Strategic Emergency Management Plan 2015

Transcription

2015
Village of Port Chester
Strategic Emergency Management Plan
Mayor Dennis Pilla
Trustee Gregory Adams
Trustee Daniel Brakewood
Trustee Gene Ceccarelli
Trustee Joseph D. Kenner
Trustee Luis Marino
Trustee Saverio Terenzi
Christopher D. Steers
Village Manager
www.PortChesterny.com
This Page Intentionally Left Blank
Village of Port Chester SEMP
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Village of Port Chester
Strategic Emergency Management Plan
(VPCSEMP)
September 2015
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This Page Intentionally Left Blank
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R E C OR D O F C H A N G E S
Version
July 2015 (1.0)
September 2015 (2.0)
Date Revised
July 2015
September 2015
Pages Revised
Plan Created
Updated
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Revised By
C. Steers
C. Steers
Version: 2.0
D I S T R I B U T IO N L I S T
Agency/Dept.
Date
Mayor & Board of Trustees
Police Department
Fire Department
Department of Public Works
Building Department
Code Enforcement Department
Department of Planning & Economic Development
Village Treasurer’s Office
Village Clerk’s Office
Village Attorney’s Office
Recreation Department
Senior & Nutrition Program Coordinator
Port Chester / Rye Brook /City of Rye EMS
October 21, 2015
October 21, 2015
October 21, 2015
October 21, 2015
October 21, 2015
October 21, 2015
October 21, 2015
October 21, 2015
October 21, 2015
October 21, 2015
October 21, 2015
October 21, 2015
October 21, 2015
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TA B L E O F CO N T E N T S
Foreword ................................................................................................................................................................................................................ 1
Executive Summary............................................................................................................................................................................................ 2
Introduction............................................................................................................................................................................................. 2
Approach................................................................................................................................................................................................... 3
Section I: General Considerations ................................................................................................................................................................ 6
A. Strategic Emergency Management Planning Guidelines & Assumptions ............................................................... 6
B. Purpose and Objectives of the Plan ......................................................................................................................................... 8
C. Legal Authority ................................................................................................................................................................................. 9
D. Response Operations Overview ................................................................................................................................................ 9
Section II: Risk Reduction............................................................................................................................................................................. 10
A. Designation of County Hazard Mitigation Coordinator................................................................................................... 10
B. Identification and Analysis of Potential Hazards ............................................................................................................... 10
C. Risk Reduction ..................................................................................................................................................................................11
D. Emergency Response Capability Assessment ..................................................................................................................... 11
E. Monitoring of Identified Hazard Areas .................................................................................................................................. 12
F. Hazard Analysis ..............................................................................................................................................................................12
Section III – Preparedness .........................................................................................................................................................................14
A. Training of Emergency Personnel ............................................................................................................................................ 14
B. Emergency Preparedness and Public Education ............................................................................................................... 14
C. Plan Maintenance and Updating ............................................................................................................................................... 15
D. Equipment and Facility Maintenance ..................................................................................................................................... 15
Section IV – Response ..................................................................................................................................................................................16
A. Response Organization and Assignment of Responsibilities ........................................................................................ 16
B. Emergency Operations Center ................................................................................................................................................... 17
C. Notification and Activation.......................................................................................................................................................... 21
D. Local State of Emergency ............................................................................................................................................................. 21
E. Public Warning and Emergency Information ...................................................................................................................... 22
F. Communications .............................................................................................................................................................................. 23
G. Special Response Teams............................................................................................................................................................... 23
H. Standard Operating Guidelines, Procedures and Other Supporting Plans ............................................................. 25
Section V – Recovery ....................................................................................................................................................................................26
A. Damage Assessment....................................................................................................................................................................... 26
B. Planning for Recovery ................................................................................................................................................................... 28
C. Reconstruction.................................................................................................................................................................................. 29
D. Public Information on Recovery Assistance ........................................................................................................................ 30
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Section VII – Annexes .................................................................................................................................................................................. 31
Section VI: Attachments ........................................................................................................................................................................... 32
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FO R E W O R D
The Village of Port Chester is located in the southeastern corner of Westchester County along the
Byram River and within one mile of the Long Island Sound. The Village has a total land area of 2.4
square miles and is home to approximately 29,000. Port Chester is well situated, accessible to the
rest of Westchester County, New York City and the region. Adjacent municipalities include the
Town of Greenwich, Connecticut, located to the northeast across the Byram River, the Village of
Rye Brook to the north and west, and Rye City to the south. Principal arterials serving Port Chester
include the New England Thruway (Interstate 95), the Cross Westchester Expressway (Interstate
287) and U.S. Route 1 (Boston Post Road). Commuter rail service to Port Chester is provided by
the New Haven line of the MTA Metro-North Railroad, which runs from New York City to New
Haven.
The Village of Port Chester recognizes its responsibility to develop a strategic emergency
management plan to enhance this community’s ability to a range of emergency/disaster situations.
This is an interim plan based upon the Westchester County Comprehensive Emergency Plan. This
Strategic Emergency Management Plan is recognized to be a living document that is intended to be
updated and to serve as a guide and template for the development of other Emergency Operations
Plans and Planning. The critical areas and gaps in core capabilities identified through review and
implementation of this strategic plan are to be folded in to a more comprehensive emergency
operations plan with the level of detail necessary to satisfactorily respond to and recover from all
hazards.
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EX E C U T I V E SU M M A R Y
Introduction
As the Village continues to grow and develop, its greatest assets remain our downtown retail and
restaurant district; its location along the Byram River; its close proximity to New York City, as well
as its diverse population. Interstate highways 287 and 95 transect the southern end of the Village,
and both are heavily used by commuters to New York City. This volume of traffic and volume of
visitors presents a tremendous opportunity for the Village to capture a customer base beyond the
local population. With a larger customer base, a stronger economic base can be established to
provide an even greater number of services and amenities to the Village in the future.
The economic benefits realized by our strategic location also exposes the Village to potential
hazards. This factor and several others including the Village’s proximity to the Long Island Sound,
its susceptibility to power outages, adverse weather, and other meteorological events requires an
effective, comprehensive, and Strategic Emergency Management Plan (SEMP or “Plan”). In sum
the Village’s geographic location, although economically strategic, inherently exposes us to a
variety of hazards requiring emergency preparedness initiatives that involve risk planning for all
hazards (natural, technological, and human/man-made), responses to the hazard, and recovery
from the hazard. Such emergencies may create conditions that require mass evacuations, the
opening of shelters, provision of mass medical treatment, restoration of services and recovery
assistance. In dealing with these conditions, sustained operations may be required that could
require extraordinary measures to manage available resources.
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Approach
Emergency preparedness initiatives involve risk planning for all hazards (natural, technological,
and human/man-made), responses to the hazard, and recovery from the hazard. Preparedness
also includes a myriad of activities, initiatives and actions ranging from on the ground Incident
Command, Emergency Operations Center management, and most importantly drafting, vetting
and implementing emergency preparedness plans. “On one hand, emergency response requires
meticulous organization and planning, but on the other hand, it is spontaneous. Emergency
managers have to innovate, adapt, and improvise because plans, regardless of how well done, seldom
fit circumstances. Blending these conflicting needs is no easy task” (Waugh, William L, Jr; Streib,
Gregory, Collaboration and Leadership for Effective Emergency Management (ProQuest July 21,
2014), Page 3).
"Virtually all disasters are experienced at the local level, where many communities can expect to be
'on their own' for the first seventy-two hours after disaster impact" (Managing Disasters: The Role
of Local Government; page 1: O'Leary, Margaret. ed. 2004. The First 72 Hours: A Community
Approach to Disaster Preparedness, New York: I Universe). Local communities are faced with this
reality and both their leaders as well as their first responders must to be properly prepared. Each
emergency preparedness activity/task/initiative require coordinated focus, synchronized effort,
and strong team direction. Proper management of the various areas involved helps ensure
consistent operations and more rapid recovery; however, leadership during planning and
operations often determines the success, failure, or otherwise the efficacy of the overall effort.
A Strategic Emergency Management Plan (SEMP) establishes an institution’s/government’s
objectives, approach and structure for protecting the community from threats and hazards in their
areas of responsibility, and sets out how the institution/government will assist the coordinated
State and/or federal emergency response. Emergency Management (EM) plans, such as this SEMP,
represent an institution’s/governments planning associated with its “external” environment, and
general, all-hazards management guidance. The qualifier “strategic” is used to differentiate this
high-level plan from other types of EM plans, including operational plans (this SEMP does however
serve as a guide to and a framework for those plans). The development and employment of a SEMP
is an important complement to other types of EM plans, because it promotes an integrated and
coordinated approach to emergency management planning. Further, this SEMP seeks to identify
and redress gaps in capacity, and/or capabilities through its implementation.
This plan results from the Village’s acknowledgment of its responsibility to develop a strategic and
comprehensive emergency management plan(s) to enhance this community’s ability to respond
to and recover from a range of emergency/disaster situations. The Village departments' and
agencies' emergency management responsibilities are outlined in this plan. Assignments are made
within the framework of the present capability and existing organizational structure and
responsibilities.
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The Village uses the National Incident Management System (NIMS) to respond to emergencies in
accordance with Homeland Security Presidential Directive-5 (HSPD-5, Appendix IV), the NYS
Governor’s Executive Order No. 26 and Westchester County Board of Legislature NIMS Adoption
Resolution. As directed by the Department of Homeland Security and the State of New York, NIMS
is the preferred emergency management tool for the command, control, and coordination of
resources and personnel in an emergency. Westchester County has adopted NIMS as the guiding
document to meet federal guidelines for domestic incident management.
The National Preparedness Goal describes the Nation’s approach to preparing for the threats and
hazards that pose the greatest risk to the security of the United States in the context of the whole
community being integral to the Nation’s security and resilience. The National Goal’s vision of
success is described as follows: "A secure and resilient nation with the capabilities required across
the whole community to prevent, protect against, mitigate, respond to, and recover from the
threats and hazards that pose the greatest risk” (FEMA: Emergency Operations Center (EOC)
Operations and Planning for All-Hazards Events, MGT-346 Participant Guide through Texas A&M
Engineering Extension Service (TEEX), Page 1-6).
