volusia County. o this COOP maintains compatibility with the Volusia County CEMP.

2. Maintain Current Operational Procedures Reviews will be performed to maintain the following which would be needed for any event that may cause this plan to be activated. o Operational Procedures o Database o Systems o Vendor lists for services and supplies

3. Develop and maintain pre-event contracts Develop and maintain as current such pre-event purchasing contracts and mutual aid agreements as necessary for known or readily anticipated supplies, services or assistance that can be anticipated for any event that may cause this plan to be activated.

4. Develop and maintain procedures for notification Develop and maintain procedures for notification of other agencies and organizations necessary for implementation and activation and of this COOP.

B. Schedule As a minimum the plan will be reviewed during the ESF I Annex review process. C. Security At each scheduled review of this plan per the schedule above, ensure continuing and any additional security requirements for the agency have been considered. This should include operational security at any alternate locations addressed by this COOP, as well this COOP document itself.


VIII. TRAINING AND EXERCISES Volusia County Emergency Management will train and exercise this COOP. Subsequent to training and exercises alterations to the plan will be implemented. These procedures will be maintained by the Emergency Management staff. A. Responsibility It is the responsibility of the Director to ensure that the assignment of the maintenance and training of this COOP is distinctly assigned and that every employee in Emergency Management understands their responsibility to participate in training and exercises related to this COOP.

B. Schedule Hold biennial exercises with all team members to ensure roles and responsibilities are understood, and to ensure the plan continues to meet the changing requirements of Volusia County and the Volusia County CEMP. Alteration to this schedule will be by exception only; real world events may interrupt the ability to train and exercise.



IX. ATTACHMENTS

A. Emergency management staff contact list and contact numbers • Volusia County Emergency Disaster Employment Policy

Acknowledgement Statement • Common Plan References\Volusia Personnel.xls • EMReferences\OrgChart

B. Facilities List

• Common Plan References\Volusia Facilities.xls

C. Asset List • Common Plan References\Asset List by Agency.doc

D. Vendor List

• A subset of the vendor list resides on the Emergency Management server as maintained by the logistic team.

• A list of emergency vendors is in the emergency purchasing manual, a copy of which resides at the EOC. A copy is also in the possession of each purchasing staff member.

• A full list of all vendors is available from the mainframes AMS financial system.

E. Emergency Action Teams / Evacuation Plan

• EM References\Fire Exit Page.doc

F. Statute • 252.365 Emergency coordination officers; disaster-preparedness

plans • 252.38 Emergency management powers of political subdivisions • Common Plan References\statutes\Sec.46.148 Operating

Procedures.htm • EM References\Sec 46_145 EM Director's responsibilities.htm • EM References\Sec 46_146 EM Power and authority.htm • EM References\Sec 46_141 Title Established of EM Group.htm • EM References\Sec 46_142 EM Director's office established.htm

G. Checklists

1. COOP ACTIVATION 2. ACTIVATION OF ALTERNATE CEOC 3. ACTIVATION OF CIC AT ALTERNATE CEOC 4. ACTIVATION OF LOGISTICS AT ALTERNATE CEOC 5. ACTIVATION OF DAMAGE ASSESSMENT ALTERNATE FACILITY

Emergency Management COOP - IX-2


H. Crossover Log NOTE: Blue are Links

1. COOP ACTIVATION This COOP checklist is for the initial activation of this COOP Plan.

COOP Ref.

Task Assigned To

Date/Time Comp.

V.A.2. Validate any warning or alert of emergency situation Perform assessment of damage to facility V.B.2. Perform an assessment of the ability of Emergency

Management to perform essential functions at the primary site within 24 hours


Define timeline to relocate to the alternate site V.C.2. Entry to this point in this Checklist is from COOP Activation Procedure

Retrieve and Review this document V.D.1 Ensure all personnel in the facility at the time of the



V.E.1.

Notify key personnel using attached emergency phone tree.

V.G.1.c The primary customers/clients to Emergency management are the citizens of Volusia County. Any visible disruption to Emergency Management operations will be of paramount concern to the citizens. Therefore prompt and accurate information to the public informing them of the presence of this plan and the successful execution of this plan is extremely important.



2. ACTIVATION OF ALTERNATE CEOC

This COOP checklist is for activation of the Alternate CEOC which will be located at the Historic Courthouse located at 125 West New York Ave., Deland, Florida. The CIC will be located in the Supervisors of Elections office on the first floor of the Historic Courthouse. Personnel will report to the Operations Room on the second floor. COOP Ref.

Task Assigned To

Date/Time Comp.

Entry to this checklist is from ACTIVATION OF ALTERNATE CEOC

. Ensure all essential personnel have been notified to report to the alternate location, the second floor training room of the Historic Courthouse.

Establish the Director or alternate in charge of the alternate facility.

Define security requirements for this alternate CEOC and request such security from VCSO.

Define functional organization of alternate CEOC and if any variances exist from primary CEOC, announce and publish those variances

Define briefing schedule to be followed at alternate CEOC and if any variances exist from primary CEOC, announce and publish those variances

V.E.1. Prepare a relocation statement or report for all agencies, county employees, state warning point and division of Emergency Management personnel and Municipal Liaisons as to location of the alternate CEOC. This should include map location, telephone numbers, fax numbers and vehicular and pedestrian traffic plans. Refer to prior section V.E.1.

Identify the total number of staff that will be going to

report to the alternate site, and to what location. The reporting to training room 1 is for coordination, they should then report to the additional rooms per section. Facilities

Verify phone support is in place to support the staff Verify sufficient computers are installed, operational

and are linked to the county network providing internet and Email



3. ACTIVATION OF CIC AT ALTERNATE CEOC This COOP checklist is for activation of a functioning Citizens Information Center (CIC) at the Alternate CEOC. COOP Ref.

Task Assigned To

Date/Time Comp.

Entry to this checklist is from ACTIVATION OF CIC AT ALTERNATE CEOC

. Ensure all essential personnel have been notified to report to the alternate facility, which is the Supervisor of Elections office in the Historic Courthouse

Establish a media area and community information

area on the paved walkway between the Thomas C. Kelly Building and the Historic Courthouse

Establish live broadcast area utilizing the Volusia

Magazine studio above the Information Technology Group located at 119 West Indiana Ave.



4. ACTIVATION OF E-Team AT ALTERNATE CEOC This COOP checklist is for activation of a functioning E-Team Computer Based Applications at the Alternate CEOC. COOP Ref.

Task Assigned To

Date/Time Comp.

Entry to this checklist is from ACTIVATION OF E-Team AT ALTERNATE CEOC

. Ensure remote access to ETeam is available



5. ACTIVATION OF LOGISTICS AT ALTERNATE CEOC This COOP checklist is to develop a logistical support plan to accommodate the feeding and lodging of CEOC staff as applicable to 24hr operations. COOP Ref.

Task Assigned To

Date/Time Comp.

Entry to this checklist is from ACTIVATION OF LOGISTICS AT ALTERNATE CEOC

Contact the County Purchasing department and

review the Emergency Purchasing Standing Operating Procedure and refer to checklist responsibilities contained within those procedures.

Identify food vendors and arrange for sufficient food

preparation and delivery

Identify area for lodging (sleeping, showers, etc) for

CEOC staff for 24hr operations.



6. ACTIVATION OF ESF 19, DAMAGE ASSESSMENT AT ALTERNATE CEOC This COOP checklist is for activation of damage assessment activities, while located at the alternate CEOC. This activity will be located in the property appraiser’s main office at the Thomas C. Kelly Administration Center. This location is across from and near the location of the alternate CEOC. COOP Ref.

Task Assigned To

Date/Time Comp.

Entry to this checklist is from ACTIVATION OF ESF 19, DAMAGE ASSESSMENT AT ALTERNATE CEOC

. Ensure all essential personnel have been notified to report to the alternate facility (Property Appraiser’s Office)

Activate ESF 19 to identify team members and person in charge of Damage Assessment

Verify sufficient phone support is in place to support

the staff

Link to and refer to ESF 19.



Crossover Log

Date/Time_________ Team Leader_________ Significant accomplishments this period









Volusia County Community Information


DIVISION PROFILE

SITUATION


COOP OPERATIONS

PLAN MAINTENANCE


APPENDICES AND REFERENCED DOCUMENTS

11/13

VCCI COOP - I-1 Version 1.0

Volusia County Community Information Volusia County Continuity of Operations Plan

I. INTRODUCTION AND PURPOSE ........................................................................... I-4 A. Overall Purpose ................................................................................................................................................... I-4

II. DIVISION PROFILE ............................................................................................. II-1 A. Essential Functions ............................................................................................................................................ II-1 B. Non-Essential Functions ................................................................................................................................... II-2 C. Authorities ......................................................................................................................................................... II-2

1. Normal Operations ......................................................................................................................................... II-2 2. Emergency Operations ................................................................................................................................... II-2

D. Resources and Capabilities ............................................................................................................................... II-2 1. Staffing ........................................................................................................................................................... II-2 2. Facilities ......................................................................................................................................................... II-3 3. Systems .......................................................................................................................................................... II-3 4. Communications ............................................................................................................................................. II-3 5. Equipment ...................................................................................................................................................... II-4

E. Succession ........................................................................................................................................................... II-4

III. SITUATION ................................................. ERROR! BOOKMARK NOT DEFINED. A. Jurisdiction Hazards and Risks ....................................................................................................................... II-4 B. Vulnerabilities.................................................................................................................................................... II-4 C. Consequences of Disruption ............................................................................................................................. II-5 D. Planning Assumptions ....................................................................................................................................... II-5 E. Dependencies...................................................................................................................................................... II-6

1. Information Technology ................................................................................................................................. II-6 2. Administration ................................................................................................................................................ II-6 3. Purchasing ...................................................................................................................................................... II-6 4. Fleet Management .......................................................................................................................................... II-6

IV. COOP CONCEPT OF OPERATIONS ................................................................ III-1 A. Policies for Plan Implementation .................................................................................................................... III-1 B. Resource Requirements for Implementation ................................................................................................. III-2

1. Personnel ...................................................................................................................................................... III-2 2. Facilities ....................................................................................................................................................... III-2 3. Systems ............................................................................................................ Error! Bookmark not defined. 4. Equipment and Supplies ............................................................................................................................... III-2

V. COOP OPERATIONS ........................................................................................ IV-1 A. Emergency Recognition and Warnings .......................................................................................................... IV-1

1. Source ........................................................................................................................................................... IV-1 2. Validation Procedure .................................................................................................................................... IV-1

B. Situation Assessment ........................................................................................................................................ IV-1 1. Responsibility ............................................................................................................................................... IV-1 2. Procedure ...................................................................................................................................................... IV-1

C. Activation .......................................................................................................................................................... IV-1 1. Activation Criteria ........................................................................................................................................ IV-1 2. Activation Responsibility ............................................................................................................................. IV-1

D. Immediate Protective Actions ......................................................................................................................... IV-2 1. Personnel Protection ..................................................................................................................................... IV-2 2. Property Protection ....................................................................................................................................... IV-2

VCCI COOP - I-2


3. Protection of Vital records............................................................................................................................ IV-2 E. Notification of Activation ................................................................................................................................. IV-3

1. Internal ......................................................................................................................................................... IV-3 2. External ........................................................................................................................................................ IV-3

F. Mobilization ...................................................................................................................................................... IV-4 1. Essential Staff ............................................................................................................................................... IV-4 2. Alternate Facilities ....................................................................................................................................... IV-4 3. Systems ........................................................................................................................................................ IV-4

G. Operations ......................................................................................................................................................... IV-4 1. Initial Operations for COOP Implementation .............................................................................................. IV-4 2. Continuing Operations ................................................................................................................................. IV-5 3. Restoration of Normal Operations ................................................................................................................ IV-6 4. Deactivation and Demobilization ................................................................................................................. IV-7 5. Post-Activation Operations .......................................................................................................................... IV-8

VI. PLAN MAINTENANCE ....................................................................................... V-1 A. Responsibility ..................................................................................................................................................... V-1

1. Develop Plan Maintenance Procedures ......................................................................................................... V-1 2. Maintain Current Operational Procedures ..................................................................................................... V-1 3. Develop and Maintain Pre-Event Contracts .................................................................................................. V-1 4. Develop and Maintain Procedures for Notification ....................................................................................... V-1

B. Schedule ............................................................................................................................................................. V-1 C. Security ............................................................................................................................................................... V-1

VII. TRAINING AND EXERCISES ........................................................................... VI-1 A. Responsibility .................................................................................................................................................... VI-1 B. Schedule ............................................................................................................................................................ VI-1

VIII. APPENDICES AND REFERENCE DOCUMENTS ........................................ VII-1 A. Community Information Staff Contact List and Contact Numbers .......................................................... VII-1 B. Critical Applications and Required Equipment as Defined by Users .................. Error! Bookmark not defined. C. Facilities List ................................................................................................................................................... VII-1 D. Asset Lists ................................................................................................................. Error! Bookmark not defined. E. Vendor Lists .................................................................................................................................................... VII-1 F. Other External Documents ............................................................................................................................ VII-1

1. Volusia County Information Technology Disaster Recovery Plan ................... Error! Bookmark not defined. G. National Incident Management System (NIMS) Documents ...................................................................... VII-1 H. Emergency Action Teams/Evacuation Plan ................................................................................................. VII-1 I. Statutes ............................................................................................................................................................ VII-1 J. Checklists ........................................................................................................................................................ VII-1

1. Coop Activation .......................................................................................................................................... VII-1 2. Alternate Facility for Activation of Community Information Incident Command Center (ICC) ................ VII-1 3. Alternate Facility for Activation of Data Center .............................................. Error! Bookmark not defined. 4. Alternate Facility for Activation of Support Desk ........................................... Error! Bookmark not defined. 5. Alternate Facility for Activation of Desktop Support ...................................... Error! Bookmark not defined. 6. Alternate Facility for Activation of Voice Communications ............................ Error! Bookmark not defined. 7. Alternate Facility for Activation of Network Communications ....................... Error! Bookmark not defined. 8. Alternate Facility for Activation of 800 MHz Radio Communications ........... Error! Bookmark not defined.

K. Crossover Log ................................................................................................................................................. VII-1

VCCI COOP - I-3



Volusia County Community Information


A. Overall Purpose

This document is the “Continuity of Operations Plan” (COOP) for Volusia County Community Information. The COOP is a detailed plan for implementation by the Volusia County Community Information Division to maintain or quickly restore its essential services at the time of a major emergency or disaster. This will provide for disaster prevention, response, and recovery as outlined in Section 252.365, and 252.38 Emergency management powers of political subdivisions of the Florida Statutes. The COOP is designed to ensure the continued performance of minimum essential functions during a wide range of potential emergencies. This is accomplished through the development of this document and associated implementation of procedures as well as provisions for mobilization of alternate facilities, personnel, resources, interoperable communications, and protection of vital records/databases. This COOP has been prepared pursuant to the Volusia County Code of Ordinances http://library.municode.com/index.aspx?clientId=11665Sec.46.148 Operating Procedures, which states in part: Each County service center and group shall establish an internal chain of succession to ensure continuity of leadership, organization, and essential services during emergency circumstances. ………..In a declared state of local emergency, service center and group directors shall act in accordance with their responsibilities outlined in the Volusia County Comprehensive Emergency Management Plan…… In keeping with the Volusia County Emergency Management processes, this COOP is compliant with the National Incident Management System (NIMS) and other requirements of the State of Florida. This COOP has been prepared as an adjunct to the Volusia County Comprehensive Emergency Management Plan (CEMP). It will serve to ensure that Community Information is able to fulfill essential services including staffing and implementing its responsibilities pursuant to the CEMP. The COOP is intended to be consistent with and supportive of the CEMP in all aspects. The COOP may be activated concurrently with or separately from the CEMP depending on the type, location, and scope of a disaster or emergency. Activation of the COOP may also precede, follow, or extend beyond the period of activation of the CEMP. In general, the purpose of the COOP is to:

• Protect human life (employees, visitors, etc.). • Protect essential records and equipment. • Avoid or minimize disruption to essential services.

VCCI COOP - I-4

http://library.municode.com/index.aspx?clientId=11665


VCCI COOP - I-5

• Speed the return to normal operations. • Define resource and planning needs to achieve minimum required COOP

capabilities. The COOP is designed to:

• Address all types of hazards including natural, technological, and societal. • Be affective for differing scales of events from emergencies only affecting

Community Information’s normally used facilities, locations, or systems to wide-area disasters impacting significant portions of Volusia County or the State of Florida.

• Be capable of being implemented with little or no warning. • Support very rapid decision-making and initial implementation. • Assure continuation of essential operations by Community Information for a

minimum period, e.g., 30 days. • Address the fundamental needs of Community Information, its employees, and

the customers and population it serves. • Provide for postponement or minimization of those functions of Community

Information not identified as required to fulfill its designated essential functions.

• Define a process for Community Information to return to normal operations following the end of emergency conditions.

• Identify resource needs required for Community Information to effectively and quickly implement the COOP whenever necessary.

The objective of this plan is:

• To allow the current process and workflow to continue unaltered whenever possible.

• To allow the support organizations to continue to provide the internal support and infrastructure to the Division’s operational units, allowing those units to continue to provide the essential services to the citizens of Volusia County.

The intention of this plan is to ensure Community Information continues:

• To be supported by the disciplines that support it on a daily basis. • Access to all required resources and supplies enabling it to continue essential

operations for a period of at least 30 days following a disaster or emergency related disruption.

This plan will be implemented during events that cause severe and extraordinary interruptions to the normal operations of Community Information. These interruptions may be external such as natural, civil or other external disaster; or internal such as the loss of a single location, building, or resource.

II. DIVISION PROFILE The primary mission of the Volusia County Community Information states: “Community Information exists to increase the public’s awareness and knowledge of county services, programs and issues being confronted by the leaders of county government; to assist county departments with publication and video needs; to coordinate the county’s emergency public information; and to coordinate county marketing, advertising and public relations programs.” Community Information provides consolidated media relations, public information requests, crisis communications, graphic design, marketing and advertising organized as follows:

1. Community Information 2. Graphic Design 3. Photographer 4. Videographer 5. Webmaster

A detailed list of the Volusia County Community Information staff and organization is available on the Volusia County Intranet at: http://www.volusia.org/core/fileparse.php/4257/urlt/CommInfo.pdf Volusia County Community Information has the capabilities and resources to manage and coordinate Community Information operations on behalf of the County during normal operations and in the event of an anticipated interruption and/or equipment failure. A. Essential Functions Essential functions are those that enable an organization to provide vital services, exercise civil authority, maintain the safety and well-being of the general populace, and sustain the industrial and economic base in an emergency. Any functions not deemed mission essential should be deferred until additional personnel and resources become available. Community Information has established operational policies and procedures to enable Community Information operations to proceed on a day-to-day basis without select support services or outside agency support for a short duration. The functions of Community Information support services are to ensure this ongoing process can proceed without interruption. The essential functions of Community Information include the daily operations of the information dissemination process and the daily support of the government of Volusia County.

Function Description Reason Function is Essential News releases and media relations

Write and send news releases to news media; respond to media requests for information; arrange interviews and news conferences; keeping the public informed is essential to governmental operations.

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http://www.volusia.org/core/fileparse.php/4257/urlt/CommInfo.pdf


Website updates Post emergency information; continue to make provide updates.

Social media postings Post emergency messages on Twitter and Facebook.

A/V setups Set up A/V equipment for news conferences and internal use.

Payroll Submit payroll information to Payroll Office so employees get paid.

B. Non-Essential Functions

Community Information is committed to continued operations in addition to the essential functions defined above. While essential, the following functions are not time sensitive and could generally be deferred without impact to the safety and welfare of the community. In the event this COOP is activated, these and any other functions not deemed mission essential should be deferred until additional personnel and resources become available. The following functions will be deferred for 30 days or until Community Information has restored operations with full staff available on a daily basis.

Function Description Reason Function is Non-Essential Photography Take still photos. Can be delayed Accounting functions Create purchase orders; process bills for

payment. Can be delayed.

C. Authorities 1. Normal Operations

Volusia County Community Information is created as a division operating under the County Manager. 2. Emergency Operations

Volusia County Purchasing and Contracts also operates under the Volusia County Code of Ordinances Sec.46.148 Operating Procedures where they are given the responsibilities for the establishment of appropriate supportive operating procedures for emergency operations. Community Information also complies with Resolution No. 97-167 of the County Council of Volusia County, establishing the Volusia County Emergency Disaster Employment Policy.

D. Resources and Capabilities

1. Staffing The Volusia County Community Information is authorized to be staffed with 9 employees.

VCCI COOP - II-2

http://library.municode.com/index.aspx?clientId=11665

http://www.volusia.org/core/fileparse.php/4608/urlt/VC%20Emp%20Insides.pdf


In accordance with Resolution No. 97-167 of the County Council of Volusia County the employees of Community Information are classified as Mission Essential or Mission Support. 2. Facilities

Volusia County Community Information headquarters is located at 123 W. Indiana Ave., DeLand, FL shown as location DEINS on the reference document Volusia Facilities.xls. The building is located at Latitude N29° 1.748’, Longitude W81° 18.231'. A reference map of this location is located at Map of Location of Volusia County Community Information. 3. Systems

Volusia County Community Information is the provider of essential information used by the public and all agencies of Volusia County. Community Information disseminates this information through press releases, social media, and video systems. Backups of all critical Community Information data is are in keeping with VCIT Internal Security Policy. This policy, in general, stipulates that all enterprise, application data files be backed-up onto magnetic tape or disk daily. Backups will be recorded into and controlled using a backup logbook. A minimum of five daily backups, five weekly backups, twelve monthly backups, and annual backups will be maintained at all times. Such storage will be off-site in a temperature and humidity controlled environment maintained according to the media manufacturer recommendations. Backup media will be reasonably safeguarded from physical harm and unauthorized access. The recovery documentation associated with the critical applications will be stored along with backup media. Periodically, this storage area will be inspected in accordance with the inspection schedule established by VCIT. The backup processes put in place by VCIT Information conform to the requirements of Florida Statutes, Chapter 282.318 Security of Data and Information Technology Resources, cited as the "Security of Data and Information Technology Resources Act." This statute states in part: 4. Implement appropriate cost-effective safeguards to reduce, eliminate, or recover from the identified risks to the data and information technology resources of each agency. 4. Communications Volusia Community Information’s primary communication between fixed locations is via local telephone to and from the primary facility. It is assumed those same local telephone services would be available at the alternate site, and that IT and the phone service providers will forward the published Community Information numbers to that location. Community Information relies upon cell phones for mobile communications and the cell phone service would be used as an alternative to the BellSouth service in case of a network failure. The primary cell phone service is AT&T.

VCCI COOP - II-3




Community Information utilizes limited 800 MHz radios for mobile communications in the event cell phone service is unavailable. Additional 800 MHz radios are distributed to key VCCI personnel during hurricane preparations. 5. Equipment Volusia County Community Information equipment is inventoried in accordance with standard Volusia County inventory requirements.

E. Succession

If Community Information Director should be unable to fulfill the responsibilities of the position during an extraordinary event or local state of emergency, then the Community Information officer next in the order of succession may execute such powers. The Volusia County Code of Ordinances Sec.46.148 Operating Procedures requires the director to “establish an internal chain of succession to ensure continuity of leadership”.

To meet that requirement, the Director of Community Information has issued the following line of succession: Dave Byron, JoAnne Magley, Michelle Coates, Pat Kuhen.

F. Jurisdiction Hazards and Risks

As stated in the Volusia County Comprehensive Emergency Management Plan, while Volusia County is certainly prone to the same hazards as any community, certain of these hazards are more likely or occur more often. The State Watch Office (SWO) is located in the State’s Emergency Operations Center in Tallahassee and is to be notified any time certain types of incidents occur within the state. Guidelines have been issued to the counties so they will know when they are to contact the SWP. This notification process is generally voluntary in nature and may not reflect exactly how many incidents actually occurred vs. how many were reported. In most cases, these notifications are for information purposes only, but on occasion, the jurisdiction notifying the SWP will also request resources to assist with the incident. Further information and greater detail on the hazards and risks can be obtained from the Hazard Identification and Vulnerability Assessment section of the CEMP.

G. Vulnerabilities

The facilities and operations of Volusia County Community Information are vulnerable to both “external” and “internal“ disasters. External disasters are events that occur in the community such as a hurricane or utility system failure, which may or may not directly damage or affect the facilities of Community Information. An external disaster can be anticipated to have a significant impact on the level of Community Information’s operations and could impact the ability to deliver routine services. An external disaster would create an emergency

VCCI COOP - II-4


response requirement by the County departments and citizens of Volusia County increasing the need for services normally performed by the Community Information Division. An internal disaster is an event such as a structural fire or computer system failure that impacts the Community Information Division’s capabilities to complete its essential functions. An internal disaster impacting key work areas of Community Information could deprive County employees’ access to their electronic files, vendor lists, contracts, and use of applications like email, financial, human resources, criminal justice, and impede the ability to communicate.

H. Consequences of Disruption

An external disaster could create an emergency response requirement by other County agencies increasing the need for services normally performed by Community Information. The loss of these services could impact CI applications like electronic purchasing services. If such an event impeded transportation or utility services, the same disaster would impact the ability of Community Information employees to report to work. An internal disaster impacting key work areas of Community Information could deprive County employees’ access to their electronic files, vendor lists, contracts, and use of applications like email, financial, human resources, criminal justice, and impede the ability to communicate.

I. Planning Assumptions The following assumptions were used to develop this COOP: 1. Key roadway networks and transportation facilities will be available and/or

restored on a timely basis to enable access to the CI primary and alternate locations. Volusia County Public Works has documented a COOP to ensure access is available.

2. BellSouth will repair and/or restore any network outages that impact the ability of

CI Communications Systems Activity to support the County telephone systems.

3. Contracts and agreements with non-governmental providers of critical supplies and services will be honored to expedite purchase and delivery of resources and contracted personnel.

4. Access to and use of State of Florida purchase contracts and cooperative

purchase agreements from other local government purchase and procurement organizations outside of County of Volusia, established during times of normalcy, will be honored by those agencies or organizations and used if needed.

5. Key purchasing activities, including manual processes, will be available and/or

restored on a timely basis to enable emergency purchases by CI. Volusia County Purchasing has documented a COOP to ensure availability.

VCCI COOP - II-5


VCCI COOP - II-6

J. Dependencies

While the structure of government of Volusia County has enabled the various divisions and agencies to focus on their core services and allow other divisions and agencies to provide support services, these same processes have created situations where the core agencies have become dependent upon these support services. Community Information could perform the core functions without access to the following support functions, but communication with their customers and vendors would be delayed.

1. Information Technology Community Information has a dependency upon vendor support for continuous network connectivity, hardware maintenance, and adequate electrical power (backed up by a generator located in the TCK building).

2. Administration Community Information has a dependency upon Volusia County Finance to continue payroll functions and to maintain current payments to all vendors. The Finance Division has documented a COOP to provide the required support.

3. Purchasing Community Information has a dependency upon Volusia County Purchasing and Contracts to ensure existing purchasing actions are enabled and to establish new vendor purchasing agreements or contracts if required. The Purchasing and Contracts Division has documented a COOP to provide the required support.

4. Fleet Management Community Information has a dependency upon Volusia County Fleet Management Division to perform continued maintenance and repair on all Community Information vehicles. Fleet Management has developed and documented a COOP to ensure the critical support of Community Information vehicles continues without impact.

III. COOP CONCEPT OF OPERATIONS This COOP will be implemented when, in the judgment of the Director or alternate, CI is impacted due to an internal or external disaster depriving access to critical facilities, communications, or equipment for an extended time. When such an emergency is recognized, the Director or alternate activates the COOP, notifications are made, and personnel are mobilized. From the alternate facility identified in this COOP, CI will perform all external communication functions, prioritize requests, and schedule and deploy personnel. Volusia County Community Information will immediately begin restoration of operations at an alternate facility identified in this COOP. Emergency Community Information operations continue throughout the emergency, normal operations are restored, and the COOP is deactivated. Details regarding these actions are given in this section. A. Policies for Plan Implementation

In addition to the references to the Volusia County Code of Ordinances Sec.46.148 Operating Procedures.htm as stated in Section I- A above, this COOP is created to fulfill the policy of the Volusia County Council that each department and operational unit will have a COOP to: • Ensure that each department and facility has a disaster preparedness plan that is

coordinated with the Volusia County Emergency Management Office and approved by the Division.



o The plan must include the following minimum elements: Identification of essential functions, programs, and personnel. Procedure to implement the plan and personnel notification and

accountability. Delegation of authority and lines of succession. Identification of alternate facilities and related infrastructure

including those for communications. Identification and protection of vital records and databases. Schedules and procedures for periodic tests, training, and

exercises.

VCCI COOP - III-1 Version 1.0


VCCI COOP - III-2

The Volusia County Emergency Disaster Employment Policy (Resolution 97-167) will be implemented. Each County employee is classified as Mission Essential (ME) or Mission Support (MS). The employees’ availability will be dictated by their designation. Unusual occurrences are situations, generally of an emergency nature, that result from disasters, both natural and man made, and civil disturbances. Many variables affecting the response to unusual occurrences preclude addressing specifics. Plans should be established to address administrative and operational measures the Division should take in developing plans in preparing operationally to respond effectively to an unusual occurrence.


1. Personnel The COOP is staffed with a subset of the existing Community Information employees as listed in section II 1 – 5 above. The order and method of emergency callout of these employees is detailed in II D above.

2. Facilities The alternate facility for Community Information Operations currently located at 123 W. Indiana Ave., DeLand, FL is the Volusia County Emergency Operations Center located at 3825 Tiger Bay Road, Daytona Beach, FL.

3. Information Volusia County Community Information is the provider of essential information used by the departments and agencies of Volusia County and the loss of the primary site will cause the loss of that information. Community Information also uses unique equipment for information gathering and dissemination.


Technical Services o Replacement Equipment – The replacement equipment required to

restore operations is readily available. o File and application backups - The backup tapes and other media from

off-site storage as identified in Appendix A of the VC IT DRP. o Ethernet test equipment, fiber optic test equipment, LAN analyzer,

Acterna circuit tester

Radio System Services o 800 MHz radios

Desktop Support

o Replacement Equipment o Storage Media, CDs

IV. COOP OPERATIONS

A. Emergency Recognition and Warnings

1. Source Warnings or alerts that would cause activation of the COOP may originate from a variety of sources. Some examples of such sources may be:

a) Fire Alarm b) Security guard during primary operation hours c) Direct observation of staff at the facility d) Call from fire or law enforcement e) Call from Volusia County Emergency Management Division


When a warning or alert is presented to the division, steps must be exercised to validate the information to prevent fraudulent/malicious warnings. If the warning is not from a known and obvious authority, confirmation will be sought from the Emergency Management Division, Sheriff’s Dispatch Center for law enforcement, or Emergency Communications Center (ECC) for fire rescue EMS.


1. Responsibility The Community Information Director will make the initial assessments of the emergency and will provide overall guidance to CI personnel.

2. Procedure Depending upon the emergency indicated by the warning, the Director will first take whatever measures are required to ensure the safety of all personnel at the building or site. Documented procedures to evacuate the building, shelter-in-place, or take other immediate life-safety response operations posted in each building are under the control of the Volusia County Community Information.

C. Activation

1. Activation Criteria The criterion to activate this COOP is the ability or inability of Community Information to be back in operation at the impacted facility within 96 hours.


The Director or alternate will execute the Activation Procedure Checklist . This checklist will ensure a thorough assessment of the situation has been conducted, damage assessments of the Division facility are completed, and all essential communications are executed.

a) Primary Responsibility It is the responsibility of the Director to activate this COOP.

VCCI COOP - IV-1 Version 1.0


b) Alternate Responsibility In the event the Director is unavailable, the responsibility will follow the order of succession in section II above.


Procedures and action plans are in place to provide for immediate action to protect personnel, property, and vital records.

1. Personnel Protection The Volusia County Community Information documents building evacuation that include instructions for sheltering-in-place, personnel accountability, and obtaining emergency medical services. These procedures are posted in conspicuous places.

a) Personnel Accountability The procedures identified above include instructions for sheltering-in-place, personnel accountability, and obtaining emergency medical services. b) Medical/Rescue Services References to and instructions to contact medical/rescue services are included in the procedures above.

2. Property Protection a) Actions Community Information is protected as part of the Volusia County Government complex.

b) Responsibility The responsibility for protection of the assets of the Volusia County IT Division rests with the Director of Information Technology.

3. Protection of Vital records a) Actions All vital records for Community Information are stored as electronic records and are protected by the Division’s data backup, archive, and off-site storage processes. These processes put in place by Community Information conform to the requirements of Florida Statutes, Chapter 282.318 Security of data and information technology resources, cited as the "Security of Data and Information Technology Resources Act." This statute states in part: 4. Implement appropriate cost-effective safeguards to reduce, eliminate, or recover from the identified risks to the data and information technology resources of each agency.

b) Responsibility It is the opinion of the Director that any additional cost of backing up, or protecting these records exceeds their value and the lack of additional action does not place the County at additional risk.

VCCI COOP - IV-2



The Alert and Notification process listed in the following section can be triggered by the implementing manager’s observation of such an extraordinary event and personal knowledge of the impact or by notification from other sources as defined in the Emergency Recognition and Warnings section above.


(1) Implementing Staff and Alternates The team will contact the staff members required at the alternate site. Essential Staff In accordance with Resolution No. 97-167 of the Volusia County Council, the employees of Community Information are classified as Mission Essential or Mission Support.


All Community Information personnel who have not been contacted as part of the initiation of this plan within the first 24 hours following any disaster are to report to the alternate site during the daytime hours during the second 24 hours following the disaster. They will be given instructions at that time as to where and when to report for work.

2. External

a) County Emergency Management and County Manager The Director or alternate will contact the County Emergency Management office to advise that office of the major emergency or disaster and that this COOP has been activated. The County Emergency Management Office will then contact and advise the State Watch Office. The Director or alternate will then contact and advise the County Manager’s office.

b) Other Agencies and Organizations (1) Notify IT Communications

Forward all incoming phone calls to Community Information numbers at the alternate site.

(2) Notify Finance and Accounting Notify Finance and Accounting of the activation of this COOP and identify any unique or additional accounting codes required to record expenses and/or make purchases in recovery of this disaster.

VCCI COOP - IV-3


(3) Notify Primary Customers Notify the primary County customers who may have need to contact this office.

F. Mobilization

1. Essential Staff The primary and alternate staff notified in the prior step Implementing Staff and Alternates will be told to report to the Alternate Facility.

2. Alternate Facilities The alternate facility for Community Information, currently located at 123 W. Indiana Ave., DeLand, FL is the Media Room at the Volusia County Emergency Operations Center located at 3825 Tiger Bay Road Daytona Beach Fl.

3. Systems Volusia County Community Information utilizes standard IT systems at all locations.

G. Operations

1. Initial Operations for COOP Implementation

a) Initial Implementation of Essential Functions The following attached procedures are for the initial implementation of individual essential functions. When Volusia County Emergency Management activates ESF functions, Community Information is the supporting agency for all ESF positions.

(1) COOP Activation Procedure

To activate this COOP, go to the COOP Activation Procedure checklist. This checklist includes steps to alert, assess, and decide to activate the COOP.

(2) Alternate Facility for Activation of Community Information Joint Information Center (JIC)

When the Director or alternate announces the decision to activate the JIC, click on hyperlink.

b) Communications

(1) Internal Identify and address any problems inhibiting communications with primary internal agencies and County management. Normal communication channels and methods as described in the Dependency Section above should be used.

(2) External Identify and address any problems inhibiting communications with primary customers, vendors, and County management.

VCCI COOP - IV-4


Coordinate any changes or updates required for communications from the alternate site with ESF 2.

c) Customer/Client Information The primary customers/clients of Community Information are the supported agencies and employees of Volusia County and the citizens of Volusia County. Any visible disruption to Volusia County IT will be of paramount concern to the citizens. Therefore, prompt and accurate information to the public informing them of the presence of this plan and the successful execution of this plan is extremely important.

Maintain communications with the County Manager’s representative and Public Information Office attached to the County Manager’s office to ensure correct, accurate, and consistent information is released to other agencies, County employees and vendors and to the public when appropriate. d) Coordination

(1) External Agencies and Organizations Contact the following organizations to advise them of changes in location or procedures that may affect the way they interface the Volusia County Community Information Division.

a. Daytona Beach News-Journal b. WDSC c. Univision d. WFTV e. Fox 35 f. The Orlando Sentinel

e) Assessment

Review actions taken during the “Initial operations for COOP implementation period” as defined in the COOP Activation checklist and ensure all essential functions are adequately implemented. Take immediate corrective action(s) if it is determined that any essential functions are not being adequately implemented.

2. Continuing Operations a) Continuing Implementation of Essential Functions

Take appropriate actions to implement any latent or missing functions discovered during the review in the assessment section immediately above. Review those functions listed as Non-Essential Functions and ensure none have been mislabeled or have become essential. b) Assessment and Monitoring

Hold briefing sessions at each shift change at the EOC. Update the Director following the procedures in the current Incident Command criteria.

VCCI COOP - IV-5


c) Continuing Customer/Client Information Maintain communications with the County Manager’s representative and Public Information Office attached to the County Manager’s office to ensure correct, accurate, and consistent information is released to other agencies, County employees and vendors, and to the public when appropriate. d) Continuing Coordination

(1) External Agencies and Organizations Maintain communications and coordination with any agencies whose operations or support has been changed by the implementation this COOP.

e) Continued Staffing Monitor staff to ensure work hours and task assignments are reasonable and achievable. Monitor for excessive hours expended and arrange for additional staff and support if workload or hours become excessive. f) Problem Resolution Review all open problems after each shift change. If any problems remain unresolved, or if any problems are preventing successful implementation of this COOP, escalate to the County Manager. g) Resource Procurement Verify all required resources are available for continued implementation of this COOP and for continued operations for up to 30 days at the alternate site.

h) Administration and Accounting The Community Information Director or alternate will provide updates to the Chief Financial Officer or alternate to ensure this emergency and the steps taken above do not impact the cash position or financial position of the County. NOTE: If the AMS financial and human resources system is operational and available from the alternate site, the actions taken as a result of this plan should have no impact. If the AMS financial and human resources system is not available, or if input is delayed, this should be monitored.

Provide interim and preliminary calculations and/or estimates of expenditures required to implement this COOP. This may include emergency replenishment of parts inventory, emergency replacement of equipment, and vendor expense(s) for alternative work assignment, etc.

