Table of Contents

Approval and Implementation Plan. 3

Purpose, Scope, Situation Overview, and Assumptions. 4

Purpose. 4

Scope. 5

Situation Overview.. 6

Hazard Analysis Summary. 6

Capability Assessment and Mitigation Overview.. 7

Planning Assumptions. 7

Concept of Operations. 9

Organization and Assignment of Responsibilities. 11

Direction, Control, and Coordination. 12

The Incident Command Post. 12

Community Emergency Operations Center. 12

Information Collection, Analysis, and Dissemination. 13

Communication. 15

Administration, Finance, and Logistics. 16

Plan Development and Maintenance. 18

Approval and Implementation Plan

This Emergency Operations Plan was prepared for the implementation, development, and maintenance of a viable and efficient all-hazards response capacity and the establishment of a well-detailed approach for the provision of effective, efficient, and effective coordination over an array of activities.

This plan applies to all the Bobsville town personnel taking part in the preparedness, mitigation, recovery, and response efforts. This EOP addresses emergency response proceedings and activities at the City offices, businesses, meeting hall, state and federal buildings, churches, medical complexes, school complexes, and parks. This plan addresses the coordination between the city’s authority, the departments, and emergency response personnel in case of an emergency that impacts their operations. The outlined sectors have maintained and established other separate procedures and plan precisely to their emergency operations.

For the planning oversight, the Sherriff’s Department and the Office of Security and Safety will be responsible and with coordination with the relevant stakeholders. This plan has its roots in the concept of “all-hazards” and plans for both man-made and natural incidents and disasters. In terms of flexibility, the plan is flexible and can be activated based on the Sherriff’s department and Office of Security and Safety executive management. The copies of the plan will be issued to the public in both soft copies and hard copies. The soft copies will be available on the city council’s website whereas the hard copies will be issued at the city library and meeting hall.

This plan and all its contents are approved and effective immediately once all the relevant authorities sign the document; the sheriff and the security and safety managing director.

Purpose, Scope, Situation Overview, and Assumptions

Purpose

The purpose of this EOP is to formulate the city’s response to emergency operations and to and to enable the federal, state, and local coordination. This plan provides emergency management general guidance for all the activities. Besides, the plan outlines the resources and capabilities and also establishes operational responsibilities and processes to aid in the protection of the Bobsville city from both natural and man-made hazards for the protection of public health, property, environment, and safety; and for the reduction of unfortunate psychological disruptions and consequences.

This plan provides a framework for the management of the resulting impacts from disasters, catastrophic events, and emergencies and also the preparation and prevention for potential ensuing activities. For all the referenced departments in this plan, it is their responsibility to fully integrate their departmental guidelines and procedures at the same taking part in exercises, training, and plan integration.

Scope

The EOP contents apply to all the Bobsville emergency response personnel. Any incident that may affect the city may also affect the neighboring surrounding hence this plan and its content acts in support of the Bobsville County Jurisdictional Emergency Management Plan and any other supporting MOA and MOUs.

This plan’s scope applies to events or incidents of all magnitude including those exceeding the city’s response capabilities and services and may lead to multijurisdictional response or the activation of mutual aid. The city’s EOP details all the personnel expectations, responsibilities, external and internal communications, and all-hazard vulnerabilities.

Situation Overview

Hazard Analysis Summary

Bobsville ranks among the top 100 places to live in America and is also a significant stakeholder in both the national and state disaster platforms. The city is at risk for an array of hazards where some of these hazards have the potential to cause widespread casualties and damage due to its population concentration, geographic location, and additional risk factors.

Below is a summary of the major hazards.

Hazard	Likelihood	Estimated Impact to
		Public Health and Safety	Property
Tornado	Low	High	High
Drought	Medium	High	Low
Excessive Snowfall	Medium	Medium	Medium
Hazardous Materials Release	High	High	Low
Terrorism	Medium	High	High
Civic Disorder	Low	Low	High

City stakeholders participate in the process of hazard assessment by utilizing different methods for the calculation of risk and threat for natural disasters which may affect the community and its surroundings.

Capability Assessment and Mitigation Overview

The city along with its surrounding community emergency management have duly analyzed their ability to respond to potential hazards and contingency measures formulated to take on the hazards. The city works in collaboration with the county’s emergency management staff daily. The positive working relationship between the city and county government is one of the major strengths relied upon by Bobsville city.

The city maintains an emergency response police force, ambulance services, and a well-trained emergency response team. The city is dependent on the sheriff’s department for security services, and the emergency support and staffing team for other emergency responses. This plan outlines all the emergency management phases from mitigation, response, and preparedness. The city commits itself to develop and formulate robust and comprehensive plans, in addition to exercising and training the city’s emergency responders.