As such, emergency management agencies at all levels of government must be ready to fill the
requests for resources and coordinate their response to the emergency in an interoperable way.
The chief means by which this is accomplished through the implementation of the National
Incident Management System (NIMS).
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“NIMS identifies concepts and principles that answer how to manage emergencies from
preparedness to recovery regardless of their cause, size, location or complexity.
NIMS provides a consistent, nationwide approach and vocabulary for multiple agencies or
jurisdictions to work together to build, sustain, and deliver the core capabilities needed to
achieve a secure and resilient nation.
Consistent implementation of NIMS provides a solid foundation across jurisdictions and
disciplines to ensure effective and integrated preparedness, planning, and response.
NIMS empowers the components of the National Preparedness System, a requirement of
Presidential Policy Directive-8 (PPD-8), to guide activities with in the public and private
sector and describes the planning, organizing, equipping, training, and exercising needed
to build and sustain the core capabilities in support of the National Preparedness Goal. ”
(FEMA: Emergency Operations Center (EOC) Operations and Planning for All-Hazards
Events, MGT-346 Participant Guide through Texas A&M Engineering Extension Service
(TEEX), Page 1-6).
The objective is for all responders (police, fire, emergency medical services, volunteers) to use
existing preparedness networks, and activities, such as NIMS, to improve training and exercise
programs; promote innovation; and ensure that the administrative, finance, and logistics systems
are in place to support these capabilities (FEMA: Emergency Operations Center (EOC) Operations
and Planning for All-Hazards Events, MGT-346 Participant Guide through Texas A&M Engineering
Extension Service (TEEX), Page 1-6).
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Preparing for and responding to disasters is an ongoing and complex undertaking. Through
implementation of Risk Reduction measures before a disaster or emergency occurs; Preparedness
efforts to include planning, training and exercises; timely and effective Response during an actual
occurrence; and provision of both short and long term Recovery assistance after the occurrence of
a disaster, lives can be saved and property damage minimized. This process is called Strategic
Emergency Management to emphasize the interrelationship of activities, functions, and expertise
necessary to deal with emergencies. This strategic plan is organized according to the recognized
methodology of emergency management. It is organized according to the necessary “all hazard”
response functions needed to respond to any disaster. Accordingly, this plan addresses the four
basic principles which include: mitigation, preparedness, response, and recovery operations.
In addition to the Village of Port Chester SEMP, there are numerous supporting documents,
including Annexes and Attachments:
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Annexes: Annexes (as developed) support this plan as self-contained specific operational
or incident specific plans.
Indexes (As developed): These attachments are detailed operational checklists, job action
sheets, etc. that directly support this plan.
Attachments: these attachments are Source Documents: these are the documents drawn
upon to structure, align, and provide guidance to and specific language for this plan. They
are to be utilized as references for the implementation and review/revision of this SEMP.
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SE C T I O N I : GE N E R A L CO N S I D E R A T I O N S
A.
Strategic Emergency Management Planning Guidelines & Assumptions
A wide variety of emergencies, caused by man, nature, or technology may result in loss of life,
property and economic impacts; disrupt the normal functions of government, communities and
families; and cause human suffering. The Village of Port Chester’s government must provide
leadership and direction to prevent, mitigate, respond to, and recover from hazards and problems
arising from emergencies within Port Chester and perhaps the region. To meet this responsibility,
the Village has developed this Plan.
1. This SEMP is based on several assumptions concerning the likelihood of an emergency
requiring extensive and coordinated response. These assumptions include:
a. Local jurisdictions are usually the first responders and will assume command until
additional assistance is necessitated (Note: there are some cases, namely on a regional
basis, i.e. public health events, radiological emergencies, and other regional events
where the State and/or County may assume the lead).
b. All emergencies have the potential for significant impact on the population and to
escalate rapidly.
c. Our resources to respond to an emergency may be exceeded or overextended.
d. An emergency is defined as an exceptional condition or crisis requiring immediate
action which is within the scope and capability of the local jurisdiction’s or institutions
first responders to handle adequately.
e. A disaster is defined as an exceptional condition or crisis requiring immediate action
which exceeds and overwhelms the local jurisdiction’s/institution’s capabilities.
f. Local municipal resources and institutional resources provide the ability to effectively
manage and resolve most emergencies.
g. Flexibility is deliberately designed into this SEMP to provide the latitude for managing
a varied range of emergencies. This is not inconsistent with local jurisdiction’s
emergency plans within the County.
h. For maximum effectiveness, this SEMP shall be continuously updated, revised, and
exercised based on government reorganizations, new strategies, technological
developments, resource changes, developments in the world/local socio-political body,
and/or simply the passage of time.
i. There are “Gaps” in any agencies ability to plan for, respond to, and recover from
emergency situations. All gaps in service delivery and or the Villages ability to plan,
respond, recover, and mitigate are intended to be corrected through the
implementation of this SEMP and other emergency plans as developed.
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2. Generally accepted principles of Emergency Management include the following four
phases Risk Reduction, Preparedness, Response, and Recovery:
a. Risk Reduction (Prevention and Mitigation):
i. Mitigation refers to those short or long-term activities that result in the reduction
or elimination of losses.
ii. Section II of this Plan describes Risk Reduction activities to prevent or minimize
the impact of hazards in the Village.
b. Preparedness
i. Preparedness activities include ongoing program elements that enable Village
emergency responders to effectively implement plans and procedures.
ii. Activities include:
1. Training programs for emergency responders.
2. Exercises to validate capabilities and continuously improve plans.
3. Incorporate lessons learned and improvement planning.
c. Response
i. Response operations may start before the emergency materializes, for example,
on receipt of advisories that a flood, blizzard, or ice storm is approaching. This
increased readiness response phase may include such pre-impact operations as:
1. Detecting, monitoring, and assessment of the hazard (Situational
Awareness)
2. Alerting and warning of endangered populations
3. Protective actions for the public
4. Allocating/distributing of equipment/resources
ii. Most response activities follow the immediate impact of an emergency. Generally,
they are designed to minimize casualties and protect property to the extent
possible through emergency assistance. They seek to reduce the probability of
secondary damage and speed recovery operations.
iii. Response operations in the affected area are the responsibility of and controlled
by the Village, supported by the regional emergency response as appropriate.
iv. If the Village’s capabilities to respond are exceeded or expected to be exceeded,
resource assistance may be requested from County, State, and/or federal
authorities.
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d. Recovery
i. Recovery activities are those following a disaster to restore the community to its
pre-emergency state, to correct adverse conditions that may have led to the
damage, and to protect and improve the quality of life in the community. It
includes risk reduction actions to prevent or mitigate a recurrence of the
emergency.
3. Emergency Support Functions
a. The federal government uses Emergency Support Functions (ESFs) to provide
structure for coordinating Federal interagency support for a Federal response
to an incident. ESFs are mechanisms for grouping functions most frequently
used to provide Federal support to States and Federal-to-Federal support. (For
example, "ESF 1" includes Transportation-related agencies and activities.)
Although the County, and specifically this Plan, is not structured according to
the ESF format, County plans will attempt to cross-annotate with ESF references
where practical.
B. Purpose and Objectives of the Plan
1. The purpose of this Plan shall be to “…minimize the effect of disasters by:
(i)
identifying appropriate local measures to prevent disasters,
(iii)
providing for recovery and redevelopment after disasters.”
(ii)
developing planning guidance, a framework, and mechanisms to coordinate the
use of local resources and personnel for service during and after disasters and the
delivery of services to aid citizens and reduce human suffering resulting from
disasters,
2. The objective of this Plan is to define the processes for the centralized coordination of
resources, personnel and services and the direction of requests for assistance and
provide for the utilization of existing organizations and lines of authority.
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C. Legal Authority
This Plan, in whole or in part, may rely upon the following laws, among others, for the power
necessary for its development and implementation.
1.
2.
3.
4.
5.
6.
7.
Robert T. Stafford Federal Disaster Relief and Emergency Assistance Act
Homeland Security Act of 2002 & Homeland Security Presidential directives
New York State Executive Law, Article 2-B
New York State Defense Emergency Act, as amended
New York State Governor directives
Westchester County Charter & Westchester County Executive Orders
Village of Port Chester Executive Orders
D. Response Operations Overview
1. The primary responsibility for responding to most emergencies rests with Village
officials. Possible exceptions may include regional events, and Public Health and
Radiological emergencies.
2. Village emergency service organizations play an essential role as the first line of defense.
3. When responding to a disaster, we are required to utilize our own facilities, equipment,
supplies, personnel and resources first.
4. The Village Manager has the authority to direct and coordinate disaster operations and
may delegate this authority to a local coordinator.
5. When Village resources are inadequate, the Village Manager or his designee may obtain
assistance from other political subdivisions and the County government.
6. The Village Manager or his designee will coordinate the Village’s requests for assistance
to and from the other local governments.
7. The Village Manager has the authority to direct and coordinate Village disaster
operations.
8. The Village Manager or his designee may obtain assistance from the other local
jurisdictions, the County, or the State when the emergency disaster exceeds the resources
of the Village.
9. The Village of Port Chester will utilize the National Incident Management System (NIMS)
Incident Command System (ICS) to manage all emergencies requiring multi-agency
response.
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S E C T I O N I I : R I S K R E D U C T I ON
A. County Hazard Mitigation Plan
1. The Village Participates in the “Westchester County Hazard Mitigation Plan for County
Owned Properties and Infrastructure”.
2. Hazard mitigation is “sustained action taken to reduce or eliminate long-term risk to
people and their property from hazards.” The purpose of mitigation planning is to identify
policies and actions that can be implemented over the long term to reduce risk and future
losses. Mitigation Plans form the foundation for a community's long-term strategy to
reduce disaster losses and break the cycle of disaster damage, reconstruction, and
repeated damage. The planning process is as important as the plan itself. It creates a
framework for risk-based decision making to reduce damages to lives, property, and the
economy from future disasters.