3. Restoration of Normal Operations a) Responsibility The Community Information Director or alternate will be responsible to determine if any non-essential functions will be restored prior to return to the primary site, or will continue to be deferred until the return. It will also be the responsibility of the Director or alternate, to determine when to return to the primary site. The Director will periodically assess

VCCI COOP - IV-6


the primary site. These assessments and action items will be documented in the Crossover Log at the end of each shift change. While it is the responsibility of Facilities Services to restore or repair the primary facility, the Director will appoint a representative to work with Facilities Services to ensure the unique requirements of Community Information are met. b) Procedure After Facilities Services advises the Director the primary site is restored and available, the Director will plan and execute the return to the primary site. The staff will assess the condition of the installed office equipment, primarily office computers, printers, and other equipment. The IT Manager(s) will verify that sufficient desks, files, and other required furniture is installed and available for the Division staff. c) Coordination The Director will coordinate the return to the primary site with Facilities Services to ensure the site is prepared and outfitted. They will also coordinate with any other agencies or outside vendors who are supporting the alternate site.


a) Responsibility for Deactivation The CI Director will notify the Director of the Volusia County Emergency Management Division and the County Manager when the decision is made to return to normal operations, initiate the demobilization of the alternate site, and restore that site to its original use.


(1) Alternate Facilities The alternate facilities must be cleaned, restored, and returned to their prior use by Community Information. Changes that improve the alternate site or do not impact the original use of the site may be left intact. Any additional utilities or other charges incurred at the alternate site will be paid and services terminated to prevent further charges.

(2) Alternate Systems Prior to deactivation, ensure the completion of all Community Information actions or arrangements have been made for their completion. Ensure that financial transactions have been documented for forward recovery of the AMS financial and human resources system after return to Community Information primary location.

(3) Alternate Equipment and Supplies

Coordinate with Facilities, Purchasing, and/or approved movers to schedule the physical move of working files, papers, and any office

VCCI COOP - IV-7


VCCI COOP - IV-8

equipment being used at the alternate site for relocation back to the primary site.

(4) Supplemental Staff

While it is not anticipated that Community Information will utilize any supplemental staff, this checkpoint will ensure that the IT Director or alternate will plan for and schedule the termination of any supplemental staff that has been hired solely for the support of the alternate site. The IT Director or alternate will also advise any other County employees that have been reassigned to Community Information of the date and time they may return to their permanent position.

c) Financial Management and Accounting Prior to deactivation of the COOP, the CI Director or alternate will assign staff to perform an audit or review to ensure all financial record keeping during COOP activation is adequate and has been entered into the AMS system or steps are in place to enter this data. This audit will also ensure the internal order number is assigned to the incident by the Finance Office.

The Accounting Division will perform a post event audit to ensure all expenditures were properly recorded using the internal order number obtained from the Finance Division.

5. Post-Activation Operations

a) Repairs and Restoration Repairs will be completed prior to any move back to the primary site.

b) Staff Critical Incident Stress Debriefing Community Information Director will make Critical Incident Stress Debriefing (CISD) available via ESF #8 following major events requiring activation of the COOP. As referenced in Section IV. B. of ESF #8 of the Volusia County Comprehensive Emergency Management Plan, it is the responsibility of the Volusia County Health Division to support local agencies with securing critical incident stress debriefings for emergency workers.

c) “After-Action” Evaluation and Critique Schedule and modify plan as required.

V. PLAN MAINTENANCE

A. Responsibility The CI Director or alternate is responsible for COOP plan maintenance.


Procedures will be developed and executed to ensure this COOP continues to conform to the organization as listed on the Volusia County Intranet at: http://enn.co.volusia.fl.us/communityinfo/ o Maintain all attachments as current. o Maintain personnel rosters as current adding replacements as required. o Monitor the Essential Functions to ensure they continue to meet the

requirements of Volusia County. o This COOP maintains compatibility with the Volusia County CEMP. o The order of succession as documented in II is current and accurate.

2. Maintain Current Operational Procedures Perform reviews to maintain the following, which are needed for any event that may cause this plan to be activated. o Operational Procedures o Database o Systems o Vendor lists for services and supplies

3. Develop and Maintain Pre-Event Contracts Develop and maintain as current such pre-event purchasing contracts and mutual aid agreements as necessary for known or readily anticipated supplies, services, or assistance that can be anticipated for any event that may cause this plan to be activated.

4. Develop and Maintain Procedures for Notification Develop and maintain procedures for notification of other agencies and organizations necessary for implementation and activation of this COOP.

B. Schedule A full review of the plan will take place during the ESF 1 Annex review process, and appropriate updates must be made whenever the person to whom the plan maintenance responsibility is assigned, (as listed in VI A. 1 above) is aware of any change that will impact the plan. Updates will also be made following any and all of the semiannual or annual training exercises.

C. Security At each scheduled review of this plan per the schedule above, ensure the continuing and any new additional security requirements for the agency have been considered. This should include operational security at any alternate locations addressed by this COOP, as well as for this COOP document itself.

VCCI COOP - V-1 Version 1.0

http://enn.co.volusia.fl.us/communityinfo/

VI. TRAINING AND EXERCISES

Volusia County Community Information will have prepared implementation procedures and will have trained staff in the use of these procedures. Community Information staff will maintain these procedures. A. Responsibility It is the responsibility of the Director to ensure the assignment of the maintenance and training of this COOP is distinctly assigned and that every employee in Community Information understands their responsibility to participate in the training exercises of this COOP.

B. Schedule Hold biannual “table top” training exercises with all team members to ensure roles and responsibilities are understood, and to ensure the plan continues to meet the changing requirements of Volusia County and the Volusia County CEMP. Hold annual training program with all members of the Division to ensure total awareness of, and input into, the existence and maintenance of this plan. In place of the “table top” training exercise above, Community Information may practice activating the COOP annually during the County’s annual hurricane exercise. The practice activation will allow Community Information to test the COOP implementation during a major, external disaster and further test the communication methods used during such an event.

VCCI COOP - VI-1 Version 1.0

VII. APPENDICES and REFERENCE DOCUMENTS

A. Community Information Staff Contact List and Contact Numbers • A copy of this data from the Division’s Internet page is located at:

http://enn.co.volusia.fl.us/communityinfo/ • Volusia County Emergency Disaster Employment Policy Resolution 97-167.pdf

B. Facilities List

1. Community Information COOP References\Location.pdf

C. Vendor Lists • A list of Community Information Vendors is maintained by Purchasing. • A list of emergency vendors is in the emergency purchasing manual,

a copy of which resides at the EOC. A copy is also in the possession of each purchasing staff member.

• A full list of all vendors is available from the mainframes AMS financial and human resources system.

D. Other External Documents

1. Volusia County COOP.doc 2. Volusia County CEMP

E. National Incident Management System (NIMS) Documents

• Link to NIMS Document web sites and PDF files. • Cross reference of NIMS titles and current VC IT position titles

F. Emergency Action Teams/Evacuation Plan

• Evacuation Plans for Community Information are prominently posted throughout the work space.

G. Statutes

• 252.365 Emergency Coordination Officers; Disaster-Preparedness Plans

• 252.38 Emergency Management Powers of Political Subdivisions • Article V. Emergency Management Services Group, Sec.46.148

Operating Procedures.htm • Chapter 282.318 Security of Data and Information Technology

Resources

H. Checklists 1. Coop Activation 2. Alternate Facility for Activation of Community Information

Incident Command Center (ICC)

I. Crossover Log

VCCI COOP - VII-1 Version 1.0

Volusia County Community Information Alternate Facility

VCCI COOP - VII-2

(1) COOP ACTIVATION

This COOP checklist is for the initial activation of this COOP.

COOP Ref.

Task Assigned To

Date/Time Comp.

V.A.2. Validate any warning or alert of emergency situation Identify which of the Community Information

locations are impacted by the emergency and the functions disrupted.


Contact the required Community Information personnel, advise them of the disaster, and direct them to relocate to the alternate site.

Perform assessment of damage to facility. V.B.2. Perform an assessment of the ability of Community

Information to perform essential functions at the primary site within 96 hours.


Define timeline to relocate the impacted functions to the alternate site.

Retrieve and review this document. V.D.2. Take any additional reasonable and prudent steps

to protect equipment, files, and any other accessible assets.

V.E.1.

Notify key personnel.

V.G.1.c Although the primary customers/clients of Community Information are the public, other departments, divisions, and agencies of Volusia County, any visible disruption to Community Information primary site or operations will be of paramount concern to the citizens. Therefore, prompt and accurate information to the public informing them of the presence of this plan and the successful execution of this plan is extremely important. Maintain communications with the County Manager’s representative and Public Information Office attached to the County Manager’s office to ensure correct, accurate, and consistent information is released to other agencies, County employees and vendors, and to the public when appropriate.

VCCI COOP - VII-3

(2) ALTERNATE FACILITY FOR ACTIVATION OF COMMUNITY INFORMATION

This COOP checklist is for activation of Community Information, which will be located at the following:

• Volusia County Emergency Operations Center/Sheriff’s Communication Center 3825 Tiger Bay Road Daytona Beach Florida 32124

COOP Ref.

Task Assigned To

Date/Time Comp.

Ensure all essential personnel have been notified to

report to the alternate facility. CI Director

The Community Information Director or alternate will establish the manager in charge of this alternate facility.

CI Director

If not done upon arrival, arrange the tables and other office fixtures in room to support a minimum staff.

CI Staff

Verify phone support is in place to support the minimum staff.

CI Staff

Perform telephone and computer checks. CI Staff Issue press release with new location and contact

information CI Staff

VCCI COOP - VII-4






VCCI COOP - VII-5

VCCI COOP - VII-6


Volusia County CEMP

ESF 15 COOP Page 1



Volunteers and Donations

Volusia County Revenue Division



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ESF 15 COOP Page 2

I. Introduction


The purpose of the Emergency Support Function (ESF) 15 Continuity of Operations Plan (COOP) is to provide guidance to staff in the event relocation to an alternate administrative facility must take place. The Objectives include: 1. The ability to sustain Mission Essential Functions 2. The ability to conduct a move with minimal delay and maximum efficiency 3. The ability to maintain ESF responsibilities within the Volusia County EOC. By establishing restoration and maintenance procedures for Mission Essential Functions prior to a disruptive event, restoration and maintenance can take place more efficiently and more cost effectively. Some non-essential functions may have to be postponed for a longer duration of time than those that are Mission Essential. Priorities of the Continuity of Operations Plan are: 1. Life safety of employees, vendors and the general public 2. Protection of vital records, vehicles and critical facilities 3. Perform duties as the lead agency for ESF 15 B. Applicability and Scope

1. This document applies to the administrative staff of the Volusia County Revenue

Division.


3. The COOP may be applicable when damage to the primary site or the

infrastructure supporting it is disrupted so significantly that it is not possible to continue operating from the primary location. The COOP will be enacted based on the impact to the primary facility, which may be greater than the impact to the overall community.




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5. This COOP applies to any magnitude of event: minor, major or catastrophic, as well as any type of event whether an act of nature, technological accident such as a trail derailment, or intentional act, such as a domestic or foreign terrorist act. It applies to the ability of the Revenue Division to continue its roles and responsibilities as outlined in the Volusia County Comprehensive Emergency Management Plan.




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ESF 15 COOP Page 5











Tables Available at Alternate site General Services, vendor Chairs Available at Alternate site General Services, vendor File cabinets/drawers Limited availability at the

Alternate site. General Services

Vehicles Division assigned vehicles Fleet Management for maintenance shop support

Desktop computers Some available at the alternate site

I.T. and contract support

Laptop computers (1 county Owned)

Not available at the alternate site

I.T. and contract support

Telephones Alcatel – Lucent available I.T. support Cellular phones Personal and county issued I.T. or contractor service

provider 800 MHZ Radios/w charger Not routinely used I.T II. Safeguards


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ESF 15 COOP Page 6


I.T.).









III. Authorities and References:


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A. Executive Order 12148–Federal Emergency Management. EO 12148 establishes

Federal policies and coordinates civil emergency planning, management, and assistance functions. It also establishes the President’s role in working with State and local governments.

B. Executive Order 12472–Establishment of the National Communications System. EO 12472 establishes the National Communication Systems as a Federal interagency group assigned national security and emergency preparedness telecommunications responsibility throughout the full spectrum of emergencies. Responsibilities include planning, developing, and implementing enhancements to the national telecommunications infrastructure to achieve measurable improvements in survivability, interoperability, and operational effectiveness under all conditions. This is accomplished by effective management and by using national telecommunication resources to support the Government during any emergency.

C. Executive Order 12656–Assignment of Emergency Preparedness Responsibilities. EO 12656 is the foundation of these mandates. It requires Federal agencies to develop plans and procedures that ensure the survival of the U.S. Constitution and American Government by enabling them to continue to provide essential functions and services during and following a disaster or emergency. Executive Order 12656 assigns national security management preparedness responsibilities to Federal departments and agencies.

D. Presidential Decision Directive 63. PDD–63 is a national-level effort to ensure the security of the increasingly vulnerable and interconnected infrastructure of the United States. It requires departments and agencies to develop a plan for protecting critical infrastructures, including telecommunications, banking and finance, energy, transportation, and other essential functions and services. The directive addresses those services provided by Federal, State, and local governments.

E. Presidential Decision Directive 67. PDD–67 directs the Federal executive branch departments and agencies to have a viable COOP Plan and capability. Departments and agencies must be able to operate at their alternative facilities with or without warning no longer than 12 hours after the disaster and to maintain sustained operations for a minimum period of up to 30 days. The plans identify those requirements necessary to support the primary functions, such as emergency communications, establishing a chain of command, and delegations of authority.

F. Executive Order 13228—Establishing the Office of Homeland Security and the Homeland Security Council. EO 13228 establishes the Office of Homeland Security in response to the terrorist attacks on September 11, 2001. Responsibilities of the office include developing and coordinating the implementation of a comprehensive


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ESF 15 COOP Page 8

national strategy to secure the United States from terrorist threats or attacks. The office shall coordinate the executive branch’s efforts to detect, prepare for, prevent, protect against, respond to, and recover from terrorist attacks within the United States.

G. Executive Order 13231—Critical Infrastructure Protection in the Information Age. EO 13231 establishes a protection program that consists of continual efforts to secure information systems for critical infrastructure that includes emergency preparedness communications. To achieve this policy, there will be a senior executive branch committee to coordinate that will have cognizance over all Federal efforts and programs involving continuity of operations, continuity of government, and Federal department and agency information systems protection.

H. Robert T. Stafford Disaster Relief and Emergency Assistance Act, Amended (U.S. Code Title 42 Section 5121). This act provides for an orderly and continual means of assistance by the Federal Government to state and local governments for carrying out their responsibilities to alleviate the suffering and damage that result from disasters. 42 USC 5121 encourages the development of comprehensive disaster preparedness and assistance plans, programs, capabilities, and organizations by the States and local governments.

I. U.S. National Archives & Records Administration (NARA) Code of Federal Regulations. The NARA Code of Federal Regulations (CFR), Subchapter B, Records Management, provides guidance and prescribes policies for records management programs relating to record creation and maintenance, adequate documentation, and proper record disposition.

J. Homeland Security Presidential Directive–1. The Homeland Security Council (HSC) shall ensure coordination of all homeland security-related activities among executive departments and agencies and promote the effective development and implementation of all homeland security policies. The HSC Principals Committee (HSC/PC) shall be the senior interagency forum under the HSC for homeland security issues. The HSC Deputies Committee (HSC/DC) shall serve as the senior sub-Cabinet interagency forum for consideration of policy issues affecting homeland security. HSC Policy Coordination Committees (HSC/PCC) shall coordinate the development and implementation of homeland security policies by multiple departments and agencies throughout the Federal Government, and shall coordinate those policies with State and local government.

K. Homeland Security Presidential Directive–3. The Homeland Security Advisory System provides warnings in the form of a set of graduated “Threat Conditions” that would increase as the risk of the threat increases. At each threat condition, Federal departments and agencies implement a corresponding set of “Protective Measures” to


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ESF 15 COOP Page 9

further reduce vulnerability or increase response capability during a period of heightened alert. This system is intended to create a common vocabulary, context, and structure for an ongoing national discussion about the nature of the threats that confront the homeland and the appropriate measures that should be taken in response. It seeks to inform and facilitate decisions appropriate to different levels of government and to private citizens at home and at work.

L. FEMA Federal Preparedness Circular (FPC) No. 65–Federal Executive Branch Continuity of Operations (COOP). FPC 65 provides guidance to Federal executive branch departments and agencies for developing viable and executable contingency plans for continuity of operations. COOP planning facilitates the performance of department/agency essential functions during any emergency or situation that may disrupt normal operations. FPC 65 requires that each agency appoint a senior Federal Government executive as an emergency coordinator to serve as program manager and agency point of contact for coordinating agency COOP activities. This ensures continuous performance of an agency’s essential functions during an emergency and protects essential facilities, equipment, records, and other assets. The actions recommended in FPC 65 will reduce disruptions to operations and loss of life, and minimize damage and losses. It achieves a timely and orderly recovery from an emergency and resumption of full service to customers.

M. Federal Preparedness Circular No. 66–Test, Training and Exercise (TT&E) Program for Continuity of Operations (COOP). FPC 66 provides guidance to Federal executive branch departments and agencies for use in developing viable and executable TT&E programs to support the implementation and validation of COOP plans. These activities are important elements of a comprehensive emergency preparedness program necessary to improve the ability of agencies to effectively manage and execute their COOP plans.

N. Federal Preparedness Circular No. 67–Acquisition of Alternate Facilities for Continuity of Operations (COOP). FPC 67 provides guidance to Federal executive branch departments and agencies for acquiring alternative facilities to support their COOP. FPC 67 requires agencies to designate alternative operating facilities as part of their COOP plans and prepare their personnel for the possibility of sudden relocation of essential functions or COOP contingency staff to these facilities should an emergency necessitate that action.

O. State of Florida Guidance

P. Sections 14.055 – 14.056, Florida Statutes (Governor).

Q. Sections 22.01 – 23.127, Florida Statutes (Emergency Continuity of Government).

R. Sections 23.12 – 23.127, Florida Statutes (Florida Mutual Aid Act).


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ESF 15 COOP Page 10

S. Section 163.01, Florida Statutes (Inter local Cooperation Act of 1969).

T. Sections 250.540 – 250.549, Florida Statutes (Military Affairs).

U. Sections 252.31 – 252.62, Florida Statutes (Emergency Management Act).

V. Section 401.015, Florida Statutes (Medical Telecommunications and Transportation).

W. Sections 870.01 – 870.06, Florida Statutes ( Affrays; Riots; and Unlawful Assemblies).

X. Chapter No. 2001-361, Florida Law (Public Records/Security System Plan), dated December 12, 2001.

Y. J. Chapter No. 2001-365, Florida Law (Domestic Security/Counter-terrorism), dated December 12, 2001.

Z. Chapter No. 2001-366, Florida Law (Domestic Security/Counter-terrorism), dated December 12, 2001.

AA. County Guidance BB. Volusia County Code of Ordinances Section 46.148 Operating Procedures

CC. Volusia County Comprehensive Emergency Management Plan

References:


FEMA Continuity of Operation Template Florida Incident Field Operations Guide Volusia County Comprehensive Emergency Management Plan Volusia County Communications and Warning SOP Volusia County Operations Center, Operations Manual Volusia County Recovery Plan




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ESF 15 COOP Page 11


Priority Functions Sustainment Support 1 Process and issue license plates Facilities Mgmt., I.T.

2 Process and issue hunting and fishing licenses Facilities Mgmt., I.T. 3 Maintain and protect vital historical records I.T., 4 Staff the CEOC ESF 15 Position during activation EOC Augmentation Team

Non-Mission Essential Functions Provide route service to county vehicles Can be delayed for 30 days Testing and interviewing potential employees Can be delayed for 60 days Testing and interviewing for promotional advancement

Can be delayed for 30 days

Community Redevelopment program Can be delayed for 30 days Work related to non-time sensitive grants, budgets, and personnel actions

Can be delayed for 30 days



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ESF 15 COOP Page 12


TAXSYS All 4 Revenue Offices Web-based

FRVIS All 4 Revenue Offices Web-based

ENN and Internet All workstations, all offices Available at Alternate Sites.

Payment Express All4 Revenue Offices No. Vendor supported Desktop computers All workstations, all offices I.T. and Pomeroy supported

Vehicles County owned – mostly DeLand and Daytona Beach Offices

Can be relocated to any office



Positioned (other than

satellite offices)

Hard Copy Or

Electronic?


Who is responsible for relocating to the alternate site.

Indicate if it is not pre-positioned.

1 TAG / Licenses No Both I.T. Administrative Staff

2 Hunting/Fishing Licenses

No Both I.T. Administrative Staff

3 Credit/Debit transactions

No Both Payment Express


4 Payroll and Finance

No Both I.T., Finance Administrative

5 Personnel Records

No Both Personnel Administrative Staff

6 Contracts No Both Legal Administrative Staff

7 Vehicle No Both Fleet management



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ESF 15 COOP Page 13


A. The COOP may be activated by the Director of Revenue or their designated representative.







E. A “Stay-Behind Team (SBT)” may be appointed by the Director.




F. Tasking of Assignments


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ESF 15 COOP Page 14

Person Assigned the Task

Task Date/Time

Assigned

Date/Time Comp.

Director Validate any warning or alert of emergency situation

Director w/staff Perform assessment of damage to facility

Director Make decision to activate the COOP, or define time period to cease operations at that facility.

Director Define timeline to relocate to the alternate site

Director, Tag and Tax Supervisor, and satellite office mgr.


Director, Tag and Tax Supervisor, and satellite office mgr.


Director Appoint an Incident Commander and Incident Management Team

Each supervisor and satellite office mgr.

Take any additional reasonable and prudent steps to protect office equipment, files in any other accessible assets.

Director begins process


Incident Commander designates person

Appoint staff to develop and demobilization plan for returning to the primary site



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ESF 15 COOP Page 15

Director Revenue Division

Tag or Tax Supervisor Tax or Tag Supervisor




B. Satellite Capability as Alternate Sites:

In the event the smaller branch offices (Orange City or New Smyrna Beach) one alternate site option is to combine their services with the larger Daytona Beach and Deland operations. This is workable if they are going to be closed for a short duration of perhaps a week. The Daytona Beach office located at 250 Beach Street, or the Thomas C. Kelly Building are much larger and would most likely require opening an alternate site for the public and moving operations there.

C. Alternate sites and their attributes

Facility Address Security Exposure Safe From Volusia Co. Emergency Operations Center

3825 Tiger Bay Road, Daytona Beach Fl 32124










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ESF 15 COOP Page 16


A. The Continuity of Operations Plan is part of the Corrections Division Multi-year


B. The Branch Jail Warden will maintain custody of the COOP who is responsible for making updates to the plan and distributing updates to copy holders.

C. As a minimum the plan will be reviewed during the ESF 1 Annex review process, or more frequently at the director of the Division Director.


A. The COOP will be explained to new employees as part of their orientation process B. The COOP will be reviewed annually as in-service training D. The COOP management team, as designed by the Division Director will conduct a


/Nothing Follows/


Volusia County CEMP

ESF 17 COOP Page 1


Emergency Support Function 17 Volusia County Animal Services



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ESF 17 COOP Page 2

I. Introduction


The purpose of the Emergency Support Function (ESF) 17 Continuity of Operations Plan (COOP) is to provide guidance to those implementing the ESF 17 COOP. The Objectives of the plan include: 1. The ability to sustain Mission Essential Functions through the incident 2. The ability to relocate efficiently and effectively without a loss of ability to perform

the ESF Mission Essential Functions 3. The ability to serve as the lead agency for ESF 17 in the Volusia County Operations

Center during activation. By establishing restoration and maintenance procedures for Mission Essential Functions prior to a disruptive event, restoration and maintenance can take place more efficiently and more cost effectively. Some non-essential functions may have to be postponed for a longer duration of time than those that are Mission Essential. Priorities of the Continuity of Operations Plan are: 1. Life safety of employees, vendors and the general public 2. Protection of vital records, vehicles and critical facilities 3. Continuity of Animal Services 4. The ability to perform ESF 11 functions in the Volusia County Emergency

Operations Center B. Applicability and Scope

1. The COOP is intended to be utilized for a period up to thirty (30) days. Should

relocation require additional time the COOP should be reviewed to determine which elements of it require enhancement or modification to sustain operations for a longer period.






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ESF 17 COOP Page 3


4. This COOP applies to any magnitude of event: minor, major or catastrophic, as well as any type of event whether an act of nature, technological accident such as a trail derailment, or intentional act, such as a domestic or foreign terrorist act. It applies to the ability of the Animal Services Division to continue its roles and responsibilities as outlined in the Volusia County Comprehensive Emergency Management Plan.




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ESF 17 COOP Page 4








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ESF 17 COOP Page 5







• Some employees and suppliers of products and services to Volusia County may • be impacted by the incident and are not able to report to work.

E. Resource Needs at the Alternate Facility and Dependencies

Resource Need at Alternate

Site Available for service Dependency

Tables Some availability; others can be carried across the parking lot by ESF 17 staff


Chairs Some availability; others can be carried across the parking lot by ESF 17 staff


File cabinets/drawers Some availability; others can be carried across the parking lot by ESF 17 staff

General Services

Vehicles County issued vehicles Fleet Management for maintenance

Desktop computers Not at alternate site, will need to move desktops from primary site

I.T. for user support

Laptop computers Not available, easy to relocate I.T. for user support Telephones Limited service in alternate

site. I.T. for user support


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ESF 17 COOP Page 6

Cellular phones County Issue and personal I.T. for user support, or contractor services for personnel instruments

800 MHZ Radios/w charger County issued available I.T. for user support Field officer animal capture and restraining equipment

Available in trucks Purchasing to acquire replacement

Sheltering Provided by Humane Society Back up Human Societies, animal rescue teams

Large Animal Rescue Fire Services Technical Rescue team

State Agricultural Response Team

Large Animal Transport Not within the Division’s inventory

Local volunteers with equipment and vehicles. State Agricultural Response Team

II. Safeguards


I.T.).






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ESF 17 COOP Page 7





III. References and Authorities: A. References:


FEMA Continuity of Operation Template Florida Incident Field Operations Guide Volusia County Comprehensive Emergency Management Plan Volusia County Communications and Warning SOP Volusia County Operations Center, Operations Manual Volusia County Recovery Plan Volusia County Code of Ordinances Section 46.148 Operating Procedures

B. Authorities


Executive Order 12472–Establishment of the National Communications System. EO 12472 establishes the National Communication Systems as a Federal interagency group assigned national security and emergency preparedness telecommunications responsibility throughout the full spectrum of emergencies. Responsibilities include planning, developing, and implementing enhancements to the national telecommunications infrastructure to achieve measurable improvements in


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ESF 17 COOP Page 8

survivability, interoperability, and operational effectiveness under all conditions. This is accomplished by effective management and by using national telecommunication resources to support the Government during any emergency.







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ESF 17 COOP Page 9





FEMA Federal Preparedness Circular (FPC) No. 65–Federal Executive Branch Continuity of Operations (COOP). FPC 65 provides guidance to Federal executive branch departments and agencies for developing viable and executable contingency plans for continuity of operations. COOP planning facilitates the performance of department/agency essential functions during any emergency or situation that may disrupt normal operations. FPC 65 requires that each agency appoint a senior Federal


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ESF 17 COOP Page 10

Government executive as an emergency coordinator to serve as program manager and agency point of contact for coordinating agency COOP activities. This ensures continuous performance of an agency’s essential functions during an emergency and protects essential facilities, equipment, records, and other assets. The actions recommended in FPC 65 will reduce disruptions to operations and loss of life, and minimize damage and losses. It achieves a timely and orderly recovery from an emergency and resumption of full service to customers.










Section 401.015, Florida Statutes (Medical Telecommunications and Transportation).


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ESF 17 COOP Page 11

Sections 870.01 – 870.06, Florida Statutes ( Affrays; Riots; and Unlawful Assemblies). Chapter No. 2001-361, Florida Law (Public Records/Security System Plan), dated December 12, 2001.






Priority Functions Sustainment Support 1 Investigate animal bites and provide rabies control Fleet management, Facilities Mgmt., I.T.,

VCSO Communications. 2 Assist in capture of animals that have escaped

confinement or have been displaced for their natural habitat

Fleet management, Facilities Mgmt., I.T., VCSO Communications, VCSO Operations, Clerk of the Court

3 Assist emergency response teams with animal related problems

VCSO

4 Provide humane care and handling of animals before, during and after disasters by providing emergency animal shelters, as well as treatment/euthanasia stations

Humane Societies in Volusia. Volunteer Veterinarians, State Agriculture Response Team (SART)

5. Identification and coordination of equipment and supplies and maintaining status of veterinary and animal hospital capability

ESF 5, ESF 7, SART, Humane Societies

6 Staff and coordinate ESF 17 duties in the VCEOC if it is activated.

Supported if needed by EOC Augmentation Team

Non-Mission Essential Functions Barking or noisome animals, not threatening Can be delayed Requests for public outreach presentations to Can be delayed


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ESF 17 COOP Page 12

community groups Pet Vet Spay and Neuter program Can be delayed Violation Hearings Can be delayed Non-time sensitive grant and budget activities Can be delayed Routine employee evaluation Can be delayed



800 MHz Radio Stored in office or issued to field officers

Relocate with individual officers

Desktop computers Animal Services Office Available at Alternate Site, or moved by staff w/ I.T. support

Animal Control Officer Vehicles

Each Individual officer 800 MHz Radio section has a cache of radios

Pet Vet Cruiser Animal Services parking area Parking lot remains the same. May be relocated to Fleet Management for additional protection from elements.

Alcatel-Lucent Phones Administrative offices Relocate with personnel during movement to alternate site.

E.N.N. and Internet Administrative offices Relocate with personnel during movement to alternate site.




Or Electronic?




1 Personnel Records No Both VC Office Staff


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ESF 17 COOP Page 13

Personnel 2 Vehicle Records No Both Fleet

ManagementAdministrative Staff

3 Case Files No Both Legal Office Staff 4 Finance Records No Both Accounting Office Manager 5 Pet Vet

Documents No Both Fleet

ManagementP/V Supervisor


A. The COOP may be activated by the Director of Animal Services, or by her/his designated representative.











F. Assignment of Tasks


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ESF 17 COOP Page 14



Date/Time Comp.

Division Director Validate any warning or alert of emergency situation

Division Director Perform assessment of damage to facility

Division Director Make decision to activate the COOP, or define time period to cease operations at that facility.

Division Director Define timeline to relocate to the alternate site

Office Manager Retrieve and Review this document

Field Operations Supervisor


Office Manager Take any additional reasonable and prudent steps to protect office equipment, files in any other accessible assets.

Division Director Notify key personnel using emergency phone tree.

Division Director Appoint staff to develop and demobilization plan for returning to the primary site

Field Operations Supervisor

Coordinate with volunteer groups, Animal Control Program at Daytona State College, Volusia County Fire Services Technical Rescue Team

Division Director Coordinate with the State Agriculture Response Team


Director, Division of Animal Services

Field Operations Supervisor Office Manager

Field Operations To be appointed at time of To be appointed at time of


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ESF 17 COOP Page 15

Supervisor need based on available officers

need based on available office staff

Office Manager To be appointed at time of need based on available officers

Appointed by the Department Director if there are no available staff





Facility Address Security Exposure Safe From Information Technology and 800 MHZ site

49 Keyton Drive Daytona Beach Fl 32124

Fenced property, security gates, swipe cards,



Volusia County EOC 3825 Tiger Bay Rd Daytona Beach Fl 32124

Fenced property, security gates, swipe cards,




A. The Continuity of Operations Plan is part of the Animal Services Division Multi-year



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ESF 17 COOP Page 16

B. The Director will maintain custody of the COOP who is responsible for making updates to the plan and distributing updates to copy holders.

C. As a minimum the COOP will be reviewed during the ESF I Annex review process. VIII. Training and Exercises

A. The COOP will be explained to new employees as part of their orientation process B. The COOP will be reviewed annually as in-service training C. The COOP management team, as designed by the Division Director will conduct a


/Nothing Follows/

Volusia County Comprehensive Emergency Support Function #17, Animal Protection 11/13 Emergency Management Plan Page 1

Emergency Support Function #17 (ESF #17) Animal Protection and Agricultural

Issues

LEAD AGENCY: Volusia County Public Protection Department Animal Services Division SUPPORT AGENCIES: University of Florida Agricultural Extension Division

Volusia County Sheriff’s Dept. VOTRAN Community Services Dept. Community Assistance County Health Department County Community Services Department American Red Cross Veterinarian’s Association Humane Societies Florida Game & Freshwater Fish Commission FDLE Municipal Animal Services Officers Volunteers

I. INTRODUCTION

A. Purpose

The purpose of Emergency Support Function 17 is to coordinate the county's response for animal and agricultural issues in case of an emergency or disaster situation. To accomplish this goal, Emergency Support Function 17 oversees the emergency management functions of preparedness, recovery, mitigation, and response with all agencies and organizations that are involved with the county’s response activities.

ESF17-1


B. Scope ESF 17 describes the policies and procedures that will be utilized by Volusia County and its municipalities to provide services regarding management of domestic and wild animal populations and agricultural issues during and after a disaster. ESF 17 identifies actions that will be taken to assist individuals with pets to evacuate with their animals, as well as to provide animal shelters for other valuable domestic animals, e.g., horses, that may be threatened by a disaster. After a disaster event, ESF 17 will also provide coordination of operations necessary to minimize public health and safety hazards resulting from escaped domestic animals and/or disruption to wild animal populations. ESF 17 does not address specific operational procedures to be utilized by a designated support agency for animal care at their facilities and/or pursuant to its responsibilities. ESF 17 is intended to provide management of animals and animal populations to avoid or minimize any adverse effect on the provision of adequate health and safety services for human populations threatened by a disaster event.

C. Policies

Implementation of this ESF will be guided by the following policies:

1. The health and safety of emergency workers involved in animal rescue and care operations will be the highest priority in planning and implementing this ESF.

2. The purpose of ESF 17 is to provide services for animal care in

order to enable the county to more effectively protect the health and safety of endangered humans. When necessary due to time or resource limitations, animal care services will be given a lower priority than health and safety services provided to endangered humans.

3. Household pets will be allowed in shelters or other emergency

facilities established for an event, such as feeding stations or community mass care facilities, if and only if the facilities have been specifically designated as allowing such the presence of animals.

4. Animal care and shelter will be provided through the services of

ESF 17 only for the duration of the disaster event or an evacuation. Provisions for animals belonging to individuals suffering long-term dislocation due to a disaster’s impacts will be the responsibility of the animal owner.

ESF17-2


5. Animal owners must provide food, water, medicines, leases, cages, and carriers for their animals, and care for and control them will housed on a county pet shelter.

6. During periods of emergency response and disaster recovery

operations by county and municipal emergency workers, animals in the care of the owners must be under complete control at all times and not become a danger or nuisance to other individuals present or to other animals for whom services are being provided. Owners unable or refusing to provide an adequate level of control may be denied services and/or expelled from the emergency facility or location.


This ESF has been prepared for implementation based on the following

assumptions:

1. A major disaster event could involve evacuation or relocation of individuals that own pets or own valuable domestic animals or livestock. Many of these individuals may delay evacuation or refuse to evacuate unless the safety of the animals is assured. Delays in or refusals to evacuate unnecessarily endangers public safety and significantly complicates emergency response efforts.

2. There will be a need for suitable facilities to which valuable

livestock and domestic animals can be transported during an evacuation, as well as suitable facilities where evacuees can be sheltered with or in close proximity to their pets.

3. The impacts of a disaster can be expected to allow domestic

animals to escape their normal confinement and/or for indigenous wildlife to move into populated areas. Both such circumstances can create health and safety impacts for the populations at risk.

4. A disaster event could result in conditions that cause domestic or

wild animal populations to become vectors for human disease, and in such cases, actions will be needed to contain or control animal populations.

5. A disaster could endanger valuable domestic and wild animal

populations and potentially extensive emergency operations may be necessary for rescue of threatened animals. Valuable animals could also be injured during a disaster and require veterinary care.

6. Contagious disease among domestic or wild animal populations

ESF17-3


could result in situations where substantial economic harm to the businesses of Volusia County could result, requiring actions for control and/or treatment of the infected animal population.

II. CONCEPT OF OPERATIONS

A. General

All animal sheltering, care, control and agricultural activities provided within Volusia County immediately prior to, during and/or after a major emergency will be coordinated through ESF 17, operating from the Volusia County Emergency Operations Center (EOC). From the County EOC, the lead agency will utilize the services, facilities and equipment of the support agencies to provide shelter and care for affected pets and valuable domestic animals.

If an event results in injury or death to significant numbers of

valuable domestic or wild animals, and/or if domestic or wild animals threaten to become a vector for human disease, ESF 17 will coordinate efforts for their capture, care, quarantine and/or disposal.

B. Organization

1. The Volusia County Animal Services Division of the Public

Protection Department will serve as the lead agency for this ESF. In this capacity, the lead agency will provide guidance, coordination and supervision to the designated support agencies to prepare for and respond to Animal Services and agricultural issues in an emergency event.

2. Agencies and organizations within Volusia County designated as

support services are those with resources and capabilities to provide veterinary care to animals, provide shelter, food and care, or assist with the capture, care or disposal of escaped animals or wildlife. The support agencies for animal services will be:

a. Volunteers, Cattlemen’s Association, and Volusia County

Sheriff’s Office for livestock handling and relocation. b. VOTRAN for transportation of persons to the Volusia Animal

Protection (VAP) shelter. c. American Red Cross for shelter management training and

food provision.

ESF17-4


d. Veterinarian’s Association for animal medical needs. e. Humane Societies, ACOS, county, city, and trained

volunteers for animal housing and animal rescue. f. Tommy Lawrence Arena, Secondary shelter for people and

pets. g. The Florida Game and Freshwater Fish Commission for the

management of issues involving placement of any exotic or capture and control of wild animals, and Florida Wildlife Trapper Association Rehabilitators.

C. Notification

1. The lead agency will be notified by the Volusia County Emergency

Management Division of the need to activate this ESF. Upon notification, one or more representatives of the lead agency will report to the County Emergency Operations Center (EOC) and establish the ESF 17 workstation.

2. Upon a decision to activate ESF 17, the lead agency will notify the

support agencies of the activation, and will request mobilization of their assigned personnel to the County EOC or other predetermined duty station, if indicated, or to remain on standby for activation.

3. Upon activation, the lead agency will notify State ESF 17, if

activated, of the activation of County ESF 17. Municipal EOCs, if activated, will also be notified of the activation of ESF 17, or, if municipal EOCs are not activated, municipal police departments will be notified of the activation.

4. Using prepared lists, notify kennels, zoos, animal shelters, etc., of

the disaster event; Determine need for or capability to provide assistance upon impact; Update and maintain such lists at the ESF 17 workstation in the County EOC.

5. The Animal Services Authority currently utilizes the 800 MHZ

communications for all of its operations. Cellular phone service to some officers is also available.

ESF17-5


III. EMERGENCY SUPPORT FUNCTIONS

A. Response

1. Initial Actions

a. The lead agency will staff the ESF 17 workstation at the County EOC and receive a briefing regarding the emergency event and the likely roles and responsibilities of ESF 17.

b. In the event an evacuation of the public will occur, ESF 17

will take the following initial actions:

(1) Identify the area to be evacuated and the size of the population likely to evacuate. Estimate the likely demand for pet shelter space and/or livestock relocation.