Planning Assumptions

The Bobsville EOP plan based under some assumptions as detailed below:

• Any stakeholder of the Bobsville may be tasked by the EOP.
• Most incidents are managed at the lowest level of geographically and jurisdictionally.
• The National Incident Management System will be followed in the initiation and carrying out of all activities in incident management.
• All the resources for emergency response will be locally available in the event of emergencies that affect the city.
• Any disaster may occur at any given place and at any time. In certain scenarios, the disasters may be met with timely warnings dissemination and timely measures in readiness. Nevertheless, in certain cases, many hazards may happen with little or no warning.
• City representatives and officials are aware of their roles and responsibilities for the city resident’s well-being and safety will assume their roles in the EOP implementation process.
• Proper understanding and effective implementation of the guidelines through exercising and training will prevent or reduce losses emanating from disasters.
• Where agreements of mutual aid are in existence, fire departments and local police will respond.
• More often than not, law enforcement will be in charge of Incident Command dependent on the type or magnitude of the emergency.
• There is always the risk of death and injuries in the event of any major disaster.
• Disaster victims will be reported to the nearest hospitals and health care facilities.
• Despite the emergency type or threat, there may be disruption in transportation, normal communications, and other essential services. There may be also a large congregation of people at central locations, displacement of people, essential items shortage, and the disruption of businesses.

 

 

 

Concept of Operations

The city authority is responsible not only for the protection of life but also for property from the disaster effects within its jurisdiction. The top priorities in the management of incidents are to:

• Protect the public health of city residents and save lives
• Ensure the city’s security
• The protection and restoration of key resource and critical infrastructure
• Carrying out investigations to resolve the incident along with the collection and preservation of evidence for attribution or prosecution.
• The protection of property and mitigation of damages and impacts to the environment, individuals and community.
• Recovery operations

This plan outlines all the preparation activities in the key emergency planning areas.

The city authorities are well aware that most functions and responsibilities carried out in an emergency are not disaster specific. In the same sense, certain guidelines account for the pre-incident activities with key areas being in recovery, preparedness, response, and mitigation. All the actions for the specific departments are outlined in the plan. In the event of the occurrence of any incident, the emergency response will determine whether the incident is a State Level Incident or Community-level Incident. In community-level incidents, the city’s response capabilities and services can handle the needs and demands of the circumstance. In state-level incidents, the city’s capabilities cannot meet the circumstances demands.

Requests made by the city for outside assistance may be received from different entities. The requests ought to be communicated to the director of emergency services and the information for the request forwarded through a chain of command to the responsible party. In order to preserve the safety of the city residents, timely notification and warnings are crucial for effective and efficient recovery and response. Interoperable and reliable systems of communication are ultimately crucial to acquire complete information and details on emergency situations and the direct control of resources to respond to the incidents.

Organization and Assignment of Responsibilities

The city of Bobsville consists of the executive policy group, executive management, and the office of security and safety. The executive policy group consists of the city council’s Finance and Operations president, the managing director for security and safety, and the Facilities and Operations director. The executive policy group works in collaboration with the operations and safety manager. This group serves as the liaison between the city’s executive management and CEOC.

The office of security and safety is made up of the director, the coordinator for emergency management, and the coordinator for business continuity. The executive management group consists of the city’s executive management including the sheriff and city council leaders. The executive management monitors all the response activities and supports media relations in addition to foreseeing efforts of recovery.

The sheriff’s department shall carry responsibility for the direction and overseeing of all emergency measures and operations within the city. The department will also guarantee effective communications to the city residents including activating the systems of emergency operations. The coordinator for emergency management will provide resources and support as requested by the incident commander. In the event, the situation requires CEOC activation, the coordinator for emergency management will assume the CEOC manager role.

Other administrative departments will act in support of the EOP activation form incident notification. These departments will also retain policy and administrative control over their equipment and workforce in all emergency operations. The departments will also be liable in the formulation of a plan for the provision of adequate time for crew rest. At all levels, supervisors are required to emphasize the safety of the city residents.

Direction, Control, and Coordination

The Incident Command Post

This post is situated within a safe vicinity to the emergency location and is responsible for the management of incident response in the following ways:

• Conducting all operation in reference to the Incident Command System.
• Serving as the temporary site for on-scene management and command.

The Incident Command shall be responsible for: the coordination of all emergency response teams operations, commanding all site-activities, establishment of an ICP and the provision of a situation assessment to the city officials.

Community Emergency Operations Center

The CEOC will be the centralized facility for the coordination and communication for the city emergency response. The center is the main determinant for the successful coordination of efforts to support incident management actions. The center has the following functions:

• Acts as the main location for meetings for support personnel and acts as the resource center.
• It eases the communication flow between the operation agencies, the public, and levels of government.
• Responsible for the assembling of information on the incident and the provision of situational analysis.
• Issuing of city-wide alerts and warnings.
• Evacuation organization and implementation
• Obtaining both state or federal assistance as required

For timely and effective operation, it is ultimately crucial to have a clear illustration of responsibilities between the Incident Command Post and the Community Emergency Operations Center. Based on unique operations and incidents, there may be a modification of responsibilities. The Bobsville city authorities will be responsible for all emergency activities within the city’s jurisdiction. In the event other authorities respond to assistance requests, they will act under their jurisdiction authority but under the incident commander direction.

Information Collection, Analysis, and Dissemination

In times of an emergency, it is ultimately crucial to have a well-illustrated collection of information. Properly collected information paves way for effective decision making. In the same sense, the city has put in place a system for the collection, analysis, and dissemination of information in times of an emergency for both the internal and external response partners, and the public as well.