B. Identification and Analysis of Potential Hazards
1. The Village Manager or his designee will:
a. Assist in the identification of potential hazards in the Village;
b. Assist in the determination of the probable impact each of those hazards could
have on people and property;
c. Assist in the delineation of the geographic areas affected by potential hazards, plot
them on maps, and designate them as hazard areas;
2. Significant potential hazards to be identified and analyzed include natural, technological,
and human-caused hazards.
3. To comply with Section II, B (1) and (2) above, hazards that pose a potential threat have
been identified using the hazard and vulnerability assessment sheet included herein. The
results of the hazard analysis are found in figure 1. The hazard analysis:
a. Provides a basic method for analyzing and ranking the identified hazards
b. Is to be reviewed and updated as needed
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C. Risk Reduction
1. The Village Manager or his designee is authorized to:
a. Promote policies, programs and activities for Village departments to reduce
hazard risks in their area of responsibility;
b. Participate in the development of multi- jurisdiction, multi-hazard mitigation
plans, and to develop cost-efficient projects to mitigate hazards in the community.
c. Work cooperatively with the private sector to assist the Village and other local
governments in the development of a hazard mitigation plan, pursuit of hazard
mitigation grant funding, and the implementation of hazard mitigation projects
and programs.
2. The Village’s Planning & Economic Development Department and the Building
Department are responsible for advising and assisting Village departments with
development of land use policies and programs as well as reviewing land use actions
throughout the Village, e.g.:
a. Advising and assisting in developing and adopting comprehensive master plans
for community development, zoning ordinances, and subdivision regulations;
b. Assisting and advising on the review process of local zoning and subdivision
actions as provided for in the Westchester County Administrative Code;
c. Overseeing State Environmental Quality Review Act (SEQRA) review of proposed
projects in the Village;
d. Advising and assisting Village departments in developing and reviewing
comprehensive plans for facilities.
D. Emergency Response Capability Assessment
1. Periodic assessment of the Village’s response capabilities for managing emergencies is a
critical part of risk reduction.
2. The Village will periodically assess tit’s current capability for dealing with those
significant hazards that have been identified and analyzed, e.g.:
i. The communities' preparedness levels
ii. The existence of effective warning systems
iii. The communities' means to respond to anticipated casualties and damage
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3. The Village Manager or his Designee will conduct tabletop exercises based upon specific
hazards.
4. The Village Manager or his Designee will identify emergency response shortfalls and
make recommendations for implementing corrective actions.
E. Monitoring of Identified Hazard Areas
1. The Village Manager or his Designee will coordinate with each department and other local
emergency services to develop the capability to monitor identified hazard areas in order
to detect hazardous situations in their earliest stages. This capability will be developed
over time and will link with ongoing hazard mitigation planning and programs.
2. All Village hazard monitoring activity will be coordinated with other local governments,
private industry, school districts, utility companies, and volunteer agencies and
individuals, as appropriate.
F. Hazard Analysis
The Village conducted a preliminary hazard analysis in July of 2015 and updated same in
September of 2015. The results are represented in the following Threat/Hazard
Identification & Risk Assessment Chart on the following page:
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Figure 1
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SE C T I O N I I I – PR E P A R E D N E S S
A. Training of Emergency Personnel
1. All Village departments are encouraged to:
a. Develop training programs for their employees in department-specific
responsibilities and assigned emergency functions.
b. Conduct periodic exercises and drills to evaluate capabilities and
preparedness activities.
2. The Village Manager or his Designee will provide oversight to:
a. Arrange, provide and conduct training programs for Village emergency
response personnel;
b. Encourage and support training for emergency personnel;
c. Consult with Village departments and agencies in developing training courses
and exercises;
d. Work with local responders and education agencies to develop, and implement,
training programs specific to mitigation, response, and recovery from the
identified hazards.
3. The Village may provide additional training to ensure these organizations can successfully
integrate their response functions with first responders and other Village operations, such
as the Emergency Operations Center (EOC). Fire, police, Emergency Medical Service (EMS)
and Volunteer Organizations Active in Disaster (VOAD) should be trained in accordance
with these and their internal operating procedures.
B. Emergency Preparedness and Public Education
1. The Village manager or his Designee, supported by all Village departments, has overall
responsibility for:
a. Providing education on emergency preparedness to the citizen, visitor and
commuter populations of the Village as is practicable.
b. Making the public aware of existing hazards as is practicable.
c. Familiarizing the public with protective measures as is practicable.
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2. Pamphlets, books and kits dealing with all aspects of emergency preparedness will
be made available to the public as is practicable.
C. Plan Maintenance and Updating
1. The Village manager or his Designee is responsible for maintaining and updating this
Plan supported by all Village departments.
2. Village departments are responsible for review of their emergency response role and
procedures, and will provide any recommended changes to the Village manager or his
Designee as required.
3. This Plan should be reviewed and updated as needed. Revisions shall be distributed to
all Village departments.
D. Equipment and Facility Maintenance
Each Village department shall maintain an inventory of all equipment and facilities to ensure
operational readiness. Preparedness activities shall include:
1. Maintaining up-to-date inventories of resources that may be needed in the event of an
emergency.
2. Providing for periodical testing of instruments, equipment, warning systems and
communications.
3. Obtaining and maintaining supplies necessary to implement department: plans,
policies, and procedures.
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SE C T I O N I V – RE S P O N S E
A. Response Organization and Assignment of Responsibilities
1. Village Executive Responsibilities, Powers, and Succession.
a. The Village Manager is ultimately responsible for Village emergency response
activities and:
i. May assume personal oversight of the Village emergency response.
ii. Controls the use of all Village-owned resources and facilities for disaster
response.
iii. May declare a local State of Emergency and promulgate emergency orders and
waive local laws, ordinances, and regulations.
iv. May request assistance from other local jurisdictions including the County and
the State when it appears that the incident will escalate beyond the capability of
Village resources.
v. May provide assistance to others at the request of other local governments both
within and outside Westchester County.
b. Should the Village Manager be unavailable, the following line of succession has been
established by Village Law to ensure continuity of government and the direction of
emergency operations:
i. The Assistant Village Manager will assume the responsibilities of the County
Executive until the County Executive is available.
ii. In the absence of both, a designated “acting Village Manager” may be appointed
from existing department heads and may assume these responsibilities, and
immediately relinquish such authority upon the availability of the Village
Manager. The following succession of department heads applies herein:
1. Chief of Police
2. Building Inspector
3. Assistant to the Village Manager
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2. The Role of the EOC
a. The EOC may coordinate Village emergency response activities on behalf of the Village
manager to respond effectively to the emergency and will:
i. Activate the Village’s response and initiate Village response activities
ii. Notify and brief County departments, agencies and other organizations
involved in an emergency response
iii. Facilitate coordination between the other local governments and/or the
County and:
• Local Incident Commander
• Towns, cities, and villages in the County
• Local governments outside the County
• The State of New York
• Non-governmental Organizations
• Federal agencies
• Educational organizations
• Private Sector
3. The National Incident Management System (NIMS)
a. The Village of Port Chester uses the Incident Command System (ICS), as required
by the National Incident Management System (NIMS) for emergency response.
b. Under ICS, an Incident Commander (IC), usually staffed by a representative of a
local emergency service has the overall responsibility for the effective
management of the incident, and must ensure that an adequate organization is
in place to carry out all emergency functions. The IC directs emergency operations
from a single Incident Command Post, at or near the scene of an emergency.
B. Emergency Operations Center
The EOC provides a location for the centralized coordination of Village and private activities from
a secure location in response to natural or human caused disasters in accordance with the
organizational chart (Figure 2).
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Figure 2
Command
EOC Manager
(Operations Section)
Public Information
Liaison
Planning Section
Logistics Section
Finance/
Administrative
Section
Branches
1. The Village’s EOC is organized in a tiered, NIMS compliant structure which includes
Sections the following sections:
a. Operations
b. Planning
c. Logistics
d. Finance/Administration
2. The EOC is organized under the direction of the Village Manager or his Designee.
3. Each department’s or agencies senior representative at the EOC will be responsible for
directing or coordinating the department’s or agency’s resources.
4. Where the agency is also represented at the scene in an ICS structure, the EOC
representative will coordinate the application of resources with the agency’s
representative at the scene.
5. If required, the EOC will be staffed to operate continuously on a twenty-four hour a day
basis. Designation of the start time and duration of operational periods will be established
as conditions warrant by the EOC manager. Each EOC agency is responsible for ensuring
their respective staffing is capable of 24-hour operations.
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6. In the event that the primary EOC is unavailable, an auxiliary EOC will be designated and
identified to all EOC Responders.
7. Internal security at the EOC during activation will be coordinated by the Police
Department.
8. All persons entering the EOC will be required to present agency credentials and additional
photo ID if necessary and sign in at the EOC reception desk.
9. All EOC responders shall display their credentials at all times while in the EOC.
10. Each agency shall identify a list of personnel available for assignment to the EOC. This list
will be maintained and updated by each department or agency providing representation
to the EOC. Each agency will forward a revised list to Village Manager or his Designee; at a
minimum annually.
11. The Village Manager or his Designee maintains a Standard Operating Guideline (SOG) for
activating, staffing and managing the EOC. This SOG is TBD but will attached as an annex
to this section of the plan.
12. Current Staffing Levels allows for the following delegation of EOC duties:
•
•
•
•
•
•
•
•
Incident Commander (IC): V. Manager, Fire Chief, or Police Chief depending upon
issue/event.
Safety Officer (SFO): V. Manager, Fire Chief, or Police Chief depending upon
issue/event.
Liaison Officer (LFO): V. Manager, or Assistant.
Public Information Officer (PIO): V. Manager, Fire Chief, Police Chief, or Mayor
depending upon issue/event.
Operations Section Chief (OSC): V. Manager, Fire Chief, or Police Chief depending
upon issue/event.
Planning Section Chief (PSC): V. Manager, or my Assistant.