(2) Contact support agencies and activate designated pet

shelters and their implementation procedures. (3) Contact the Veterinary Association and request

standby assistance for operation of the pet shelters, animal rescue operations, euthanasia and disposal services, etc.

(4) Contact the State ESF 17 and advise of evacuation.

Determine the resources currently available through State ESF 17 for Volusia County and the predicted deployment time.

(5) Establish a telephone number for owners of valuable

domestic animals and livestock to contact if animal relocation assistance is required.

(6) Advise ESF 14, Community Information, of the

activation of ESF 17 and request assistance with the following:

(a) Release of public information regarding the

location of activated pet shelters and the requirements for their use.

(b) Release of the list of local kennels that will

shelter pets and the location of out-of-area

ESF17-6


motels that will accept pets.

(b) Release of the telephone number for livestock owners, zoo operators, stockyard managers, etc. to contact if assistance is needed for relocation or sheltering of large animals.

(7) With the assistance of support agencies, activate and

staff facilities and/or locations for temporary sheltering of pets, livestock and valuable domestic animals; Implement system for animal identification and for re-supplying facilities with animal food and water.

(8) Request the Sheriff’s Department to support

relocation of livestock and large animals if needed (Large Animal TRT). Request assistance from ESF 1, Transportation, for necessary trucks and drivers and/or ESF 15, Volunteers and Donations, to obtain livestock transport vehicles and drivers from non-impacted counties. If indicated by the size of location of the evacuated area, request State ESF 17 assistance for large animal relocation.

c. If indicated, contact ESF 8, Health and Medical Services,

and ESF 10, Hazardous Materials, to determine the potential for the following:

(1) Domestic or wildlife to be harmed by the event, and to

require rescue, capture or disposal, and/or;

(2) Animal -borne disease or contamination to occur in the aftermath of the event and threaten human populations.

If needed, obtain and pre-position equipment and supplies to rescue, clean, quarantine or dispose of impacted wild or domestic animals.

d. Receive and respond to requests from other County ESFs

and impacted municipalities to assist with Animal Services and care issues during the initial response.

2. Continuing Actions

a. Participate in County EOC briefings and provide input to the

County Managers Advisory Group regarding Animal

ESF17-7


Services issues. b. Continue operation and support to the pet shelters activated;

When necessary, request assistance from ESF 7, ESF 11, and ESF 15 to secure animal food, water, and other necessary resources to support pet shelter operations.

c. Consult with ESF 8 regarding the potential for animal-borne

disease as a result of the disaster event. As indicated, implement actions including but not be limited to:

(1) Monitoring of domestic and wild animal populations

for indications of the disease agent(s). (2) Advising the County Managers Advisory Group and

other County ESFs on animal population control mechanisms, e.g., habitat modification, to limit the potential spread of the disease.

(3) Working with ESF 16 to implement programs to

quarantine or seize and destroy domestic animals potentially infected.

(4) Working with the Veterinary Association to develop

and implement pet and livestock immunization programs.

(5) Working with ESF 10 to develop appropriate disposal

method for animal carcasses. (6) Working with ESF 14 to develop appropriate

emergency public information and instructions for pet owners, farmers, and others that may own vulnerable animals.

d. With the assistance of the support agencies, provide

services for animal rescue and care as indicated by the event, conducting operations that include but are not limited to the following:

(1) Deploy lead or support agency staff to perform animal

rescue missions, when warranted and when resources are available.

(2) Work with the Veterinary Association to mobilize

services and facilities to receive and treat injured

ESF17-8


animals; Advise ESF 14 to publicize the locations of such facilities; When necessary, request assistance from ESF 7, ESF 11, and ESF 15 to secure animal food, water, and other necessary resources to support facility operations.

(3) In accord with established procedures, request

assistance from wildlife rescue centers to capture and treat impacted wild animals

(4) Work with ESF 7 to procure feed and medicines for

endangered livestock; Request assistance from ESF 1 for support in distribution of procured supplies.

(5) Respond to requests from livestock owners,

stockyards, zoos, kennels, etc. for assistance in relocation of animal populations and/or providing resources for the care of the animals held at such locations.

C. Recovery Actions

During recovery operations, the organizational structure of the lead and support agencies will remain the same as that utilized for response operations, unless unexpected conditions require modifications. Actions by the recovery organization for this ESF will be as follows:

1. Initial Actions

a. When re-entry to evacuated areas is authorized, work with ESF 6 to begin deactivation of pet shelters.

b. Begin deactivation of livestock and domestic animal

holding locations; Use animal identification system to ensure return of livestock to proper owners.

c. Provide support to ESF 19 to determine the need for

animal medical facilities, kennels, animal disposal and animal transportation within the impacted areas; As indicated, plan necessary ESF 17 actions.

d. Assist and advise the County Managers Advisory

Group and the Emergency Management Division on the animal and wildlife issues likely to be of concern during recovery operations; Plan necessary ESF 17 actions as indicated, prioritizing operations in accord

ESF17-9


with the priorities established by the Managers Advisory Group.

e. Identify needs for feed, water and veterinary

medicines during the recovery phase; Work with State ESF 17 to secure necessary supplies and services, as well as to ensure their distribution.

f. Work with ESF 14 to prepare and distribute public

information and emergency instructions regarding pet and livestock owner advisories regarding veterinary care and the potential for disease in the aftermath of the event.

g. Work with ESF 8 to determine recovery phase issues

and response actions necessary to contain or limit the spread of animal-borne diseases after the disaster; Plan and implement ESF 17 actions as indicated.

h. Advise ESF 19 regarding the potential for significant

public health and safety threats to impacted areas from wildlife dislocated by the disaster.

2. Continuing Actions

a. Ensure complete deactivation of animal shelter and relocation operations, and the return of protected animals to the correct owners.

b. Support other County ESFs in resolving any animal

issues influential. c. With the assistance of the support agencies and other

County ESFs, plan ongoing domestic and wild animal population disease monitoring programs, if indicated.

d. Support ESF 14 in the development of instructional

information for pet and livestock owners regarding post-event care of animals.

e. Work with County ESF 16 and State ESF 17 to

capture and control escaped animals or to quarantine and/or destroy potentially infected animals.

f. Work with County ESFs 8 and 10 to ensure the

proper and safe disposal of contaminated animal

ESF17-10


carcasses.

D. Mitigation Actions

a. Identify locations of animal and agriculture’s critical infrastructure and assist with mitigation activities. b. Identify and seek funds for disaster-proofing critical animal and agriculture infrastructure. c. With the Division of Emergency Management and the

University of Florida Agricultural Extension Division provide countywide computerized access for Geographical Information Systems data related to animal and agricultural emergency management issues.

E. Coordination

1. The lead agency will maintain coordination of this ESF through the

staff positioned at the County EOC. From this position, coordination of ESF 17 activities will be maintained with:

a. Support agencies. b. Activated pet shelters and livestock holding locations.

c. Involved municipal police departments, activated municipal EOCs, and municipal liaisons assigned to the County EOC.

d. Other County ESFs. e. ESF 17 at the State EOC.

2. ESF 17 will maintain close coordination and cooperation with ESF

14 to ensure an adequate information flow to pet and livestock owners regarding the proper actions for them to take during the emergency response and disaster recovery phases.

ESF17-11


IV. Responsibilities

A. Staffing

1. Staffing requirements within the County EOC will vary but will require a minimum of one individual to be on duty throughout the activation of the ESF. Additional personnel from the lead or support agencies will be assigned to staff ESF 17 at the County EOC as requested by the lead agency to facilitate liaison and coordination.

2. Other locations supported and assisted by ESF 17 will be staffed as

directed or requested by the lead agency. Staffing could include personnel from the lead or support agencies, mutual aid organizations, volunteers and/or state ESF 17 personnel.

3. Personnel will be assigned to pet shelters and livestock relocation

areas as indicated by the anticipated number of animals to be sheltered and protected.

B. Lead Agency

The lead agency will have the following responsibilities: 1. Development and maintenance of the necessary operational

procedures, databases, inventories, etc. needed for effective implementation of ESF 17. The lead agency will, as indicated, ensure that inventories and databases are available within the EOC to support response operations.

2. Guiding and assisting support agencies to develop the necessary

operational procedures, databases, inventories, etc. to ensure their ability to implement their responsibilities under this ESF.

3. Notification, activation and mobilization of the personnel from the

lead and support agencies that are assigned to this ESF, when needed.

4. Coordination of all support agency actions in performance of

missions assigned to this ESF, as well as coordination of State ESF 17 operations when requested.

5. With the assistance of the Volusia County Emergency Management

Division, provide training and exercise opportunities for lead and support agency staff to become familiar with the implementation of

ESF17-12


this ESF.

6. Management of the ESF during its operations to ensure the following:

a. Notifying, activating and mobilizing all lead and support

agency personnel, as indicated. b. Advising evacuating individuals regarding provisions for pet

and animal care concerns and resources. c. Establishing communications and coordination with impacted

municipalities. d. Activating pet shelters and livestock holding locations,

providing transportation assistance where needed. e. Securing veterinary services for all activated facilities and

locations, when indicated. f. Responding to requests from involved municipalities and

County ESFs for animal rescue and care services. g. Monitoring the potential for animal-borne disease and taking

actions to contain and control the spread of the disease. h. Advising the County Managers Advisory Group regarding

Animal Services issues relevant to emergency response and disaster recovery operations.

i. Providing specialized guidance, support and assistance

regarding to County ESFs and the general public regarding animal protection, rescue and care issues during the response and recovery phases.

C. Support Agencies

Support agencies for ESF17 will have the following responsibilities:

1. Participate in training and exercise opportunities to ensure agency personnel are familiar with their responsibilities under this ESF.

2. Maintain as current inventories, databases, personnel rosters

needed to mobilize staff and equipment for supporting the operations required by this ESF.

ESF17-13


3. Support operations of ESF 17 during its activation through such actions as:

a. Deploying agency representatives to the County EOC or

other locations as requested by the lead agency. b. Responding to requests from the lead agency for personnel

and equipment. c. Activating and managing pet and livestock sheltering

operations as needed during evacuations of areas at risk. d. Providing advice, expertise and resources for specific Animal

Services operations such as disease vector control, sheltering or relocation operations, animal rescue and care, etc.

e. Assisting the lead agency by providing information and data

for the preparation of reports, summaries, briefings and critiques.

D. Resource Requirements/Limitations

1. The lead agency, in cooperation with the support agencies, is

responsible for maintaining the capabilities to initiate and sustain the operations required by this ESF.

2. For smaller disaster events, it is likely that there will be

adequate capability to complete the operations of the ESF with the resources of the designated lead and support agencies, supplemented by resources likely to be available through volunteer organizations or individuals. For major disasters, it is likely that the ESF will need to request and receive state Animal Services assistance from the State ESF 17.

3. ESF 17 has the necessary area assigned within the County EOC,

where telephone and other communications are installed and available for use.

E. Operational Reports

1. Operational reports will be prepared and provided by the lead

agency as requested by Volusia County Emergency Management Division and County ESF 5.

2. The lead agency will, for use in the County EOC, prepare situation

ESF17-14


ESF17-15

reports (SITREPS) regarding ESF 17 operations, resource needs and problem areas, and provide these to the County Emergency Management Division, County ESF 5, and State ESF 17, if requested.

3. The lead agency will provide other special reports regarding

emergency response or disaster recovery operations, upon request of the Emergency Management Division and/or the County Managers Advisory Group.

4. The lead agency will gather and compile data necessary to

summarize the utilization of pet shelters and livestock relocation areas.

5. The lead agency, in cooperation with the support agencies, will

prepare specialized technical reports, when requested, regarding the potential for animal- borne diseases, the proper disposal of animal carcasses, etc.

F. Financial Management

1. Each agency or organization involved with operations under this

emergency support function will draw upon their own financial resources as needed to support their responsibilities in disaster operations. Reimbursement for eligible expenses for operations during major disasters incurred by local government or eligible public sector agencies will be sought by that agency at the close of the disaster event. Private sector agencies and non-governmental organizations involved in ESF 17 operations will be responsible for their own costs.

2. Each pet shelter, livestock relocation areas, or other field operation

established by this ESF will track personnel time, costs and expenditures as directed by the lead agency.

3. Financial reporting for ESF 17 agencies for expenditures will be

conducted in accord with directions from ESF 7 during periods of activation. Any financial deficiencies for lead and support agencies involved in ESF 17 operations will be reported to the County EOC through the lead agency.


Volusia County CEMP

ESF 18 COOP Page 1



Daytona Regional Chamber of Commerce



Volusia County CEMP

ESF 18 COOP Page 2

I. Introduction


The purpose of the Emergency Support Function (ESF) 18 Continuity of Operations Plan (COOP) is to provide guidance to those involved in ESF 18 regarding the relocation to an alternate facility in the event the primary facility is temporarily unusable The Objectives include: 1. The ability to sustain ESF 18 Mission Essential Functions 2. The ability to sustain is role as the ESF lead in the Volusia County EOC during

activation 3. The ability to return the lead agency to its primary site with minimal lose of service

continuity By establishing restoration and maintenance procedures for Mission Essential Functions prior to a disruptive event, restoration and maintenance can take place more efficiently and more cost effectively. Some non-essential functions may have to be postponed for a longer duration of time than those that are Mission Essential. Priorities of the Continuity of Operations Plan are: 1. Life safety of employees, vendors and the general public 2. Protection of vital records, vehicles and critical facilities 3. Serving as the lead agency for ESF 18 functions in the Volusia County Emergency

Operations Center

B. Applicability and Scope





support systems. There is always a physical risk associated with movement of


Volusia County CEMP

ESF 18 COOP Page 3

equipment and supplies in addition to the risk of an accident in route. Due to these considerations, relocation of operations is not anticipated to be productive for a period of less than 3 days.

4. This COOP applies to any magnitude of event: minor, major or catastrophic, as well as any type of event whether an act of nature, technological accident such as a trail derailment, or intentional act, such as a domestic or foreign terrorist act. It applies to the ability of the Daytona Regional Chamber of Commerce to continue its roles and responsibilities as outlined in the Volusia County Comprehensive Emergency Management Plan.


CEMP Comprehensive Emergency Management Plan COOP Continuity of Operations Plan COG Continuity of Government DRC Daytona Regional Chamber of Commerce EOC Emergency Operations Center ESF Emergency Support Function R-TAP Relocation Team Advance Party SBT Stay- Behind Team Function As used in this document, a function is an activity which the organization performs, such as issuing permits. Each organization determines which functions are mission essential. Process Processes are the steps in performing a function. As example: a clerk collects money (process) prints a license (process), and then mails (process) the business license. Collecting money, printing the license, and mailing the license are the various processes required by the “function” of issuing a permit. Each organization determine which processes are mission essential. Vital Records Those records determined by an organization to be essential to its operation or have significant importance to residents and businesses (such as birth certificates or tax records)


Volusia County CEMP

ESF 18 COOP Page 4








Volusia County CEMP

ESF 18 COOP Page 5




• Some ESF employees may be unable to report to work.



• Some suppliers of products and services to Volusia County and DRC may be impacted by the incident and are not able to report to work.




Tables and Chairs Available at alternate site General Services, vendor File cabinets/drawers Available at alternate site General Services Vehicles Property of the chamber or

individuals Ability of DRC and its employees to rent or lease vehicles if necessary and locate a private source of service

Desktop computers Available at the alternate site I.T. for user support Laptop computers DRC or individual Private contract service Telephones Available at the alternate site I.T. for user support Cellular phones DRC or individual Private contract service


Volusia County CEMP

ESF 18 COOP Page 6

II. Safeguards

The function of communications and the various processes utilized in communicating must be maintained during response to an incident or disaster. Several methods and layers of protection and redundancy exist to help preserve various mission essential functions and protect vital records of the Emergency Operations Center and the twenty (20) Emergency Support Functions: A. Vital records relative to the ESF 18 function are backed-up and stored by Volusia

County Information Technology I.T.). The DRC has its own back up system for its internal reocrds



D. The Volusia County Sheriff’s Office Communications Center at 3825 Tiger Bay Road in Daytona Beach is staffed 24/7. The former Communications Center at 49 Keyton Drive, Daytona Beach, is utilized for training and is fully equipped and available as an Alternate Communication Center.







Volusia County CEMP

ESF 18 COOP Page 7

II. References and Authorities:

A. References

FEMA’s Comprehensive Planning Guide 101 FEMA Continuity of Operation Template

Florida Incident Field Operations Guide Volusia County Comprehensive Emergency Management Plan Volusia County Communications and Warning SOP Volusia County Operations Center, Operations Manual Volusia County Recovery Plan Volusia County Code of Ordinances Section 46.148 Operating Procedures B. Authorities


Executive Order 12472–Establishment of the National Communications System. EO 12472 establishes the National Communication Systems as a Federal interagency group assigned national security and emergency preparedness telecommunications responsibility throughout the full spectrum of emergencies. Responsibilities include planning, developing, and implementing enhancements to the national telecommunications infrastructure to achieve measurable improvements in survivability, interoperability, and operational effectiveness under all conditions. This is accomplished by effective management and by using national telecommunication resources to support the Government during any emergency.



Volusia County CEMP

ESF 18 COOP Page 8






U.S. National Archives & Records Administration (NARA) Code of Federal Regulations. The NARA Code of Federal Regulations (CFR), Subchapter B, Records Management, provides guidance and prescribes policies for records


Volusia County CEMP

ESF 18 COOP Page 9

management programs relating to record creation and maintenance, adequate documentation, and proper record disposition.



FEMA Federal Preparedness Circular (FPC) No. 65–Federal Executive Branch Continuity of Operations (COOP). FPC 65 provides guidance to Federal executive branch departments and agencies for developing viable and executable contingency plans for continuity of operations. COOP planning facilitates the performance of department/agency essential functions during any emergency or situation that may disrupt normal operations. FPC 65 requires that each agency appoint a senior Federal Government executive as an emergency coordinator to serve as program manager and agency point of contact for coordinating agency COOP activities. This ensures continuous performance of an agency’s essential functions during an emergency and protects essential facilities, equipment, records, and other assets. The actions recommended in FPC 65 will reduce disruptions to operations and loss of life, and minimize damage and losses. It achieves a timely and orderly recovery from an emergency and resumption of full service to customers.

Federal Preparedness Circular No. 66–Test, Training and Exercise (TT&E) Program for Continuity of Operations (COOP). FPC 66 provides guidance to Federal executive branch departments and agencies for use in developing viable and


Volusia County CEMP

ESF 18 COOP Page 10

executable TT&E programs to support the implementation and validation of COOP plans. These activities are important elements of a comprehensive emergency preparedness program necessary to improve the ability of agencies to effectively manage and execute their COOP plans.









Section 401.015, Florida Statutes (Medical Telecommunications and Transportation). Sections 870.01 – 870.06, Florida Statutes ( Affrays; Riots; and Unlawful Assemblies). Chapter No. 2001-361, Florida Law (Public Records/Security System Plan), dated December 12, 2001.




Volusia County CEMP

ESF 18 COOP Page 11




Priority Functions Sustainment Support 1 Provide Disaster Related Information to Chamber

members Telephone and internet service

2 Staff the Volusia County EOC 18 position during activation, including serving as a link to the Business Operations Center

Augment staff with personnel from other chambers if necessary.

3 Provide Support to the Business Operations Center Internet and telephone capability and if necessary provide staff to the BOC.

4 Provide information to the general public and visitors calling the DRC for information

Telephone and internet capability, adequate staff which may be augmented by qualified volunteers

Non-Mission Essential Functions Routine chamber newsletter and promotion

Can be delayed for up to 30 days

Employee evaluations and interviewing new candidates for employment

Can be delayed

Chamber sponsored special events Can be delayed for up to 30 days Month membership meetings One meeting can be missed due to the

incident



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ESF 18 COOP Page 12

System Name Current Location

Other Locations

Windows based server DRC Office Not prepositioned. Would be moved by I.T. staff

Voice over I.P. / Brighthouse DRC office No. Would need to coordinate with host site I.T. staff

Cellular Phones Individuals Ability of cellular provider to continue service

Laptop Computers Individuals Individuals would bring computers with them to the alternate site. I.T. would support. Contract for support exists with a qualified vendor.

Desktop computer DRC Would need to be relocated to alternate site by I.T. staff. Contract support exists with a qualified vendor.




Or Electronic?




1 Chamber membership

No Both No Office Staff

2 Payroll / Finance No Both No Comptroller 3 Personnel records No Both No Office Manager 4 Marketing No Both No Marketing Director 5 Special events No Both No Senior Vice President


A. The COOP may be activated by the Chamber President, or by her/his designated representative.


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ESF 18 COOP Page 13


C. Should relocation be decided upon, a Relocation Team Advance Party (R-TAP) may be appointed by the Chamber President to:









F. Assignment of Mission Tasks

Person Assigned the Task


Date/Time Comp.

President Validate any warning or alert of emergency situation

President Perform assessment of damage to facility

President Make decision to activate the COOP, or define time period to cease operations at that facility.

President Define timeline to relocate to the alternate site


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ESF 18 COOP Page 14

Senior Vice President




Comptroller Take any additional reasonable and prudent steps to protect office equipment, files in any other accessible assets.

President Notify key personnel using emergency phone tree.


Appoint staff to develop and demobilization plan for returning to the primary site


Chamber President Senior Vice President Office Manager Senior Vice President Comptroller Comptroller Comptroller To be appointed at time of

need based on available officers

To be appointed at time of need based on available office staff





Volusia County CEMP

ESF 18 COOP Page 15


Facility Address Security Exposure Safe From Volusia County Economic Development, Daytona Beach International Airport

700 Catalina Drive, Suite 300 Daytona Beach, Fl 32314

Fenced property, security gates, swipe cards, Armed Volusia County Sheriff’s Deputy on duty

Tornado, Wildfire, Hazmat release, Lightning, air accidents, sinkholes

Storm surge, Tsunami, Civil Disorder, Rail Accidents


A. The Continuity of Operations Plan is part of the Daytona Regional Chamber Multi-

year Strategic Plan and is considered to be one of the on-going programs within the DRC’s management plan.

B. The Senior Vice President will maintain custody of the COOP and is responsible for making updates to the plan and distributing updates to copy holders.

C. As a minimum the COOP will be reviewed during the ESF I Annex review process. VIII. Training and Exercises

A. The COOP will be explained to new employees as part of their orientation process B. The COOP will be reviewed annually as in-service training C. The COOP management team, as designed by the Chamber President will conduct a


/Nothing Follows/


Volusia County Property Appraiser


AGENCY PROFILE

SITUATION


COOP OPERATIONS

PLAN MAINTENANCE


ATTACHMENTS

Property Appraiser- V-1 Updated: November 2013

Damage Assessment COOP ESF 19

I. INTRODUCTION AND PURPOSE .............................................................. I-4

A. Overall Purpose ____________________________________________ I-4 II. AGENCY PROFILE .................................................................................... II-1

A. Essential functions _________________________________________ II-1 2. Essential Functions .............................................................................. II-2

B. Non-Essential functions _____________________________________ II-2 1. Non- Essential Functions ......................... Error! Bookmark not defined.

C. Authorities _______________________________________________ II-2 1. Normal Operations .............................................................................. II-2 2. Emergency Operations ........................................................................ II-3

D. Resources and Capabilities __________________________________ II-3 1. Staffing ................................................................................................ II-3 2. Facilities ............................................................................................... II-3 3. Systems ............................................................................................... II-3 4. Equipment ........................................................................................... II-4

E. Succession ______________________________________________ II-4 III. SITUATION ............................................................................................ III-4

A. Jurisdiction Hazards and Risks _______________________________ III-4 B. Vulnerabilities ____________________________________________ III-5 C. Consequences of Disruption _________________________________ III-5 D. Planning Assumptions ______________________________________ III-5 E. Dependencies ____________________________________________ III-6

1. Trchnology Services ............................... Error! Bookmark not defined. 2. Telephone service .............................................................................. III-6

IV. COOP CONCEPT OF OPERATIONS ................................................... IV-6 A. Policies for Plan Implementation ______________________________IV-6 B. Resource Requirements for Implementation _____________________IV-7

1. Personnel .......................................................................................... IV-7 2. Facilities ............................................................................................. IV-7 3. Systems ............................................................................................. IV-7 4. Equipment and Supplies .................................................................... IV-7

V. COOP OPERATIONS ................................................................................ V-1 A. Emergency recognition and Warnings __________________________ V-1

1. Source ................................................................................................ V-1 2. Validation Procedure .......................................................................... V-1

B. Situation Assessment ______________________________________ V-1 1. Responsibility ..................................................................................... V-1 2. Procedure ........................................................................................... V-1

C. Activation ________________________________________________ V-1 1. Activation Criteria ............................................................................... V-1 2. Activation Responsibility ..................................................................... V-1

Property Appraiser COOP - I-2


D. Immediate Protective Actions ________________________________ V-2 1. Personnel Protection .......................................................................... V-2 2. Property .............................................................................................. V-2 3. Protection of Vital records ................................................................... V-2

E. Notification of Activation ____________________________________ V-2 1. Internal .................................................... Error! Bookmark not defined. 2. External .................................................. Error! Bookmark not defined.

F. Mobilization ______________________________________________ V-3 G. Operations _______________________________________________ V-4

2. Continuing operations ......................................................................... V-5 3. Restoration of Normal Operations ...................................................... V-7 4. Deactivation and Demobilization ........................................................ V-8 5. Post-activation Operations .................................................................. V-9

VI. PLAN MAINTENANCE ............................... Error! Bookmark not defined. A. Responsibility ____________________________________________ V-9

1. Develop Plan Maintenance Procedures ........................................... V-10 2. Maintain Current Operational Procedures ........................................ V-10 3. Develop and maintain pre-event contracts ....................................... V-10 4. Develop and maintain procedures for notification ............................. V-10

B. Schedule _______________________________________________ V-10 C. Security ___________________________ Error! Bookmark not defined.

VII. TRAINING AND EXERCISES .................... Error! Bookmark not defined. A. Responsibility ___________________________________________ V-11 B. Schedule _______________________________________________ V-11

VIII. ATTACHMENTS ........................................ Error! Bookmark not defined. A. The Property Appraiser staff contact list and contact numbers _______ V-1 B. Facilities List _______________________ Error! Bookmark not defined. C. Asset List __________________________ Error! Bookmark not defined. D. Vendor List from Smart Street System ___ Error! Bookmark not defined. E. Additional Critical Documentation _______ Error! Bookmark not defined. F. Statutes and Policies _______________________________________ V-1 G. Checklists _______________________________________________ V-1 � Coop Activation ___________________________________________ V-1

� Activation of Alternate Facility ................. Error! Bookmark not defined.

H. Crossover Log ____________________________________________ V-1




Volusia County Property Appraiser


A. Overall Purpose

This document is the “Continuity of Operations Plan” (COOP) for the Volusia County Property Appraiser. The COOP is a detailed plan for implementation by the Volusia County Property Appraiser to maintain or quickly restore its essential mission functions at the time of a major emergency or disaster. This will provide for disaster prevention, response, and recovery as outlined in Section 252.365, and Section 252.38 Florida Statutes. The COOP is designed to ensure the continued performance of minimum essential functions during a wide range of potential emergencies. This is accomplished through the development of this document and associated implementing procedures, as well as provisions for mobilization of alternate facilities, personnel, resources, interoperable communications and protection of vital records / databases. This COOP plan has been prepared as an adjunct to the Volusia County Comprehensive Emergency Management Plan (CEMP). As such, it will serve to ensure that the Property Appraiser is able to fulfill essential services, including staffing and implementing its responsibilities pursuant to these plans. The COOP is intended to be consistent with and supportive of these plans in all aspects. This COOP has been prepared in support of the Volusia County Comprehensive Emergency Management Plan (CEMP) and Emergency Support Function 19 Annex. The COOP may be activated concurrently with or separately from the County CEMP, depending on the type, location, and scope of the disaster or emergency. Activation of the COOP may also precede, follow, or extend beyond the period of activation of these plans. In general, the purpose of the COOP is to:

• Protect human life (staff, citizens, etc.) • Protect essential records and equipment • Avoid or minimize disruption to essential services • Speed the return to normal operations




• Define resource and planning needs to achieve minimum required COOP capabilities


• Address all types of hazards: natural, technological and societal. • Be effective for differing scales of emergencies, from

emergencies only affecting the Property Appraiser’s normally used offices or systems, to wide-area disasters impacting significant portions of Volusia County or the State of Florida.

• Be capable of implementation with little or no warning. • Support very rapid decision-making and initial implementation. • Assure continuation of essential operations by the Property

Appraiser for a minimum period, e.g., 30 days. • Address the fundamental needs of the agency, its employees,

and the population it serves. • Provide for postponement or minimization of those functions of

the Property Appraiser not identified as required to fulfill its designated mission essential functions.

• Define a process for the Property Appraiser to return to normal operations following the end of emergency conditions

• Identify resource needs required for the Property Appraiser to implement the COOP quickly and effectively whenever necessary.

The Property Appraiser has established operational procedures and policies to enable operations to proceed on a day-to-day basis without outside agency support for a short duration. It is the objective of this plan is to allow the current process and workflow to continue the minimum essential functions whenever possible, and to allow the support organizations to continue to provide the internal support and infrastructure to the Property Appraiser. This plan will be implemented during events that cause severe and extraordinary interruptions to the normal operations of the agency. These interruptions may be external, such as natural, civil, or other external disaster; or internal, such as the loss of a single location, building, or resource.

II. AGENCY PROFILE

The Volusia Property Appraiser is the entity responsible for establishing the value of real and tangible property in Volusia County for the purpose of creating the annual ad valorem tax roll.

Property Appraiser retains, documents information pertaining to the department’s services. Its mission is to provide partnerships and teamwork we will provide a cooperative, responsive and personal approach to ensure responsible valuation of property throughout the community.

• OPERATIONS: the daily execution of the property appraiser and related duties in establishing the value of tangible property in Volusia County.

Safe and Secure: Provide training to employees in awareness, safety, and security. Effective: Provide prompt service to all customers both internal and external to the department. Efficient: Working within the parameters of Federal, State and local statutes and regulations all employee work times are reviewed to warrant high productivity and ensure the most efficiency possible.

The goal of the Volusia County Property Appraiser is to provide partnerships and teamwork those results in a cooperative, responsive and personal approach ensuring responsible valuation of property throughout the community. A. Essential functions Essential functions are those that enable an organization to provide vital services, exercise civil authority, maintain safety and well-being of general populace, and sustain the industrial and economic base in an emergency. Any functions not deemed mission essential should be deferred until additional personnel and resources become available. The functions of Property Appraiser are to ensure their administrative processes can proceed without interruption. The essential functions of the Property Appraiser are listed in the following table.



1. Property Appraiser Essential Functions

Function Description Reason Function is Essential Provide land and commercial and residential property appraisal services.

Determine ad valorem tax rate so government can provide essential services to the citizens of Volusia County.


In addition to the essential functions defined above, the Property Appraiser performs many informational GIS functions for the staff of Volusia County government. While important, these functions are not time sensitive and could be deferred without impact to the safety and welfare of the community. In the event this COOP is activated, these and any other functions not deemed mission essential should be deferred until additional personnel and resources become available. The following functions will be deferred for 30 days or until the Division of Administrative Services has restored operations with full staff available on a daily basis.

Function Description Reason Function is Non-Essential Maintain map of parcel boundaries

Can be deferred for 30 days without significant impact to the community

Accepts and approves applications from individuals eligible for exemptions and other forms of property tax relief

Can be deferred for 30 days without significant impact to the community

C. Authorities

1. Normal Operations

The Volusia County Property Appraiser authority to discover ad valorem tax value is authorized under Florida Statute 192.011 http://www.leg.state.fl.us/Statutes/index.cfm?App_mode=Display_Statute&Search_String=&URL=0100-0199/0192/Sections/0192.001.html

Property Appraiser COOP - II-2





2. Emergency Operations

a) Emergency Operations Volusia County Emergency Management Comprehensive Emergency Management Plan establishes the need for, and the authority for the execution of this COOP.

b) Purchasing

The Volusia County Purchasing Department grants emergency powers. http://www.leg.state.fl.us/Statutes/index.cfm?App_mode=Display_Statute&Search_String=&URL=0100-0199/0192/Sections/0192.001.html

Resources and Capabilities

3. Staffing The Volusia Property Appraiser has a staff of 17 total employees. A complete list of these employees resides on the HR database system, which is integrated into the Technology Services support personnel, and payroll systems. This COOP is directed to the support functions and the staff supporting those functions.

4. Facilities

The Volusia County Property Appraiser is located at 123 W. Indiana Ave DeLand Florida. Satellite office locations are listed in the table below.

250 N Beach St Ormond Beach Fl

2742A Enterprise Rd Orange City Fl

113 E Canal St New Smyrna Beach Fl

5. Systems

The Property Appraiser uses the Personnel, Payroll and Financial systems supported by the Volusia County Information Technology Department. The IT Department operates and supports these systems at the Volusia IT Department located at 119 W Indiana Ave DeLand Fl.

Property Appraiser COOP - II-3





In addition to the applications used by the Property Appraiser, the Volusia County IT Department is responsible for the service delivery of all information-technology services to all Property Appraiser Satellite offices, the communication network (both voice and data) supporting the Property Appraiser, and for the recovery of all critical applications and communications capability.

The Volusia County Property Appraiser’s primary communication between fixed locations is via local telephone to and from the individual office’s primary facility. It is assumed those same local telephone services would be available at the alternate site as long as the alternate site is serviced by the IT Department. 6. Equipment

The Volusia Property Appraiser equipment consists of desk top computers, telephones, printers, plotters, and vehicles. A complete inventory of equipment is contained in the Volusia County Master Inventory List.

D. Succession

Succession within the Property Appraiser is as follows: Property Appraiser Deputy Chief Property Appraiser Appraisal Activity Property Appraiser I Appraisal Activity Property Appraiser II

III. SITUATION

A. Jurisdiction Hazards and Risks As stated in the Volusia County Comprehensive Emergency Management Plan, while Volusia County is certainly prone to the same hazards as any community, certain of these hazards are either more likely, or occur more often. Following is an excerpt from the Volusia CEMP detailing some of these hazards. These Hazards and Risks are further detailed in Volusia County’s Local Hazard Mitigation Plan, prepared by Volusia Prepares task force. The LMS can be downloaded from the Volusia County Emergency Management Division website at: http://volusia.org/emergency/default.htm

Property Appraiser COOP - III-4

http://volusia.org/emergency/default.htm


B. Vulnerabilities

The facilities and operations of the Volusia County Property Appraise are vulnerable to both “external” and “internal “disasters. External disasters are events that occur in the community, such as a hurricane or utility system failure, which may or may not directly damage or affect the office, but can be anticipated to have a significant impact on its operations. An internal disaster is an event such as a structural fire or computer system failure that directly impacts only the agency itself and its capabilities to complete its essential functions.

An internal disaster affecting the work area of the Property Appraiser or the offices of the department would deprive the employees of access to their files, vendor lists, etc, and would also impede their ability to communicate internally.


An internal or external disaster would prevent the Property Appraiser from determining the ad valorem taxable value of real and tangible property.


1. In a hurricane situation, key roadway networks and transportation facilities will be available and/or restored on a timely basis to enable access to the primary and alternate locations.

2. BellSouth will repair and or restore any network outages that

impact the ability of the IT Department to deliver and support the county telephone systems. If telephones are inoperable, the use of 800 MHz radios will allow for communication.

3. Contracts and agreements with non-governmental providers of

critical supplies and services will be honored by those providers to expedite purchase and delivery of resources and contracted personnel.

4. Access to and use of State of Florida purchase agreements

(SNAPS) will be available and other cooperative purchasing agreements from other local government purchasing and procurement organizations outside of Volusia County shall be established during times of normalcy and will be honored by those agencies or organizations and will be used if needed.

Property Appraiser COOP - III-5


E. Dependencies

While the structure of government within Volusia County, it has enabled the various departments and agencies to focus on their core services and allow other departments and agencies to provide support services, these same processes have created situations where the core agencies have become dependent upon these support services. Without access to the following support functions, the individual offices of Property Appraiser would be impacted in their ability to perform their core functions.

1. Volusia County Information Technology Department

All offices of Property Appraiser have a dependency on IT for continued support and access to the critical applications supporting their division. • E-mail • Network access

2. Telephone service

All offices of Property Appraiser have are dependent upon continued telephone service and the ability to have the Volusia County telephone system reprogrammed causing the primary numbers to ring at the alternate facility. The IT Department has documented both procedures and a disaster recovery plan to provide the required support.

IV. COOP CONCEPT OF OPERATIONS This COOP Plan will be implemented when, in the judgment of the Property Appraiser or designee, operations are not possible due to an internal or external disaster preventing the employees from accessing their workplace, required communications or information. When such an emergency occurs, the Property Appraiser or designee activates the COOP. The Property Appraiser’s impacted office will transfer to one of the Satellite Offices and continue operations at the alternate facility. A. Policies for Plan Implementation

This plan will be implemented whenever an internal or external event prevents normal day-to-day operations in the primary office.

Property Appraiser COOP - IV-6


Property Appraiser COOP - IV-7


1. Personnel

The COOP Plan is staffed by existing Property Appraiser employees, as identified by the Property Appraiser or his designee.

2. Facilities

a) Property Appraiser

With four locations, the loss of a facility will require the transfer of personnel and records to one of the other facilities.

3. Systems

The alternate site for each of the four locations described above will require telephone access. The same local telephone services should be available at the alternate site, and VCIT will reprogram the published numbers to that location.


Equipment and supplies necessary to carry out the essential functions of the Property Appraiser are located at each office.

V. COOP OPERATIONS

A. Emergency Recognition and Warnings

1. Source

Warnings or alerts that would cause activation of the COOP may originate from a variety of sources. Some examples of such sources may be: a) Fire alarm b) Direct observation of staff at the facility c) Call from Volusia County Office of Emergency Management Services d) Call from Fire or Law Enforcement


When a warning or alert is received it must be validated. If the warning is not from a known agency or source, confirmation will be requested from the County Division Emergency Management , or Sheriff’s Dispatch Center.


1. Responsibility

The Property Appraiser or designee will perform a situation assessment.

2. Procedure

The Property Appraiser or designee will make an on-site visit to make assess the situation. The goal is to determine the ability to perform essential functions at the impacted site.

C. Activation

1. Activation Criteria

This COOP will be activated whenever the Property Appraiser impacted office is unable to perform minimum essential functions.



The Property Appraiser or designee will execute the Activation Procedure Checklist. a) Primary Responsibility

The Property Appraiser or designee is responsible for COOP activation.


1. Personnel Protection

a) Personnel Accountability

It is critical that Property Appraiser personnel take whatever actions are necessary to protect their health and safety.

2. Property

a) Actions

Property Appraiser facilities are not secure. All offices are open to the public during normal working hours and are vulnerable to a variety of hazards.

b) Responsibility

Property Protection – Protection of Property Appraiser facilities is the responsibility of the Volusia County Sheriff’s Office and local law enforcement.