The information collected will be done from various sources and every operational site will be responsible for information collection. Potential operational information sources include on-scene respondents, social media, subject matter experts, the general public, social media, or emergency victims. The city has the capacity to formulate hotlines for the provision and collection of information from and to the public.

Once the information has been collected, an analysis has to be conducted so as to determine operational relevance and applicability. The information will be analyzed by the personnel for emergency management. In the event of an emergency, the dissemination of inaccurate information is very high. This may result in difficulties in operations for the respondents and public confusion. False or inaccurate information may emanate from the radio, television, and more so social media. The city emergency response team will formulate a control element for media and rumor control.

The dissemination of information is grouped into public messaging and internal messaging. Public messaging are the messages structured for dissemination by the public while internal messaging are the messages structured for partners and responders. Methods for internal information dissemination is through cAlert messages and emails. For public information dissemination, there are various methods in existence. However, the choice to use a certain medium will be affected by the information urgency and the audience the message is intended for. Some distribution methods include website updates, press releases, press conferences, social media updates, and so on.

Communication

In incident management, communication is an integral element. In internal communications, the emergency response team will be notified as soon as the event occurs and will be kept informed and updated as the situation evolves. In the communication of information internally the telephone tree and frequency radios will be used. The telephone tree method is used for staff notification of activities in the event they are not onsite. The tree sources from the sheriff, who contact the deputies. The deputies, in turn, contact all the relevant parties.

External communications will be done in the following phases: media communication, rumors handling, and the recovery process (communication once the incident has already occurred). All the members of the emergency response team will delegate al the response questions and information to the assigned spokesperson. The director’s assistant will maintain the media contacts at local radio and television stations.

To handle rumors, the city authorities will ensure the provision of accurate information to the team. This ultimately vital since they are the sources of primary information and are more than likely to be questioned by the public. Designation and briefing a team to answer calls to monitor the flow of information will also play a major role in monitoring rumors. Once the immediate incident response period is over, the city authority and the emergency response team will carry out public meetings as required. The meetings are to pave the way for the public to ask any questions and seek clarification on unclear matters.

Once public safety has been assured, the emergency response team will come together in support of the restoration services. The director will carry out a thorough assessment of the operational and recovery needs and document all the personnel expenses and damaged facilities. Communication tools to be used for internal and external communication include the standard telephone, cellular phones, whistles, alarm systems, and frequency radios.

Administration, Finance, and Logistics

The Financial Management Operations will lead the finance team in the organization and collection of the cost related to incidents. Incident costs will be documented and submitted to the team daily for the past 24 hours. Current cost estimates will be provided to the office of security and safety by the finance team in the course of the response where the final total cost will be concluded at the end of the response.

Once the disaster finance plan has been activated, a project number will be issued but the FMO for the incident response activity and the project number will be disseminated for application by all participating departments. The project number will be jointly used with the necessary code of accounting for the documentation of all recovery and response costs related to any emergency or disaster requiring a considerable amount of effort. For the departments taking part in the emergency response, they will keep documented cost records for emergency activities including costs of equipment operations, personnel costs, rented or leased equipment costs, contract services costs, and specialized supplies costs used in emergency activities and operations.

All the costs associated with emergency responses will be documented to make sure an accurate total cost and potential federal or state reimbursement. All the following should be documented:

• The hours worked, for personnel costs
• Hours used, name of the operator, incident assignments, for equipment costs
• The purpose of supply purchase or equipment, for purchased supplies and equipment.

Emergency response operations and activities may necessitate a substantial amount of resources. It is ultimately vital to track those resources due to the following reasons:

• Getting to know the available resources
• Foreseeing on what might be required
• Resource tracking and returning at the end of the operation.
• Costs tracking as required for reimbursements.

Plan Development and Maintenance

The EOP incorporates the existing program skill for mitigation, efforts of recovery, and preparedness of post-event outcomes. As put across in the guidelines of comprehensive planning in addition to following National Incident Management System (NIMS) principles the EOP inscribes training, response, evaluation, equipment for use, and practices of corrective action.

The city office of security and safety will be responsible for overseeing and coordinating with the relevant partners for the following plan actions:

• The basic plan will be annually reviewed and modified as required by the office of security and safety staff. The review’s final results along with other changes will be presented to the office of security and safety president before submission to the president for approval. In the event of the proposal for significant changes, the plan document will be submitted.
• Each department or stakeholder with a role in this plan bears responsibility in the communication of the EOP content to their relevant staff to ensure the key staff gets the opportunity to participate in training activities.
• Guarantying that the plan is compatible and consistent with the Bobsville County Emergency Management Plan.
• Making sure that the plan complies with the federal and state federal guidelines as listed on the references.
• Upkeep and organizing the plan consists of changes in the process such as update schedules and plan reviews. The review process consists of the office of security and safety basic updates along with the formulation of a draft document that will be forwarded to the necessary partners for recommendations and review. Once the review period has been passed, the plan will be finalized. For minor errors editing such as changes in spelling or grammar, no notification will be required.

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