Logistics Section Chief (LSC): DPW Foreman
Finance/Admin Section Chief (FSC): The Village Treasurer
Furthermore, Village departments will be assigned to a Branch to assist in maintaining a proper
span of control. Each Branch will have a Branch Director who is responsible for all activities of
the Branch. Each Village department is responsible for assigning agency representatives to the
EOC. These agency representatives will be the liaison between the EOC and their respective
department’s headquarters.
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Branch Directors report directly to the Village Manager or his Designee who has responsibility
for coordinating the response of all departments and agencies represented in the EOC. The EOC
Manager receives direction from the Command Group led by the Village Manager or his/her
designee.
The Command Group has overall control and responsibility for the Village government’s
response. The following Branches if needed will be staffed by representatives of Village
government as well as non-Village agencies:
a. Human Needs Branch
The Human Needs Branch will address mass care and human needs issues
associated with the incident. This Branch, led by the County Department of Social
Services, will need to interface with its counterparts in surrounding counties and
New York State.
b. Infrastructure Branch
The Infrastructure Branch is responsible for ascertaining the emergency's effect
on the infrastructure and the resultant impact on public services. This Branch,
led by the Department of Public Works, will need to interface with its
counterparts in surrounding counties and New York State.
c. Public Health Branch
The Public Health Branch will address health and medical issues associated with
the incident. This Branch will need to interface with the County Department of
Health (DOH).
d. Public Safety Branch
The Public Safety Branch is responsible for coordination of Village public safety
and emergency services. This Branch, led by the Police Department of Public
Safety, will need to interface with its counterparts and each participating
department and/or agency.
e. Transportation Branch
The Transportation Branch is responsible for the coordination of transportation
resources including schools and transportation providers. This Branch, led by the
Department of Public Works, will need to interface with its counterparts in
surrounding jurisdictions.
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f. Utilities Branch
The Utilities Branch is responsible for ascertaining the emergency effect on the
utility infrastructure and results/impact on utility services. The Utilities Branch,
led by the Code Enforcement Department, will need to interface with its affected
utility companies including Con Edison, and United Water.
C. Notification and Activation
1. When activating the EOC, the NIXLE Emergency Notification System may be used to
notify agency points of contacts.
2. Upon failure of the NIXLE system, The Village Manager or his Designee will contact
agency points of contact.
3. Emergencies affecting the Village of Port Chester may result in a partial or full activation
of the EOC. In the event of a partial activation, the Village Manager or his Designee will
notify EOC agency points of contact from required departments.
4. In the event of a no-notice catastrophic event, that renders standard forms of
communication inoperable, each department or agency that has a role at the EOC shall
have policies and procedures in place to ensure that one or more representatives
automatically respond to the EOC.
D. Local State of Emergency
1. In anticipation of, or in response to an actual emergency in which public safety is
imperiled, the Village Manager may declare a State of Emergency pursuant to New York
State Executive Law (drafts annexed hereto).
2. The declaration authorizes the Village Manager to manage the emergency situation with
the full executive powers of Village government.
3. Emergency Orders may be issued directing, among other things:
a. The establishment of a curfew and the prohibition and control of pedestrian and
vehicular traffic, except essential emergency vehicles and personnel;
b. The designation of specific zones within which the occupancy and use of buildings
and the ingress and egress of vehicles and persons may be prohibited or
regulated;
c. The regulation and closing of places of amusement and assembly;
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d. The suspension or limitation of the sale, dispensing, use or transportation of
alcoholic beverages, firearms, explosives, and flammable materials and liquids;
e. The prohibition and control of the presence of persons on public streets and
places; or
f. The establishment or designation of emergency shelters and/or emergency
medical shelters.
E. Public Warning and Emergency Information
1. In order to effectively implement public protective actions, there should be a timely,
reliable and effective method to warn and inform the public.
2. Activation and implementation of the Village NIXLE Emergency Notification System will
be coordinated by the Village Manager or his Designee. Information and warnings to the
public that a threatening condition is imminent or exists can be accomplished through
the use of the following resources:
a. NIXLE Emergency Notification System: allows the Village to reach out to residents
and key personnel during emergencies using voice, email, SMS texting and social
media at a moment’s notice. NIXLE is a completely web-based solution combines
reverse 911 directories with a comprehensive databases of geographically-located
phone numbers that do not require citizens to opt-in for emergency usage.
3. The Command Staff position of Public Information Officer, may, in coordination with
Incident Command:
i. Establish and manage a Joint Information Center (JIC) where official
announcements will be made to respond to inquiries from the news media.
ii. Authenticate all sources of information, verify accuracy of information and control
the spread of rumors.
iii. Provide essential information and instructions including the appropriate
protective actions to be taken by the public.
iv. Coordinate the release of all public information with the key departments and
agencies involved both at the EOC and on-scene.
v. Arrange and approve interviews with emergency personnel.
vi. Arrange any media tours of emergency sites.
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F. Communications
1. The Village uses land-based telephone lines, digital phones, wireless telephones, two-way
radios and computers to communicate during emergencies.
2. The County Emergency Communications Center (“ECC”) (60-Control) serves as the
Village’s Warning Point and provides primary dispatch of fire & emergency medical
services and mutual aid for all County fire and EMS departments.
3. The Village Emergency Operations Center (EOC) should have a radio communications
system capable of communicating with the county, state, or other local emergency
services.
4. RACES (Radio Amateur Civil Emergency Service) is a volunteer organization of ham radio
operators. RACES is used to assist with communications among organizations and
locations in the field, including field teams, schools, the American Red Cross, and hospitals.
5. Westchester County has a Mobile Field Communications Unit. This unit is equipped with
mobile command communications capabilities similar to 60- Control, and allows for
the integration of local emergency frequencies at the scene of an emergency utilizing
interoperability equipment. The unit is also equipped with RACES radio equipment and
staffed in part by RACES volunteers.
6. The County Warning Point and EOC have the capability to maintain telephone and radio
communication with the New York State Warning Point in Albany.
G. Special Response Teams
1. The following are additional special teams and resources that may be called upon to
provide emergency services during human-caused, technological or natural disasters.
These resources may be requested through the Emergency Communications Center.
a. Westchester County Hazardous Materials Response Team (HMRT): Founded in 1986,
the County HMRT may respond to scenes that involve hazardous materials. The
team consists of approximately 35 firefighters, EMS and industry personnel. All have
been extensively trained and equipped to respond to the threat and/or deployment of
nuclear, chemical or biological weapons of mass destruction. The HMRT, in
cooperation with local fire, police and EMS agencies, develops community practice
drills to improve readiness and response to hazardous material emergencies.
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b. Westchester County Technical Rescue Team (TRT): Founded in 2006, the County
Technical Rescue Team (TRT) was created to assist emergency response agencies in
rescue emergencies in Westchester County. The team includes more than 50
firefighters, EMS and industry personnel who routinely train as a unit. The TRT
provides equipment, apparatus, highly trained personnel and logistical support to local
municipalities when requested.
c. Westchester County Medical Reserve Corps (MRC): The MRC is comprised of
volunteer healthcare professionals that are ready to respond to emergencies. The MRC
is sponsored by the County’s Department of Emergency Services. The MRC recruits
and trains physicians, nurses, physician assistants, pharmacists, dentists,
veterinarians, infectious disease specialists, mental health professionals, paramedics,
EMTs, public health workers and allied health professionals. The MRC program
provides an organized way for volunteers to offer their skills and expertise during
local crises, such as an influenza epidemic, natural disaster or an act of terrorism.
During a public health emergency, for example, MRC volunteers might be called upon
to help set up points of distribution (PODs) for mass antibiotic dispensing or mass
immunization. During times of non-emergency, MRC volunteers are offered
continuing education classes and the opportunity to enhance their skills by
participating in emergency response drills and exercises.
d. Westchester Emergency Volunteer Reserves (WEVR): The Westchester Emergency
Volunteer Reserves (WEVR) program is sponsored by the County’s Department of
Emergency Services and provides an organized way for volunteers to offer their
skills and expertise during disasters. WEVR participants are taught basic disaster
response skills, such as fire safety, light search and rescue, team organization, and
disaster medical operations. Using the training learned in the classroom and during
exercises, WEVR members can assist others in their neighborhood or workplace
following an event when professional responders are not immediately available to
help.
e. The Westchester County Animal Response Team (WesCART): The WesCART is
sponsored by the Department of Emergency Services and is staffed with volunteers
with an interest in caring for animals in disasters, as well as veterrnrians and other
animal care specialists. The role of the WesCART is to provide support to local
jurisdictions through the provision of training, subject matter expertise and support
for animal and pet sheltering during a disaster or other emergency.
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H. Standard Operating Guidelines, Procedures and Other Supporting Plans
1. All Village departments are required to participate in and contribute to the Village’s
emergency planning efforts, emergency plans, procedures and SOG’s for their department.
These supporting documents should address activation of personnel, shift assignments at
the EOC, assignment to the field, including the Incident Command Post (if applicable),
coordination with other agencies, drills, exercises, and ICS training.
Each department’s SOGs should be updated at least annually (or when significant changes
occur). Each department will be responsible for ensuring that updated, controlled copies
of the department’s SOGs and other emergency plans are delivered to The Village Manager
or his Designee, available at their offices, and available at the department’s desk in the
EOC, and stored electronically in the Village Information Technology systems.
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SE C T I O N V – RE C O V E R Y
B. Damage Assessment
1. The Village Manager or his designee will collect information and data, in cooperation with
all Village Departments and local jurisdictions, to assess the impact of the event on Village
government, local Infrastructure, and local individuals and businesses.
2. All Village departments and agencies will cooperate fully with the Village Manager or his
designee in activities that include:
a. Pre-emergency:
i. Identifying county agencies, personnel, and resources to assist and support
damage assessment activities.
ii. Identifying non-government groups such as non-profit, professional and trade
organizations.
iii. Fostering agreements between local government and the private sector for
technical support.
iv. Utilizing geographic information systems (GIS) in damage assessment.
v. Participating in annual training and review.
b. Emergency:
i. Maintaining documents that may include maps, photos and video tapes of damage.
ii. Reviewing procedures and forms for reporting damage to higher levels of
government.
iii. Determining if State assistance is required in the damage assessment
process.
c. Post-emergency:
i. Select personnel to participate in damage assessment survey teams.
ii. Arrange for training of selected personnel in damage assessment survey
techniques.
iii. Identify and prioritize areas of damage to survey.
iv. Assign survey teams to selected areas.
v. Complete damage assessment survey reports and maintaining records of the
reports.