3. Protection of Vital records

a) Actions

All Property Appraiser vital records are stored on secure external servers maintained by Volusia County Information Technology.

E. Activation Notification

The Alert and Notification process can be initiated by anyone who observes an event and determines that the magnitude or potential impact will render providing essential minimum services impossible. Additionally, the Property Appraiser may be notified by external

Property Appraiser COOP - V-2

agencies that it will be necessary to move to an alternate location based on credible intelligence of an impending event (i.e. bomb threat).

F. Mobilization

This plan will be activated when any of the following offices are unavailable: 123 W Indiana Ave DeLand Fl 250 N Beach St Daytona Beach Fl 2742A Enterprise Rd Orange City Fl 113 E Canal St New Smyrna Beach Fl


1. Staff

Staff will be notified to move to the alternate site by the Property Appraiser or designee.

2. Facilities

The telephone system will be reprogrammed so that all incoming calls will be redirected to the alternate facility location.

a) Property Appraiser

With four offices, the loss of a facility will require the movement of assets to one of the other facilities.

3. Systems

The alternate site for each of the four departments described above will require telephone access, computers, and administrative materials.

G. Operations

1. Initial COOP implementation

a) Initial Implementation of Essential Functions.

Attached are checklists for the initial implementation of essential functions.

1. COOP activation

To activate the COOP, refer to the Activation Procedure checklist. This checklist includes alert, assessment and decisions steps to activate the COOP.

b) Communications

(1) Internal

Identify and address any problems preventing communication with primary customer agencies.


(2) External

Identify and address any problems preventing communication with the State and Volusia County.


Identify and address any problems affecting the ability of primary customers to contact the Property Appraiser.

d) Coordination

(1) External agencies and organizations.

(2) County Emergency Operations Center.

e) Assessment

Review actions taken during the initial COOP activation and implementation period. Ensure all mission essential functions are implemented.

Begin corrective actions if it is determined that any mission essential functions are not being implemented.

f) Continuing operations

1. Continuing implementing essential functions. Take

appropriate actions to implement any missing functions discovered during the review in the assessment section.

2. Assessment and Monitoring

Hold briefing sessions at each shift change at the alternate site and update the Property Appraiser or designee after each briefing session. Ensure appropriate actions are being taken to monitor events and adjust to the changing environment surrounding this emergency.

Update crossover log at end of each shift

3. Continuing customer information

The primary customers/clients of Property Appraiser are the citizens of Volusia County. Any disruption to Property Appraiser operations will be visible to all citizens. Therefore,


providing prompt and accurate information to the public informing them of the successful execution of this plan is extremely important.

The Property Appraiser or designee will maintain communications with the Public Information Office attached to the County Manager’s Office to ensure correct, accurate and consistent information is released to other agencies, county employees, and the public.

4. Continuing coordination

a. External Agencies and Organizations

Maintain communications and coordination with any departments, such as Technology Services, whose operations or support has been changed by the implementation this COOP.

b. County Emergency Operations Center

If the County Emergency Operations Center is activated, continue to provide a functional interface between all ESFs and the Property Appraiser.

5. Continued Staffing

Monitor staff to ensure work hours and task assignments are reasonable. Monitor for excessive hours and arrange for additional staff support if workload or hours becomes excessive.

6. Problem Resolution

Review the Crossover Log and all open problems after each shift change.

7. Resource Procurement

Verify all required resources are available for continued implementation of the COOP and for continued operations up to 30 days.

8. Financial Management and Accounting


Provide updates to the Volusia County Finance Department to ensure the emergency does not impact the financial position of the County. Provide interim and preliminary calculations and/or estimates of expenditures by the County to implement the COOP and submit any emergency requests for significant purchases for equipment and/or facility replacement.

H) Restoration of normal operations

a) Responsibility The Property Appraiser will be responsible to determine if any non-essential functions will be restored prior to return to the primary site, or will continue to be deferred until the return.

It will also be the responsibility of the Property Appraiser to determine when to return to the primary site. The Property Appraiser will make an assessment of the primary site during each shift turnover meeting. These assessments and action items will be documented in the Crossover Log at the end of each shift change.

b) Procedure

After the primary site is restored and available, all functions will be tested and verified. The Property Appraiser or assignee will assess the condition of the installed office equipment, including office computers, printers and fax machines and any other installed support assets assigned to the facility prior to the disaster. The Property Appraiser will verify that sufficient desk, file, and other required furniture is installed and available for the agency staff. Work will continue at the alternate site until the end of a scheduled shift and then terminate. During the scheduled down time all work will be transported by team members back to the primary site. Work will begin at the primary site the next scheduled operating period.

1. Coordination

All Property Appraiser offices will coordinate the return to the primary site with Facilities Services to ensure the site is


ready. They will also coordinate with VCIT and any other agencies or outside vendors who are supporting the alternate site.

2. Customer/Client Notification

No notification should be required.

ii. Deactivation and Demobilization

1. Responsibility for Deactivation

The Property Appraiser will notify the Division of Emergency Management when the decision is made to return to normal operations and will initiate the demobilization of the alternate site and restore that site to its original use.

2. Deactivation Procedure

a. Alternate Facilities

The alternate facilities must be cleaned, restored and returned to their prior use. The Property Appraiser must correct any discrepacies that prevent the return to prior use.


Each office of Property Appraiser will coordinate with VCIT to have data collected on the computers at the alternate site and to back up the data if not already done so.

b. Alternate Systems

Prior to deactivation, ensure that all actions have been fully completed or arrangements made for their completion.

c. Alternate Equipment and Supplies

Coordinate with Facilities Services to schedule the physical move of working files, papers and any office


equipment being used at the alternate site for relocation back to the primary site.

d. Supplemental Staff

The Property Appraiser will advise the County Personnel Division any County employees that have been assigned to assist of the date and time they may return to their permanent position.

3. Financial Management and Accounting

Prior to deactivation of the COOP, the Financial Division will perform an audit or review to ensure all financial record-keeping during COOP activation is adequate.

iii. Post-activation Operations

1. Repairs and Restoration

All repairs will be completed by Facilities Services prior to return to the primary site.

2. Staff Critical Incident Stress Debriefing

The Property Appraiser will make Critical Incident Stress Debriefing (CISD) available to assist agency members in coping with stress related to dramatic events. As referenced in Section III. A. 7 and Section IV. B. 5 of ESF #8 of the Volusia County Comprehensive Emergency Management Plan, it is the responsibility of the Volusia County Health and Family Services Department to support local agencies with providing mental health services for emergency workers.

3. After-action report evaluation and critique

Schedule and conduct a post-event critique of the execution of this plan and other post-event critiques. Propose modifications to this plan if indicated.

I) Plan maintenance

a. Responsibility


This plan is assigned to the Property Appraiser. The Property Appraiser is responsible for scheduling exercises and updates to the plan.

i. Develop Plan Maintenance Procedures.

Procedures will be developed and executed to ensure: • All attachments are maintained and current. • Personnel rosters are maintained and current.

Replacements are assigned as required. • The Essential Functions are monitored to ensure they

continue to meet the requirements of Volusia County. • Ensure the COOP maintains consistency with the Volusia

County CEMP. • The order of succession as documented in II.E is current

and accurate. ii. Maintain Current Operational Procedures.

Perform review of the following:

• Operational Procedures • Database • Systems • Vendor lists

iii. Develop and maintain pre-event contracts

Develop and maintain pre-event Emergency Management contracts and mutual aid agreements as necessary for known or anticipated supplies, services or assistance for any event that may cause this plan to be activated.

iv. Develop and maintain procedures for notification

Develop and maintain procedures for notification of other agencies and organizations necessary for implementation and activation of this COOP.

b. Schedule

As a minimum the plan will be reviewed during the ESF I Annex review process.



J) Training and exercises

The Volusia Property Appraiser will prepare COOP implementing procedures and will train staff in the use of these procedures.

a. Responsibility

It is the responsibility of the Property Appraiser assign maintenance and training of the COOP and ensure each employee in the department understands their responsibility to participate in the training and exercise of the COOP.

b. Schedule

Conduct biannual table-top exercises with all team members to ensure roles and responsibilities are understood, and to ensure the plan continues to meet the changing requirements of Volusia County. Conduct annual training with all members of the agency to ensure awareness of plan procedures and implementation. In addition to scheduled training, the Property Appraiser will also practice activating the COOP annually during the County’s annual hurricane exercise. The practice activation will allow the department to test the COOP implementation during a major, external disaster and further test the communication methods to used during the event.

K) Attachments

a. The Property Appraiser facilities list and contact list.

b. Statutes and Policies

• 252.365 Emergency coordination officers; disaster-preparedness plan • 252.38 Emergency management powers of political subdivisions • Sec. 282.318 Security of data and IT Resources.htm

c. Checklists • Coop Activation • Activation of Alternate Facility for Archives and Record

d. Crossover Log


a. COOP ACTIVATION This COOP checklist is for the initial activation of this COOP Plan.

COOP Ref.

Task Assigned To

Date/Time Comp.

V.A.2. Validate any warning or alert of emergency situation.

Confirm which one or multiple of the four offices included in this plan is involved in the disaster.

Perform damage assessment. V.B.2. Perform an assessment of the ability of the

department to perform essential functions at the primary site.

The assessment should provide estimate of time the facility would be unavailable.


V.C.2. Entry to this point in this checklist is from Activation Procedures Retrieve and Review this document. Confirm which of the alternate site activation

checklists are to be activated.



V.E.1 Notify key personnel. Determine what equipment from the damaged

facility is in working order and may be moved to the target location

Define timeline to relocate to the alternate site. V.E.1 Fully implement notification plan. V.E.2 Contact Finance and get internal order # for

tracking expenses associated with this event.

V.E.2 Alert the County Emergency Management Division.

V.E.2 Alert the County Manager’s Office. V.G.1.c The primary customers/clients to Property

Appraiser are the citizens of Volusia County. Any visible disruption to the departments’ operations will be of paramount concern to the citizens. Provide information to the public


informing them of the presence of this plan and the successful execution of this plan is extremely important.

b. Alternate facility activation checklist

COOP Ref.

Task Assigned To

Date/Time Comp.

Determine which site or sites has been effected by the event.

Ensure all staff have been notified to report to the designated alternate site.

Contact VCIT for any support required with phones, computers, and network connections in alternate facility.

Ensure all equipment at the alternate facility is in working order.









Volusia County Emergency Management ESF 6 Continuity of Operations Plan Comprehensive Emergency Management Plan

AMERICAN RED CROSS MID-FLORIDA REGION

DISASTER RESPONSE PLAN

ESF 6

Continuity of Operations Plan

Revised 9/2012 Page 1 of 45

Volusia County Emergency Management ESF 6 Continuity of Operations Plan Comprehensive Emergency Management Plan RECORD OF CHANGES

Change Number Date of Change Date Entered Change made by (signature)


Volusia County Emergency Management ESF 6 Continuity of Operations Plan Comprehensive Emergency Management Plan TABLE OF CONTENTS



CONTACT INFORMATION Emergency Phone Information for ARC Facilities: Orange County Service Center (Orange CSC) 5 North Bumby Ave, Orlando Dial (9) for an outside line Dial “911” for emergencies Fire Department (nonemergency): 407-836-9000 Police (nonemergency): 407-737-2400 Poison Control: 1-800-222-1222 Power Company: 407-423-9018 Safety Officer: David Jolly 407-608-8255 Facility Maintenance: Christy Zimmerman 407-506-7011


Volusia County Emergency Management ESF 6 Continuity of Operations Plan Comprehensive Emergency Management Plan I. INTRODUCTION

It is the mission of the American Red Cross Mid-Florida Region (“Region”) to respond to disasters and other emergencies in an efficient and effective manner, while maintaining delivery of essential services to our communities. Our success in accomplishing this mission depends on effective planning and utilization of all paid and volunteer staff and material resources.

A. PURPOSE and SCOPE

The purpose of this Continuity of Operations Plan (“CoOP”) is to provide the framework for which designated paid and volunteer staff can

1. Work together to respond to a disaster affecting a significant portion of the Mid-Florida Region.

2. At the same time continue to support our communities with ongoing critical ARC services.

3. Initiate restoration processes following an emergency. The CoOP will also be activated partially or fully as appropriate in the event that one or more ARC facilities in the Mid-Florida Region is partially or completely unavailable for normal business operations for more than one business day for any reason.

B. OBJECTIVES Objectives of the CoOP are to direct and guide appropriate actions to:

1. Mitigate risks by identifying potential emergency needs that the Mid-

Florida Region should prepare for before an emergency occurs. 2. Ensure the safety of Red Cross staff and clients at all regional sites

during an emergency. 3. Reduce disruptions to normal operations. 4. Protect essential equipment, records and other Mid-Florida Region and

national assets. 5. Minimize damage and loss. 6. Provide organizational and operational stability. 7. Facilitate decision-making during an emergency. 8. Achieve an orderly recovery from emergency operations.



C. PLANNING ASSUMPTIONS This CoOP is based upon the following:

1. Emergencies or threatened emergencies may adversely affect the Region’s

ability to initially continue support of essential operations.

2. Red Cross staff from the Region may themselves become disaster victims as a result of the event and not be available to respond or provide support. This could include Region leadership that would then require invoking Succession of Authority of this Plan.

3. An event may directly affect local community resources rendering them unavailable or unusable for recovery or normal routine support of the Region.

4. If required, personnel and other resources from the Region and other organizations outside the disaster-affected area will be available to continue essential operations.

D. PLAN SUMMARY

This plan will: 1. Establish an order of authority and succession for the Region. 2. Determine primary and alternate sites for a Regional Disaster Operations

Center, in the event of a response to a Level II or above disaster within the Region.

3. Evaluate the vulnerability and risk of each County Service Center in the Region.

4. Review events that can trigger partial or full activation of the CoOP. 5. Provide a contact list with assigned roles for each paid staff position during a

CoOP activation. 6. Summarize preliminary actions required to insure essential operations

continue during CoOP activation 7. Outline a recovery plan if a County Service Center becomes unusable for a

period of time. In addition to the above, the following will need to be addressed:

• Safekeeping vital records • Administration and logistics • Operating procedures • Personal issues • Security • Communications • Exercises and training


Volusia County Emergency Management ESF 6 Continuity of Operations Plan Comprehensive Emergency Management Plan E. SITE VULNERABILITY/ RISK ANALYSIS

Each County Service Center (“CSC”) in the Region has been evaluated for vulnerability and a risk analysis of each facility has been prepared and summarized in Appendix A. All CSCs in the Region may experience a manmade or natural event that could impact staff and facilities without warning. Staff must be continuously alert to the need to execute the Occupant Evacuation Plan (“OEP”) (See Appendix E, Section III) and the relevant portions of the CoOP when needed. CSCs are located in buildings that are subject to risk of fire and possible flooding in event of severe weather. Tropical storm and hurricane risk is high for all Region facilities. Many CSCs also lie in one of the highest risk areas for lightning strikes and potential tornados in the state. Thus, each Red Cross owned or leased building is at risk for loss and alternatives need to be planned for should a structure no longer be serviceable. Appendix B covers activation triggers where operations could be required to be transferred to another facility. Some situations are sudden and come without warning while others have some known lead-time where transfer of authority and/or operations will be done prior to the emergency. Appendix C is the Region call-down list for emergency notification of staff to assemble at an alternate location. Included are key contacts for adjacent Region support. Appendix D outlines preliminary actions that are required to insure essential operations continue without loss of critical financial and service delivery information. Appendix E outlines a recovery plan for full restoration of Region functions.



F. DEFINITIONS

• Cold Site. A relocation site reserved for emergency use, but may require the

installation of equipment before it can support operations. A contractual or other formal agreement may be required to ensure availability of a specific site.

• Continuity of Operations. Continuity of operations is the capability of an

organization to continue to operate or rapidly resume operations, in an emergency or threat of an emergency. Continuity of operations activities may include activation of a relocation site and/or a crisis management headquarters at the national, regional, chapter or service center level. This may include any or all of the following:

o Evacuation of personnel from their normal operating locations; o Selection and occupation of a relocation site able to support the

continuation of essential activities; o Provision of information management, logistics, and

telecommunications support by temporary use of nonstandard or alternative means.

These activities could be taking place while the Region provides support to clients in the affected area, either directly or through mutual agreements.

• Designated Official. As provided in the DRP and CoOP, the Designated

Official is the highest-ranking staff member of the Region or designee. • Emergency (for this CoOP). An emergency is an unusual event that does, or

could do, harm to people, resources, property, or the environment. Emergencies can range from localized events that affect a single office in a building, to human, natural, or technological events that damage or threaten, local, state, regional or national operations. The emergency could cause the temporary evacuation of personnel or the permanent displacement of staff and equipment from the old site to a new operating location.

• Essential Functions. Those functions, stated or implied, required to be

performed by BOG Policy, American Red Cross Regulations, Red Cross Standards of Performance, Public Law, or other functions that Red Cross national headquarters or Region senior officials deem essential, e.g., Emergency Services, Services to the Armed Forces (“SAF”).

• Home Site. A location of normal day-to-day operations where staff (paid and

volunteer) usually goes to work.

• Hot Site. A relocation site available for immediate occupancy equipped to permit rapid resumption of essential functions. Pre-disaster agreements or contractual arrangements will be required to ensure access to a hot site.



• Occupant Evacuation Plan (OEP). The Region OEP is defined as a short-term emergency response program that outlines procedures for safeguarding lives and property during local on-site emergencies in Red Cross facilities. The OEP requires that a “directive-style” plan be prepared. The difference between the OEP and CoOP is that the basic objective of the OEP is to get personnel and clients safely out of a facility; the objective of the CoOP is to ensure that all staff of a facility can continue their essential functions and service delivery from that or any other facility. Although the first step in executing the CoOP might be to carry out the OEP, and much of the OEP can be utilized in the CoOP, the objectives of the two plans are fundamentally different.

• Relocation Site. The hot or cold site where all (or designated) staff will report

for work if forced to move from the home site. Contractual agreements will probably be required to secure a relocation site.

G. AUTHORITIES AND REFERENCES

The authority to activate this plan rests with the Regional Chief Executive Officer (CEO) or the designated staff member acting in her absence.

Disaster Services Connection #163, November 2002 ARC Mid-Florida Region Disaster Response Plan.

H. Plan Maintenance, Training and Exercises

Plan Maintenance

The Continuity of Operations Plan is part of the American Red Cross of Mid-Florida’s Multi-year Strategic Plan and is considered to be one of the on-going programs within the Divisions management plan. The Regional Safety Office will maintain custody of the COOP and is responsible for making updates to the plan and distributing updates to copy holders. As a minimum the plan will be reviewed during the ESF I Annex review process, or more frequently as determined by the American Red Cross of Mid-Florida Region.

Training and Exercises



The COOP will be explained to new employees as part of their orientation process The COOP will be reviewed annually as in-service training A COOP exercise will be conducted at least once a year. It may be a discussion based, such as a table-top, or an operational based exercise such as a functional for full-scale.

II. SUCCESSION OF AUTHORITY

The Region will follow the Incident Command System (ICS) for any emergency. The ICS is a system in which a pre-designated individual has overall responsibility for the response to the emergency as the Incident Commander (IC). The IC will be responsible for liaising with government authorities as well as the Region CEO as to the status of the situation. In most regional disaster response events, the Regional Chief Emergency Services Officer will assume the role of IC, with the appropriate authority to make decisions. The Region CEO or the Regional Chief Emergency Services Officer may designate an IC. The following is the ICS order of authority and succession for the Region:

A. Region CEO B. Regional Chief Emergency Services Officer; C. Emergency Services Officers, as designated by the Region CEO or the

Regional Chief Emergency Services Officer D. Regional Chief Development Officer

The individual designated as the IC will have the authority to:

A. Determine the short and long-term effects of an emergency and make decisions accordingly;

B. Order the evacuation or shutdown of a Regional ARC facility; C. Represent the ARC Mid-Florida Region to outside organizations and

the news media; D. Issue news releases and official statements.

When the Region CEO is unavailable, she may have a pre-designated paid staff member to serve as interim CEO. This person will have the authority to make emergency decisions regarding Region operations until the CEO returns.


Volusia County Emergency Management ESF 6 Continuity of Operations Plan Comprehensive Emergency Management Plan III. RESPONSE CAPABILITY

A. JOB ASSIGNMENTS

Under the guidance of Emergency Services, certain Region paid staff will assist in disaster response operations when needed, with pre-assigned roles and responsibilities.

B. REGIONAL DISASTER OPERATIONS CENTER (RDOC)

The Regional response to any event will be managed at the ARC Orange County Service Center (CSC) at 5 North Bumby Ave. in Orlando. Under the direction of the Regional Chief Emergency Services Officer, Regional Emergency Services Chair or designee, the RDOC will serve as the management center for emergency operations for Level II disasters and above. The Orange CSC will house the RDOC unless or until the Incident Commander designates another facility. The Service Center will be maintained at a continued state of readiness with 12 active phone lines available for use in the response, reference materials, and supplies necessary to respond quickly and appropriately to an emergency. Once the facility has been activated by the IC:

1. The Auditorium will become the RDOC. Operations Management and Regional Group and Activity Leads assigned to the response will work at tables in this room.

2. The Training Room will used for orientations, briefings and classes related to the disaster response. Disaster Assessment volunteers will be briefed daily in this room before being assigned to the field.

3. Emergency Services offices will house Staffing, Logistics and DST volunteers during a response. Files for Disaster Assessment, FSI, Logistics, DST and Client Casework will be maintained in the Emergency Services offices.

4. Client Casework for both DAT and the disaster response will be managed in the Emergency Services Casework Manager’s office.

5. FSI volunteers will be located in the workspace next to the Regional Chief Emergency Services Officer’s office.

6. Finance personnel in the working area adjacent to the reception desk will take monetary donations.

7. Staff in-processing will take place in the Emergency Services offices for the first 48 hours of a response. It may be relocated to the Elks Club or another suitable facility nearby for the remainder of the response at the direction of the IC.



The following is a diagram of the Orange County Service Center.

Exit

Emergency Services Auditorium

Exit

Training Room Monetary

Donations

Exit

Exit Contingency sites that can be activated within three hours and prepared with adequate resources to serve as back-up DOC locations are:

• Carpenters Union Hall in Orlando [post-event only] • ARC Osceola County Service Center in Kissimmee. • ARC Volusia County Service Center in Daytona Beach • ARC Polk County Service Center in Winter Haven

The RDOC will be operated until it is deactivated by the Incident Commander.


Volusia County Emergency Management ESF 6 Continuity of Operations Plan Comprehensive Emergency Management Plan CONCEPT OF OPERATIONS

The CoOP will be partially or fully activated when: 1. Events occur either within or outside the Region that require a significant

Region-wide response. 2. Events interrupt the delivery of service to our customers from any CSC,

but do not require a disaster response. 3. Events occur that internally threaten or impact the safety and well being of

staff, clients, and customers in any Region facility.

This following section describes the pre-designated roles and responsibilities the Region paid staff will have in the event of a Region-wide disaster response. Some will support the response to the disaster and others will continue normal duties to ensure continuity of operations as their primary responsibility.

A. EMERGENCY SERVICES

The Regional Chief Emergency Services Officer is responsible for 1. Preparation and tactical planning for the response. 2. Developing a service delivery plan. 3. Determining whether outside assistance is needed, and if so, how much. 4. Ensuring requests for human and material resources are transmitted on a

timely basis through appropriate channels to the Disaster Operations Center (DOC) at national headquarters.

5. Operations management during the response. Each Emergency Services Officer (“ESO”) will either be assigned to

1. The RDOC to act as the Group Lead in the regional response for their assigned function, or to support a volunteer leader acting in that capacity, OR

2. A Red Cross facility in a territory to act as the service delivery site manager for the counties within that territory.

The Volunteer and Operations Coordinator will act as the Staffing Group Lead in the Regional response, or support a volunteer leader acting in that capacity. Each Emergency Services Officer Assistant (“ESOA”) will be assigned to a Red Cross office in their Territory. Their primary responsibility will be to oversee the delivery of critical services to the communities in their Territory not related to the disaster response. Supporting DAT responses and casework will be a high priority.



The Emergency Services Casework Manager, assisted by the Emergency Services Officer Assistant in Orange County, will:

1. Ensure that services for local family emergencies as reported by the Disaster Action Teams (DAT) are maintained on a regular operational basis.

2. Ensure casework for Service to the Armed Forces (SAF) is maintained on a regular operational basis.

3. Ensure that other non-disaster response related emergency services continue to be available in Orange and Seminole County.

B. DEVELOPMENT

The Regional CEO, Regional Chief Development Officer, and the Community Development Officers around the Region will support implementation of the Disaster Fundraising Action Plan (DFRAP).

C. ADMINISTRATION

The Volunteer Development Specialist will support the disaster response by supervising the registration and in-processing of spontaneous volunteers, and provide additional support to the Staffing Group as requested. The following shall be done by Administration:

1. Answer calls for general questions from the public. Emergency Services and Public Affairs will provide FAQ’s (Frequently Asked Questions) for the Region response, and if applicable, the Disaster Relief Operation (“DRO”) established by the national DOC.

2. Assist with finding, calling and assigning paid and volunteer staff to report to the office for general non-disaster response duties as needed.

3. Provide trained staff for the switchboard and phone bank. 4. Direct and answer questions from people coming in the front door. 5. Provide a runner for the front desk to: 6. Take messages to people in the building if they cannot be located by

phone. 7. Take messages between the switchboard to the staff and the RDOC. 8. Support Finance Assistant as needed with the financial donations: writing

receipts, recording, photocopying, etc. 9. Organize and supervise youth teams who are assigned to the building

during a disaster to support the response.



E. PUBLIC AFFAIRS (PA)

Public Affairs will support the disaster response by:

1. Providing information about ARC services to those affected by disaster. 2. Providing information to the general public about services provided by the

ARC to those affected by the disaster. 3. Bringing community issues that may impact the public perception of the

American Red Cross and/or its service delivery to the attention of RDOC or DRO leadership.

4. Advising the management of the RDOC and/or DRO about local public affairs implications of relief operation issues.

5. Providing liaison between the RDOC and all media. The Communications Officer will be working with the PA volunteer team to insure all paid staff and ARC volunteers in the Region receive updates about the ARC response in a timely manner.



APPENDIX C The following chart summarizes Region paid staff assignments for disaster response: EXT. POSITION DEPARTMENT DUTIES

4601 Chief Executive Officer ADMINISTRATION Fundraising/PR 4602 Executive Assistant ADMINISTRATION Normal duties; supervision of phone

bank 4652 Office Support Assistant ADMINISTRATION Normal duties; ensuring adequate

phone coverage 4653 Finance Assistant ADMINISTRATION Receiving monetary donations 5631 Chief Regional Emergency

Services Officer EMERGENCY SERVICES

Manage the response to the disaster

Emergency Services Officers [“ESO”]

EMERGENCY SERVICES

Depending upon the nature of the response and the availability of leadership volunteers, ESO will either work in the RDOC in functional roles, or in their territory offices as site managers in response to the disaster.

Emergency Services Officer Assistants [“ESOA”]

EMERGENCY SERVICES

ESOA will coordinate continuation of routine operations and client services in their territories.

5638 Operations and Volunteer Coordinator

EMERGENCY SERVICES

Manage and support Staffing Group in response to Disaster

5633 Emergency Services Casework Manager

EMERGENCY SERVICES

Manage client casework for disaster response and oversee client casework for routine DAT responses and SAF in the Region.

5632

Emergency Services Officer Assistant – Orange County

EMERGENCY SERVICES

Assist in management of client casework for routine DAT responses and SAF in the Region.

4617 Regional Chief Development Officer

DEVELOPMENT Implement DFRAP

Community Development Officers – All CSCs

DEVELOPMENT Assist with DFRAP Implementation in their areas.

4662 Volunteer Development Specialist

ADMINISTRATION Registration of Spontaneous Volunteers; support of Staffing function as requested.

5608 IT Tech Specialist INFORMATION TECHNOLOGY

Provide IT support to the Region

5657 Communications Officer PUBLIC RELATIONS Execute the Disaster Public Affairs Annex of the Region DRP.



APPENDIX D PRELIMINARY ACTIONS TO ASSURE CONTINUITY OF OPERATIONS

To assure continuity of operations in an emergency, certain preliminary actions are required by key personnel. These include but are not limited to the following: A. Information Systems:

1. The Region computers shall be backed up daily to the central computer and weekly backup disk(s) …….

2. Region IT or field office administrative assistants shall carry copies of the

daily backed up disks home at the end of the workday, understanding the privacy nature of the information contained thereon.

3. Insure that a standard operating procedures memorandum is posted to

provide guidance to anyone who must complete this task in the absence of the designated individual.

B. Financial Development

1. Insure important documents, records and contacts if not on the central computer are backed up or copied including: • Donor Records • Donor Contact Lists



C. Public Affairs

1. If not included in the daily information system backup, all public affairs records will be backed up/copied daily to include: • Key contact lists • Canned media releases of Region relocation following an emergency • Canned release to other Red Cross units about relocation





D. Emergency Services Officers

1. Insure that key records not backed up to the central computer are backed up daily and copies maintained in a safe location. The Region office will maintain a set of duplicate important documents at the Lake CSC to assist in continuity of operations should Orange, Osceola or Volusia CSCs be forced to relocate.

2. Insure that a standard operating procedures memorandum is posted to provide guidance to anyone who must complete this task in the absence of the designated individual.

E. Reception Assistants During regular business hours, the front reception desk at each CSC will be staffed continuously. The receptionist shall insure:

1. All staff and visitors entering and leaving the building are logged in and out at the desk.

2. Personnel entering or leaving the building after hours must insure that they also log in and out at this desk.

3. In event that the building must be evacuated, the Reception Assistant or other person at the desk will take this log to the recovery area to assure all staff and visitors are accounted for.

Further, each receptionist shall insure that no unauthorized packages, bags, boxes or other material is left unattended in the lobby or hallways. Any unattended or unidentified materials shall not be touched by anyone, and the receptionist shall call 9-1-1 immediately for a police inspection, and then notify the Region Dispatcher of such call. A building evacuation may be ordered through alternate exits. Insure that a standard operating procedures memorandum is posted to provide guidance to anyone who must complete this task in the absence of the designated individual.

APPENDIX E RECOVERY OUTLINE FOR RESTORATION OF REGION FUNCTIONS

Recovery of essential Region functions following an emergency wherein one or more of the County Service Centers are rendered unusable for a period of time must began immediately. To this end, it is important to locate and contract for use of an appropriate auxiliary location. If necessary, office furniture and equipment, communications, and computer services must be provided either through donation or loan, or leased, depending on the nature and expected duration of the evacuation.


Volusia County Emergency Management ESF 6 Continuity of Operations Plan Comprehensive Emergency Management Plan If the Orange CSC is rendered unusable for an extended period of time, phone lines will be routed to the Osceola or Lake CSC offices where multiple phone lines can be activated. Orange CSC office staff will be directed to report to the Osceola or Lake CSC to continue with their functions. Training classes will be suspended at both locations until the Orange CSC can be re-established. Should either or both the Volusia or Brevard CSCs be rendered unusable for an extended period of time, phone lines will be routed to the other, or to the Lake CSC, where multiple phone lines can be activated. Volusia and/or Brevard CSC staff will be directed to report to the other’s office or to the Lake CSC to continue their functions. Training classes will be suspended at both locations until the CSCs can be re-established. Should the Lake CSC be rendered unusable for an extended period of time, phone lines will be routed to the Volusia CSC. Lake CSC staff will be directed to report to the Volusia CSC to continue their functions. Training classes at the Lake CSC will be suspended until the Lake CSC is re-established. Should the Osceola CSC be rendered unusable for an extended period of time, phone lines will be routed to the Polk CSC. Osceola CSC staff will be directed to report to the Polk CSC to continue their functions. Training classes at the Osceola CSC will be suspended until the Osceola CSC is re-established. Should either or both the Citrus or Marion CSCs be rendered unusable for an extended period of time, phone lines will be routed to the other, or to the Lake CSC, where multiple phone lines can be activated. Citrus or Marion CSC staff will be directed to report to the other’s office or to the Lake CSC to continue their functions. Training classes will be suspended at both locations until the CSCs can be re-established. Should the Polk CSC be rendered unusable for an extended period of time, phone lines will be routed to the Osceola CSC. Polk CSC staff will be directed to report to the Osceola CSC to continue their functions. Training classes at the Polk CSC will be suspended until the Polk CSC is re-established. Should the Highlands CSC be rendered unusable for an extended period of time, phone lines will be routed to the Polk CSC. Highlands CSC staff will be directed to report to the Polk CSC to continue their functions. Training classes at the Highlands CSC will be suspended until the Highlands CSC is re-established. Upon relocation of any office, Public Affairs will make an immediate notification to appropriate media of the temporary suspension of office services in that area, and provide key phone numbers for the public to call for assistance. It should be noted that there is insufficient emergency generator service at some of the locations above to support office operations. It is important that logistics and financial development establish contacts to make such services available when needed to support lighting, phone and computer services and portable fans in warm weather, or heaters in cold weather.


Volusia County Emergency Management ESF 6 Continuity of Operations Plan Comprehensive Emergency Management Plan The following specific actions are required:

1. IT: establish telephone, computer and network connectivity at the

alternate location.

2. Volunteer Development Specialist: seek qualified individuals to fill vacancies in paid staff positions until they can be filled, and such other positions that may be identified due to the relocation.

3. Region CEO with support of Region Board: locate appropriate space,

equipment and supplies to re-establish office(s) left unusable for an extended period of time. Maintain communications with District headquarters on recovery plans.

4. Emergency Service Officers: resume training operations in alternate

locations as soon as possible. Resume normal coordination with authorized providers and hosts for community classes.

5. Public Affairs: provide appropriate media releases announcing restoration

of Red Cross services in affected area.

It is necessary for everyone to work together in a recovery operation. The focus will be service to our constituents: community, client, partner, staff and organization. Remember that the public expects the Red Cross to be the vanguard of disaster response, whether that disaster affects the community, or only the Red Cross. III. Occupant Evacuation Plan The purpose of the Occupant Evacuation Plan is to immediately clear a Red Cross office in event of an emergency such as fire, chemical hazard, or other reason when apparent or directed by management. A major purpose of the Plan is to be able to account for everyone in the building and to insure no one is left behind. Accordingly, everyone in the building is required to sign in at the reception desk, and sign out when leaving. Each visitor shall be directed to note the emergency evacuation maps posted conspicuously. During an emergency, staff shall assist visitors to exit the building through the nearest appropriate exit. Anyone injured during evacuation shall also be reported to Region Disaster Health Services (DHS) staff for follow-up. (See Appendix C for contact.)


Volusia County Emergency Management ESF 6 Continuity of Operations Plan Comprehensive Emergency Management Plan If time permits, the office telephones and fax machines will be call forwarded to another office until the building can be reoccupied. Computers will be shut down in an orderly fashion to preserve data and appropriate back-ups removed by the assigned person or alternate. Administration will prepare individual plans appropriate for each facility in coordination with assigned staff. IV. Loss of a County Service Center In event of a catastrophic loss of usage of a facility by an event such as fire, explosion, or extended evacuation for any reason, staff shall assemble at the designated alternate site for assignment. Immediately after evacuation, the senior staff person present will insure Region Administration is notified of the event, and the status of assigned staff. The telephone company will be contacted to re-route telephone and fax lines to the alternate site. Staff will be advised of personal actions to be taken to continue service delivery at the alternate site.


Volusia County Emergency Management ESF 6 Continuity of Operations Plan Comprehensive Emergency Management Plan ANNEXES

1. Fire Plan 2. Obscene/Threat Call Plan 3. Personal Threat Plan 4. ARC Automobile Accidents Plan 5. Power Outage Plan 6. Sink Hole Plan 7. Explosion Plan 8. Hazardous Materials Plan 9. Tornado Plan 10. Bomb Threat Plan


Volusia County Emergency Management ESF 6 Continuity of Operations Plan Comprehensive Emergency Management Plan ANNEX A Fire Plan I. PURPOSE

The purpose of this document is intended to provide the framework in which assigned employees can quickly and effectively implement emergency protective actions to protect lives and property from adverse affects of a fire.

II. FIRE PREVENTION

Knowing that smoking continues to be the primary cause of structure fires the Region has instituted the following: SMOKING IS NOT PERMITTED IN ANY AMERICAN RED CROSS MID-FLORIDA REGION FACILITY. Caution should always be exercised if smoking is to be outside. We all must be aware of potential fire hazards and work on a daily basis to ensure compliance with the fire safety program. Defective or inappropriately used electrical equipment is another major source of fire. All electrical appliances used in the building must be UL approved and be inspected by the designated employee or volunteer staff. Report any hazardous equipment to the designated employee or volunteer staff. Evacuation routes as indicated on floor plans will be posted prominently in each office or occupied space (auditorium, classrooms).

A. EMPLOYEES

All employees are responsible for keeping their work areas “fire safe”. Also, following everyday fire safety rules can decrease the chance of fire.

Some ways to do this are by:

1. Keeping passageways clear of obstructions 2. Avoiding overloading electrical outlets 3. Ensuring adequate ventilation for electrical equipment 4. Do not use extension cords 5. Do not leave electrically operated equipment running unnecessarily 6. All electrical devices should be checked periodically 7. Smoking only in designated outside areas 8. Ensuring supervision of all cooking (microwave or oven) 9. Ensuring coffee pots are turned off when not in use 10. No open flames permitted in the building



B. TYPES OF FIRES

Class A: Fire involving ordinary combustibles such as paper, wood, cloth, etc. Normally extinguished by cooling.

Class B: Fire involving flammable liquids such as gasoline, oil, alcohol, etc.

Extinguished by smothering. Class C: Fire involving electrical equipment such as appliances or wiring.

Extinguished by smothering. A nonconductive extinguished agent must be used to prevent injury.

Class D: Fire involving metal filings, i.e., magnesium, titanium and sodium.

C. FIRE EXTINGUISHERS

The Region has installed and will maintain fire extinguishers and appropriate alarm devices such as smoke detectors in each office. The Building Administrator shall ensure that periodic inspections and testing of the equipment be done.

Each of the Regions’ buildings are equipped with ABC fire extinguishers. They

are located throughout the building(s). It is important to know where the extinguishers are located and know how to use them. The procedure to follow in using a fire extinguisher is as follows:

1. LIFT the extinguisher from the wall. 2. PULL the pin. 3. AIM the hose or cone at the base of the fire. 4. SQUEEZE the handle and with a fanning action put the fire out. 5. SWEEP the fire from side to side with the extinguisher. Continue until the

extinguisher is empty.

If an extinguisher is used do not place it back on the wall, notify the designated paid or volunteer staff so that it can be recharged.


Volusia County Emergency Management ESF 6 Continuity of Operations Plan Comprehensive Emergency Management Plan III. FIRE PROCEDURES

Any fire (regardless of size or location) must be reported to the Fire Department immediately. Evacuation Routes are posted throughout the buildings. All staff must evacuate the building using the appropriate evacuation routes in an orderly manner. The following procedures should be taken when there is a fire:

A. When discovering a fire, immediately call 9-1-1, pull the fire alarm and

notify the paid staff in charge. B. Evacuate all personnel to safe distance away as soon as possible. Be sure

to take a “head count” of all that are present. C. If the fire can be contained or suppressed through the use of a fire

extinguisher, one trained paid staff should attempt to do so. Additional paid staff should be ready to assist.