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3. It is essential that, from the outset of emergency response actions, Village response
personnel keep detailed records of expenditures for:
a. Labor used
b. Use of owned equipment, as well as borrowed or rented equipment
c. Use of materials from existing stock
d. Contracted services for emergency response
e. Submitting damage assessment reports to the Village Manager or his Designee for
forwarding to the appropriate agencies.
4. Damage assessment will be conducted by local government employees, such as public
works and highway engineers, building inspectors, code enforcement officers, and fire
inspectors. When necessary, non-government personnel from the fields of engineering,
construction, insurance, property evaluation and related fields may also supplement the
effort.
5. There will be two types of damage assessments:
a. Public Assistance (PA) (damage to public property and infrastructure).
b. Individual assistance (IA) (impact on individuals and families, agriculture, private
sector).
6. Village and local damage assessment information will be reported to the Village Manager
or his Designee.
7. Personnel from Village departments and agencies, assigned damage assessment
responsibilities will function under the technical supervision of the Village manager or his
Designee.
8. All assessment activities will be coordinated with the EOC Manager.
9. The Village Manager or his Designee will prepare a Damage Assessment Report for Village
owned property which will contain information on:
a. Debris clearance and protective measures taken such as pumping, sandbagging,
construction of warning signs and barricades, emergency levees, etc.
b. Financing overtime and labor required for emergency operations.
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C. Planning for Recovery
1. The Village Manager or his Designee will decide whether the recovery will be managed
through existing departments with planning and coordinating skills or by a recovery task
force created exclusively for this purpose. This depends wholly upon the level of damage
caused by the hazard or event.
a. A recovery task force will:
i. Direct the recovery with the assistance of Village departments and agencies
coordinated by the Village manger or his Designee.
ii. Prepare a local recovery and redevelopment plan, unless deemed
unnecessary.
b. The recovery and redevelopment plan shall include:
i. Replacement, reconstruction, removal, relocation of damaged/destroyed
infrastructures/buildings.
ii. Establishment of priorities for emergency repairs to facilities, buildings and
infrastructures.
iii. Economic recovery and community development.
iv. New or amended zoning ordinances, subdivision regulations, building and
sanitary codes.
c. Recovery and redevelopment plan will account for, and incorporate to the extent
practical, relevant existing plans and policies.
d. Prevention and mitigation measures should be incorporated into all recovery
planning where possible.
e. Responsibilities for recovery assigned to local governments depend on whether or
not a State disaster declaration has been made pursuant to Article 2-B of the New
York State Executive Law.
i. Any county, city, town or village included in a disaster area shall prepare a
Local Recovery and Redevelopment Plan. However, given the individual
circumstances, the legislative body of the local government may determine
such a plan to be unnecessary or impractical.
ii. Within 15 days after a State declaration of disaster, any county, city, town or
village included in such disaster area, shall report to the State Disaster
Preparedness Commission (DPC) through NYSOEM, whether the
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preparation of a recovery and redevelopment plan has been started and, if
not, the reasons for not preparing the plan.
iii. Proposed plans shall be presented at a public hearing upon five (5) days
notice published in a newspaper of general circulation in the area affected
and transmitted to the radio and television media for publications and
broadcast.
iv. The Local Recovery and Redevelopment Plan shall be prepared and must be
transmitted to the DPC within 45 days after a State declaration of disaster.
v. The DPC shall provide its comments on the plan within 10 days after
receiving the plan.
2. A plan shall be adopted by such county, city, town or village within 10 days after receiving
the comments of the DPC. The Plan may be amended at any time in the same manner as
originally prepared, revised and adopted.
D. Reconstruction
1. Reconstruction consists of two phases:
a. Phase 1-short term reconstruction to return vital life support systems to minimum
operating standards;
b. Phase 2-long term reconstruction and development may continue for years after a
disaster and will implement the officially adopted plans, policies and programs for
redevelopment. This phase implements officially adopted plans and policies,
mitigation strategies and risk reduction projects.
i. Long term reconstruction and recovery includes activities such as:
• Scheduling and planning for redevelopment
• Analyzing existing state and federal programs
• Conducting public meetings and hearings
• Providing temporary housing and facilities
• Public assistance
• Monitoring the reconstruction progress
• Preparation and submittal of required progress reports
2. Reconstruction operations must conform to existing State/Federal laws and regulations
concerning environmental impact.
3. Reconstruction operations in and around designated historical sites must conform to
existing State and federal guidelines.
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E. Public Information on Recovery Assistance
1. Public Information Officers are responsible for making arrangements with the broadcast
media and press to obtain their cooperation in adequately reporting to the public on:
a. Relevant non-confidential information intended for the purpose of easing public
fears and controlling rumors
b. The type of emergency assistance available to the public and its sources
c. Eligibility requirements
d. Document and record keeping requirements
e.
Actions to take to apply for assistance.
f. Where to apply for assistance.
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S E C T I O N V I I – A N N EX E S
IDENTIFY HAZARDS/GAPS THAT NEED TO BE FILLED OR OTHERWISE CORRECTED WITHIN THE REVIEW CYCLE.
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WESTCHESTER COUNTY
HAZARDOUS MATERIALS EMERGENCY
RESPONSE ANNEX
Date of Document:
December 2003
Latest Revision:
September 2015
Page 1 of 48
WESTCHESTER COUNTY HAZARDOUS MATERIALS EMERGENCY RESPONSE ANNEX
VERSION: September 2015
SARA TITLE III
OSHA REGULATION 29 CFR 1910.120
NYS GML 204 F
Page 2 of 48
TABLE OF CONTENTS
INTRODUCTION ........................................................................................................................................................................................... 4
I.
II.
III.
A.
B.
C.
D.
E.
III.
A.
B.
IV.
A.
B.
OBJECTIVES ................................................................................................................................................................................................... 4
CONCEPT OF OPERATIONS .............................................................................................................................................................. 4
Notification and Alerting: ........................................................................................................................................................................ 4
Direction and Control:............................................................................................................................................................................... 6
Public Warning and Emergency Information .................................................................................................................................. 14
Emergency Medical Services ................................................................................................................................................................ 16
Protective Actions (In-Place Sheltering and Evacuation) ............................................................................................................ 18
TRAINING AND EXERCISE PROCEDURES ............................................................................................................................ 22
Training........................................................................................................................................................................................................22
Exercises ......................................................................................................................................................................................................22
PLAN MAINTENANCE AND UPDATING PROCEDURES .................................................................................................23
Plan Distribution ....................................................................................................................................................................................... 23
Plan Update.................................................................................................................................................................................................24
APPENDIX B: Emergency Telephone Directory.........................................................................................................................................27
APPENDIX C: SARA Section 302 and Section 311-312 Facilities ....................................................................................................... 31
APPENDIX D: Transportation Routes for Hazardous Materials/EHS ..................................................................................................32
APPENDIX E: 2015 Municipal Emergency Information .......................................................................................................................... 34
APPENDIX F: Westchester County Hospitals .............................................................................................................................................. 37
APPENDIX G: Incident Report Form .............................................................................................................................................................. 39
APPENDIX I: ENVIRONMENTAL CONTRACTORS ........................................................................................................................... 42
Page 3 of 48
I.
INTRODUCTION
Several circumstances in Westchester produce a need for hazardous materials contingency planning. Five
major parkways and four interstate highways, as well as commuter and freight railways traverse the County,
with the potential for accidents involving spills of hazardous cargo or fuel. Hazardous materials transported
over water also present the potential, including but not limited to the Hudson River, Eastchester Creek, and
the Byram River. In addition, significant manufacturing occurs in the county. Although little of it is in the
form of heavy industry, it may still involve large quantities of hazardous materials, which may be released
during use or transport, or be involved in fires. Finally, numerous water and sewage treatment plants, several
of which make use of gaseous chlorine, are scattered throughout the County. A release of chlorine or other
water treatment chemicals could have significant adverse effects on neighboring populations.
II.
OBJECTIVES
This Hazardous Materials Response Annex of the Westchester County Emergency Management Plan
(CEMP) has been prepared to meet the statutory planning requirements of the Federal Superfund
Amendments and Reauthorization Act of 1986, SARA Title III, NYS General Municipal Law 204f, and
OSHA requirements 1910.120. The purpose of this Annex is to provide for a higher degree of preparedness
when dealing with incidents involving extremely hazardous substances. This Annex is based on the
assumption that a hazardous materials incident may threaten or endanger public health, property, or public
safety. To deal effectively with a disaster situation, this plan has a number of key objectives:
III.
•
To coordinate the efforts of all agencies and organizations responding to a disaster.
•
To ensure an appropriate and timely response by anticipating emergencies and projecting possible
solutions and to obtain valid information from agency heads concerning human and material
resources.
•
To have flexibility to take into account agency changes, technological developments, changes in
available resources and operational validity.
•
To meet all requirements of federal, state, and local laws.
CONCEPT OF OPERATIONS
A.
Notification and Alerting:
1.
Purpose
The purpose of this section is to provide for the initial notification of local authorities of a
hazardous material emergency and the subsequent alerting of other appropriate response
personnel.
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2.
Notification and Alerting Procedures (see appendices of this plan for emergency
telephone numbers).
a)
Emergency notification should be made to:
1) The local 911 Public Safety Answering Point (PSAP). The caller should provide
details including the exact event location, hazardous condition and any other pertinent
information related to the event.
*Additional notifications shall be requested by the local jurisdiction Incident Commander.
Notifications may include the following:
2) Local Police Department.
3) Local Fire Department.
4) Local EMS Agency.
5) New York State DEC Spill Hotline. (1-800- 457-7362)
6) Westchester County Department of Health. (914-813-5000)
7) National Response Center. (1-800-424-8802)
b)
Information to be provided by:
Facilities, carrier/shipper/manufacturer, or other reporting individual
should be as complete as possible. This includes notification of SARA
related releases.
c)
The local jurisdiction or the Westchester County Emergency
Communications Center (aka “60 Control”) may notify the following agencies
that will in turn make the noted follow-up notifications:
1) Local Police Agency.
2) Local Fire Department. (this alert will be made even if the notification information
states that the local fire department has been alerted)
3) Local EMS Agency.
4) The local jurisdiction Incident Command may choose to request resources as deemed
necessary.
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d)
e)
f)
g)
B.
Depending upon the incident scope, 60 Control may contact the following
agencies; actual involvement will be determined by the nature of the
incident. Further notification of State and Federal agencies will be made
based upon on-site surveys conducted by local and county authorities:
(1)
County Fire Coordinator.
(2)
Chief Special Operations.
(3)
County Hazmat Team. (Alert only- team responds to the scene only upon
request of the local fire department
(4)
County Health Department.
(5)
County Police.
(6)
County EMS Coordinator.
(7)
County Office of Emergency Management (WCOEM).
The County Health Department may alert the following as necessary:
(1)
Commissioner of Health.
(2)
Health Department Environmental Field Hazardous Materials Assessment
Team.
(3)
Health Department Public Information Officer.
(4)
New York State Department of Environment al Conservation.
(5)
New York City Department of Environmental Protection.
(6)
New York State Department of Health.
The County Office of Emergency Management (WCOEM) shall alert the
following as necessary:
(1)
County Executive’s Office.
(2)
New York State Office of Emergency Management Watch Center (NYSOEM).
(3)
New York City Office of Emergency Management (NYCOEM).
(4)
Additional notifications as appropriate to the event (municipal, county and
non-governmental agencies.
Local Fire Department notifications according to the agency’s local
protocol.
Direction and Control:
1.
Purpose
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All incidents shall be managed using the Incident Command System (ICS). All incidents
start locally and should be managed at the lowest level unless additional assistance in
required.
2.
Situation
A hazardous material emergency may require a broad range of on-scene response
organizations, including emergency services personnel from all levels of government,
industry representatives, private contractors, and the media. The need for specialized
equipment and technical knowledge during the response may also be extensive, as are the
number of critical decisions that must be made in areas of release containment, emergency
worker safety, public protective actions, and environmental protection.
In accordance with Homeland Security Presidential Directive (HSPD) #5 from February
2003, Westchester County response agencies will be trained to utilize the National
Incident Command System to coordinate response operations. Response organizations
utilize the County mutual aid plans to provide the necessary response required to deal with
any specific incident. Direction and Control begins with the initial local response and is
led by the ranking officer of the Authority Having Jurisdiction (AHJ), but may be
expanded as the emergency escalates to a larger response that may be supported and/or
coordinated by the County or possibly the State.
http://www.dhs.gov/sites/default/files/publications/Homeland%20Security%20Presidential
%20Directive%205.pdf
Furthermore, the Chief Executive or administrative head of County, City, Town, Village,
or District is responsible under General Municipal Law for Natural or Man-made Disaster
operations in his/her jurisdiction. Under the Executive Law Article 2B, the Chief
Executive may declare a State of Emergency within any or all of the territorial limits of the
local government and is authorized and empowered to use any and all facilities,
equipment, supplies, personnel, and other resources of the political sub-division to cope
with the disaster or any emergency resulting there from.
3.
Emergency Response Procedures
a)
First Responder (Defensive Posture)
First responders in hazardous materials incidents are most likely to be local police or fire
personnel. The duties of these individuals include the following (while at all times
assuring that they themselves do not come in contact with the materials unless properly
equipped and trained, in order to prevent injury or contamination):
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(1)
Advise their respective headquarters that a hazardous materials incident is in progress,
requesting that the local PSAP be notified in order to trigger the notification system
described in the preceding Section. It is recommended that information be collected
and reported using (Appendix G) The first responder will also at this time request
additional assistance as deemed necessary based on conditions at the scene, such as
EMS, additional fire, and/or police.
(2)
Secure the scene to prevent entry of unauthorized or inadequately protected
individuals.
(3)
(a)
(b)
(c)
(d)
b)
Collect additional information as necessary to ensure the dispatching of appropriate
equipment and personnel to the scene. Sources of information include:
Shipping papers.
Placards and labels.
Appearance of containers.
Interviews with facility and/or vehicle operators.
Incident Command/Unified Command
Upon notification of a hazardous materials emergency, the ranking officer of the
jurisdictional fire department will act as initial incident commander. As the situations and
conditions surrounding the emergency change, the Incident Commander may also change.
Those agencies present will maintain a presence in and participate from the Incident
Command Post. Multi-jurisdiction/agency responses to hazardous materials emergencies
may highlight the necessity of utilizing a unified command structure. The concept of
“Unified Command” applies to incidents involving multiple jurisdictions or organizations
but utilizes a single Incident Command Post facility and integrated General Staff. Unified
Command enables institutions and agencies with different legal, geographic, and functional
responsibilities to coordinate, plan and interact effectively through a shared set of incident
objectives, single planning process, and one Incident Action Plan (IAP). 1
Incident Command duties include the following:
(1)
Primary survey - size up incident:
(a)
Materials involved.
(b)
Potential hazards.
(i)
Life and health.
(ii)
Property.
(iii) Environment.
1 FEMA’s Incident Command 100 Independent Study Course retrieved from: http://www.training.fema.gov/EMIWeb/IS/IS100HE/SM_PDF/L6_ICS100HigherEd_SM.pdf
Page 8 of 48
(c)
Nature/extent of problem.
(i)
Fire.
(ii)
Explosion.
(iii) Spill/leak.
(d)
Meteorological conditions affecting situation; weather predictions that may change
scope of problem.
(e)
Determination of response level:
Level 1 – Incident is within the capabilities and resources of local response agencies and
personnel. Action is focused on recognition, identification and basic decision making with the
emphasis on safety of the public, as well as that of emergency personnel.
Level II - Incident is beyond the capabilities of the local emergency response agencies. This level
involves regionalized or other appropriately organized and trained response teams, which are
proficient in the use of specialized protective equipment, detection devices and leak spill control
equipment.
Level III – A major disaster requiring the use of resources from State, Federal and private sector;
whereas Level I and II incidents generally last several hours, Level III incidents last days.
(f)
Management of persons injured and/or impacted by the incident--determine whether
they can be cared for/rescued without risk of injury to response personnel.
(2)
Preliminary site assessment - risk evaluation, establish locations of control zones:
(a)
Exclusionary or HOT ZONE – Area immediately surrounding a
hazardous materials incident which extends far enough to prevent
adverse effects from released hazardous substances to personnel
outside of the zone. This area is limited to properly trained and
protected individuals
(b)
Contamination Reduction or WARM ZONE – Area between the Hot
and Cold zones where personnel and equipment decontamination
and hot zone support takes place and includes control points.
(i)
Decontamination of personnel and equipment.
(ii)
Triage patients.
(iii) Provide critical medical treatment to stabilize before decontamination. 2
(iv)
Decontamination of victims by trained personnel under the direction of Health
Department and/or HazMat teams.
(c)
COLD ZONE – Area where the command post and support
functions that are necessary to control the incident are located
Source: Best Practices for Protecting EMS Responders during Treatment and Transport of Victims of Hazardous Substance Releases, OSHA
3370, 2009. Retrieved from: http://www.osha.gov/Publications/OSHA3370-protecting-EMS-respondersSM.pdf
2
Page 9 of 48
(3)
Establishment of Incident Command Post - Establish initial location for overall
coordination of incident. Include official agency representatives (maximum of two
representatives per agency) with authority to make decisions for their representative
agency. Agencies may include:
(a)
Fire.
(b)
Police.
(c)
HazMat Response Team.
(d)
Facility/responsible party representatives.
(e)
Health.
(f)
Environmental.
(g)
Emergency Medical Services (EMS).
(h)
Public Information Officer.
(i)
Utilities (When required).
(j)
Technical Expertise (When required).
(4)
Establishment of communications:
(a)
Support overall operation.
(b)
Support inter-agency communications.
(c)
Maintain command post log.
(d)
Provide single point of contact.
(e)
Establish secure channels.
(5)
Securing the scene:
(a)
Restrict access and establish control zones.
(b)
Establish emergency routes and staging areas.
(i)
Into area.
(ii)
Out of area.
(iii) Around area.
(c)
Shut down utilities.
(i)
Gas.
(ii)
Electric.
(iii) Water.
(d)
Containment of spill.
(i)
Prevent contamination of soil, groundwater, and surface water.
(ii)
Performed under direction of IC using resources of local municipality and
County departments as necessary.
(iii) Responsible party/spiller if known shall engage private contractor to perform
containment as well as cleanup and remediation.
(6)
Notification to other potentially affected facilities:
(a)
Sewage treatment plants (regarding run-off of chemicals/ wastewater into
sanitary sewers).
(b)
Water suppliers/persons served by private well.
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(c)
(d)
(e)
Adjacent business or industry.
Vulnerable facilities (nursing homes, hospitals, schools).
Transportation authorities.
(i)
Local, county and state police.
(ii)
County and state department of transportation.
(iii) Railroad.
(iv)
U.S. Coast Guard. (For navigable waters)
(v)
Other transportation authorities.
(7)
Immediate area evacuation:
(a)
Decision to evacuate:
(i)
Local officials.
(ii)
County health department.
(b)
Door-to-door, conducted by:
(i)
Police and fire personnel.
(ii)
Other designated emergency personnel.
(c)
Instructions to evacuees:
(i)
Bring essential medications and supplies.
(ii)
Bring foods for special diets.
(iii) Specify evacuation routes, directions and routes to avoid.
(iv)
Bring foods for special diets.
(d)
Special considerations:
municipalities should have pre-determined
protocols for dealing with the following:
(i)
Communicating with non-English speaking residents.
(ii)
Healthcare facilities, e.g. hospitals and nursing homes.
(iii) Special needs individuals, including mobility impaired.
(iv)
Schools.
(v)
Jails.