D. The last person to exit each department will close behind any doors if

possible. E. Report to the Person In Charge (PIC) and give them complete details of

what actions you have taken then await further instructions. F. Section heads will report head count to the PIC. G. No one is to re-enter the building until instructed to do so and the fire

incident commander has stated building is secure.


Volusia County Emergency Management ESF 6 Continuity of Operations Plan Comprehensive Emergency Management Plan ANNEX B Obscene/Threat Call Plan

I. Purpose

The purpose of this plan is to provide the framework in which paid and volunteer staff can quickly and effectively implement emergency protective actions in response to obscene or threatening phone calls.

II. Response

The following procedures are to be taken when receiving an obscene or threatening phone call.

A. When receiving a disturbing call do not panic. Stay calm. The more intimidated you seem increases the chance that the caller will continue to harass you.

B. Be attentive to what is being said. Take notes and document

everything you can remember. C. Fill out the Obscene/Threat call Form (see Attachment 1A) after the

call is taken. D. Do not try to engage in an extended conversation with the caller, be

sure to state to the caller that this is a place of business and if this continues you will call the police. You may discontinue the call at any time.

E. Notify the appropriate individual and make them aware of the

situation. F. Remember, never give out any personal information about yourself or

any other paid or volunteer staff.



ANNEX C Personal Threat Plan

I. Purpose

The purpose of this plan is to provide the framework in which paid and volunteer staff can quickly and effectively implement emergency protective actions in response to a personal threat. (Refer to ARC Workplace Violence Awareness Module 2000)

II. Prevention

A. All paid and volunteer staff are responsible for being alert to emotional situations that could escalate into abusive or threatening behavior. Without compromising confidentiality, paid and volunteer staff should not be left alone or outnumbered by excited or unstable clients, customers, or volunteers. Take threats and threatening behaviors seriously.

B. The American Red Cross wants you to be aware of some important

risk factors that may increase your chances of becoming a victim of workplace violence. By raising you awareness, you can take precautions for you own safety.

III. Response

The American Red Cross in compliance with OSHA has compiled “Levels of Violence” (Refer to ARC Workplace Violence Awareness Module 2000) to respond to violence at the workplace.

Remember, the objective is to go home at the end of the day. Be wise and think.

The following is response to a Level I and II (see Attachment XX):

A. Stay calm, listen attentively, and ask the person to sit down. B. Ask the person questions, such as “What can I do to help you?” C. Acknowledge the person’s concerns and try to find solutions. D. Maintain eye contact. E. Speak slowly, softly, and clearly. Avoid being defensive. F. Identify violent behaviors, especially before they escalate. G. Set ground rules/boundaries, such as, “when you shout at me. I can’t

understand what you’re saying.” H. Signal a co-worker or supervisor that you need help by using a code

word. Do not make any calls yourself. Have someone call 9-1-1. I. Keep the situation in your control.



The following is response to a Level III:

A. Get yourself and others away from the potentially violent person. B. Follow the workplace emergency plan. C. Call 911. D. Get out or hide. Evacuate the area.

Be observant, some things to look for:

A. Age B. Race C. Facial hair D. Hair style E. Approximate height, weight, build F. Clothes G. Tattoos and other distinguishing marks

After an incident:

A. Immediately report any violent event to your supervisor or human resources representative.

B. Document, in factual detail and as soon as possible, the inappropriate behaviors you have observed.

C. Talk with your supervisor about organizational policies on workplace violence, human resources policies, Employee Assistance Program contact procedures, and availability of other mental health services.

D. Share your grief with other co-workers, and share information, as it is available. Employees should be encouraged to support, take care of one another, and, as appropriate, get back to the daily routine as soon as possible.



ANNEX D ARC Automobile Accidents Plan

I. Purpose

The purpose of this plan is to provide the framework in which paid and volunteer staff can quickly and effectively implement emergency protective actions in response to an accident while in a Region vehicle.

II. Prevention

A. All drivers of Region vehicles are required to maintain current

certification in ARC Standard First Aid (Adult CPR, Basic First Aid)

B. The Region will not tolerate any abuse of drugs or alcohol that imperils the health or well being of its staff or the customers it serves, threatens its operation, or compromises the safety of its products or services. While operating any Region vehicle, paid and volunteer staff are prohibited from the use of, abuse of, involvement in the manufacturing of, distribution of, or any dispersion of illegal drugs or alcohol to the extent that it violates laws, negatively affects Region activities, or adversely affects the reputation of the organization.

C. Prior to operating any Region vehicle, authorized drivers are

responsible for ensuring that the following items are in the vehicle:

1. A fully stocked first aid kit, usually in the trunk or other secure compartment.

2. A “Motor Vehicle Accident Reporting Kit”, usually located in the glove box.

3. An original or copy of the vehicle registration form, and a current insurance card.

D. The driver must also ensure that the vehicle is safe prior to operating.

The following items should be inspected: 1. Tires 2. All lights 3. Windshield wipers

E. The driver is responsible for ensuring that ALL passengers are wearing

safety belts prior to moving the vehicle.



III. Response

A. When an accident occurs involving a Region vehicle, or if a driver encounters a vehicular accident where there is no responder to the scene, the driver must stop and follow the emergency action steps: (Check, Call, Care).

1. Ensure the scene is safe. 2. Provide immediate first aid if needed. 3. Call 9-1-1 and be prepared to give the following information:

a. Your name b. Phone number which the call is being made from c. Brief description of what happened d. Location of accident e. Number of people injured, if any f. What care has been given, if any

4. Be courteous. 5. Give identifying information to the other party involved. 6. MAKE NO COMMENTS ABOUT ASSUMING RESPONSIBILITY. 7. Complete the “Driver’s Report of Accident” (ARC Form 6625). 8. Report the accident to Region Administration as soon as possible.

B. If the Region vehicle is operable, it should be returned to the Region as soon as

possible. If the vehicle is inoperable, the driver must contact Region administration for instructions regarding towing and disposition of passengers or cargo.



ANNEX E Power Outage Plan

I. Purpose

The purpose of this plan is to provide the framework in which paid and volunteer staff can quickly and effectively implement emergency protective actions in response to a power outage.

II. Response

A. In the event of an emergency or disaster situation in which there is a

power outage or electrical interruption, the “notification” procedures detailed in this plan should be followed, and further instructions will be given by the appropriate individual. The appropriate emergency or disaster procedures, as contained in this plan, should also be implemented, if so directed by the appropriate individual.

B. In the event of an extended power outage the Region will conduct

business deemed possible by the appropriate individual.

C. Paid and volunteer staff roles and responsibilities: 1. If it appears only that this building has a power outage, notify

the power company to report the situation. 2. If there is no power to the phones, contact the appropriate

individual or the designee, and the phone company. 3. Instruct all paid and volunteer staff to collect and have on

hand any portable radios and flashlights. D. Notify the power company and inform of the situation and ask when

the power will be restored. Relay the information to the appropriate individual.

E. Assist with making phone calls if necessary.

F. Contact the CEO or the designee and update him/her of the situation.

G. When the power is restored, instruct a paid or volunteer staff to collect

all radios and flashlights.

H. Notify the CEO or the designee when the power is restored.

I. A summary of the power outage should be completed and forwarded to the CEO or the designee within (5) working days.



ANNEX F Sink Hole Plan

I. Purpose The purpose of this plan is to provide the framework in which paid and volunteer staff can quickly and effectively implement emergency protective actions in response to a sinkhole.

II. Response

In the event a sinkhole appears on or near Region property, the following plan should be implemented.

A. Upon receipt of knowledge of a disaster of this type, the individual in

charge should be immediately informed so that word may reach the CEO or the designee in order to establish the operation of the DOC and this plan.

B. Immediately evacuate all paid and volunteer staff and visitors to the part of the building furthest from the sinkhole following evacuation procedures located in Appendix 4 (III) “Occupant Evacuation Plan”.

C. Stay indoors.

D. Avoid loose or dangling wires; call the power company immediately to advise of fallen wires if phones are still working.



ANNEX G Explosion Plan

I. Purpose The purpose of this plan is to provide the framework in which paid and volunteer staff can quickly and effectively implement emergency protective actions in response to an explosion.

II. Response

A. With or without fire, the fire evacuation plan would be put into use according to the location and severity of the explosion. The individual in charge would initiate this immediately. The CEO or the designee will determine the extent of evacuation as indicated by the damage to the facility.

B. All paid and volunteer staff should receive training in the area of fire prevention, fire protection, and life safety. This program should be given as often as necessary, but at least once each year.

C. Combustion is the result of the proper mixture of heat, oxygen and fuel. Explosion is the process of “rapid combustion”. Common examples: leaking stove and faulty hot water heater (boiler).

D. If you hear an explosion you should do the following: a. Keep calm, do not alarm anyone.

b. Remove everyone from the area of immediate danger.

c. Activate the alarm system and:

1) Call 911 2) Notify CEO or the designee 3) Notify other paid and volunteer staff as needed.

E. Turn off gas.

F. Administer first aid if necessary

G. If a fire starts as a result, refer to Fire Plan.



H. In the event of an explosion, depending on the location, the CEO shall be in contact with Emergency Services. Within 24 hours of the occurrence a written report shall be provide to the CEO from Emergency Services. The report shall contain the following:

1. The name and complete address of the facility. 2. The date of the report. 3. The day, time, cause, and occasion of the explosion. 4. The extent of flame, smoke and water damages. 5. The estimated amount of loss. 6. The number of paid and volunteer staff, volunteers with

injuries and/or deaths. 7. The name and job title of the individual who reported the

explosions. 8. The time that the explosion was reposted and

identification of person to whom it was reported. 9. Information as to whether or not the in-house fire alarm

was activated. 10. Information as to whether or not the fire or explosion was

reported to the local Fire Department, and if not, an explanation as to why it was not.

11. A description of the method used to extinguish the fire. 12. Information as to whether or not the facility is equipped

with an automatic fire sprinkler system. 13. The CEO’s narrative description of the incident and what

action, if any, is taken to prevent further occurrences. 14. Attachments consisting of:

a. A copy of the fire/explosion report of the local Fire Department, if applicable.

b. Photographs, if damage was extensive.



ANNEX H Hazardous Materials Plan

I. Purpose The purpose for this plan is to outline the roles and responsibilities of paid and volunteer staff in the event an incident were to occur either on site or off site. Although, a hazardous materials incident happening on site will be rare the threat still exists.

II. Prevention

A. All cleaning materials such as chlorine bleach must be stored in original

containers, labeled with the following information:

1. Contents 2. Precautions for handling 3. First Aid steps for ingestion

B. In addition, Material Safety Data Sheets (MSDS) should be posted

where the chemicals are stored. Other chemicals such as gasoline and other combustibles must not be brought into the building. If it is necessary to store hazardous materials on the premises, the Region will secure storage in an appropriate outbuilding.

C. The fuel tank for the emergency generator will be periodically inspected for leaks or other hazards.

III. Response - On site

A. Potential hazards on site: 1. Chlorine Bleach

B. As soon as possible after a hazardous materials incident has occurred on-

site, notify the CEO or designee.

C. Move all persons out of the area as quickly as possible to eliminate exposure and/or injury.

D. If a small spill has occurred, attempt to secure the area and take steps to

prevent the substance from spreading and/or contaminating any water source.

E. For large spills, call 9-1-1.



F. Take steps to protect yourself and others from harm. If in doubt, stay clear of the area and call 9-1-1.

G. All paid and volunteer staff is to follow the instructions of the Fire

Department, to insure the safety of everyone in the Region.

IV. Response – Off site If a hazardous materials incident has occurred in the immediate area, the Region will be notified. Follow steps B-G of “Response - On Site” above.

V. Evacuation

A. If advised to evacuate the any Region facility, contact the CEO or the

designee immediately.

B. Follow the Fire Department’s instructions.

C. Give instructions to each individual and assist them as needed.

D. Do not return to the affected facility until instructed by the local authorities that it is safe to do so.

VI. Shelter in Place

A. If advised to move in doors and shelter in place, contact the CEO or the

designee immediately.

B. Follow the Fire Department’s instructions. Give instructions to each paid or volunteer staff and assist them as needed.

C. Do not venture outside or open the windows until advised it is safe by the

local authorities.

D. Turn off air conditioner and all fans.

VII. Paid and volunteer staff roles and responsibilities:

A. Contain the spill or leak if possible by placing absorbent material around and over it.

B. Remove all persons and limit access to the contaminated area by closing

the doors.



C. Provide emergency care, if needed to those who may be contaminated with the hazardous substance and have them taken to the hospital and report this the CEO. Care must be taken not spread the contamination during transport.

D. Determine if site cleanup can be performed (small spills, and spills of non hazardous or weak solutions of hazardous, non vapor producing chemicals). If safe cleanup cannot be made, call the CEO or the designee.

E. Look up the MSDS for the substance spilled.

F. Clean up the substance by the method recommended in the MSDS if

proper equipment is available to do so. Supplies for proper cleanup should be located on site and obtainable from the CEO or the designee.

G. If you are unsure if you should attempt to clean up a hazardous materials

spill because of the type of material or the size of the spill.



ANNEX I Tornado Plan

I. Purpose The purpose of this plan is to provide the framework in which paid and volunteer staff can quickly and effectively implement emergency protective actions in response to a tornado.

II. Response - Tornado Watch

A. Local weather conditions develop quickly and are sometimes extremely violent. As a result, tornados may develop from a rapidly developing violent thunderstorm. This can provide very little time to prepare for such an occurrence.

B. A tornado lasts an average of 8-10 seconds.

C. The CEO or the designee will do the following:

1. Ask all paid and volunteer staff to come inside and assure they

remain inside until the “All Clear” is given. 2. During the time of a tornado watch, keep tuned to the local

radio or television station for further information. 3. Keep a supply of flashlights and battery-operated radios

available and ready for use. 4. Continue any type of indoor activity. 5. If meals are required, plan on a cold plate meal, assuming the

possibility of a power interruption. 6. Report to the appropriate paid or volunteer staff, concerning the

food inventory available.

D. Maintenance or designated person

1. Check outdoors and indoors for any objects, which might become missiles if blown about in a high wind.

2. Outdoors: secure any outdoor equipment.



III. Response - Tornado Warning A. When a Tornado Warning is issued it means a tornado has been sighted

in the area. If the tornado sighting was in the immediate area of any of the Region’s facilities, immediate action must be taken.

B. CEO or the designee will do the following:

1. Direct all paid and volunteer staff and visitors to move to safe

areas in the interior of the buildings away from windows. 2. Provide each person with a blanket or other material to use as

cover against flying objects.

C. Maintenance or designated person will do the following:

1. If time permits, shut off electricity, and water main.

D. All other paid and volunteer staff will do the following:

a. Office personnel continue to monitor telephones. b. Wait for an “All Clear” from person in charge. c. Check the building for damages. If an evacuation is necessary

notify the CEO or the designee and follow the evacuation plan.

IV. If a Tornado hits

A. CEO or the designee will do the following:

1. If a Tornado has struck the facility, call 9-1-1 immediately when it ends. 2. Conduct a head count, and check for any injuries or deaths. 3. Check all personnel for injuries and treat accordingly.

B. All paid and volunteer staff will stay calm. Help is on the way.

V. Damage Assessment

A. CEO or the designee will document the incident.

B. Maintenance or the designated person will do the following:

1. Check for fires. 2. Turn on the utilities only after advised that all is safe. 3. Check the building for damages. If an evacuation is necessary notify the

CEO or the designee and follow the evacuation plan.



ANNEX J Bomb Threat Plan

III. Purpose

The purpose of this plan is to provide the framework in which paid and volunteer staff can quickly and effectively implement emergency protective actions in response to a bomb threat.

II. Prevention

The following are some ways to help prevent a bomb from being placed:

A. Work areas are clean and orderly and notice if anything is out of the ordinary.

B. Keep closets are locked when possible C. If a suspicious package or device is found, DO NOT ATTEMPT TO

TOUCH OR REMOVE IT. D. Be observant for any unidentified person(s) who act strangely, seem

overly curious, or ask questions.

III. Response

A. Bomb threats may be made in the following ways:

1. Letter or note 2. Telephone call 3. In person

B. If the threat is by letter or note the following must be done:

1. Contact the CEO or the designee 2. Every possible effort should be made to retain evidence

such as fingerprints, handwriting, typewriting, paper, postal marks or any other means to trace its origin.

3. Write down a description of the person if written threat was delivered. Also note information about anyone accompanying them and their mode of transportation as well as direction of travel.

C. If the threat is by telephone call the following must be done:

1. Remain calm. 2. Immediately refer and fill out the Bomb Threat Call

Checklist. 3. Call 9-1-1 and report the call.



D. Notify the CEO or the designee, who will alert the remaining paid and volunteer staff to evacuate the building until it is secure to go back in.

E. If the threat is by person the following must be done:

1. Remain calm. 2. Be observant, find out as much as possible (i.e., when,

where, why, what, and who). 3. Fill out the Bomb Threat Form as soon as possible. 4. Notify the CEO or the designee, who will alert the

remaining paid and volunteer staff to evacuate the building until it is secure to go back in.

5. Call 9-1-1 and report the call.

F. After the bomb threat situation has been completed, there should be a debriefing session of all paid and volunteer staff involved to see if any individual should need additional assistance.


Volusia County Emergency Management ESF 6 Continuity of Operations Plan Comprehensive Emergency Management Plan BOMB THREAT CALL CHECKLIST Call received by: Name: ____________________ Date: __________ Time: ____________ Position: __________________ Phone #: ____________ Ext: __________ Location: __________________ Questions to ask: Exact wording: 1. When is bomb going to explode? _______________________________________ 2. Where is it right now? ________________________________________________ 3. What does it look like? _______________________________________________ 4. What kind of bomb is it? ______________________________________________ 5. What will cause the bomb to explode? ___________________________________ 6. Did you place the bomb? ______________________________________________ 7. Why? _____________________________________________________________ 8. What is your name? _________________________________________________ 9. What is your address? _______________________________________________ The following information required opinions, perceptions and judgments. Please give your first impressions.



ATTACHMENT: 1A OBSCENE/THREAT CALL FORM 1. When receiving an obscene phone call do not panic, the more intimidated you seem

increases the chance that the caller will continue to harass you.

2. Do not try to engage in an extended conversation with the caller, once you have determined that the caller has nothing useful to say, just stat that you will be calling the police. Discontinue your conversation and hang up the phone.

3. After hanging up please complete as much of the information below as possible.

Your name: _________________________________________________ Position: ____________________________________ Time of Call: _______ a.m./p.m. ______ Date of Call: ________________

TRY TO NOTE THE BELOW LISTED INFORMATION Did you recognize the identify of the caller? Yes ___ No ___ If the answer is Yes what was their name? ________________________________ Caller’s Sex: Male ___ Female ___ Approximate age of caller: _______ Sound of the call: Long distance ___ Local ___ Unkown ___ Voice Characteristics: Loud ___ Raspy ____ Slurred ___ Fast ___ High pitched ___ Intoxicated ___ Soft ___ Pleasant ___ Slow ___ Deep ___ Raspy ___ Stutter ___ Background Noises: Office equipment ___ Airplanes ___ Other __________________ Factory machines ___ Boats ___ _______________________ Party background ___ Music ____ Street traffic ___ Voices ___ Any other information that you recall: ________________________________________________________________________________________________________________________________________________







Volusia County Purchasing and Contracts &

Volusia County Finance ESF 7

Return to County CEMP

Return to County COOP Annex


AGENCY PROFILE

SITUATION


COOP OPERATIONS

PLAN MAINTENANCE


ATTACHMENTS

Version 2.0 Revised November 2013 ESF 7 VC Purchasing and Finance COOP..docx

Purchasing and Contracts Volusia County Continuity of Operations Plan

I. INTRODUCTION AND PURPOSE ................................................................................... I-4

A. Overall Purpose _______________________________________________________ I-4 II. AGENCY PROFILE .......................................................................................................... II-1

A. Essential functions ____________________________________________________ II-1 B. Non-Essential functions _______________________________________________ II-2 C. Authorities __________________________________________________________ II-2

1. Normal Operations ...................................................................................................................II-2 2. Emergency Operations .............................................................................................................II-3

D. Resources and Capabilities _____________________________________________ II-3 1. Staffing .....................................................................................................................................II-3 2. Facilities ...................................................................................................................................II-3 3. Systems.....................................................................................................................................II-4 4. Equipment ................................................................................................................................II-4

E. Succession ___________________________________________________________ II-4 III. SITUATION ................................................................................................................ III-1

A. Jurisdiction Hazards and Risks ________________________________________ III-1 B. Vulnerabilities ______________________________________________________ III-2 C. Consequences of Disruption ___________________________________________ III-3 D. Planning Assumptions ________________________________________________ III-3 E. Dependencies _______________________________________________________ III-3

1. Information Technology ......................................................................................................... III-3 2. Finance ................................................................................................................................... III-4

IV. COOP CONCEPT OF OPERATIONS ........................................................................ IV-1 A. Policies for Plan Implementation _______________________________________ IV-1 B. Resource Requirements for Implementation _____________________________ IV-2

1. Personnel ................................................................................................................................ IV-2 2. Facilities ................................................................................................................................. IV-2 3. Systems................................................................................................................................... IV-2 4. Equipment and Supplies ......................................................................................................... IV-2

V. COOP OPERATIONS ....................................................................................................... V-1 A. Emergency recognition and Warnings ___________________________________ V-1

1. Source ...................................................................................................................................... V-1 2. Validation Procedure ............................................................................................................... V-1

B. Situation Assessment __________________________________________________ V-1 1. Responsibility .......................................................................................................................... V-1 2. Procedure ................................................................................................................................. V-1

C. Activation ___________________________________________________________ V-1 1. Activation Criteria ................................................................................................................... V-1 2. Activation Responsibility ........................................................................................................ V-2

D. Immediate Protective Actions __________________________________________ V-2 1. Personnel Protection ................................................................................................................ V-2 2. Property Protection .................................................................................................................. V-3 3. Protection of Vital records ....................................................................................................... V-3

E. Notification of Activation ______________________________________________ V-3 1. Internal .................................................................................................................................... V-3 2. External ................................................................................................................................... V-4

F. Mobilization _________________________________________________________ V-6 1. Essential Staff .......................................................................................................................... V-6 2. Alternate Facilities .................................................................................................................. V-6 3. Systems.................................................................................................................................... V-6

PURCHASING AND CONTRACTS COOP - I-2


G. Operations __________________________________________________________ V-6 1. Initial operations for COOP implementation ........................................................................... V-6 2. Continuing operations ............................................................................................................. V-8 3. Restoration of Normal Operations ........................................................................................... V-9 4. Deactivation and Demobilization .......................................................................................... V-10 5. Post-activation Operations ..................................................................................................... V-11

VI. PLAN MAINTENANCE .............................................................................................. VI-1 A. Responsibility _______________________________________________________ VI-1

1. Develop Plan Maintenance Procedures .................................................................................. VI-1 2. Maintain Current Operational Procedures .............................................................................. VI-1 3. Develop and maintain pre-event contracts ............................................................................. VI-1 4. Develop and maintain procedures for notification ................................................................. VI-1

B. Schedule ___________________________________________________________ VI-1 VII. TRAINING AND EXERCISES ................................................................................... VI-1

A. Responsibility ______________________________________________________ VII-1 B. Schedule __________________________________________________________ VII-1

VIII. ATTACHMENTS ...................................................................................................... VIII-1 A. Purchasing and Contracts staff and contact numbers _____________________ VIII-1 B. Facilities List ______________________________________________________ VIII-1 C. Asset List _________________________________________________________ VIII-1 D. Vendor List _______________________________________________________ VIII-1 E. Emergency Action Teams / Evacuation Plan ____________________________ VIII-1 F. Statute ____________________________________________________________ VIII-1 G. Checklists _________________________________________________________ VIII-1

1. COOP ACTIVATION ......................................................................................................... VIII-1 2. ACTIVATION OF THE ALTERNATE FACILITY .......................................................... VIII-1

H. Crossover Log _____________________________________________________ VIII-1




Volusia County Purchasing and Contracts


A. Overall Purpose

This document is the “Continuity of Operations Plan” (COOP) for Volusia County Purchasing and Contracts and the Finance Department. The COOP is a detailed plan for implementation by the Volusia County Purchasing and Contracts and Finance to maintain or quickly restore their essential services at the time of a major emergency or disaster. This will provide for disaster prevention, response, and recovery as outlined in Section 252.365, and Section 252.38 Florida Statutes. The COOP is designed to ensure the continued performance of minimum essential functions during a wide range of potential emergencies. This is accomplished through the development of this document and associated implementing procedures as well as provisions for mobilization of alternate facilities, personnel, resources, interoperable communications and protection of vital records / databases. This COOP has been prepared pursuant to the Volusia County Code of Ordinances Sec.46.148 Operating Procedures. This COOP has also been prepared as an adjunct to the Volusia County Comprehensive Emergency Management Plan (CEMP). As such, it will serve to ensure that Purchasing and Contracts and/or the Finance Department are able to fulfill essential services, including staffing and implementing their responsibilities pursuant to the CEMP. The COOP is intended to be consistent with and supportive of the CEMP in all aspects. The COOP may be activated concurrently with or separately from the CEMP, depending on the type, location, and scope of a disaster or emergency. Activation of the COOP may also precede, follow, or extend beyond the period of activation of the CEMP. In general the purpose of the COOP is to:


COOP capabilities





• Address all types of hazards: Natural, technological and societal. • Effective for differing scales of emergencies: from emergencies only

affecting Purchasing and Contracts normally used offices, locations or systems, to wide-area disasters impacting significant portions of Volusia County or the State of Florida.

• Be capable of being implemented with little or no warning. • Supports very rapid decision-making and initial implementation. • Assures continuation of essential operations by Purchasing and

Contracts and/or the Finance Department for a minimum period, e.g., 30 days

• Addresses the fundamental needs of the agency, its employees, and the population it serves.

• Provide for postponement or minimization of those functions of Purchasing and Contracts or Finance not identified as required to fulfill their designated essential functions.

• Define a process for Purchasing and Contracts or Finance to return to normal operations following the end of emergency conditions.

• Identify resource needs required for Purchasing and Contracts or Finance to be able to more effectively and quickly implement the COOP whenever necessary.

It is the objective of this plan to allow the current process and workflow to continue, to ensure that funds are available, properly disbursed when needed and properly accounted for and to allow other county agencies to continue to purchase goods and services using existing purchase agreements and processes. This plan is intended to ensure the purchasing department is available to resolve any problems or issues that prevent the normal purchasing processes, and to expand those processes or agreements when they are not meeting the needs of the county. This plan will enable the department to maintain access to all required resources and supplies to allow the department to continue the essential operations for a period of at least 30 days following a disaster or emergency related disruption. This plan will be implemented during events that cause severe and extraordinary interruptions to the normal operations of the agency. These interruptions may be external, such as natural, civil or other external disaster, or internal, such as the loss of a single location, building, or resource.

II. AGENCY PROFILE

The Chief Financial Officer of Volusia County has published a mission statement stating “The mission of the Financial and Administrative Services Department is to properly account for the financial activities of County government including the effective and efficient collection, safeguarding and disbursement of public funds”. To this end, the CFO has organized the Purchasing Division as a separate division within the Finance Department. The Purchasing Director has organized the division with the mission: To provide for fair and equitable treatment of all persons involved in public purchasing by the County, to maximize the purchasing value of public funds in procurement, and to provide safeguards for maintaining a procurement system of quality and integrity. The mission of the Finance Department is published at http://volusia.org/finance/default.htm and the mission of the Purchasing and Contracts Division is published on the division’s internet site at http://volusia.org/purchasing/default.htm. Purchasing and Contracts has an organization that includes a staff of 11 Procurement professionals and contracts specialists. They are supported by 6 support staff personnel. The complete Purchasing and Contracts staff are listed on at http://volusia.org/purchasing/staff.htm. Volusia County Purchasing has the capabilities and resources to manage and coordinate purchasing operations on behalf of the county during normal operations and in the event of an abnormal business interruption and/or disaster. The agency has also developed and maintains the mutual aid agreements and pre-event contracts needed to expedite obtaining and delivering the resources and services that are likely to be needed at the time of a disaster. The agency also maintains as current lists of suppliers, vendors and contractors used by the county during both times of disaster and normalcy. In this capacity, the primary agency has both normal and emergency contact information for the mutual aid organizations and non-governmental sources of resources and services likely to be needed for disaster-related operations. A. Essential functions Essential functions are those that enable an organization to provide vital services, exercise civil authority, maintain safety and well-being of general populace, and sustain industrial and economic base in an emergency. Any functions not deemed mission essential should be deferred until additional personnel and resources become available. Financial Services has established cash management programs that allow the staff to monitor and manage cash availability and access from remote locations and without access to the daily support systems. Purchasing Services has established vendor purchasing agreements, enabled contracts and have distributed purchasing cards to the various county agencies to allow the repeat or continuing purchasing process to proceed on a day-to-day basis without Purchasing Services direct and daily involvement. The functions of Purchasing Services are to ensure this ongoing process can proceed without


http://volusia.org/finance/default.htm

http://volusia.org/purchasing/default.htm

http://volusia.org/purchasing/staff.htm


interruption. The essential functions of Purchasing Services are those necessary to sustain or continue existing agreements and processes, and to enable new agreements or contracts when the need arises.

Function Description Reason Function is Essential Monitor investment accounts (multiple accounts)

To insure cash can be made available

Monitor cash account (Bank of America)

To insure cash is available

Monitor and pay purchase cards (SunTrust)

To insure emergency purchase transactions can be made

Payroll

Insure availability of County employees

Enable purchasing agreements with vendors

To support and enable agency purchasing Required in one business day

Ensure agency purchase cards can be used to purchase from selected vendors

To support and enable agency purchasing Required in one business day

Staff Emergency Support Function #7 at Volusia EOC when required

Purchasing Services is the lead agency for ESF #7


In addition to the essential functions defined above, Purchasing Services performs audit and control functions that are performed after transactions have occurred and have no impact on the execution of any transaction. These and any other functions not deemed mission essential should be deferred until additional personnel and resources become available. The following functions will be deferred for 30 days or until Purchasing Services has restored operations with full staff available on a daily basis.

Function Description Reason Function is Non-Essential Audit by department to ensure agreements are followed


Audit Purchase card use Can be deferred 30+ days Blanket PO Audit Can be deferred 30+ days

C. Authorities

1. Normal Operations Volusia County Finance Department is created and authorized under the Volusia County Code of Ordinances Sec.2-93 Departments and divisions, section (f) and more specifically under (f) (2). This ordinance states: There is hereby created the financial and administrative services department. The head of the department shall be the chief financial officer who shall also perform the duties of the finance director wherever that position is referred to in the Charter and this Code. Within this financial

PURCHASING AND CONTRACTS COOP - II-2


and administrative services department are created the following divisions: (2) Financial services: There is hereby created financial services: Financial services shall be responsible for overseeing all financial matters pertaining to the county, providing a comprehensive financial management system which properly accounts for all the financial transactions of the county, carrying out the county's investment program, bond issuance, lease purchasing, conducting the annual value adjustment board program and document processing. It shall be responsible for all functions prescribed by Florida Statutes for the office of tax collector and for the office of clerk of the circuit court acting as auditor to the board of county commissioners, as provided in section 601.1(1) b of the Charter of Volusia County. In addition, the county may contract with a privately owned auto tag agency to act as an agent for the County of Volusia in the performance of the county's duties and responsibilities relating to the processing of the State of Florida, Division of Motor Vehicles, title and registration applications for the public and the collection of sales tax for the same. Volusia County Purchasing and Contracts is created as a division operating under the county Financial and Administrative Services Department and is authorized under the Volusia County Code of Ordinances Sec.2-93 Departments and divisions, section (f) (8). This ordinance states: Purchasing: There is hereby created purchasing. The head of purchasing shall be the director; purchasing shall be responsible for managing the county’s resources through the procurement and management of materials and services.

2. Emergency Operations Volusia County Purchasing and Contracts also operates under the Volusia County Code of Ordinances Sec.46.148 Operating Procedures where they are given the responsibilities of the establishment of appropriate supportive operating procedures for emergency operations.

D. Resources and Capabilities

1. Staffing Volusia County Purchasing and Contracts has a staff of 14 full time employees as listed on Volusia Personnel.xls. The finance department is somewhat larger, however could perform the essential functions described above with approximately 10 people for up to 30 days. 2. Facilities Volusia County Financial Services and Volusia County Purchasing and Contracts are located at the Thomas C. Kelly Administration Building at 123 W. Indiana Ave, Deland FL 32720 as shown on the reference document Volusia Facilities.xls. A reference map of this location is located at Map location of Thomas Kelly Bldg.htm .




3. Systems Volusia County Financial Services and Volusia County Purchasing and Contracts are primary users of the AMS Management Information System, including finance, budget, materials management, asset management H/R and payroll. This system is shared with Volusia County Finance and other users, and is supported by the Information Technology Division. The server is located in a different building in the same complex, in the offices of the Information Technology Division. The system is backed up daily and to an offsite location. The details of this backup and restoration are referenced from the IT DR Checklists. These processes conform to the requirements of Florida Statutes, Chapter 282.318 Security of data and information technology resources, cited as the "Security of Data and Information Technology Resources Act." This statute states in part: 4. Implement appropriate cost-effective safeguards to reduce, eliminate, or recover from the identified risks to the data and information technology resources of each agency. Financial Services and Purchasing and Contracts’ communication are via local telephone to and from the primary facility. It is assumed those same local telephone services would be available at the alternate site, and that the Information Technology Division will forward the published purchasing numbers to that location. The details of this are referenced from the IT DR Checklists. 4. Equipment Volusia County Purchasing and Contracts equipment required at the alternate sites is included on this attached Asset List.

E. Succession

During the state of such an extraordinary event or local emergency, if due to physical absence from the county, or injury or illness, or any other reason, the Purchasing Director is unable to fulfill the responsibilities of the position, then, any and all of such powers may be executed by the county officer next in the following order of succession. The Volusia County Code of Ordinances Sec.46.148 Operating Procedures directs the director to “establish an internal chain of succession to ensure continuity of leadership. To meet that requirement, the director has established that Procurement Manager is the Team Leader responsible for this plan would be the first in succession, and the Field 2nd Sr. Purchasing Agent Team Leader would then follow in order. These positions are shown on purchasing information page at http://volusia.org/purchasing/staff.htm. (HTLM page attached).

http://volusia.org/purchasing/staff.htm

III. SITUATION

A. Jurisdiction Hazards and Risks

As stated in the Volusia County Comprehensive Emergency Management Plan, while Volusia County is certainly prone to the same hazards as any community, certain of these hazards are either more likely, or occur more often. In order to give some credence to the hazards Volusia faces most often, we have taken statistics from the Florida Division of Emergency Management’s State Warning Point over a recent three year period and extracted those incidents that occurred in Volusia County. The State Warning Point (SWP) is located in the State’s Emergency Operations Center in Tallahassee, and is to be notified anytime certain types of incidents occur within the state. Guidelines have been issued to the counties so they will know when they are to contact the SWP, but this notification process is generally voluntary in nature and may not reflect exactly how many incidents actually occurred vs. how many were reported. In most cases these notifications are for information purposes only, but on occasion the jurisdiction notifying the SWP will also request resources of some form or other to assist with the incident at hand. The statistics on Chart 1 (on the following page) show the categories of the five most frequent types of incidents occurring in the State, and the percentage of total incidents reported during the period from1995 through 1997. These numbers are from the SWP’s Annual Reports. It is interesting to note that of all incidents occurring in the State of Florida, approximately 95% of those incidents fell into one of the five categories shown above. In Volusia County these five types of incidents accounted for 94% of all events.



Five Primary Hazard Events

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

50.00%

Perc

ent o

f Tot

al E

vent

s

StateVolusia

State 47.21% 29.97% 8.10% 7.31% 2.35%

Volusia 44.29% 21.79% 16.07% 8.57% 3.21%

Severe Weather Hazmat Aircraft Petroleum Spill/Release Transportation

Further information and greater detail on the above chart can be obtained from the Hazard Identification and Vulnerability Assessment section of the CEMP. B. Vulnerabilities

The Facilities and operations of Volusia County Finance Services and Volusia County Purchasing and Contracts are vulnerable to both “external” and “internal “disasters. External disasters are events that occur in the community, such as a hurricane or utility system failure, which may or may not directly damage or affect the Facilities of Purchasing and Contracts, but can be anticipated to have a significant impact on its operations. An internal disaster is an event such as a structural fire or computer system failure that directly impacts only the agency itself and its capabilities to complete its essential functions. Volusia County Finance Services and Volusia County Purchasing and Contracts are vulnerable to external disasters, any of which could impact both the need of the agencies services, as well as their ability to deliver those services. An external disaster could create a response requirement by other county agencies increasing their need for services normally performed by these agencies. An internal disaster, impacting the work area of either the Finance Division or Purchasing and Contracts would deprive the employees of access to their

PURCHASING AND CONTRACTS COOP - III-2


files, vendor lists, contracts etc. and will also impede their ability to communicate with their customers.


An external disaster could create a response requirement by other county agencies increasing their need for services normally performed by this agency, such as ordering additional supplies, equipment and/or contractor services. If such an event impeded transportation or utility services, the same disaster would impact the ability of either Finance or Purchasing and Contracts employees to report to work and perform their work. An internal disaster, impacting the primary location of Financial Services or Purchasing and Contracts only, would deprive the employees of access to their files, vendor lists, contracts etc. and will also impede their ability to communicate with their customers.


Several assumptions have been relied upon to develop this COOP Plan, and these are the following: 1. Communications capabilities, as well as key roadway networks and

transportation facilities, will be available and/or restored on a timely basis to enable procurement and delivery of purchased resources and contracted personnel to locations of need in the county

2. Contracts and agreements with non-governmental providers of critical supplies and services will be honored by those providers to expedite purchase and delivery of resources and contracted personnel.

E. Dependencies

While the structure of government of Volusia County has enabled the various departments and agencies to focus on their core services and allow other departments and agencies to provide support services, these same processes have created situations where the core agencies have become dependent upon these support services. Without access to the following support functions, the purchasing office could perform the core functions but would be delayed in communicating with their customers and vendors.

1. Information Technology

Financial Services and Purchasing and Contracts have a dependency upon Information Technology for continued support and access to the following systems as described:

• AMS Financial system for access to the common vendor list and to the Accounts Payable systems.

• Telephone service (Voice and Data) is maintained and forwarded from any impacted site to the alternate site.

• Continued support and access to the CCG maintenance management system for access to the parts inventory list.




The IT Division has documented an IT DR Checklists to provide the required support

2. Finance Purchasing and Contracts has a dependency upon Finance to continue payroll functions and to maintain current payments to all vendors.

IV. COOP CONCEPT OF OPERATIONS This COOP Plan will be implemented when, in the judgment of the CFO or Purchasing Director, the Department and/or Division is inhibited in performing its functions due to an internal or external disaster depriving the Purchasing and Contracts employees from accessing their workplace, required communications or information. When such an emergency is recognized, the CFO, Purchasing Director or successor activates the COOP, notifications are made, people and Facilities are mobilized and operations continue throughout the emergency, normal operations are restored and the COOP is deactivated. Financial Services and/or Purchasing Services will immediately resume operations at an alternate facility. From that alternate facility they will perform all external communication functions, prioritize requests and schedule and deploy resources. Details regarding these actions are given in this section. A. Policies for Plan Implementation

In addition to the references to the Volusia County Code of Ordinances Sec.46.148 Operating Procedures as stated in section I A above, this COOP is created to fulfill the policy of the Volusia County Board of Commissioners, that each agency and operational unit will have a COOP Plan that: • Ensures that each agency and facility has a disaster preparedness plan

that is coordinated with the Volusia County Emergency Management Office and approved by the division.



o The plan must include, at a minimum, the following elements: identification of essential functions, programs, and

personnel; procedures to implement the plan and personnel

notification and accountability; delegations of authority and lines of succession; identification of alternative Facilities and related

infrastructure, including those for communications; identification and protection of vital records and databases;

Schedules and procedures for periodic tests, training, and exercises.

The policies that will govern the implementation of COOP Plan for Volusia County Financial Services are the following: • Volusia County Financial Services and Purchasing and Contracts will

continue to use normal channels and procedures during COOP implementation. Only upon formal declaration of an emergency will those



PURCHASING AND CONTRACTS COOP - IV-2

procedures be suspended and emergency purchasing channels are established by the Volusia Purchasing and Contracts.

• These emergency purchasing policies will utilize procedures that are consistent with sound purchasing and cost accounting practices, but provide for expedited processing of purchase orders, contracts, and leases, such as by suspending competitive bidding requirements when appropriate.


1. Personnel

The COOP Plan is staffed with a subset of the existing employees, with need and priority of call of Purchasing and Contracts employees identified on the purchasing section of the attached Common Plan References\Volusia Personnel.xls. Financial Services employees will be call by managers using separate call lists.

2. Facilities As outlined in the attached emergency purchasing standing operating procedures the alternate facility for Financial Services and Purchasing and Contracts’ primary site is the Public Works Transfer Station, 3151 E. New York, Ave, Deland. The facility is located at Latitude N. N29° 1.1317' Longitude: W81° 13.1978' Directions and map to the alternate site at the Transfer Station are at: Directions to alternate site at transfer station.pdf and Map of alternate site at transfer station.pdf

3. Systems Both Financial Services and Purchasing and Contracts will require access to the county AMS System. During normal operation it is accessible from the primary location or the alternate facility. If the County Data Center is not operational, the IT Communications COOP Plan must be activated. The IT Division has implemented an IT DR Checklists to provide the required support

4. Equipment and Supplies Purchasing services has prepared and delivered a purchasing services supply box for the ESF#7 position at the EOC. All equipment and supplies, including the purchasing systems laptop, will be available upon implementation. For those occasions that this COOP is implemented without activation of the EOC, the purchasing supply box will be retrieved from the EOC and taken to the alternate facility described in section 2 above.

V. COOP OPERATIONS


1. Source Warnings or alerts that would cause activation of the COOP may originate from a variety of sources. Some examples of such sources may be:

a) Fire Alarm b) Security Guard during primary operation hours c) Direct observation of staff at the facility d) Call from Volusia County Emergency Management Division e) Call from Fire or Law Enforcement


When a warning or alert is presented to the division, steps must be exercised to validate the information to prevent fraudulent/malicious warnings. If the warning is not from a known and obvious authority, confirmation will be sought from the Emergency Management Division, Sheriff’s Dispatch Center for law enforcement or Emergency Communications Center (ECC) for fire rescue EMS.


1. Responsibility The Purchasing Director or Senior Purchasing Agent notified above will perform an assessment of the situation. These employees are identified on the attached employee lists.

2. Procedure Depending upon the emergency indicted by the warning, the CFO, Purchasing Director or alternate will first take whatever measures are required to ensure the safety of all personnel at the building or site. The procedures to evacuate the building if indicated, shelter in place, and/or take other immediate life safety response operations are documented in the attached Safety Plan. The CFO, Purchasing Director or alternate will visit the site to make a personal observation and determination of the impact. The criteria will be to make an assessment of the ability for Financial Services and/or Purchasing Services to perform their essential functions at the site, and if not, if those functions could be restored within 24 hours.

C. Activation 1. Activation Criteria

The criterion to activate this COOP is the ability of Financial Services and/or Purchasing and Contracts to be in operation at the chosen facility within 24 hours, performing their daily functions.



2. Activation Responsibility Volusia County Finance Group maintains an Emergency Recovery Plan-Financial Related Activities Document and the Volusia County Purchasing Office maintains an emergency purchasing and standing operating procedure. The Emergency Recovery Plan-Financial Related Activities Document states: The purpose of this Emergency Recovery Plan is to ensure that interruption in the County's normal finance-related activities is kept to a minimum. Warning of the occurrence of a potential emergency may or may not be given. As a result, all Finance Group activities must be prepared to handle all situations. This requires developing a contingency plan that takes into account the worst case scenario, such as, the possibility that County staff may not have access to the on-line financial system The responsibility section of the Purchasing and Contracts’ Emergency Purchasing Standing Operating Procedure, page 4, item 2 states ”the purchasing director, or designee, shall be the Emergency Resource Coordinator” and shall be charged to conduct the activities as may be required to fulfill the responsibilities of ESF 7 and the Volusia County Purchasing Office. This Emergency Resource Coordinator will execute the Activation Procedure Checklist . This checklist will ensure a thorough assessment of the situation has been conducted, damage assessments of the agency facility(s) are completed and all essential communications are executed.

a) Primary Responsibility

It is the responsibility of the CFO, Purchasing Director or Emergency Resource Coordinator to activate this COOP. b) Alternate Responsibility

In the event the CFO, Director or Emergency Resource Coordinator is unavailable the responsibility will follow the order of succession in section II above.


Procedures and action plans are in place to provide for immediate action to protect personnel, property and vital records.

1. Personnel Protection a) Personnel Accountability Financial Services and Purchasing services follow the building evacuation plans as documented at Purchasing References\Safety.pdf. Purchasing Services personnel have participated in evacuation drills and exercised those plans.

b) Medical/Rescue Services References to, and instructions to contact Medical/Rescue Services are included in the procedures above.

PURCHASING AND CONTRACTS COOP - V-2


2. Property Protection a) Actions Financial Services and Purchasing Services are protected as part of the Volusia County Government complex. The office area is secured from inside entry after hours by the Volusia County Sheriff’s Office. Once the office area is evacuated there are no additional steps to be taken to protect these assets. b) Responsibility Property Protection – Protection of the physical property is the responsibility of the CFO and is assigned to the Volusia County Sheriff’s Department as documented in the Security Section of the attached Finance Group Emergency Recovery Plan.

3. Protection of Vital records a) Actions All vital records for the Financial Department, including the Purchasing and Contracts Division, are computer records maintained in either the AMS financial management system, or are scanned documents also maintained on a server, supported by Information Technology, both of which are housed by and operated by Volusia County IT.

b) Responsibility Volusia County IT has implemented procedures to protect and/or create restorable backup copies of both the AMS document imaging systems and is responsible to execute those procedures.

It is the opinion of the CFO that any additional cost of backing up, or protecting these records exceeds their value, and the lack of additional action does not place the county at additional risk.


The Alert and Notification process listed in the following section can be triggered by the implementing manager’s observation of such an extraordinary event and personal knowledge of the impact or by notification from other sources as defined in the Emergency recognition and Warnings section above. The CFO, Purchasing Director or alternate will evaluate the situation as described in the Situation Assessment above and make the determination to activate or to stand by. Upon activation the Director or alternate will complete the following notifications:


(1) Implementing Staff and Alternates The CFO, Director or alternate will contact the staff members required at the alternate site as listed on Attachment A, using the home phone numbers and



alternate contact information the attachment. Contacts will be attempted in the order as annotated on the phone tree as published in the Division or Department’s Emergency Phone Tree.

(2) Non Essential Staff Upon implementation of the Department’s or Division’s Emergency plan, the Emergency Coordinator will then notify all off duty purchasing and contracts employees on the agency Employee list (Ref: Attachment A) to advise them of the situation and asking them to schedule later arrival times or await further instructions.

(3) Contractors and suppliers

Ensure telephones and signage is in place for primary vendors who may need to contact this office to be able to reach the alternate site.

(4) Customers and clients The director will call or cause to be called the primary customers and clients to inform them where to contact Purchasing Services. See reference of other city agencies at Purchasing References\other City agents.doc.

(5) Mutual aid organizations

If the disaster event will increase the workload into the agency, or if it severely reduces the capacity of the agency, the director will call or cause to be called the mutual aid organizations to request them to be prepared to assist if required.


All Department and Division personnel who have not been contacted as part of the initiation of this plan within the first 24 hours following any disaster are to report to the alternate site during the daytime hours during the second 24 hours following the disaster. They will be given Instructions at that time as to where and when to report for work.

2. External

a) County Emergency Management and County Manager The CFO, Director or alternate will contact the County Emergency Management office and advise that office of the major emergency or disaster and that this COOP has been activated.



The County Emergency Management office will notify the State Early Warning Point. The CFO, Director or alternate will then contact the County Manager’s office and advise them also.

b) Other agencies and organizations (1) Notify IT communications

Forward all incoming phone calls to the Financial Services or Purchasing and Contracts numbers to the Alternate Site

(2) Finance and Accounting Finance and Accounting will identify any unique or additional accounting codes required to record expenses for this disaster.

(3) Notify primary customers Notify primary county customers who may have need to contact this office if they are not contacted in Customers and clients section above.



F. Mobilization

1. Essential Staff The primary and alternate staff notified in the prior step Implementing Staff and Alternates will be told to report to the Alternate Facility

2. Alternate Facilities The alternate facility for Financial Services and Purchasing and Contracts’ primary site is the Public Works Transfer Station, 3151 E. New York, Ave, Deland. The facility is located at Latitude N. N29° 1.1317' Longitude: W81° 13.1978' Directions and map to the alternate site at the Transfer Station are at: Directions to alternate site at transfer station.pdf and Map of alternate site at transfer station.pdf

3. Systems Financial Services and Purchasing and Contracts will require access to the county AMS System. During normal operation it is accessible from the primary location or the alternate facility. If the County Data Center is not operational, the IT Communications COOP Plan must be activated. The IT Division has implemented an IT DR Checklists to provide the required support

G. Operations

1. Initial operations for COOP implementation

a) Initial Implementation of Essential Functions The following lists of attached checklists are for the initial implementation of individual Essential functions. If Volusia County Emergency Management has activated ESF#7, the purchasing Services Individual should refer to ESF#7 and prioritize those tasks.

(1) COOP Activation Procedure

To activate this COOP, go to the Activation Procedure checklist. This checklist includes alert, assessment and decisions steps to activate the COOP.

(2) Activation of the Alternate Facility for Purchasing

If and when the Purchasing Director or alternate announces the decision to activate the alternate facility, go to the checklist at Activation of the Alternate Facility for Purchasing checklist. This will establish full purchasing functions at the alternate facility.



(3) Activation of the Alternate Facility for Financial Services

If and when the CFO or alternate announces the decision to activate the alternate facility, go to the checklist at Activation of the Alternate Facility for Financial Services checklist. This will establish full Financial Service functions at the alternate facility.

b) Communications

(1) Internal Identify and address any problems inhibiting communications with primary customer agencies and County Management. Normal communication channels and methods as described in section the dependency section above should be used. If not, the IT Communications division should be contacted. The IT division has documented an IT DR Checklists to provide the required support (2) External Identify and address any problems inhibiting communications with primary customers, vendors and County Management. Coordinate with IT Communications any changes or updates required for communications from the alternate site.


Identify and address any problems impacting ability of primary customers to order, use purchase cards, or otherwise follow the purchase process. Communicate to customers the changed circumstances and any changes in procedures. d) Coordination

(1) External Agencies and Organizations No external agencies and organizations have been identified. (2) County Emergency Response Team If a major disaster external to this agency has caused activation of the County Emergency Response Team, these actions are unchanged; however communications with the County Emergency Response Team must be maintained.

e) Assessment

Review actions taken during this “Initial operations for COOP implementation period” and ensure all essential functions are being implemented adequately. Immediately implement corrective actions if it is determined that any essential functions are not being implemented adequately.




a) Continuing Implementation of Essential Functions Take appropriate actions to implement any latent or missing functions discovered during the review in the assessment section immediately above. Review those functions listed as Non-Essential functions and ensure none have been mislabeled or have become essential. b) Assessment and Monitoring

Hold briefing sessions at each shift change at the FOC or other alternate site. Update the Purchasing Director after each briefing session. Use the crossover log to ensure appropriate actions are being taken to monitor events and adjust to the changing environment surrounding this emergency. Maintain contact with the County Manager’s Office and Emergency Management to determine if there is an impact on other agencies, the extent of that impact, and to plan and implement corrective actions. Update crossover log at end of each shift. c) Continuing Customer/Client Information

Maintain communications with County Manager’s representative and Public Information Office attached to the County Manager’s office to ensure correct, accurate and consistent information is released to other agencies, county employees, and vendors and to the public when appropriate. Maintain communications with Purchasing and Contracts customers to ensure all of their critical needs are being met.

d) Continuing Coordination

(1) External Agencies and Organizations Maintain communications and coordination with any agencies, such as IT, whose operations or support has been changed by the implementation this COOP.

(2) County Emergency Response Team If the County Emergency Response Team was activated, continue to provide a functional interface between any and all ESFs and Purchasing and Contracts.

e) Continued Staffing Monitor staff to ensure work hours and task assignments are reasonable and achievable. Monitor for excessive hours expended and arrange for vendor support or mutual aid assistance if workload or hours becomes excessive



f) Problem Resolution Review the crossover log and all open problems after each shift change. If any problems remain unresolved, or if any problems are preventing successful implementation of this COOP, escalate to the County Manager or to the Managers Advisory Group (MAG) if the EOC has been activated. g) Resource Procurement Verify all required resources are available for continued implementation of this COOP and for continued operations for up to 30 days at the alternate site(s).

h) Financial Management and Accounting The Emergency Resource Coordinator will provide updates to Financial Services to ensure this emergency and the steps taken above do not impact the cash position or financial position of the county. NOTE: If the AMS system is operational and available from the alternate site, the actions taken as a result of this plan should have no impact. If the AMS system is not available, or if input is delayed, this should be monitored.

Provide interim and preliminary calculations and/or estimates of expenditures required to implement this COOP. This may include emergency replenishment of parts inventory, emergency replacement of tools etc, vendor expense for alternative work assignment etc.


a) Responsibility The CFO or Purchasing Director team will be responsible to determine if any non-essential functions will be restored prior to return to the primary site, or will continue to be deferred until the return. It will also be the responsibility of the Management team, with the concurrence of the Purchasing Director, to determine when to return to the primary site. The management team will make an assessment of the primary site during each shift turnover meeting at the alternate site. These assessments and action items will be documented in the Crossover Log at the end of each shift change. While it is the responsibility of Facilities Services to restore or repair the primary facility, the CFO will appoint a representative to work with Facilities Services to ensure the unique requirements of the purchasing office are met b) Procedure After Facilities Services advises the CFO the primary site is restored and available, the Emergency Resource Coordinator will



plan and execute the return to the primary site. The Coordinator will asses the condition of the installed office equipment, primarily office computers, printers and fax machines. Those assets are listed on the attached Volusia Asset List and on the. The Coordinator will verify that sufficient desk, file, and other required furniture is installed and available for the agency staff as listed in the agency personnel as listed on Attachment A.

The purchasing office management team will coordinate the return to the primary site with facilities management to ensure the site is prepared and outfitted. They will also coordinate with IT and IT Communications and any other agencies or outside vendors who are supporting the alternate site.

c) Coordination The FOC team will coordinate the return to the primary site with Facilities Services to ensure the site is prepared and outfitted. They will also coordinate with any other agencies or outside vendors who are supporting the alternate site. d) Customer/Client Notification

Coordination with IT Communications in step C above should result in all phone, fax and Email communications to switch from the alternate site to the primary site without impact to customers. Therefore no notification should be required.


a) Responsibility for Deactivation The Purchasing Director will notify the Director of the Volusia County Emergency Management Division and the County Managers Advisory Group (MAG) when the decision is made to return to normal operations, will initiate the demobilization of the alternate site and restore that site to its original use.


(1) Alternate Facilities The alternate facilities must be cleaned, restored and returned to their prior use. Any changes that prevent the return to that prior use must be corrected by Purchasing Office. Any changes that do not impact or improve the original use may be left intact. Any additional utilities or other charges incurred at the alternate site must be paid, and services terminated to prevent further charges. Coordinate with IT for any data collected on the computers at the alternate site is backed up and moved to the primary site, or verify that all such data resides on the server and will be available at the primary site.



(2) Alternate Systems Prior to deactivation, ensure that all purchasing actions have been fully completed or arrangements made for their completion and any data has been documented for forward recovery of the AMS System after return to primary location.

(3) Alternate Equipment and Supplies Coordinate with Facilities to schedule the physical move of working files, papers and any office equipment being used at the alternate site for relocation back to the primary site.

(4) Supplemental Staff While it is not anticipated that the Financial Services, or Purchasing and Contracts will utilize supplemental staff, this checkpoint will ensure that the Human Resources will plan for and schedule the termination of any supplemental staff that has been hired solely for the support of the alternate site. This manager will also advise any other county employees that have been reassigned to Financial Services or Purchasing Services of the date and time they may return to their permanent position.

c) Financial Management and Accounting Based upon the assumption that the county data center is not impacted by the same event causing implementation of this plan, financial management and accounting will be unchanged. All financial management and accounting activity is entered into the AMS and those activities can be executed at the alternate site.

Prior to deactivation of the COOP the Emergency Resource Coordinator will perform an audit or review to ensure all financial record keeping during COOP activation is adequate, and has been entered into the AMS or steps are in place to enter this data. This audit will also ensure the internal order # assigned to incident by the Finance Group, as referenced in section V.E.2.b above.

Financial Services in will perform a post event audit to ensure all expenditures were properly recorded using the internal order number obtained in section V.E.2.b above.

5. Post-activation Operations a) Repairs and Restoration

All repairs will be completed by Facilities prior to any move back to the primary site.




b) Staff Critical Incident Stress Debriefing The Financial Services Department management will make Critical Incident Stress Debriefing (CISD) available via ESF #8 following major events requiring activation of the COOP. As referenced in Section IV. B. of ESF #8 of the Volusia County Comprehensive Emergency Management Plan, it is the responsibility of the Volusia County Health Department to support local agencies with securing critical incident stress debriefings for emergency workers.

c) “After-action” evaluation and critique Schedule and conduct a post-event critique of the execution of this plan and other post-event critiques; Propose modifications to this plan if indicated

VI. PLAN MAINTENANCE A. Responsibility This plan will be assigned to the Administrative Assistant II as listed on the attached organization chart.


Procedures will be developed and executed to ensure: o This COOP continues to conform to the organization as described

in Agency Profile above. o All attachments are maintained as current, o Personnel rosters are maintained as current and replacements are

assigned as required o The Essential Functions are monitored to ensure they continue to

meet the requirements of Volusia County.

2. Maintain Current Operational Procedures Reviews will be performed to maintain the following which would be needed for any event that may cause this plan to be activated. o Operational Procedures o Database o Systems o Vendor lists for services and supplies

3. Develop and maintain pre-event contracts Develop and maintain as current such pre-event purchasing contracts and mutual aid agreements as necessary for known or readily anticipated supplies, services or assistance that can be anticipated for any event that may cause this plan to be activated.

4. Develop and maintain procedures for notification Develop and maintain procedures for notification of other agencies and organizations necessary for implementation and activation and of this COOP.

B. Schedule A full review of the plan and appropriate updates must be made whenever the person to whom the plan maintenance responsibility is assigned, (as listed in VI A. 1 above) is aware of any change that will impact the plan. Updates will also be made following any and all of the semiannual or annual training exercises listed in section VII below. As a minimum the plan will be reviewed during the ESF 1 Annex review process.

C. Security At each scheduled review of this plan per the schedule above, ensure the continuing and any new additional security requirements for the agency have been considered. This should include operational security at any alternate locations addressed by this COOP, as well as for this COOP document itself.


VII. TRAINING AND EXERCISES Volusia County Purchasing and Contracts will have prepared implementing procedures and will have trained staff in the use of these procedures. These procedures will be maintained by the Purchasing and Contracts staff. A. Responsibility It is the responsibility of the Purchasing Director to ensure the assignment of the maintenance and training of this COOP is distinctly assigned and that every employee in Purchasing and Contracts understands their responsibility to participated in the training exercises of this COOP.

B. Schedule Hold biannual “table top” training exercises with all team members to ensure roles and responsibilities are understood, and to ensure the plan continues to meet the changing requirements of Volusia County and the Volusia County CEMP. Hold annual training program with all members of the agency or department to ensure total awareness of, and input into, the existence and maintenance of this plan. In place of the to the “table top” training exercise above, Purchasing and Contracts may practice activating the COOP annually during the county’s annual hurricane exercise. The practice activation will allow Purchasing and Contracts to test the COOP implementation during a major, external disaster and further test the communication methods to be used during such an event.


VIII. ATTACHMENTS

A. Purchasing and Contracts staff and contact numbers • Common Plan References\Volusia Personnel.xls • Purchasing References\Purchasing Staff List.doc • Purchasing References\Staff Assignments 011504.doc • Purchasing References\Cell Phone Numbers.doc • Purchasing References\Emergency Phone Tree.doc

B. Facilities List

• Common Plan References\Volusia Facilities.xls

C. Asset List • Common Plan References\Asset List by Agency.doc

D. Vendor List

• A subset of the vendor list resides on the purchasing department laptop, which resides at the ESF 7 position at the EOC.

• A list of emergency vendors is in the emergency purchasing manual, a copy of which resides at the EOC. A copy is also in the possession of each purchasing staff member.

• A full list of all vendors is available from the mainframes AMS financial system.

E. Emergency Action Plans / Evacuation Plan

• Purchasing Safety.pdf • Purchasing EOC Guidelines.doc • Purchasing Emergency SOP.pdf • Finance Group Emergency Recovery Plan – Financial Related Activities • Finance Group individual Checklists • Payroll Process Emergency Scenarios • Finance Group Equipment/Supplies Checklist.

F. Statute

• 252.365 Emergency coordination officers; disaster-preparedness plans

• 252.38 Emergency management powers of political subdivisions • Common Plan References\statutes\Sec.46.148 Operating

Procedures.htm • Sec.2-93 Departments and divisions

G. Checklists

1. Coop Activation 2. Activation of the Alternate Facility for Purchasing 3. Activation of the Alternate Facility for Financial Services

H. Crossover Log

NOTE: Blue are Links



COOP ACTIVATION This COOP checklist is for the initial activation of this COOP Plan.

COOP Ref.

Task Assigned To

Date/Time Comp.

V.A.2. Validate any warning or alert of emergency situation Perform assessment of damage to facility V.B.2. Perform an assessment of the ability of Purchasing

and Contracts to perform essential functions at the primary site within 24 hours


Define timeline to relocate to the alternate site V.C.2. Entry to this point in this Checklist is from COOP Activation Procedure

Retrieve and Review this document V.D.1 Ensure all personnel in the facility at the time of the



V.E.1.

Notify key personnel using attached emergency phone tree.

PURCHASING AND CONTRACTS COOP - VIII-2


ACTIVATION OF THE ALTERNATE FACILITY FOR PURCHASING

This COOP checklist is for activation of Purchasing Service Alternate Facility which will be located at the Public Works Transfer Station, 3151 E. New York, Ave, Deland. COOP Ref.

Task Assigned To

Date/Time Comp.

Entry to this checklist is from ACTIVATION OF THE ALTERNATE FACILITATING

. Ensure all essential personnel have been notified to report to the Transfer Station Office location

Establish the Emergency Resource Coordinator in charge of the alternate facility.

Retrieve the Emergency Purchasing Standing Operating Procedure and refer to checklist responsibilities contained within those procedures.

Verify the pre-staged desks, tables, and other office fixtures are in place to support a staff of 2

Verify phone support is in place to support the staff of 2

Verify 2 computers are installed, operational and are linked to the county network providing access to the AMS Financial Management System.

If the AMS Financial Management System is not available, implement the emergency recovery plan, manual purchasing process, copy attached.

Verify the equipment and supplies required at the alternate site are available.

Commence critical daily tasks.



ACTIVATION OF THE ALTERNATE FACILITY FOR FINANCIAL SERVICES

This COOP checklist is for activation of the Finance Group Alternate Facility which will be located at the Public Works Transfer Station, 3151 E. New York, Ave, Deland. COOP Ref.

Task Assigned To

Date/Time Comp.

Entry to this checklist is from ACTIVATION OF THE ALTERNATE FACILITATING

. Ensure all essential personnel have been notified to report to Transfer Station Office location

Establish the Emergency Resource Coordinator in charge of the alternate facility.

Retrieve the Finance Group Emergency Recovery Plan – Financial Related Activities and refer to checklist responsibilities contained within those procedures.

Retrieve and review the Finance Group individual Checklists and assign those checklist responsibilities to appropriate personnel

Verify the pre-staged desks, tables, and other office fixtures are in place to support a staff of 10

Verify phone support is in place to support the staff of 10

Verify computers are installed, operational and are linked to the county network providing access to the AMS Financial Management System.

If the AMS Financial Management System is not available, implement the emergency recovery plan, manual purchasing process, copy attached.

Checkpoint payroll processes and refer to Payroll Process Emergency Scenarios if required.

Commence critical daily tasks.











Open Issues or Items for COOP Improvement

1. Emergency purchasing and standing operating procedures define Emergency Resource Coordinator responsibilities but need to be modified to assign COOP responsibilities.

2. Succession is complete only for Purchasing

VCHD EOP ANNEXES CONTINUITY OF OPERATIONS (COOP)


1 OF 13 PPHR VERSION 5.1

ANNEX E: ANNEX E: CONTINUITY OF OPERATIONS PLAN (COOP) V1 E.1: Mission:

The Continuity of Operations Plan (COOP) establishes policy and guidance to ensure the execution of mission critical and essential functions of the VCHD. The VCHD COOP will be initiated when any emergency in Volusia County threatens or incapacitates VCHD operations or prompts the relocation of VCHD personnel, functions, or facilities.

E.2: Purpose

The purpose of the COOP is to ensure that a viable capability exists to continue essential health department functions across a wide range of potential emergencies, specifically when the primary facility is either threatened or inaccessible.

E.3: Assumptions: Incidents could occur with or without warning and during duty or non-duty hours. In most cases, the VCHD shall receive a warning of at least a few hours prior to an incident. Under these circumstances the process of activation would normally enable the partial or full activation of

the VCHD COOP and staff. Without warning, the activation process could depend on the severity of the incident’s impact to VCHD’s

physical facilities, and whether VCHD personnel are present in the affected facility or in the surrounding area.

Positive personnel accountability throughout all phases of incidents is the primary responsibility of all VCHD staff.

E.4: Authority: The VCHD COOP plan is compatible with the Florida and Volusia County CEMPs. VCHD plans are in accordance with Chapter No. 2002-43: Relating to Disaster Preparedness- Amends 252.365. E.5: Non-Catastrophic Incident: A non-catastrophic incident is one that does not affect all VCHD facilities or affects only a portion of the department’s facilities. The VCHD Director or designee shall coordinate assignments to continue to provide services. This situation may likely cause a partial activation, with employee assignments to other department sites, shelter sites, or as relief for staff in incident response. E.6: Catastrophic Incident: A catastrophic incident may have damaged most or all of VCHD’s facilities forcing partial or complete closure. If any employee has been affected by the emergency or cannot safely travel they shall:

Report to their supervisor as soon as possible by any available means. If staff supervisor is not available, they should contact someone “up their chain of command” until

confirmation of reporting in is received. Check the employee hotline for further instructions. If travel is deemed safe by ESFs 3 and 16, then staff should attempt to report to the nearest VCHD facility for

assignment. Staff shall not attempt to enter a potentially dangerous area.

E.7: Personal and Family Preparedness: Employee’s personal and family preparedness is crucial to the ability of all VCHD staff to respond to incidents and emergencies when called. When staff are confident and assured that their families and loved ones are safe and prepared, they shall deploy with self-assuredness and be able to concentrate on their response and recovery tasks.




E.8: Family Preparedness Plan includes: All personal items and necessities required for family survival:

food, water, clothing, shelter, medications, transportation, security. Irreplaceable financial and legal documents. Out of area point(s) of contact. Out of area family member temporary shelter. Out of area pet boarding or shelter.

E.9: Personal and Family Preparedness Internet Links:

Agency Internet Link Federal Department of Homeland Security http://www.dhs.gov/dhspublic/index.jsp

Federal Emergency Management Agency

http://www.fema.gov/

Ready.Gov http://www.ready.gov/

Department of Health & Human Services

http://www.hhs.gov/

Centers for Disease Control and Prevention

http://www.cdc.gov/

National Oceanic & Atmospheric Administration

http://www.noaa.gov/wx.html

Food & Drug Administration http://www.fda.gov/

Department of Agriculture Food Safety & Consumer Information

http://www.foodsafety.gov/

American Veterinary Medical Association

http://www.avma.org/

National Flood Insurance Program 1-800-427-4661 State State of Florida http://www.myflorida.com/

Florida Division of Emergency Management

http://www.floridadisaster.org/ http://www.floridadisaster.org/DEMpublic.htm

Florida Department of Health http://dohiws.doh.state.fl.us/ http://www.doh.state.fl.us/

Family Preparedness Guide http://www.doh.state.fl.us/rw_webmaster/prepareenglish042.pdf

Guia de Preparacion para Familias http://www.doh.state.fl.us/rw_webmaster/preparesp04.pdf

County Volusia County Home Page http://www.volusia.org/

Department of Public Protection http://www.volusia.org/publicprotection/ Division of Emergency Management Community Assistance

http://www.volusia.org/emergency/ http://www.volusia.org/community_assistance/human.htm

American Red Cross http://www.redcross.org/index.html

http://www.dhs.gov/dhspublic/index.jsp

http://www.fema.gov/

http://www.ready.gov/

http://www.hhs.gov/

http://www.cdc.gov/

http://www.noaa.gov/wx.html

http://www.fda.gov/

http://www.foodsafety.gov/

http://www.avma.org/

http://www.myflorida.com/

http://www.floridadisaster.org/

http://www.floridadisaster.org/DEMpublic.htm

http://dohiws.doh.state.fl.us/

http://www.doh.state.fl.us/

http://www.doh.state.fl.us/rw_webmaster/prepareenglish042.pdf

http://www.doh.state.fl.us/rw_webmaster/prepareenglish042.pdf

http://www.doh.state.fl.us/rw_webmaster/preparesp04.pdf

http://www.volusia.org/

http://www.volusia.org/

http://www.volusia.org/emergency/

http://www.volusia.org/community_assistance/human.htm

http://www.redcross.org/index.html




E.10: Personal and Family Preparedness Information: Staff that does not have Internet access may access Family Preparedness Guides and Brochures by calling:

Agency Telephone Number Federal Emergency Management Agency 1-800-BE-READY

1-800-23-73239 TTY: 1-800-464-6161

Florida Division of Emergency Management 850-413-9900 Volusia County Citizen Information Line (866) 345-0345 Volusia County Division of Emergency Management

386-736-5980 (West Volusia) 386-258-4088 (Daytona Beach) 386-423-3395 (New Smyrna Beach

Volusia County Library Services 386-248-1745 American Red Cross (866) GET-INFO

E.11: Concept of Operations:

Ensure the continuous performance of VCHD’s mission critical and essential functions during an incident. Protect VCHD staff, essential facilities, equipment, records, and other assets. Reduce or mitigate disruptions to operations. Reduce loss of life, minimize damage, and losses. Identify and designate principals and support staff to be relocated. Facilitate decision-making for execution of the COOP and the subsequent conduct of operations. Achieve a timely and orderly recovery from the emergency and resumption of full service to all customers.

E.12: Impact Analysis, Damage Assessment: If major damage to a VCHD facility is realized, the General Staff will initiate a minimum twenty-four (24) hour stand-down period for the affected facility to ascertain the extent of the damage and to determine what alternate facility to activate, employee staffing level, and essential functions that would be resumed. The Command and General Staff shall conduct an immediate facility impact analysis, damage assessment, and recovery operation assessment within twenty-four (24) hours of incident. Coordination will be with Volusia County ESFs 3, 4, 6, 12, 14, 16, 18, and building inspector to determine:

Personnel accountability (during duty hours). Facility damage and non-occupancy duration. IT and communications systems operability. Initiate and maintain security in and around the damaged facility.

E.13: Recovery Operations: The Incident Management Team (IMT) shall direct the recovery and security of the following items when documented approval is received from the VC Fire Marshall, VC Sheriff, or VC Building Inspector

Medical, vital, and business records. IT back-up tapes, monetary vouchers or checks, currency, credit cards . Vaccines, pharmaceuticals, prophylaxis materials and supplies. Occupancy, construction, water, and wastewater certificates, permits or applications. Medical equipment and supplies. Vehicles. Personal belongings.




E.14: Alternate Sites: V3, L vi In the event that essential health functions cannot be provided at designated physical locations, the VCHD will move operations as necessary to: Main Site: VCHD, 1845 Holsonback Drive, Daytona Beach, Florida 32117 Secondary Site: VCHD, 717 West Canal Street, New Smyrna Beach, Florida 32168 Tertiary Site: VCHD, 931 North Spring Garden Ave, DeLand, Florida 32720 Quaternary Site: Contiguous or FDOH designated temporary facility E.15: VCHD Workforce Reduction Plan:

E.15a: Staff Designation Policy:

Staff Designation Procedure SLT Must report not withstanding social distancing measures, school and daycare

closures Must have a family care succession plan in place

First Responder Must report not withstanding social distancing measures, school and daycare closures Must have a family care succession plan in place

Essential Personnel Should make every effort to report for duty in the event of social distancing measures and school and daycare closures Must have a family care succession plan in place

Non-Essential Personnel Should make every effort to report for duty in the event of social distancing measures and school and daycare closures Should have a family care succession plan in place

E.15b: Alternate Work Schedules: L1 vii

The administration of alternate work schedules can be modified during a proclaimed public health emergency or other health disaster to enhance social distancing, business continuity or other response goal as follows:

In addition to regular full time employees, regular part-time and temporary employees may be required to work alternative schedules

Department managers shall review their normal business and work hours and work schedules to determine if they can be modified in a manner that best promotes social distancing, business continuity or other public health response goals during an emergency.

Department managers will identify first responder functions, essential functions and non-essential functions that may be staffed with personnel on alternative schedules.

Personnel will be assigned in advance to their specific function/role according to the VCHD ICS structure.

If feasible, managers may first ask for staff to volunteer to work hours other that their usual schedules. Where certain work schedules cannot be staffed with volunteers, departmental managers may direct staff to work the schedules necessary.

Regular work schedules may be changed by a departmental manager subject to VCHD requirements. Alternative work schedules may be changed by a departmental manager subject to VCHD

requirements. Departmental managers are encouraged to work with staff to minimize the impacts of decisions

affecting schedule changes. Alternate rest and meal periods requirements will be provided. Overtime is probable and should be expected.

Alternative work schedules may be processed via email, fax or telephone. Approval of alternative work schedules shall be formally documented.

If an employee makes a request for alternative work schedule and the request is denied, no written explanation of why the request has been denied is required during a proclaimed emergency.




In response to a public health emergency that may require changes in FDOH business culture including social distancing and an increase in telecommuting, employees may require to telecommute with minimal notice. The current FDOH policy for employing telecommuting will remain in effect unless superseded by incident specific guidance from FDOH.

E.16: Staff Shortages: L1 vii It is assumed that if the VCHD COOP is activated during non-working duty hours during specific incidents or emergencies such as hurricanes, widespread flooding, and disease pandemics, a sizable portion of VCHD’s workforce would be unable or unwilling to respond to a full activation.

The following guidelines may be utilized by the VCHD Director or designee to minimize overall employee shortages or to minimize the reduction in staff in certain areas of VCHD operations:

Determine the positions necessary to ensure the continuous performance of mission critical and essential functions.

Ensure the identified positions are staffed with individuals who have the requisite skills to perform the tasks.

Identify and assign qualified staff by specific location or work shift. Identify and assign staff that can be cross-trained to backfill critical positions. Conduct just-in-time training (JITT) to available staff. F3 Develop SOGs or checklists to minimize training time for backfilled staff. Identify positions and functions that may be performed away from the worksite or through tele-

commuting. Identify positions and functions that may be performed by telephone. Identify positions and functions that may be conducted under a flex schedule, extended work shift, or

on alternate work days . Identify positions and functions that may be reduced, postponed, or suspended.

E.16a: Rescission of Approved Leave, Vacation, Compensatory Time Off:

The current FDOH policy for rescission of approved leave, vacation, and compensatory time off during a public health emergency as applicable to the VCHD Emergency Duty Policy will remain in effect unless superseded by incident guidance from FDOH.

E.16b: VCHD Facility Closure and Reduction in Workforce:

The VCHD EOP, COOP Section and FDOH policy for office closure due to significant reduction in workforce as a result of a public health emergency or disaster will remain in effect unless superseded by incident specific guidance from FDOH.

E.16c: Unauthorized Staff Absences:

The current FDOH policy regarding discipline including unauthorized absences during a public health emergency or disaster will remain in effect unless superseded by incident specific guidance from FDOH.

E.17: Closure of Daycare Facilities and Schools: To minimize the effect of any disease outbreak, the Volusia County Health Department Director (as the County Health Officer) is authorized to order disease control measures that include a broad array of actions including isolation and quarantine orders, and social distancing measures that are likely to be used in a pandemic influenza incident or other hazard that threatens the public health. In addition to closing large social gatherings, such as sporting events, the VCHD Director, in coordination with the Volusia County School Board, Volusia County Council and the County Manager, may recommend the closure of schools and daycare centers as a social distancing strategy. Schools and daycare closure is expected to have a significant cascading effect on staff absenteeism in both the private and public sectors. The VCHD must be prepared for a reduction in its staff from parents staying home to take care of children or other dependents.




In the event that this occurs, staff should be informed of expectations, depending upon their department designations as first responders (employees who maintain the safety and well being of county citizens), essential personnel and non-essential personnel. If schools and daycare centers are closed, employees may not be allowed to bring their children to work. In the event that child and dependant care coverage may become impossible, arrangements should be made in advance with the division supervisor to telecommute, if appropriate and feasible. Refer to VCHD Emergency Duty Policy or event specific directives from FDOH. In the event that child and dependant care coverage becomes impossible, non-essential personnel may use leave or compensatory time for such an absence or may request approval for leave without pay. Leave may not be used by healthy parents who are staying home to take care of healthy children or dependants due to lack of daycare arrangements. Refer to VCHD Emergency Duty Policy unless event specific directives are issued from FDOH.