(vi)
Pets.
(8)
Establish temporary evacuation centers/shelters:
(a)
Identify buildings capable of holding large numbers of people, including
but not limited to schools, church halls, community centers, and fire
stations.
(b)
This shall include registration of evacuees to establish a count, aide in
reuniting separated families and in locating specific individuals if needed.
(c)
The evacuation center/shelter should be able to provide food and water,
sleeping accommodations (if needed), toilet facilities, and first aid.
Additional considerations may include:
(i)
Dedicated space should for pets.
(ii)
Provisions for language barriers/communication difficulties.
Page 11 of 48
(iii)
Provisions for long-term sheltering if necessary.
(9)
Transportation:
(a)
Determine number of evacuees to be transported.
(b)
Activate pre-designated emergency transportation system.
(c)
Select pre-designated pick up locations.
(10)
Establishment of Command Post at Remote Location:
(a)
Consider use of a fixed facility such as municipal buildings, fire
stations or a local Emergency Operations Center.
(b)
Consider expanded Incident Command structure including General Staff
positions such as Planning, Logistics and Finance/Admin sections chiefs
and staff.
(c)
Include agency representation, if required, from:
(i)
Police - Fire – EMS.
(ii)
Health/environmental.
(iii) Utilities: gas, water, electric.
(iv)
Municipal officials.
(v)
Faith based organizations ie. (Salvation Army).
(vi)
Public Information Officer (locally appointed).
(vii) Transportation coordinator.
(viii) Facility representative.
(ix)
Private contractor representative.
(x)
Clergy.
(xi)
Community Emergency Response Team.
(xii) Clerical support.
(xiii) American Red Cross.
(d)
Secondary communications for support services, including maintenance of
a command post log.
(e)
Command post should be equipped with appropriate resources such as
communications equipment, sanitary facilities and food services.
(11)
Establishment of Staging Area for resources, staffing and equipment:
(a)
Must be large enough to provide parking for emergency vehicles.
(b)
Appoint a Staging Area Manager (STAM) to:
(i)
Control area and allocate resources.
(ii)
Establish communications with command post.
(c)
Assign support units as necessary according to the nature of the incident.
(12)
Hazard re-evaluation:
(a)
Status/scope of problem.
(b)
Adequacy of resources on hand including special protection clothing and
equipment.
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(c)
(d)
(e)
Need for additional outside support.
(i)
Mutual aid (Police, Fire, EMS).
(ii)
ChemTrec.
(iii) County Hazardous Device Unit.
(iv)
County Hazardous Materials Response Team.
(v)
Health Department.
(vi)
NYS Department of Environmental Conservation.
Need for additional protective actions and extent of evacuation.
Provide standby services.
(13)
Control and Containment:
(a)
Ensure safety of emergency personnel and others in area.
(b)
Prevent container failure.
(c)
Avoid runoff water, which may be hazardous.
(d)
If advisable, extinguish ignited materials where this can be done safely.
(e)
Control and neutralize hazard.
(f)
Carefully contain any spill if necessary.
(14)
Termination of emergency response activity:
(a)
(i)
(ii)
(iii)
(iv)
(b)
Once the “emergency” is stabilized, the Incident Commander should ensure
that the scene is turned over to the proper authorities. Hazardous materials
must be removed from the spill area, the scene must be cleaned up and all
contaminated items disposed of properly before the incident on-site activities
can be considered completed. These activities are the responsibility of the
“Spiller” and are to be carried out under the guidance and supervision of the
County Department of Health.
Cleanup and disposal:
Responsible party/spiller obligated to perform cleanup or engage private
contractor to perform the cleanup and remediation. (see Appendix I for list)
May require government authorization for removal, transport, and disposal of
spilled material.
Continued presence of agency representatives to monitor cleanup may be
required.
Provide site security as required to prevent injuries and/or possible vandalism
during cleanup operation.
Follow-up environmental assessment and monitoring:
County Health shall monitor the clean-up activities to ensure that they
meet the departmental goals as well as the NYSDEC rules and regulations.
These includes monitoring disposal of all contaminated materials and
review all closure reports from the incident and determine if contamination
has been abated to levels that are protective of public health and the
environment
Page 13 of 48
C.
Public Warning and Emergency Information
1.
Purpose:
The purpose of this section is to:
2.
•
To provide timely, reliable, and effective warning to the public in the event of
a hazardous materials emergency.
•
To provide emergency information pertaining to the need for protective actions
•
To provide information about the emergency situation to the media for
dissemination to the public.
Notification of Public/Activation of Warning Systems
a)
Activation and implementation of County public warning systems will be
coordinated by the Department of Emergency Services, 60 Control, or
WCOEM. Information and warnings to the public that a threatening
condition is imminent or exists can be accomplished through the use of the
following resources:
(1)
Emergency Alert System (EAS) - formerly known as Emergency
Broadcast System (EBS), involves the use of the broadcast media
including television, radio, and cable TV and Tone Alert Radios to
issue emergency warnings. The EAS can be activated by means of a
telephone or encoder by select County officials including the Office of
Emergency Management. NOAA Weather Radio (NWR) – is the
“Voice of the National Weather Service” providing continuous 24-hour
radio broadcasts of the latest All Hazards weather information,
including severe weather warnings, are initiated directly from the
National Weather Service.
(2)
Westchester County maintains a reverse, automated telephone call out
system. The system has the capability to place calls to phones in a userspecified geographical area within the County.
Certain local
municipalities in the County either maintain or contract for similar
services.
(3)
NY-ALERT – is the New York State All-Hazards Alert and
Notification web-based system. NY-ALERT increases the efficacy of
information delivery to the widest possible audience through the
following gateways: Blast faxes; Email; Text Message or SMS via cell
phones and pagers; Postings to the NY-ALERT website; Dial-out
recorded messages; and Desktop Alerter.
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b)
Response procedures vary according to the response level deemed
necessary for a specific incident. A brief description of the response level
actions is shown below:
(1)
Response Level I
There should be no need for public notification or emergency
information for Response Level I. However, the local Public
Information Officer should fully monitor the situation and respond
to public and media requests for information.
(2)
Response Level II
This response level may require the notification/warning of a
limited area close to the emergency scene which local response
forces are capable of managing. It may also require the activation
of notification systems. The activation of systems should be done in
cooperation with the local PIO.
The Incident Commander, based on protective action decisions,
activates local notification warning system. Systems in place may
include one or more of the following:
(a)
Door-to-door notification by local police and fire.
(b)
In-street announcements, loudspeakers, route alerting.
(c)
Reverse automated calling system messages.
(d)
Incident Commander advises local PIO if there is a need to
activate warning systems.
(e)
Warning messages are prepared jointly by the local PIO and
the Incident Commander.
(f)
The local PIO responds to media requests for information
regarding the situation.
(g)
The Incident Commander may request County assistance
with notification via request through 60 Control.
(3)
Response Level III
This response level normally requires public notification and
emergency instructions to a sizable area. County resources may be
required to support public warning.
Incident Commander requests activation of public notification
system based on assessment of need for protective action.
(a)
Incident Commander Contacts 60 Control if there is a need
for County assistance.
(b)
Law Enforcement agencies assist in public warning.
(c)
The County Fire Coordinator implements the County Fire
Mutual Aid Plan to assist in pubic warning.
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(d)
(e)
D.
Public Warning, Information and EAS messages are
prepared jointly by Public Information Officer and on-site
Incident Command.
The PIO establishes a press area where all media can stage
and obtain information on the emergency.
Emergency Medical Services
1.
Purpose
To coordinate on-scene emergency medical care, transportation, and hospital
treatment for victims of a hazardous materials emergency, and to ensure that
mutual aid plans for both the Emergency Medical Services (EMS) and hospitals
are implemented.
2.
Situation
A release of a hazardous material into the environment may result in multiple
casualties. Emergency medical assistance will be needed to provide medical care
to employees of the facility, emergency workers, and the affected public.
3.
Levels of Response for EMS
a)
Response Level I
This situation would be managed by the local EMS, if required. The initial
responding ambulance crew will be directed to contact the Incident
Commander prior to performing any actions at the site.
b)
Response Level II
(1)
The Incident Commander will advise the Medical Branch at the site to
begin coordination with the appropriate hospitals and alert 60 Control
that mutual aid assistance may be necessary.
(2)
60 Control will coordinate any required mutual aid assistance
requested.
(3)
c)
Hospital Administrators will take initial steps to prepare for treatment
of chemical exposure victims and shall evaluate the need to implement
the hospital disaster plan.
Response Level III
(1)
EMS Operations Officer
(a)
Implements mass casualty guidelines.
(b)
Coordinates EMS activities with Incident Commander.
Page 16 of 48
(2)
4.
If multiple victims are expected, area hospitals will implement their
disaster plans.
EMS Response Procedures
a)
Introduction
This section is separated into two components: Pre-Hospital Care
(Emergency Medical Services - EMS) and Hospital Care. The purpose of
the Pre-Hospital Care Section is to organize the existing medical services
in Westchester County so that these services can respond, in a coordinated
manner, to a hazardous materials incident. Much of this section refers to
sections of state and county plans that are already in existence (mass
casualty standard operating guides).
The purpose of the Hospital Care section is to make pre-hospital and
hospital personnel are aware of the difference between HazMat incidents
and other disasters.
For the pre-hospital personnel, there must be a high degree of awareness
concerning the potential of a material to be hazardous. This awareness,
which is developed through training and experience, must continue through
the EMS handling of the incident at the scene, during transportation, and
upon arrival at the hospital’s emergency department. This not only can
decrease patient morbidity and mortality, but may also significantly limit
injuries to both hospital and pre-hospital personnel caused by accidental
contact with a hazardous substance.
b)
Pre-Hospital Medical Care
The Emergency Medical Service in Westchester County consists of an
association of pre-hospital care or ambulance providers. The pre-hospital
providers are organized as free-standing or fire department sponsored
volunteer corps, commercial ventures and municipal services. The
activities of these agencies are coordinated by the Westchester County
Department of Emergency Services. The system is thus comprised entirely
of independent entities and functions primarily on the basis of voluntary
cooperation.