E.18: Employee Assistance Program: Should a public health emergency or disaster occur, referral to the VCHD Employee Assistance Program (EAP) may be recommended to address personal problems that interfere with work performance. A crisis such as Pandemic Influenza may cause stresses that compromise the effective functioning of a work unit. “Critical Stress Debriefing Sessions” will be available to assist an employee or work unit with particular problems or traumatic events. The EAP is a service provided through the FDOH for all VCHD employees, regardless of benefits eligibility or career service or temporary status. The program’s primary purpose is to assist employees and managers with present problems that are interfering with work performance.

E.19: Volunteer Services: Medical Reserve Corps (MRC) volunteers may be trained to provide support to VCHD services in the event of a public health emergency. The current MRC protocols and FDOH policy for recruiting and credentialing volunteers will remain in effect unless superseded by incident specific guidance from FDOH. E.20: COOP Phases:

E.20a: Phase 1: Activation:

Emergencies, or potential emergencies, may affect the ability of the Volusia County Health Department to perform its mission critical and essential functions from any or all of its primary health care and administration facilities. The following are scenarios that could mandate the activation of the VCHD COOP. Upon activation of the COOP, the Incident Command System would be initiated and the pre-identified Incident Management Team would assume their emergency roles and responsibilities.

Any public health facility in Volusia County is closed to normal business activities as a result of an incident or credible threats of an incident that would preclude access or use of the health care facility and the surrounding area.

Any town or city in Volusia County is closed to normal business activities as a result of a widespread utility failure, natural disaster, significant hazardous material incident, civil disturbance, or terrorist attacks.

In an event so severe that normal operations are interrupted, or if such an incident appears imminent and it would be prudent to evacuate any public health facility or city in Volusia County and/or surrounding area as a precaution, the VCHD Director or designee, may activate the VCHD COOP. The relevant alternate facility will be activated, if necessary at the discretion of the VCHD Director or designee.




The VCHD Senior Leadership Team (SLT), under the guidance of the IMT, will ensure that the mission critical and essential functions of the closed primary facility are maintained and capable of being performed using the relevant alternate facility until the assumption of full operation is re-established at the primary facility.

E.20b: Alternate Facilities:

The purpose of a time-phased implementation is to maximize the preservation of life and property in the event of any natural or man-made incident or threat thereof. The extent to which this will be possible will depend on the incident, the amount of warning received, whether personnel are on duty or off-duty, at home or elsewhere, and possibly, the extent of damage to VCHD facilities and their occupants.

E.20c: Response and Recovery Planning:

To assist the Incident Management Team (IMT) in directing VCHD’s response and recovery operations, the Planning “P” Concept should be utilized to assist in the planning response operations, staff deployments and assessment of directed actions. The Planning “P” provides for a timely decision making for meeting response and recovery objectives.

E.20d: The Planning “P”:

The Planning “P” is a guide to the process and steps involved in planning for an incident. The leg of the “P” describes the initial response period: Once the incident/event begins, the steps are Notifications, Initial Response & Assessment, Incident Briefing Using ICS 201, and Initial Incident Command (IC)/Unified Command (UC) Meeting. At the top of the leg of the “P” is the beginning of the first operational planning period cycle. In this circular sequence, the steps are IC/UC Develop/Update Objectives Meeting, Command and General Staff Meeting, Preparing for the Tactics Meeting, Tactics Meeting, Preparing for the Planning Meeting, Planning Meeting, IAP Prep & Approval, and Operations Briefing. At this point a new operational period begins. The next step is Execute Plan & Assess Progress, after which the cycle begins again. Source: FEMA NIMS Documents




E.21: phase 2: Transition to Emergency Operations:

E.21a: Duty Hours Activation:

The VCHD Director or designee may request activation of the VCHD COOP Plan During COOP contingencies, the VCHD Director or designee will determine the hours of work for the VCHD Staff Certain members of the VCHD SLT Staff must be prepared to support a 24/7 operation VCHD medical and administrative staff will be alerted through FDENS, cascade telephone tree call rosters, email and activated to support operations for the duration of the incident Incident Management Team members will determine the necessary essential VCHD staff that will relocate to the selected alternate facility. The IMT must ensure the continuation of operations and the performance of mission critical and essential functions for up to 30 days with resource support Since alternate facility space and support capabilities may be limited, designated essential staff may need to be restricted to only those personnel who possess the skills and experience needed for the execution of mission critical and essential functions The Incident Management Team, if pre-deployed, may be requested by the VCHD Director or designee to disseminate VCHD COOP guidance and direction during the activation and relocation phases. Pending the activation of the COOP and subsequent guidance from the IMT, the SLT will monitor the situation and assist in the notification process as necessary.

E.21b: Incident Management Team (IMT):

Incident Management Team (IMT) members during Initial Phases may include: Administration Team/Incident Commander (VCHD Director, Assistant Director for Administration,

Medical Director, EH Administrator, Data Center Director, PHP Coordinator). Command Staff (Chief Legal Counsel, Public Information Officer, Safety Coordinator). Operations Section Team (Assistant Director for Public Health, Lead Nurses/ Lead Physicians). Planning Section Team (PHP Coordinator, Information Technology Team (Data Center Director, Data

Processing Administrator (Hardware), Data Processing Administrator (Software)), Senior Personnel Manager).

Logistics Section Team (General Services Manager, Facility Manager, Data Processing Administrator (Hardware), EH Manager, Purchasing Supervisor).

Finance Section Team (Business Manager, Account Administrator, Purchasing Supervisor, Senior Personnel Manager, Data Processing Administrator (Software).

Other Teams/members as needed. Please see ICS Annex F, for additional information.

VCHD medical and administrative staffs who are not designated IMT members may be directed to move to other facilities or duty stations or may be advised to remain at or return home pending further instructions. COOP activation will not, in most circumstances, affect the pay and benefits of VCHD employees.




E.21c: Non-Duty Hours:

The VCHD Director or designee will activate the VCHD COOP. The VCHD Director or designee will notify the SLT members of the current situation and that the COOP is

being activated. The SLT members will contact their staff supervisors. The department supervisors then initiate their respective COOP notification call-cascade and contact

each person in their chain relaying the information and guidance provided by the SLT. The staff supervisors will make a second attempt to contact those individuals who were not initially

available. If this attempt is unsuccessful, the staff supervisors will leave a message and update their respective SLT.

The SLT members will in turn report status to the VCHD Director or designee via telephone or other means of available communication.

For personnel not initially contacted, once the message is received, they should immediately contact the staff supervisor who contacted them.

Notification may be via personal contact, telephone, cell phone, pager, radio and TV broadcasts, or a combination thereof.

When a call or other notification is received by anyone in a calling cascade, the information given by the staff supervisor should be carefully recorded to ensure that it is passed accurately to the next person in the cascade.

The staff supervisors will notify the SLT members upon completion of their notification process. The SLT members will in turn report status to the VCHD Director or designee via telephone or other means of available communication. The VCHD Director or designee will update the Incident Management Team with current staffing status. Once the call down has been completed, the VCHD Director or designee will initiate local and state agency notification procedures. If phones systems are not accessible but roads are passable, group members will be chain visited, if possible.

E.21d: IMT Emergency Responsibilities:

The IMT shall designate the essential VCHD staff that will relocate to the selected alternate facility. The IMT shall be responsible for the continued mission critical functions of the VCHD within forty-eight (48)

hours of COOP activation for a period of 30 days pending access to the VCHD main facility or the occupation of relevant alternate locations(s).

All medical and administrative staff necessary to perform the mission critical and essential functions of the VCHD shall be contacted and advised to report to a specified facility, pre-determined secure location, or other location as determined by the IMT.

Clear instruction shall be given to all COOP supporting and activated staff.

E.21e: Site-Support Responsibilities:

Following notification by the VCHD Director or designee that a relocation of the VCHD facility has been ordered or is in progress, the appropriate alternate relocation point Facility Manager, in coordination with the Logistics Section Chief or designee, will implement VCHD COOP Site-Support Procedures and prepare for the activation of the VCHD COOP and to receive the designated essential VCHD staff members.




E.21f: Pre-Positioned Resources:

The alternate facilities maintain operations, support, and back-up systems consistent with the VCHD primary facility thereby allowing minimum disruption during transition should VCHD primary site be inaccessible.

E.21g: Drive-Away Kits:

The VCHD SLT is responsible for providing guidance to their respective staff on the requirement for the contents of these kits, which may contain such items as software, databases, publications, laptop computers, medical supplies, personal protective equipment etc. and should be department specific. Checklists ensure the inclusion of all necessary contents. It is strongly encouraged that essential items and data be pre-positioned at designated off-site locations because the SLT may be out of office/out of area when the order to deploy is received and access to the primary items may be difficult or impossible. A field kit with medical supplies should be included as standard procedure. Suggestions for a kit include 5-10 band-aids (assorted sizes), 2 large safety pins, gauze pads (2x2 or 4x4’s), 2 pair gloves, gallon zip lock bag, over the counter meds (single use Tylenol, Ibuprofen or Naproxen, decongestion, anti diarrhea medication, Triple Antibiotic ointment, and antiseptic wipes).

E.22: Alternate or Emergency Operations:

E.22a: Deployment and Departure Procedures:

Allowances for partial pre-deployment of any mission critical and essential functions will be determined by the VCHD Director or designee at the time the VCHD COOP is activated. The following activities establish general administrative procedures to allow for travel and transportation to the alternate relocation point. Specific instructions will be provided at the time a deployment is ordered:

The VCHD Director or designee, with guidance from the IMT, will direct deployment of the essential staff members to the selected alternate facility.

The department supervisors are directed by the SLT, with guidance from the IMT, to either relocate to a

designated assembly site or an alternate relocation point. Team members should ensure that they have their official drive-away kits and the personal preparedness bags. These teams will most likely use VCHD assigned vehicles as well as privately owned vehicles for transportation to the designated facility. Specific instructions will be provided at the time of activation.

Designated essential VCHD staff members will immediately begin to relocate all office drive-away kits, if

applicable, and their personal preparedness bag to the selected alternate facility. These staff members will most likely use privately owned vehicles for transportation to the selected alternate facility. Specific instructions will be provided at the time of activation.

Non-Incident Management Team personnel present at the affected public health facility at the time of

an emergency notification will be directed to proceed to alternate facilities or their homes to await further instructions. At the time of notification, any appropriate safety precautions or available information regarding routes that should or should not be used to depart the health facility will be disseminated. During non-duty hours, non-essential personnel will remain at their homes pending further guidance.




E.22b: Security and Access Controls:

The SLT will ensure that the VCHD COOP and the evacuation and relocation plans for each facility are complementary and coordinated if COOP activation is required. The Logistics Section Chief will ensure all necessary security and access controls are provided at the primary and alternate facilities.

E.22c: Execution of Mission Critical and Essential Functions:

Upon activation, the SLT will begin providing support for the following functions: Monitor and assess the situation that required the relocations. Monitor the status of personnel and resources. Establish and maintain contact with the Volusia County Emergency Operations Center. Plan and prepare for the restoration of operations at the VCHD facility or other long-term facility.

E.22d: Establishment of Communications:

The VCHD Information Technology Specialists will ensure all necessary and preplanned communications systems are established, adequate, and functioning properly in accordance with Communications Annex C.

The VCHD Information Technology Specialists will service and correct any faulty or inadequate communications systems.

E.22e: Augmentation of Staff:

If it becomes evident that the essential Incident Management Team staff cannot ensure the continuous performance of mission critical and essential functions, the VCHD Director or designee, will determine the positions necessary to ensure the continuous performance of mission critical and essential functions. The VCHD Director will then ensure that the identified positions are staffed with individuals who have the requisite skills to perform the tasks.

E.22f: Amplification of Guidance to Essential and Non-Essential Personnel:

The VCHD Director or designee, will develop a memorandum for dissemination to all VCHD employees regarding the duration of alternate operations, pertinent information on payroll, time and attendance, duty assignments, and travel authorizations and reimbursements. The Director or designee will approve this memorandum and the SLT will then distribute the document to the relocated personnel and the non-essential staff through appropriate media and other available sources.

E.22g: Development of Plans for Reconstitution and Termination:

SLT members, as designated by the VCHD Director or designee or the IMT, will develop Reconstitution and Termination Plans and Schedules to ensure an orderly transition of all VCHD functions, personnel, equipment, and records from the temporary alternate location to a new or restored primary health department facility.

Designated SLT members will oversee the Reconstitution and Termination process. VCHD Director or designee will approve the plans and schedules prior to the cessation of operations.




E.23: Phase 3: Reconstitution and Termination:

E.23a: Overview:

Within 24 hours of an emergency relocation and after the approval of local and Federal law enforcement and emergency services involved, the IMT will initiate operations to salvage, restore, and recover the affected health department facilities. Reconstitution procedures will commence when the VCHD Director or designee, with guidance from the IMT ascertains that the emergency situation has ended and is unlikely to reoccur. Once this determination has been made, one or a combination of the following options may be implemented, depending on the situation:

Continue to perform mission critical and essential functions at the selected alternate facility for up to 30 days.

Begin an orderly return to the affected health department facility and reconstitute full operations. Begin to establish a reconstituted public health department facility in some other facility in the Daytona

Beach, Florida area.

E.23b: Procedures:

Upon a decision by the VCHD Director or designee, that the health department facility can be reoccupied or that a different facility will be established as a new public health department facility:

The VCHD Director or designee, in conjunction with the Incident Management Team, will oversee the orderly transition of all health department functions, personnel, equipment and records from the alternate relocation point to a new or restored public health department facility.

Prior to relocating back to the public health department facility or another building, the IMT will conduct appropriate security, safety, and health assessments for suitability.

When necessary equipment and documents are in place at the new or restored health department facility, the staff remaining at the alternate relocation point will transfer mission essential functions and resume normal operations.

Once normal agency operations have been restored, the Incident Command System and Incident Management Team (IMT) will be deactivated and the VCHD Senior Leadership Team will assume their daily non-emergency leadership roles and responsibilities.

E.24: After-Action Review and Remedial Action Plans: An After-Action Review information collection process will be initiated prior to the cessation of operations at the selected alternate facility. The information to be collected will, at a minimum, include information from any employee working during the VCHD COOP activation and a review of the strengths and weaknesses at the conclusion of the operations.

The information should be incorporated into a COOP Remedial Action Plan. Recommendations for changes to the VCHD COOP and any accompanying documents will be developed and incorporated into the COOP Annual Review Process.

E.25: Testing, Training and Exercise: The objective of training will be to create awareness and enhance the skills required to develop,

implement, maintain, and execute the COOP plans Frequency and scope of training shall be conducted in conjunction with county and regional

opportunities Exercises shall be designed to test individual essential elements, interrelated elements, or the entire plan Procedures will be established to ensure that corrective action is taken on any deficiency identified in the

evaluation process and to revise any portion of the plan A schedule for testing the components of the plan will be established on an annual basis

E.25b Plan Maintenance As a minimum the plan will be reviewed during the ESF 1Annex review process




E.26: Authority and References: The Federal Response Plan for P.L. 93-288 Homeland Security Advisory System Florida State Statute Title VII, 252.34 – 62 Florida Statutes, Emergency Management, Title XVII §252 (252.31-52.61) Florida Statutes DOH Chapter 381 Florida Department of Health Emergency Operations Plan

E.27: References: Volusia County Health Department Emergency Operations Plan (DRAFT) Volusia County Comprehensive Emergency Management Plan (CEMP) Florida Department of Health Comprehensive Emergency Operations Plan State of Florida Emergency Operation Plan Florida Division of Emergency Management, Continuity of Operations Checklist

Volusia County Emergency Management Operations Manual

VOLUSIA COUNTY EMERGENCY OPERATIONS CENTER OPERATIONS MANUAL (11.11.13) I. INTRODUCTION

Volusia County must have the capability to organize and direct the operations of all available resources in the event of a disaster affecting the County. The Volusia County Emergency Operations Center (CEOC) will function as the direction and control facility during major disasters for the assignment of all resources within the County. The CEOC will also be the center for reviewing, coordinating and approving all requests from other jurisdictions and agencies. It will be the point of contact with the State Watch Office and the Florida Division of Emergency Management, for purposes of information flow and state resource requests.

A. PURPOSE

To establish procedures for the organization, staffing, activation, and operation of the Volusia CEOC, In compliance with the National Incident Management System (NIMS) and the National Response Framework (NRF). Utilization is made of the EOC/ICS interface in operations.

B. SCOPE

These procedures are applicable to all County employees, Municipal Liaisons, ESF Representatives and other personnel who have designated responsibilities during activations of the CEOC. This manual is intended to document day-to-day and activation operations and is considered to be implemented on a daily basis.

C. AUTHORITY

The Volusia County Government, County Emergency Management Division, and the CEOC operate during emergency events under the authority of Chapter 252, Florida Statutes, Volusia County Ordinance No. 96-1, and Volusia County Resolution No. 91-251.

D. CHANGES

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Recommended changes to the procedures and policies in this manual will be submitted to the Emergency Management Director for review, coordination, and approval. Changes may be made to this document at any time to reflect changes in systems, operating procedures or standards.

E. LOCATION

1. The PRIMARY CEOC is located at 3825 Tiger Bay Road, Daytona Beach. Take Hwy 92 west from Daytona Beach or east from DeLand to Indian Lake Road (traffic light), turn north and travel to Tiger Bay Road (third road on the left), turn west (left) onto Tiger Bay Road and travel a short distance (approximately one tenth mile) and the Emergency Operations and Sherriff’s Communications Center will be on the South Side of the road. Park in the front lot unless otherwise authorized.

2. The ALTERNATE CEOC, if one should become

necessary, may be activated by the Emergency Management Director at the Historic Volusia County Courthouse in the Training Room. The Alternate CEOC may be augmented by mobile communication assets from the Sheriff’s Office and Volusia County Fire Services. The facility is located in Deland, occupying the west end of the city block between North Woodland Boulevard, North Florida, West Indiana, and State Road 44 (New York Ave). There is County parking available to the west of the Courthouse and in the 100 and 200 Blocks of West Rich Avenue. The facility can be entered from either Indiana or State Road 44 (New York Avenue).

II. CEOC FUNCTIONAL ORGANIZATION

A. EMERGENCY SUPPORT FUNCTION (ESF) CONCEPT

To facilitate coordination between agencies of the County, other public and private agencies within the County, and private agencies within the State, with other counties providing mutual aid, the State of Florida, and the Federal Emergency Management Agency (FEMA),

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Volusia County has adopted the Emergency Support Function (ESF) concept. Divisions and agencies with similar resources and responsibilities are grouped into like functional areas. The National Response Framework details the 15 ESFs utilized by the Federal Government. Florida’s Division of Emergency Management utilizes 18 ESFs and Volusia County meets its specific needs by using 20 ESFs.

Refer to Figure 1 for a comparison ESF matrix that shows the primary agencies at Federal, State, and County levels for each ESF. Refer to the ESF Annexes of the County Emergency Management Plan (CEMP) for more detailed information.

B. COUNTY EMERGENCY OPERATIONS CENTER (CEOC)

ORGANIZATION

The County Manager or his/her designee is the senior executive in charge of county-wide disaster response. The Emergency Management Director supports the County Manager and provides direction for all operational coordination. The CEOC Operations Room has been set up to facilitate the use of the ESF concept with ESFs being grouped together based upon functional similarities and coordination requirements. They are grouped into four (4) areas: Emergency Services, Infrastructure, Human Services and Support Services. See Figures 2 & 3 for charts of the CEOC Team Organization (ESFs, Lead & Support Agencies).

1. Manager’s Advisory Group (MAG)

The Manager’s Advisory Group includes the County Manager or designee (i.e. Deputy County Manager), a representative from the County Council (Chair or designee), representatives from the School Board and, Elected Officials, the County Attorney, Department Directors as appropriate and the Emergency Management Director. The Manager’s Advisory Group will advise the County Manager on overall direction concerning emergency operations. Operational and resource conflicts will be resolved by the Manager’s Advisory Group. Policy actions will be referred to the County Council for resolution/action.

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2. ESF 14 Community Information

a. The ESF 14 Coordinator (Volusia County

Community Information Officer) is responsible for disseminating all essential information regarding the emergency event and County response/recovery actions to the involved population and the media. The Coordinator works under the direction of the County Manager in close coordination with the Manager’s Advisory Group and the County Emergency Management Director. ESF 14 will establish a Joint Information Center upon activation of the EOC.

b. The Citizens Information Center works under

the direction of the EOC Operations Chief but is staffed through the County Personnel Director. The CIC provides recorded and operator information services to the public about the emergency event. Operator training is provided by Emergency Management and County Personnel. Information is provided by Community Information.

3. CEOC Operations Staff

The CEOC Operations Chief and EM Staff provide direct support to the County Emergency Management Director. The CEOC Operations Chief insures that the Director sees all significant information received during the emergency and maintains essential documentation of the event and CEOC activities. The CEOC Operations Chief also coordinates activities of the CEOC Support Staff in providing security, administrative, and logistical support for CEOC operations. EM staff provides operational, planning, logistical and administrative support to the Operations Chief for the Emergency Management Director. EM staff is augmented with personnel (1 or 2) from the EM augmentation team. Select volunteers from Community Services, Leisure Services and Agriculture work with the EM staff to gather data for daily briefs, SITREPS and incident action planning/solutions, etc.

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III. CEOC STAFFING

A. EMERGENCY MANAGEMENT

The County Emergency Management staff will man four key CEOC staff positions, the Director, the CEOC Operations Chief, Planning Chief, Sitrep/Charts Coordinator and the CEOC Admin Assistants positions. The remaining CEOC staff positions are filled by personnel from other County agencies and trained volunteers. (See Figure 4 for lists of CEOC Support staff assignments).

B. EMERGENCY SUPPORT FUNCTIONS

Each Emergency Support Function (ESF) will be staffed by the Lead (Primary) Agency assigned in the County Comprehensive Emergency Management Plan. The Lead (Primary) Agency for each ESF will provide staff to support one position. For 24 hour operations 2 staff each one on a 12 hour shift as needed. If the Lead Agency requires more than one person per shift, they must obtain the Emergency Management Director’s approval due to limited seating and functional space available throughout the CEOC.

C. CEOC SUPPORT STAFF

The CEOC Support Staff provide general support to CEOC operations during activations as described below:

• Security: Credentialing, Limits access and secures the

CEOC.

• Administrative: Prepares documents, operates office machines, monitors incoming National Weather Service messages, serves as a liaison to the Director and Operations Chief and provides administrative supplies/services.

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• Food Service: Provides food, water and refreshments for CEOC personnel during activations.

• Maintenance: Performs minor systems and building repairs

and coordinates contingency services from designated contractors.

• Janitorial: Services the CEOC facilities and work areas.

• Information Technology/Communications Maintenance:

Provides for maintenance and service of CEOC Information Technology and communication systems to include contingency services from designated contractors.

• Medical: EMT/Paramedics provide limited medical care to

the CEOC staff during disaster events when regular medical personnel may not be available.

The actual number of CEOC Support Staff activated will depend on the scope of the emergency and the size of the CEOC staff to be supported. Personnel will be assigned from other County Agencies, Volunteer Agencies, and contract services. The Emergency Management Director and/or Operations Chief will determine the support staff functions needed for each emergency, the size of the staff desired, and coordinate their activation with the providing agency. (See Figure 5 for Support Staff position descriptions).

D. MANAGER’S ADVISORY GROUP

The Manager’s Advisory Group will be staffed as identified in paragraph II, B.1. Personnel involved will staff the Manager’s Advisory Group at the direction of the County Manager. They will designate their replacements as needed to provide 24-hour coverage if needed.

E. SHIFT SCHEDULING

The CEOC may be operational 24 hours per day for several weeks for an extended incident. All agencies and municipalities providing staff to support CEOC operations must have the capability of 24-hour coverage for their positions.

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Continuous operations present significant challenges for staffing and resource availability, and will be utilized only to the extent necessary to meet extraordinary public health, safety and welfare needs. Single shifts of extended hours may be all that is required to solve support issues.

To provide for continuity of 24-hour operations, two 12-hour shifts may be established for CEOC personnel staffing as follows:

Day Shift 0700 – 1900 (7:00 AM - 7:00 PM) Night Shift 1900 – 0700 (7:00 PM - 7:00 AM) Split Shift 1000 --2200 (10:00 AM - 10:00 PM)

All Agencies providing personnel for CEOC operations should prepare to meet this schedule. Relief personnel should arrive 30 minutes early for their shift to receive a full transition briefing on the events that occurred during the previous 12 hours. (See change of shift briefing that follows). Certain agencies and/or CIC shifts may be of 8 hour duration with three shifts as necessary to meet the mission.

F. WORK STATION ASSIGNMENTS/CEOC LAYOUT

All ESFs and Municipal Liaisons have been assigned CEOC workstations based on their need for coordination with others. Figure 7 shows the current workspace for each function in the CEOC operations room. Figure 8 shows the entire CEOC schematic diagram.

IV. COUNTY EMERGENCY OPERATIONS CENTER

(CEOC) ACTIVATION/DEACTIVATION

A. ACTIVATION OF THE CEOC

In the event of a natural disaster or man-made emergency affecting the County, the CEOC may be activated by the Chair of the County Council (or a designated representative), the County Manager, or the Emergency Management Director.

B. ACTIVATION LEVELS/BRIEFINGS

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To facilitate use of the CEOC for a variety of emergencies, incremental levels of activation responding to varying levels of events have been identified. An event may escalate through all the activation levels.

1. ACTIVATION LEVELS

Volusia County uses these three progressive levels of Emergency Operations Center activation (in concert with the State EOC) to anticipate and meet local needs:

LEVEL 3 - Notification, Mobilization, Detection and

Activation

Routine county-wide monitoring. At this level, the County’s full-time Emergency Management staff provide necessary information to the respective state and local agencies regarding hazardous materials incidents, adverse weather warnings, wildfires, road closures, plane crashes, train derailments or any other critical events.

The Volusia County Sheriff’s Communications Division is the County Warning Point and is responsible for the notification of county personnel with a primary emergency response and/or recovery tasking. Information flow comes from a variety of sources such as emergency management officials, municipal law enforcement, Central Florida Information Exchange, private citizens, the National Weather Service, utility providers, and private industry, amongst others. The County Warning Point is manned 24/7/365 and utilizes these resources to maintain a high level of situational awareness.

Detection of actual or suspected hazards often occurs through the consolidated dispatch center which is the County Warning Point. The County Warning Point monitors events unfolding in the County and in turn notifies the County Emergency Management Office and the State Watch Office when State Watch Office guidelines are met.

County Warning Point Detection Includes: • 911

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• Law enforcement intelligence efforts • Warnings or announcements by the perpetrators • The characteristics of the event, such as explosion or chemical recognition

• Witness accounts • The medical or physical symptoms of victims

• Laboratory results from samples taken at the scene or from victims’ bodies

• Monitoring of a community’s morbidity and mortality on a routine basis

• Unexplained disruption or failure of a computer network, telecommunications system or Internet service.

Florida Statute Chapter 252 requires the State Division of Emergency Management establish a system of communications and warning to ensure that the state’s population and emergency management agencies are warned of developing emergency situations and can communicate emergency response decisions. To meet this requirement, the Division operates the State Watch Office (SWO), a 24-hour emergency communications center and situational awareness hub within the SEOC. The SWO provides the state with a single point to disseminate information and warnings to governmental officials (federal, state and/or local) that a hazardous situation could threaten or has threatened the general welfare, health, safety, and/or property of the state’s population. The SWO maintains continuous situational awareness of natural and technological hazards during non-emergency periods as well as in times of emergencies and disasters. Daily actions include monitoring open source media outlets, syndicated news data feeds, and social media sources. Continuous information flow also comes from a variety of sources such as emergency management officials, regional coordinators, county warning points, fusion centers, private citizens, the National Weather Service, nuclear power plants, and private industry, amongst others. The collected information is analyzed by Operations staff in the SWO for state, regional, national, and international threats, and then entered into an Incident Tracking system. A Situation Report is generated, matched to a

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matrix of warnings and notifications for the associated hazards, and then communicated to governmental officials, local responders, and SERT team members.

LEVEL 2 - Partial Activation of CEOC A limited activation of core Emergency Support Function (ESF) personnel, Citizens Information Center (CIC) personnel and as needed Municipal and Support personnel to more closely monitor a developing situation and make initial plans to provide any necessary assistance.

LEVEL 1 - Full Scale Activation All County Emergency Support Function (ESF) representatives, Citizens Information Center (CIC) personnel, Municipal representatives, and Support staff report in shifts to the County Emergency Operations Center for 24 hour disaster response/recovery activities. All members of the Manager’s Advisory Group and the Municipal Coordination Group (MCG) should be notified and prepared to meet as needed.

2. UNSCHEDULED BRIEFINGS

a. INITIAL ACTIVATION BRIEFING

Presenters: CEOC Operations Staff

1. INTRODUCTIONS: Name, Agency,

Responsibility, Role in the EOC.

2. SITUATION / WEATHER / SCENARIO UPDATE: Background of the event.

3. PURPOSE / ACTIVATION OBJECTIVES /

EXERCISE OBJECTIVES

4. EOC SHIFT / AGENCY / ESF / ACTIVITY SCHEDULE

5. ADMINISTRATION & LOGISTICS: Food,

phones, hygiene, rules, hours, etc.

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6. ISSUES REQUIRING ACTION AND ANY PERTINENT INFORMATION REGARDING THE INCIDENT OR SUBINCIDENTS

7. QUESTIONS / COMMENTS

8. TIME OF NEXT UPDATE BRIEFING

b. CHANGE OF SHIFT BRIEFING

Presenters: ESF Representatives/Municipal Liaisons/CEOC Staff

PURPOSE: To provide all members of the incoming shift with the broad spectrum of events of the past shift and provides current status of where we are and where we are going.

BRIEFING SHOULD INCLUDE: • Major actions ongoing • Any resources requested ….and status • Major issues resolved on this shift • Unresolved problem areas/ unfilled resource

requests • General housekeeping items (briefing times,

feeding schedule, etc.) • Agency or Jurisdictional SITREP

Duty Log Discussion

c. “NOW HEAR THIS” BRIEFINGS If a CEOC function has information that needs to be distributed to the entire CEOC team immediately, that person should pick up their phone, dial 11483 and 01 announce “Now hear this –Now hear this”, then make the announcement describing the information/situation as briefly as possible. For scheduled briefings and SITREPS, see paragraph V.D.7.

C. DEACTIVATION The Volusia County EOC will be deactivated upon the direction of the County Council Chair (or a designated representative), the County Manager, or the Emergency Management Director. Notification of the de-escalation to a

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level 3 Monitoring will be sent to all organizations/agencies involved in the response. When the Director of Emergency Management provides the directive to deactivate the EOC the following checklist should be referenced by the Operations Coordinator and Planning Chief as applicable:

o Assign final information gathering for records

o Ensure all rented or borrowed equipment is accounted for and demobilized or tracked

o Develop and Distribute final Situation Report

o Hold final EOC briefing announcing the return to level

3 monitoring and conduct initial hot wash. Also identify date and time of the disaster response after action meeting

o Collect any and all outstanding reports.

o Ensure all assets and personnel involved in the EOC

Activation are accounted for

D. EMERGENCY PHASES

1. Pre-Impact Management Phase

The Pre-Impact Management Phase is the awareness and preparedness phase before an event occurrence. This phase may begin up to 48 hours before an event (hurricane) and continue until the disaster occurs. This phase includes hazard monitoring/tracking, incident notification, CEOC activation, public information and warning, evacuation, sheltering (in-place and relocation), and communications/coordination activities. These activities are “time critical” decision activities for a “Hurricane Emergency”. They may also be applied to an elevated threat level on the Homeland Security Alert System (HSAS), Pandemic, or other sources that indicate an increasing risk to a particular hazard. The intent of the time line for key events is to

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coordinate activation and planning sequences for any hazard.

See Figure 9 Time Line for Key Events.

2. Post-Impact Management Phase

The Post Impact Management Phase begins once the disaster occurs and may continue for up to a month or more. This phase includes the following activities: Temporary County ordinances or policies, communications, public information, hazard abatement, search and rescue (SAR), emergency medical assessment, human services assessment, damage assessment, security, re-entry, traffic control, debris clearance, resource distribution and volunteer management.

3. Short Term Restoration/Recovery Phase

The Short Term Restoration/Recovery Phase may begin immediately after the disaster impact and continue for approximately six months. The Short Term Restoration/Recovery Phase includes the implementation of the Individual Assistance Program (Individuals & Household Program) (Other Assistance Programs) through Disaster Recovery Centers (DRCs) and Red Cross Service Centers, the Small Business Administration (SBA) loan program and the Public Assistance Program through FEMA damage survey teams and form completion.

Other short-term activities include: Temporary housing (hotels/motels, mobile homes, tent cities, etc.), on-going human service delivery, debris removal, contractor licensing, permitting and inspections. The Short Term Restoration/Recovery Phase does not normally require 24-hour operations but may require 12 – 16 hour extended days.

4. Long Range Reconstruction/Recovery Phase

The Long-Range Reconstruction/Recovery Phase begins within a week of the disaster impact and may continue for years. Long Range

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Reconstruction/Recovery activities include: on-going human service delivery; rebuilding the economy, infrastructure, industry and homes, implementation of hazard mitigation projects, and funds recovery. Long-term reconstruction/recovery is normally accomplished within existing organizations with some modifications necessary to facilitate mitigation and new preparedness planning actions for community redevelopment and build back.

E. SECURITY

During activation, access to the County Emergency Operations Center building will be limited to one entrance. Each agency must provide to the County Emergency Management Director a list of persons designated as their staff for the CEOC. These personnel will become part of an emergency contact list for activation. Personnel reporting to a CEOC activation will be required to present identification and sign-in at the Security Desk for a CEOC Identification Badge. The Emergency Management Director reserves the right to restrict access due to mission or space constraints.

During all activations, initial CEOC access will be limited to the North (main) entrance of the building. The ESF 14 Coordinator (County Community Information Officer) is responsible for the credentials and authorization of all media personnel. Due to the limited space and potential for operational disruptions, all media authorized entry into the CEOC are excluded from the Operations and Manager’s Advisory Group Rooms. However, the media may be allowed to view activities in these rooms through observation windows. All persons granted entry into the CEOC must wear the CEOC Identification Badge (issued at the Security Desk) in a visible place at all times while in the CEOC.

F. “AFTER-ACTION REPORTS” (AAR’s)

There is always a need to “reflect” and “evaluate” our CEOC and field unit operations after each CEOC emergency activation. This helps us to identify areas needing improvement, including our

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personnel and manning, facilities, equipment, communications, procedures, and training. Thoughts, ideas and recommendations will be solicited from each Municipality and ESF Lead Agency to assist in identifying specific areas that can be improved allowing us all to provide faster and more effective service to the citizens of our county during emergency and disaster operations. ESF Support Agencies may submit their input through the ESF Lead Agency they are supporting. Agencies involved in a CEOC full activation may receive a request from the Emergency Management Division as early as three days after the CEOC deactivation. Normally, your written responses will be due within 10 working days after our request. Observations, issues, and problems, positive and/or negative are desired and should be submitted in the following format:

• Topic • Discussion • Recommendation or solution • Recommended agency to implement solution

Corrective action recommendations, corrective action implementation status, plan revision status, and follow-up actions and outcomes will be documented in the “Real-world” corrective action matrix. A similar matrix shall be maintained for exercise events.

The reports submitted will be analyzed, collated, and used in the preparation of the Emergency Management “After-Action Report”. When necessary, critique sessions may be held to discuss topics submitted in participant “After-Action Reports”. The Director may see a need for outside evaluation and contract the AAR to an outside agency or firm depending on the nature of the event and funding availability.

V. CONCEPT OF OPERATIONS

A. GENERAL

All operations in the CEOC will be in accordance with the National Incident Management System (NIMS) and the Volusia County Comprehensive Emergency Management Plan (CEMP). Agencies delegated responsibilities in the CEMP will be furnished with copies of the CEMP which

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includes the basic plan, several auxiliary plans (shelter, evacuations, terrorism, mass casualty incident) the Emergency Support Function (ESF) Annexes, the Emergency Management Operating System and this document, the CEOC Operations Manual.

When the CEOC is activated, the County Emergency Management Director (or his/her designee) is responsible for providing direction for the CEOC team operations.

B. AGENCY COMMITMENT

Each Agency delegated responsibilities in the CEMP will provide one representative each shift to staff their function in the CEOC. In a 24 hour activation that would be 1 person per 12 hour shift. The Agency Representative must have the authority to commit their agency’s resources and have decision-making authority.

NOTE: Agencies desiring to changes to seating should route this request to the County Emergency Management Director or Operations Chief for coordination.

C. FINANCIAL MANAGEMENT

Each Agency will keep an exact accounting of all expenditures to include funds and materials consumed, as well as personnel, equipment, and facilities costs. These disaster expenditures will be reported to their parent organization, and to the CEOC through their Agency Coordinator. Depending on the expenditure, documentation that records it and the phase of disaster operations involved, many of the costs may be reimbursable from federal disaster funds if there is a Presidential Disaster Declaration.

D. INFORMATION FLOW

There will be many events, situations, and communications occurring simultaneously during a CEOC activation. The general rule for all CEOC staff personnel is that any communication, event, action or decision that may

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impact life safety or incur an expense will be documented.

Currently this documentation will be recorded electronically utilizing E-Team software or manually on a CEOC Message Form, SITREP Form, or on the individual staff member’s “Staff Action Log”. Refer to CEOC SOPs 1, 2, and 3 at the end of this manual for instructions regarding the use of these forms or electronic media. To ensure that information is shared between all members of the CEOC staff, the following guidelines are established.

1. Incoming Communications

Incoming communications received in the CEOC regarding “emergency protective actions” or “resource requests” will be documented on E-Team or on the CEOC Message Form. Situation Reports received from municipalities will be documented on the Volusia County SITREP Form. Other incoming communications will be documented on the Duty Log or Staff Action Log of the individual receiving the communication.

2. Outgoing Communications

All outgoing communications regarding “emergency protective actions” will be documented on E-Team or on a CEOC Message Form. SITREPs sent to the State EOC (SEOC) will be forwarded electronically on EM Constellation and/or any other means necessary.

3. Internal Communications

All internal communications between the CEOC staff and agency specific actions will be documented on individual Duty Logs or Staff Action Logs. These “logs” will be used by the staff to record/monitor their actions, brief their relief and provide a record for the Master Event Log. The Master Event Log must be concise in the recording of facts and clear in its descriptions of the events and actions of individuals/agencies electronically. This information should be a part of the agency SITREP or Jurisdictional SITREP. This along with working notes/messages constitutes the historical recording of

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the event and the CEOC actions. Logs, briefing notes, forecasts, advisories, press releases, E-mails, declarations, ordinances, sitreps, flash reports, shelter reports, CIC information, articles, flood data, recovery data, damage assessment, FEMA information and all miscellaneous information will be chronicled in labeled binders. Staff personnel will also note on their Duty Logs or Staff Action Logs any CEOC Message Forms or SITREPs they create.

4. CEOC Internal Coordination

All CEOC Agencies are encouraged to coordinate directly with each other and not slow response efforts by having to create unnecessary paperwork. Each person involved should record the coordination activity on their Duty Logs or Staff Action Log. The most important thing is the actions taken, not the paperwork. Electronic and paper work entries can be done after a request is processed and handled.

5. Outside Requests For Assistance

Requests for assistance may be received from the municipalities, other supporting agencies, or directly from county residents. Calls from the municipalities and other supporting agencies should be received over confidential lines in the CEOC Operations Room. These calls will be documented as indicated in paragraph V.D.1.

Calls from the county residents will be received over the listed CEOC phone numbers and answered by the Citizen’s Information Center (CIC) operators. CIC operators will document their calls on the CIC log. County resident requests for assistance that cannot be referred to their 911or municipal EOC will either be input into E-Team or will be recorded on a CEOC Message Form and provided to the CIC Supervisor, who in turn can provide the message to the Operations Chief, or ESF-5 for proper routing.

6. Requests for Mutual Aid, Regional Domestic

Security Task Force (RDSTF) assets or State/Federal Assistance

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All CEOC functions will coordinate requests for mutual aid, RDSTF assets or State/Federal assistance with the Operations Chief or the County Emergency Management Director for approval and authorization to make the appropriate contacts for the assistance through the state.

7. Situation Reports (SITREP)/Scheduled Briefings

If the event that is driving the activation permits scheduled briefings may be held during CEOC activations. Briefing time scheduling will be dependent upon the dynamics of the disaster. During many activations these briefings will be held every four hours beginning at 8:00 a.m. (or as necessary to meet the emergency event needs). The briefing will update all CEOC Team members on the current status of the event and emergency operations. Normally, the Operations Chief will begin the briefings and then each function will brief and update their activities as required. Briefings at 12am and 4am are sometimes omitted or abbreviated.

The ESF 5 Coordinator and the Public Information Officer will take notes during the briefing and coordinate with the EM staff and Augmentation team in the preparation of a current CEOC Situation Report. This current Situation Report will be typed, reviewed/approved by the Operations Chief and the Director, and the ESF 5 Coordinator will then disseminate the Report to all CEOC functions as required. At a minimum, there will be one Situation Report produced daily. This report will be shared internally and also with the Florida Division of Emergency Management. The Public Information Officer will use the current Situation Report as the basis for briefing the media. The EM staff and Augmentation team will use the current Agency and Jurisdiction Situation Report to coordinate the State Sitrep report. The State Sitrep includes preliminary damage assessment figures. Storm damage must also be relayed to the National Weather Services (NWS) in Melbourne. Storm spotters may provide storm intensity verification and damage observed. For unscheduled briefings, see paragraph IV.B.2.

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8. Community Information (ESF 14)

Any function that needs to issue a press release directing county resident action, or describing their activities, will coordinate with a member of the Community Information Team.

The function may either individually, or with a member of the Community Information Team, is to write the press release. All press releases must be approved by the Emergency Management Director or designee (i.e. Operations Chief), the Community Information Officer, and the County Manager or their designated representatives before release to the Media.

Press conferences are scheduled through ESF 14 and the County Senior Leadership.

E. COMMUNICATIONS (ESF 2)

ESF 2 Communications will provide support to all members of the CEOC Team by maintaining or acquiring necessary information technology and communication capabilities. The following communications systems may be available during a CEOC activation.

1. Telephone

All functions have been assigned a telephone instrument and line for receiving outside calls. Another line has been provided for internal communication as well as placing outside calls.

2. Agency Radio

Each agency may communicate with their personnel through their 800 MHz radio systems and should ensure they have extra fuses, batteries, chargers, etc., with them at the CEOC.

ESFs requiring extensive multi-agency response should establish a communications procedure for linking, co-locating, or exchanging radios. Refer to the ESF 2 Communications Annex to the CEMP for

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information on the operational use of the 800 MHz radio system.

3. Radio Amateur Civil Emergency Services

(VolARES)

The Radio Amateur Civil Emergency Services may provide amateur radio communications between the CEOC, special needs shelters, dispatch centers, hospitals and other key locations as needed.

Each ESF or others passing communications through VolARES CEOC operators must complete/print the EOC Message Form using clear language with no abbreviations or acronyms. The message must include the name and telephone number of the contact to follow up. This will be transcribed to the standard VolARES message form for transmission. VolARES requests may be sent to ESF 5 utilizing E-Team.

4. Emergency Satellite Communications System

(ESATCOM) and the National Warning System (NAWAS)

The State of Florida has installed a statewide satellite communications link between the State Emergency Operations Center (SEOC), all County EOCs, select government offices and National Weather Service Offices. The satellite system has the ability to transmit voice, text, graphics and e-mail. In addition to ESATCOM a hardwired system, called NAWAS, is also in place in the County EOC.

5. Facsimile

The CEOC has several fax machines available for use during emergencies. Books with pre-programmed lists are placed near each machine. Sample types of groups are: ESF reps, Agency reps, City reps, Media reps, etc.

6. Alert and Warning Notification Systems

The County also has a geographic call-down notification system for pre-determined messaging of a

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geographic area or special database population. The system is purchased by Volusia County Emergency Management. Authority to activate the warning system for a jurisdiction or Incident Commander rests with the Dispatch Supervisor, VCEM Duty Officer, Director of Emergency Management, or Operations Chief.

The Local cable company (Brighthouse) can also override with crawler messaging during regular programming. Emergency Alert System: See #9 below.

NOTE: These systems are utilized to alert and warn the public of public protection issues for only the most cogent reasons.

7. Weather Service

Weather receiving equipment is located in the CEOC and in the Sherriff’s Communications Building (County Warning Point). Severe weather information, Watches, Warnings, Hurricane Advisories and local statements are received via these systems: Meteorologix Weather Sentry (Melbourne and Tampa Nexrad Radar), Baron’s Channel 9 Doppler, GIS Mapping System and lightning package, National Weather Wire Service drops, the Emergency Management Warning and Information Network (EMWIN), Impact Weather, the Weather Channel & local WeatherBug and Davis Weather Stations placed around the county.

Administrative personnel of the CEOC Support Staff

will maintain a close watch on the equipment during all activation levels. When key weather information is received, they will copy and distribute the data to the Director, Operations Chief, and CIC Supervisor and file one copy. In anticipation of extreme weather, storm spotter activation of NWS trained storm spotters may occur. These spotters will help verify storm intensity and damage reports will be included to NWS and the SEOC.

8. Emergency Alert System (EAS)

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The Division of Emergency Management (DEM) and

Florida Broadcasters Association (FBA) have coordinated to provide a Statewide Emergency Alert System by placing encoders in key TV and Radio Stations. The primary stations then relay information to secondary stations. The EAS is activated by contacting the SEOC, State Watch Office (SWO) or the National Weather Service office to request a civil emergency message/bulletin. Volusia County broadcasts over the EAS on WDSC Public Television.

9. National Oceanic and Atmospheric Administration

(NOAA) Weather Wire

Information can be disseminated directly to the public through the NOAA Weather Wire service. The County Emergency Management Director or the ESF 14 Community Information Coordinator (PIO) may provide the National Weather Service in Melbourne, Florida with a written bulletin. The Weather Service will then re-transmit that information verbally and hardcopy over their frequencies. Residents with a weather alert radio will receive a tone activating their radio and then the alert message. Weather Wire receiving printers will print a hardcopy of the alert.

10. Satellite Telephones

A limited supply of satellite telephones is available for key county staff. These can be distributed as the need requires.

F. CITIZEN’S INFORMATION CENTER (CIC)

A Citizens Information Center (CIC) will be established in the CEOC for most Level II and all Level I activations, or when requested by the County Emergency Management Director. The CIC is Volusia County’s link to the residents for answering questions regarding emergency events as well as dispelling rumors. Operators will man the CIC 24 hours per day or a shorter period as needed to respond to citizen’s emergency inquires. Automated telephone message boards will also be provided to answer common general information questions.

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VI. SUPPORT FACILITIES

See Figure 8 for a diagram of the County Emergency Operations Center building and facilities.

A. MANUAL STATUS BOARDS AND DISPLAYS

These boards will be utilized for augmentation or when the electronic messaging system is nonfunctional. They will be posted in the front or sides of the operations room. Logs will be maintained in the operations area. Manual message forms will be available in the operations area. 1. Manual Master Event Log

The CEOC Manual Master Event Log will be maintained in the Operations Room on a series of ring clipboards. One ring clipboard each will be established for emergency resolutions, daily/weekly reports, current road information, completed message file NWS advisories, SITREPs wildfires, SITREPs from the state, city SITREPs, SITREPs to state, and PIO releases. The Master Event Log is the equivalent of the E-Team resource request, agency SITREP and jurisdiction SITREP databases.

2. Manual Event Incident Board

The Event Incident Board will be used to list major incidents/problems, occurring during an emergency event that needs to be shared immediately and referenced later. Supplementary maps of power outage areas may be provided and posted in the CEOC by ESF 12 personnel.

3. Manual Resource Request Board

The Resource Request Board will be used to list all requests for assistance during emergency operations that are beyond the County’s resources and capability. These requests may be for equipment or services and are normally received from adjacent counties, regional assets, state or Federal assets.

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4. Manual Emergency Resolutions Board

The Emergency Resolutions Board will be used to record the Declaration of a Local State of Emergency, Evacuation Orders, and other emergency policy resolutions necessary to manage the emergency event. (Curfew ordinances, etc)

5. Manual Shelter Status Board

The Shelter Status Board will be used to list the activated shelters and their current status (open or closed) during an emergency event. The board will be maintained by the Primary lead Agency for ESF 6, Mass Care in conjunction with the VC School Board. The ESF 6 Coordinator will work with the Public Information Officer and the CIC Supervisor to keep the media and the public advised on shelter information.

6. Manual Hurricane Tracking Board

This is a “Versa-Lite” electric hurricane location tracking board. The light markers will pinpoint the current location of the eye, the previous path, and the forecasted path of the hurricane.

7. Manual Major Road Closings Board

This is a “Versa-Lite” electric status board that will be used to identify major road closings in the county and the location/cause of the closing. Key facilities may be annotated on this board. The Property Appraiser and/or ESF 3 will maintain GIS maps of road/infrastructure issues in the North hallway.

B. MAPS

The following Volusia County maps have been prepared and mounted in the CEOC for staff use during emergencies. Additional resource or incident specific maps are available throughout the CEOC.

1. SLOSH Map

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The SLOSH Map of Volusia County identifies the following:

• Flood Stages • Natural water level • Category 1 & 2 Hurricane • Category 3 Hurricane • Category 4 and 5 Hurricane • FEMA 100 Year Flood Plain • Evacuation Routes • Evacuation Zones

2. Systems and Critical Facilities Map

This map shows the following systems and facilities:

• Airports • County Boundaries • Interstate, US, State, & County Routes • Railroad Lines • Shelter Locations • City Halls • Police Stations • Sheriff’s Station • City and County Fire Stations • Hospital Locations • Medical Care Facilities

Category 1, 3 & 5 Surge Extent 3. Recovery Map

The Recovery Map reflects the following:

• Evacuation Shelters • Primary Staging Area • Staging Areas • Debris Collection Areas • Out of County Resource Sites • Functional Work Group Boundaries • State (Road) Responsibilities • Prioritized Road Opening • Airports & Helicopter Landing Zones

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C. TOPOGRAPHY

1. Elevation Topography Map

The Elevation Map shows color-coded elevations from 0 feet to 125 feet above sea level in 5-foot increments.

2. Storm Surge Inundation

Storm surges for Category 1-5 Hurricanes 3. Single Family Mobile Homes and Mobile Home Park

Locations Maps

4. Roadmaps of Metropolitan Volusia County (East Volusia, West Volusia)

5. County Staging Area (CSA) and points of distribution

(PODS) for food, water, ice, and necessities.

6. Volusia County/VCSB Fuel sites and capacities

7. Volusia County National Grid, Building Density and Weather stations and Power line locations

D. PERSONAL SUPPLIES

Each CEOC Team member should bring a “duty” bag with them for their work shift. In addition to any special emergency work materials/data for their functional areas, the “duty bag” should include:

• Change of clothing • Personal hygiene supplies and other personal

supplies • Prescription medications (in prescription bottles) • Food for special diets and snacks • Sleeping bag

Lockers will be issued to CEOC team members when they sign-in, if requested. Check with the EM administrative support staff for locker assignment.

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When a shift is scheduled for 12 hours most personnel will be able to go home during their off duty time. It is possible that Team members may be stranded at the CEOC for an extended period of time due to weather or road conditions and will need these personal supplies.

E. FOOD SERVICE

Once the EOC is activated for longer than four hours, meals may be provided. For an extended operation, three meals will be provided per day with snacks provided for the night shift.

F. SLEEPING FACILITIES

The CEOC has dormitory space for emergency personnel. Personnel requiring down time have a quiet area in which to rest. The two designated rooms are the men’s and women’s bunk rooms.

G. SMOKING AREAS

There is NO SMOKING in the CEOC. Smoking areas are identified outside of the building.

VII. STANDING OPERATING PROCEDURES (SOP)

Standard Operating Procedures are identified and prepared for key actions to provide specific guidance on task completion and to maintain consistency on their accomplishment. Refer to the Table of Contents, Appendix list.

A. ELECTRONIC MESSAGING SOP

This SOP describes the electronic messaging system available in the CEOC. E-Team is a virtual bulletin board software system. E-Team was first installed and trained on by County employees in the fall of 2006. E-Team has been funded by the Urban Area Security Initiative (UASI) grant.

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1. E TEAM

E-Team is the collaborative electronic tool that allows users within the CEOC and outside to interoperate freely. E-Team relies on the capacity to share information virtually as a way to replace, accelerate and multiply the messaging process all at one time. The design concepts of E-Team were to provide emergency managers with methods of obtaining situational awareness, efficient information management, decision-making support, task assignment and monitoring as well as the tracking of personnel and resources. Additionally E-Team is designed to maintain a log of every action taken. E-Team manages information through the creating of reports within pre-formatted designs. The reports open as a “page” that can be manipulated by an author or modified by a recipient. The primary messaging report is the resource request. All resource requests are forwarded to ESF 5 for further distribution.

In common language the terms event and incident are frequently used interchangeably. For E-Team purposes an “Event” is defined as the entire emergency situation. An “Incident” is then a subset of an event. The Event identification is critical to E-Team as that is the identity that is used by E-Team to link every subsequent report to a singular event. All agencies (ESFs) and municipalities (Cities) SHOULD PROVIDE EITHER Jurisdiction Situation Reports or Agency Situation Reports to the CEOC Operations staff prior to each Ops room briefing (every 4 hours). Likewise, infrastructure reports such as shelter status are available with mapping capability.

Once a user has logged onto the E-Team system in which they have a pre-assigned role, they have assumed a seat with specific duty assignments. Users can choose from an available list of reports to read or write information. All the reports have pre-populated drop down lists and pick lists to aid the user. They are also a vehicle for users to write comments or add attachments. E-Team end-user training manuals are provided at each duty station in the CEOC.

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The following procedures are provided inside the front cover of the end-user manual and reflect specific instructions for ESFs and municipalities as well as ESF 5 operations staff. These instructions give users specific instructions on using the key E-Team reports required by the CEOC operations staff. The end-user manual itself contains generic E-Team common functions, Incident Management guidance, use of the agency SITREP and use of the resource request. The specific instruction sheets for ESF 5 are for ESF 5 use only as they pertain to distribution of reports, alerts, and event creations and reporting.

Generally E-Team users will monitor the “assignment by position” screen to receive resource requests tasked to them. Likewise they will monitor targeted alerts or alert bulletins giving information or requiring actions.

Optional reports should be created by ESFs responsible for those areas and all users should utilize the duty logs to record their actions while on shift.

a. Procedures:

1. ESFs AND MUNICIPALITIES

• Make sure the Internet browser is set so that “Pop-Ups” are not blocked

• Once in E-TEAM (operations or training screens), DO NOT click on the X in the extreme upper right hand corner of the screen (blue bordered Windows frame) …. To exit, use the Log Out icon in the E-TEAM tool bar

• Make sure Auto Refresh is ON • ALERT BULLETINS provide information

that is of general interest (e.g. weather changes, etc.)… DO NOT create an ALERT BULLETIN … information of general interest is to be provided to ESF-5. ESF-5 will review and create the ALERT BULLETIN, if necessary.

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• The EVENT REPORT typically describes the reason for the activation (e.g. hurricane, fire, etc.) …. DO NOT create an EVENT REPORT … An EVENT REPORT is created and updated by ESF-5. • INCIDENT REPORTS address MAJOR issues (i.e. structural collapse, widespread power outages, Interstate closure/re-routing, etc.) within the EVENT ….DO NOT create an INCIDENT REPORT ... should you become aware of such a situation, provide the information (either as a note or verbally) to ESF-5… ESF-5 will create and (working with you) update INCIDENT REPORTS • Menu Items in Brown color font are CREATE • Menu Items in Blue color font are VIEW/UPDATE • After starting laptop, enter password. (Password is emergency) • Click on E-TEAM icon to open the E-TEAM screen • Click on either the Training or Operations tab (as appropriate to the situation) • Complete “Server Login” by entering user name and password (user name(s) and password(s) are found in the E-Team notebook at your workstation. Information may also be obtained from ESF-5 or Operations staff.) • Click on the “Profile” icon in toolbar at top left of E-TEAM screen • Complete and submit the “Personal Profile” (If the profile is already populated, edit the information as needed) • Make sure the box next to “E-TEAM

Alerts” is checked • Review any “Targeted Alerts” (a flashing

beacon next to the mailbox at the top of screen indicates that you have received new “Targeted Alerts” which need to be reviewed)

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TO RESPOND TO A RESOURCE REQUEST REPORT ASSIGNED TO YOUR ESF/MUNICIPALITY

• Click on “Assignments by Position” (Blue text along left side of screen … this will display the RESOURCE REQUEST REPORT(S) assigned to your ESF/municipality for action) • Open the RESOURCE REQUEST REPORT by clicking on it • Click on the Update button in the top right of the screen (under the mailbox icon) • Change the Status of the RESOURCE REQUEST REPORT from Purple (Assigned to ESF/City) to Red (ESF/City In Progress) …leave status as Red while working the request • Review the RESOURCE REQUEST REPORT • Enter actions taken to address the request in the “summary of actions taken” section of the report. Multiple entries may be made by clicking on the update button next to this section of the report • When completed, change status from Red (ESF/City in Progress) to Green (ESF/City Action Complete) TO CREATE A NEW RESOURCE REQUEST REPORT

Click on “Resource Request” (in brown text

along the left side of the screen) Complete required fields and other

information as known Change the Status to Black (New

Request) In the “Forward Request To” section

complete only the following sub-sections “Organization/Location” …… select

EOC-Volusia County “Position” ………select ESF-5 ONLY! • Submit the Report

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ADDITIONAL REPORTS TO BE CREATED AND UPDATED It is necessary that Municipalities and certain ESFs create and periodically update additional unique reports. Reports should be updated as needed or as directed during the activation. Examples include,

• JURISDICTION SITREP REPORT • AGENCY SITREP REPORT • SHELTER REPORT • UTILITY OUTAGE REPORT • DUTY LOG

Each of these reports are found in the CREATE (brown text) portion of the Menu for the affected ESFs/Municipalities. Simply click on the item to open the report form.

OPTIONAL REPORTS

Individual ESFs/Municipalities may elect to create and update other reports found in E-TEAM. These include BUSINESS LOSS, HOUSING LOSS, PUBLIC ENTITY LOSS, VOLUNTEER REPORT and DONATION REPORTS. Each of these reports are found in the CREATE (brown text) portion of the Menu.

ESF- 5 Make sure the Internet browser is set so that “Pop-Ups” are not blocked. Click on either the Training or Operations tab (as appropriate to the situation)in” by entering user name and password Turn Auto Refresh “On”.

CREATE THE EVENT (If not previously done)

• Click on Create Report • Click on “Event/Incident” • Click on “Emergency Event” (or other, if appropriate)

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• Complete and submit the “Emergency Event Report”

IF LAPTOP IS ON, E-TEAM IS OPEN, AND AN EVENT HAS BEEN CREATED

Click on the “Profile” icon in toolbar at

top left of E-TEAM screen Complete and submit the

“Personal Profile” - make sure the box next to “E-TEAM Alerts” is checked - If you are signing on following another staff member (e.g. a shift change), after updating and submitting the “Personal Profile” click on the refresh button in the main windows toolbar. Review any “Targeted Alerts”

- a flashing beacon next to the mailbox at the top of screen indicates that you have received “Targeted Alerts”

- The “Targeted Alerts” are listed on the left side of the screen Make sure the Full Main menu is

depicted along the left side of the screen Make sure “Auto Refresh” is On

TO ASSIGN A RESOURCE REQUEST REPORT

There are two ways to look at the RESOURCE REQUEST REPORTS prepared by others 1. This method this assumes that the creator of the report has correctly shipped report to ESF5 and not to others

• Click on “MY REPORTS” • Click on “MY POSITION” • Look for RESOURCE REQUEST REPORTS with a STATUS of BLACK (new request) • Open the RESOURCE REQUEST REPORT by clicking on it • Click on the Update button in the top right of the screen (under the

mailbox icon) • Change the Status of the RESOURCE REQUEST REPORT from

BLACK to PURPLE • Review the RESOURCE REQUEST REPORT In the “Forward

Request To” section - “Organization/Location” select EOC-Volusia County

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- “Position” delete ESF-5 & select the ESF/Municipality to be assigned responsibility If the Resource Request has been assigned a “Flash/Urgent” or “High” priority, then go to the “Notification” section of the report and - “Send Notification” ….select Yes - “Select Recipients” …. select the Individual sitting at the ESF assigned responsibility for the report (this individual will now receive a targeted alert calling their attention to this item)

• Submit the Report 2. This method should catch the above plus those REPORTS

where the creator did not assign report to ESF5 (Hopefully this is rare!)

• Click on “RESOURCES” • Click on “BY STATUS” (this will display the entire list of

RESOURCE REQUEST REPORTS) • Look for RESOURCE REQUEST REPORTS with a STATUS of

BLACK (new request)…. Click on the heading of BLACK (new request)

• Open the individual RESOURCE REQUEST REPORT by clicking on it

• Click on the Update button in the top right of the screen (under the mailbox icon)

• Change the Status of the RESOURCE REQUEST REPORT from BLACK (new request) to PURPLE (Assigned to ESF/City)

• Review the RESOURCE REQUEST REPORT In the “Forward Request To” section

- “Organization/Location” select EOC-Volusia County - “Position” delete ESF-5 (or other if erroneous) & select the

ESF/Municipality to be assigned responsibility If the Resource Request has been assigned a “Flash/Urgent” or “High” priority, then go to the “Notification” section of the report and

- “Send Notification” ….select Yes - “Select Recipients” …. select the Individual sitting at the ESF assigned responsibility for the report (this individual will now receive a targeted alert calling their attention to this item)

• Submit the Report TO MONITOR AN ASSIGNED RESOURCE REQUEST REPORT • Click on “RESOURCES” • Click on “BY STATUS” (this will display the entire list of

RESOURCE REQUEST REPORT(S))

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• Look for RESOURCE REQUEST REPORTS with a STATUS of PURPLE (Assigned to ESF/City)

• Look for RESOURCE REQUEST REPORTS with a STATUS of RED (ESF/City in Progress) … these need to be watched for how long it’s been assigned… There may be instances where the creator of the report assigned it to another, besides ESF-5, and the recipient ESF/City has already opened the report and changed the STATUS to RED…. In other words, we didn’t see it … When looking at Reports with a STATUS of RED, also make sure that the resource request matches the recipient. So if you see something clearly contact affected ESF/City (both the creator and recipient), open report, and re-assign as appropriate.

• Look for RESOURCE REQUEST REPORTS with a STATUS of GREEN (ESF/City Action Complete) … these need to be opened to see if we agree. If we do not agree, contact ESF/City and ship request back to the ESF/City for further work.

TO CREATE A TARGETED ALERT (can be used to make sure assignee will see an urgent RESOURCE REQUEST, etc.)

• Click on “CREATE REPORT” • Click on “EVENT/INCIDENT” • Click on “ALERT BULLETIN” • Complete the following portions of the form

- SUBJECT - TEXT OF ALERT BULLETIN - RELATED EVENT/INCIDENT/ACTIVITY

- NOTIFICATION - SEND NOTIFICATION? …. CHECK YES

SELECT RECIPIENT - select individual(s) to receive the targeted alert. Make sure that you’ve identified the specific individual(s) to receive the targeted alert, otherwise you may have created an alert bulletin that everyone will see and which will remain for the duration of the activation!!

• Click Submit button

TO CREATE AN ALERT BULLETIN (this is a informational message that everyone will see… uses include change in weather, etc)

• Click on “CREATE REPORT” • Click on “EVENT/INCIDENT” • Click on “ALERT BULLETIN” • Complete the following sections of the form

SUBJECT TEXT OF THE ALERT BULLETIN

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EXPIRATION…. - IMPORTANT …. Fill in a date and time for

EXPIRATION, otherwise the bulletin will be around long after useful life (e.g. for duration of activation) and will appear every time a user logs on …. Use your discretion when setting date/time of EXPIRATION. It will depend on factors such as content, closeness to upcoming shift change, etc.

RELATED EVENT/INCIDENT/ACTIVITY … select appropriate using drop down

• Click Submit button

MISCELLANEOUS ITEMS --- • Periodically monitor and update (as necessary) the EVENT

REPORT • INCIDENT REPORTS ……address MAJOR issues (i.e. structural

collapse, widespread power outages, etc.) within the EVENT -Create and update INCIDENT REPORTS, as necessary

CEOC HARD COPY MESSAGE FORM STANDING OPERATING PROCEDURE The purpose of the CEOC HARD COPY MESSAGE FORM is the documentation of INCOMING and OUTGOING communication RECEIVED and TRANSMITTED by the CEOC Staff during EMERGENCY EVENTS. It is the backup CEOC message system. This paper copy system will be implemented if the electronic messaging system fails. When completing the message form; • Write (or print) legibly, • Press firmly • Be concise, clear, and comprehensive in your comments (i.e. minimize

the use of terms and acronyms which may not be readily understood by others), and

• Do not complete the shaded areas.

THE STANDARD OPERATING PROCEDURES LISTED BELOW ARE TO BE FOLLOWED:

1. Incoming/outgoing communications are recorded on the CEOC

Message Form by whoever takes or sends (originator) the message. The originator must briefly note the creation of the message on the “Staff Action Log”.

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2. Take the Message Form to the ESF 5 Coordinator. The ESF 5

desk is located at the back of the Operations Room. ALL MESSAGES WITHIN THE CEOC MUST BE ROUTED THROUGH THE ESF 5 COORDINATOR.

3. At the ESF 5 desk, you will pass the message to the ESF 5

Coordinator. The ESF 5 Coordinator will check the message for legibility, comprehensiveness, and correct preparation. If the ESF 5 Coordinator requires additional information/clarification, the message will be returned to the originator with instructions for addressing the identified deficiencies. The originator of the message will make the necessary revisions and re-submit the message to the ESF 5 Coordinator.

4. Upon receipt of an acceptable message, the ESF 5 Coordinator

will;

a. Date/Time stamp the message, b. Assign the message a number, c. Determine the appropriate PRIMARY ACTION ESF and INFORMATION ADDRESSEE(s), d. Complete the required entries on the “Volusia CEOC Message Log”, e. Update, as necessary, any displays in the CEOC, and f. Forward the Message Form to the CEOC Operations Chief.

5. The CEOC Operations Chief will:

a. Provide, if necessary, additional guidance to the ESF 5 Coordinator and the PRIMARY ACTION ESF.

b. Review the message to determine if the information should be seen by the Director. Messages that are to be seen by the Director are to be marked with the letter “D” in the bottom right hand margin. c. If the message is acceptable, the Operations Chief will initial the Message Form and initiate distribution of the message within the CEOC.

Distribution of the message shall be as follows: • The original of the Message Form shall be forwarded to the

PRIMARY ACTION ESF,

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• The yellow copy of the Message Form is to be delivered to the ESF 5 Coordinator,

• The pink copy of the Message Form is to be delivered to ESF 14, and

• Additional photocopies will be generated, as necessary, and will be forwarded to the Director and the identified INFORMATION ADDRESSEE(s).

6. The Director will:

a. Review messages marked for the Director and direct the appropriate action, as necessary. Among other actions, the Director may instruct the Operations Chief and/or the ESF 5 Coordinator to contact the State EOC (the State EOC shall not be contacted without prior approval of the Director or his/her designee), and b. Retain the message until the information is no longer needed, then sign the bottom right hand margin and pass to a Messenger for delivery to the Operations Chief.

7. Upon receipt of an approved message, the PRIMARY ACTION

ESF will; a. Record receipt of the message in the “Staff Action Log”, b. Complete, in conjunction with the required supporting ESF(s), the appropriate tasks. The PRIMARY ACTION ESF is responsible for contacting the supporting ESF(s) and providing the supporting ESF(s) with copies, if needed, of the message,

c. Record the action(s) accomplished in the “Staff Action Log” and complete the section of the Message Form entitled “Record of Action (s) Taken” stating the action(s) accomplished, and

d. Deliver it in person to the ESF 5 Coordinator.

8. Upon receipt of the completed original of the Message Form from

the PRIMARY ACTION ESF, the ESF 5 Coordinator will:

• Enter the time received in the corresponding entry found in the “Volusia CEOC Message Log”,

• Review the information to determine what, if any, CEOC displays must be revised, and

• If necessary, inform the Operations Chief of receipt of the completed message.

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9. Refer to Attachment 1 for a sample copy of the CEOC Message

Form and to Attachment 2 for a Flow Chart of Messages within CEOC.

VOLUSIA CEOC SOP - 3

CEOC HARD COPY SITREP FORM STANDING OPERATING PROCEDURE

The purpose of the CEOC HARD COPY SITREP FORM is the documentation of the current emergency situation as reported by a County Municipality during an emergency or disaster event. Completion of the Form requires only a check mark or brief information requested by the subject headings. This feeder report should be completed formally once daily NLT 1800hrs. Informal SITREPs may be briefed at daily briefings. Electronic summaries such as the Agency or Jurisdiction SITREP are preferred if the electronic system is available. WRITE LEGIBLY AND REMEMBER there are FOUR copies to each form (white, yellow, blue and pink), SO PRESS HARD WITH YOUR BALL POINT PEN and FOLLOW THE STANDING OPERATING PROCEDURES BELOW:

1. Incoming “Situation Reports” from a Municipality will be recorded on

the CEOC SITREP Form by their Municipal Liaison Officer located in the CEOC Operations Room. If a Municipal Liaison Officer is not present to take the SITREP, the information will be recorded by another available member of the CEOC Team. The person receiving the report will note the creation of the SITREP on their Staff Action Log.

2. Deliver it to ESF 5. The ESF 5 work area is located at the back of the Operations Room.

3. At the ESF 5 area insert the SITREP into the Date/Time stamping machine and then pass it to ESF 5 personnel.

4. ESF 5 personnel will check the SITREP for legibility and correct

preparation, enter the log number and a brief summary of the SITREP on the Master SITREP Log, record the log number on the SITREP form and give the PINK copy back to you for return to the originator. After processing, ESF 5 personnel will place the SITREP in the bottom of the “In” basket for the ESF 5 Coordinator.

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5. The ESF 5 Coordinator will:

a. Review the SITREP to insure clarity and completeness of the information.

b. Review the “Most Urgent Needs” listed in the SITREP with

ESF 5 personnel to check current CEOC status and coordinate with the appropriate action ESF(s) as required to update our response.

c. Pass the WHITE, YELLOW, and BLUE copies to the

Operations Chief.

6. The Operations Chief will:

a. Provide additional guidance to the CEOC staff regarding the status of the Municipality reported in the SITREP.

b. Determine if any of the SITREP data should be POSTED to a

CEOC status board. If posting is required, mark a RED P in the bottom right-hand margin; tear off the BLUE copy and mark specific data on the SITREP (BLUE copy) that must be posted. Identify the Status Board(s) along with any other information to be posted on the back of the BLUE copy. Pass to the SITREP & Charts Coordinator.

c. Determine if any information should be seen by the Director.

Mark the appropriate paragraphs and a RED D in the bottom right-hand margin, tear off the YELLOW copy a (or YELLOW and BLUE if Poster copy not needed) and pass to a Messenger for delivery to the Director.

d. Place the WHITE copy (and all other copies not used) in the

“Out” basket for delivery to the Records Clerk.

7. ESF 5 will: a. Make copies of the SITREP for distribution to each ESF and

give them to a Messenger for delivery.

b. File the WHITE copy (and all other copies not used) on the Master “SITREP” Clipboard.

8. The SITREPS & Charts Coordinator will post the Status Board(s)

as directed and file the SITREP BLUE copy on their Completed Action Clipboard.

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The Charts & SITREPs Coordinator will:

a. Locate the WHITE copy in the Master SITREP Clipboard file

and staple the Director’s initialed YELLOW copy behind the WHITE copy.

b. Re-file the SITREP on the Master SITREP Clipboard and advise

ESF 5 personnel to mark that log number complete.

c. SITREPS that are not marked for the Director’s attention will be marked complete on the Master SITREP Log when ESF 5 personnel advise that distribution has been completed.

9. The Director will:

a. Review the SITREP and direct appropriate action as necessary. b. Retain the SITREP as long as the information is current or

needed.

10. Each ESF will review the SITREPS for problems in their areas of responsibility and take appropriate action.

11. SITREPs will become part of the paper incident documentation file

in the Operation Chief’s office.

12. Refer to Attachment 3 for a sample SITREP Form.

VOLUSIA CEOC SOP- 4 CEOC HARD COPY STAFF ACTION LOG STANDING OPERATING PROCEDURES

The purpose of the CEOC HARD COPY STAFF ACTION LOG is the DOCUMENTATION OF ALL INDIVIDUAL STAFF ACTIONS during an emergency event. This includes incoming/outgoing telephone calls, coordination actions with other CEOC staff members, CEOC Message and SITREP Forms created or received, or ANY OTHER STAFF ACTION INVOLVING THE EVENT. This duty log should be utilized by each staffed on shift position. BE BRIEF, WRITE LEGIBLY (OR PRINT), BE CLEAR IN YOUR COMMENTS and FOLLOW THE STANDING OPERATING PROCEDURES BELOW:

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1. Begin and use a new “Staff Action Log”:

a. Each time you start a shift at the CEOC.

b. Each time you fill up a page during your shift. (Do not forget to mark your page numbers and sign each page.) 2. Print your name and your position title (i.e. Municipal Liaison

Officer, ESF 15 Coordinator, ESF 15 Staff, Operations Officer, ETC.).

3. Enter the event type (Forest Fire, Hurricane) and name if one is

given (i.e. Hurricane Andrew). When the event is an exercise, enter Exercise and the name or type (i.e. Hazmat Exercise, Exercise Zelda).

4. Enter your shift as the time you started until your departure (i.e.

0700-1900, 1900-0700). 5. Enter the date of your shift (i.e. 12/7/XX for a day shift or 12/7-

12/8/XX for a night shift). 6. Start recording your actions beginning with your arrival and initial

briefing on the emergency/exercise (or shift change arrival time and transition briefing) as follows:

a. Enter the TIME as 0700 or 1900 (Note: use 24 hour time

entries only).

b. In the FROM—MESSAGE—ACTION TAKEN block:

(1) Be sure to enter the name of the person you received the message/data from (or the person you called) and their organization.

(2) Enter a clear and brief summary of the

message/request/information.

(3) Enter briefly and clearly any action you initiated as a result of the telephone communication.

7. When recording CEOC Message and SITREP Forms received or

created, be sure you record the Log Number in the FROM—MESSAGE—ACTION TAKEN block.

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8. Each CEOC staff person will gather their “Staff Action Logs” at the end of their shift, make sure the pages are numbered and signed, and staple them together. ALL WHITE COPIES OF THE LOGS WILL BE TURNED IN TO ESF 5 PERSONNEL PRIOR TO DEPARTURE FROM THE CEOC.

9. ALL YELLOW COPIES OF THE LOGS WILL BE RETAINED AT

THE WORKSTATION IN THE CEOC UNTIL THE EVENT IS OVER AND THE CEOC ACTIVATION IS TERMINATED. AT THAT TIME, THE LAST ON DUTY REPRESENTATIVE OF THE MUNICIPALITY OR ESF MAY TAKE THE YELLOW COPIES AS DOCUMENTATION FOR THEIR RECORDS. Logs are retained to aid in the “change of shift” briefing process.

10. Refer to Attachment 4 for a sample of the “Staff Action Log”.

VOLUSIA CEOC SOP - 5 VOLUSIA CEOC SOP - 5 CEOC SECURITY AND ACCESS CONTROL STANDING OPERATING PROCEDURES

The purpose of the CEOC SECURITY AND ACCESS CONTROL procedures is the securing of the CEOC and limiting the access to those with actual CEOC assignments and responsibilities. This is an essential action to prevent excessive numbers of people (curious county personnel, media, or other visitors) from distracting or overcrowding the CEOC staff. Security should be maintained in the building without propping or opening doors unless security personnel are stationed at those points. The security needs should be coordinated with the Emergency Management Director and Operations Chief. Security will be provided by 2 County Corrections Officers and 1 Supervisor (staffing of Corrections Officers will be determined by the CEOC Operations Chief and dictated by the level of activation of the CEOC). Initial posts will be the Supervisor and 1 Officer at the Main entrance of the CEOC (to issue CEOC Badges and control access) and 1 Officer outside (to control parking of arriving CEOC staff members). The following Access Control Procedures apply: 1. People reporting to the CEOC for a staff assignment will:

a. Park in designated parking or as directed by the outside Corrections Officer.

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b. Enter the CEOC by the Main entrance only (North entrance by the flagpole). c. Present identification and sign Access Control Roster by their name. d. Receive and visibly display at all times the CEOC ID Badge issued by the Security staff.

2. People not listed on the Access Control Roster (uncoordinated

replacement staff, visitors, or Media) will be detained at the CEOC entrance until the Security staff can obtain a determination from Emergency Management personnel regarding access approval and Badge assignment. MEDIA PERSONNEL WILL BE ADMITTED ONLY AFTER VALIDATION AND APPROVAL BY THE COUNTY PUBLIC INFORMATION STAFF.

3. ALL PEOPLE GRANTED ACCESS TO THE CEOC WILL DEPART

AT THE MAIN ENTRANCE, COMPLETE THE “TIME OUT” BLOCK ON THE ACCESS CONTROL ROSTER, AND TURN IN THEIR CEOC ID BADGE

Date post:	14-Mar-2021
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