(1)
Multiple Casualty Incidents
When dealing with a hazardous material incident, it is very important
that the potential for a Multiple Casualty Incident (MCI) be recognized
early during the incident. As soon as this occurs, the Westchester
Page 17 of 48
County Multiple Casualty Incident Plan should be implemented.
Depending on the type of injury, patients should be triaged and
transported to the appropriate hospital as soon as possible. In small
incidents, this may only mean the calling in of a neighboring
jurisdiction’s ambulance, but if the incident is so large (or has the
potential to be so large) as to severely exhaust the resources of any
given EMS agency, the Westchester County EMS Mutual Aid Plan
should be put into effect.
(2)
c)
Ambulance Notification
Depending on the EMS agency, notification can occur by calling an
ambulance corps directly or calling the corresponding Police
Department of that EMS agency. In the event of a hazardous materials
incident with the potential of activating the mutual aid plan, EMS
agencies will contact County 60 Control to assist in the coordination
and communications with EMS agencies in the county and local 911
receiving hospitals.
Hospital Care
Westchester County has many hospitals to which emergency patients are
brought.
Multiple casualty incidents create demands that differ
qualitatively and quantitatively from the everyday emergency medical
services demands on a hospital’s emergency department. Therefore,
hospitals are required by their accreditation process to develop and
routinely exercise internal and external disaster response plans. However,
not all hospitals have made preparations for management of contaminated
patients.
The handling of contaminated patients without the appropriate equipment
and procedures may endanger personnel and seriously hamper the
operations within that hospital’s emergency department. See Appendix F
for a list hospitals located in Westchester County.
E.
Protective Actions (In-Place Sheltering and Evacuation)
1.
Purpose
To implement actions that would reduce or eliminate exposure of the public and
emergency workers to hazardous materials released into the environment.
2.
Situation
A release of a hazardous material into the environment could quickly bring harm
to public health and can immediately pose life threatening dangers to emergency
Page 18 of 48
workers. In-place sheltering and evacuation are protective actions that the public
could be advised to undertake to reduce or eliminate their exposure to a hazardous
material. Protective actions for emergency workers are accomplished through
exposure control methods.
The hazards analysis for facilities that use or store Extremely Hazardous
Substances as designated by the law in Westchester County has resulted in the
identification of approximately 90 vulnerable zones surrounding facilities where
such protective actions could be implemented in the event of a hazardous
materials emergency.
3.
Response Procedure- Emergency Worker Exposure Control
a)
Response Level I
The Incident Commander and facility personnel are responsible for
controlling hazardous exposure to emergency workers by the following
methods:
(1)
Inform each emergency worker of all hazards present.
(2)
Require emergency workers to record any exposures if an emergency
worker is exposed, a decision must be made to isolate, decontaminate,
or transport the worker for treatment.
(3)
Assure that personnel are properly protected and given instruction in
how to use appropriate protective clothing and equipment.
(5)
The Incident Commander will designate a Safety Officer (SOFR)
responsible for emergency worker exposure control as required by
29CFR 1910.120 (q). The Safety Officer will:
(a)
Determine the need for establishing exclusion zones for
emergency workers.
(b)
Establish a decontamination facility for exposed emergency
workers and equipment.
(c)
Provide on scene medical supervision and treatment
capability.
(d)
Ensure that emergency workers use appropriate protective
equipment that meets OSHA standards.
(4)
b)
Recording, initiating, and maintaining records on exposure to
emergency workers.
Response Level II & III
Page 19 of 48
The Incident Commander, Westchester County Health Department and
facility personnel will be responsible for items “1” through “5” as
described in Response Level I above.
4.
Public Protective Actions - In-Place Sheltering
a)
Response Level I
There should be no need for protective action for the general public under
Response Level I.
b)
Response Level II
Upon the decision to implement in-place sheltering, the incident
commander will provide instructions to the affected area or special
facilities; see sample “In-Place Sheltering Instructions” below.
c)
Response Level III
Upon the determination to implement in-place sheltering, Incident
Command will advise the PIO of the need to implement emergency public
warning systems.
d)
5.
In-Place Sheltering Instructions
(1)
Close all doors; close and lock all windows; seal gaps under doorways
and windows with wet towels or thick tape.
(3)
Turn off all heating systems or air conditioners.
(2)
Set ventilation systems to 100% recirculation. If not possible, turn off
system.
(4)
Seal any gaps around window air conditioners, bathroom exhaust fans,
range vents, dryer vents.
(6)
Close as many internal doors as possible.
(8)
If you suspect that the gas or vapor has entered the structure you are in,
hold a wet cloth over mouth.
(5)
Close fireplace dampers.
(7)
If explosion is possible, close drapes curtains and shades over
windows. Stay away from windows.
Public Protective Action - Evacuation
a)
Response Level I
There should be no need for evacuation under Response Level I.
b)
Response Level II
Page 20 of 48
Upon the decision to implement an evacuation, the Incident Commander
will be responsible for its implementation.
c)
Response Level III
Upon the decision to implement an evacuation as a protective action, the
Incident Commander will be responsible for its implementation in
accordance with local/county evacuation procedures. Evacuations which
demand urgent and immediate action will be directed and managed by the
Incident Commander.
Evacuation of a major scope requiring extensive relocation and support
services will be under the authority of the local chief executive with
assistance from the County Health Department and other County and State
agencies as needed.
d)
Evacuation Considerations
(1)
Evacuation routes shall be selected to avoid exposure to the hazardous
materials. Main routes will be used when possible.
(3)
Downwind and low level areas should be considered as first priority
movement areas when gaseous clouds are involved.
(2)
This includes the area of actual damage and the area of actual danger
due to drifting gases, radioactivity, subsequent explosions, etc.
(4)
When dealing with fire/explosion potential, consider all areas as first
priority movement areas.
(5)
Obtain a current weather and forecast briefing to determine wind
direction and potential weather affects.
e) Incident Evaluation
1.
OSHA Standard 1910.120 requires the Incident Commander to debrief and evaluate
the emergency as soon as possible.
a)
Incident Debriefing:
The IC may conduct an incident debriefing at the incident conclusion. The
debriefing should include, but not be limited to providing the following
information: hazard information; exposure signs and symptoms of materials
involved; name of individual responsible for post-incident medical contract;
and gather names of all outside responders and agencies.
b)
Critique
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The IC shall conduct a critique for all hazardous materials incidents. Such
critique will review the incident for the purpose of identifying both those areas
that may be improved. The critique process should include representatives
from each responding agency and identification of areas for improvement or
changes to local training or procedures as appropriate.
III.
TRAINING AND EXERCISE PROCEDURES
A.
Training
1.
The employer has the responsibility, under the OSHA 1910.120 regulation, to
provide and arrange training for employees and volunteers who shall respond to a
hazardous materials incident. Training shall be based on the duties and functions
to be performed by each responder of an emergency response organization.
Recognizing that training is essential to meet the specific needs of emergency
responders, the Westchester County Fire Coordinator, EMS Coordinator, and the
Westchester County Department of Public Safety (Police) may also schedule
courses that address the unique concerns and needs for the local hazardous
materials preparedness program.
For additional information about Westchester County’s Training Schedule, please
contact the Westchester County Emergency Services Training Center for
scheduling information.
B.
Exercises
1.
Purpose
To establish a comprehensive exercise program that will effectively implement
and evaluate the Westchester County Hazardous Materials Response Plan.
2.
Situation
Section 303(c) (9) of Title III and 1910.120 places a requirement on local
jurisdictions to establish methods and schedules for exercising the emergency
plan. In establishing training programs and schedules, Westchester County
recognizes the need for an integrated, Homeland Security Exercise and Evaluation
Program-compliant, exercise program that will ensure that community response
agencies and facilities successfully perform their emergency roles and functions in
accordance with the County’s Comprehensive Emergency Management Plan. An
Page 22 of 48
effective exercise program will also strengthen response management,
coordination and operations, and reveal opportunities for improvement that can be
acted upon prior to an emergency. Corrective actions can then be taken to
improve and refine public safety capabilities.
3.
Types of Exercise
a)
Tabletop Exercise
A tabletop drill is primarily a learning exercise that takes place in a
meeting room setting. The plan, its procedures, prepared situations and
problems are combined with role playing to generate discussion of the
policies and resources. Tabletop exercises are an excellent method of
familiarizing groups and organizations with their roles and in
demonstrating proper coordination. They are also a good environment to
reinforce the logic and content of the plan and to integrate new policies
into the decision making process. They allow participants to act out
critical steps, recognize difficulties, and resolve problems in a nonthreatening format. A tabletop drill usually lasts 2 - 4 hours and requires a
trained facilitator.
b)
Full-Scale Exercise
The full-scale exercise evaluates several components of an emergency
response and management system simultaneously.
It exercises the
interactive elements of a community emergency program under field
conditions. A detailed scenario and simulation are used to approximate an
emergency scenario and simulations are used to approximate an emergency
which requires on-scene direction and operations, and also includes
coordination and policy-making roles at an emergency operations or
command center. Direction and control, mobilization of resources,
communications and other special functions are commonly exercised.
IV.
PLAN MAINTENANCE AND UPDATING PROCEDURES
A.
Plan Distribution
The Westchester County Hazardous Material Emergency Response plan will be distributed, at
a minimum, to the following:
1.
Members of the Westchester County Local Emergency Planning Committee.
2.
Chemical facilities subject to section 302 of SARA Title III.
3.
Chief executives of Westchester County municipalities.
Page 23 of 48
B.
4.
County Departments with involvement in implementation of the plan.
5.
Westchester County Legislators.
Plan Update
The plan will be reviewed annually by the Local Emergency Planning Committee. Plan
review will be geared toward ensuring accuracy and completeness of the following
information:
1.
Facilities subject to Section 302.
a)
Substances in use, and quantities.
b)
Emergency coordinators and alternatives.
c)
Emergency response procedures.
2.
County response personnel and procedures.
3.
Resources available.
4.
Emergency contact telephone numbers.
In the event that errors or changes are detected during plan reviews or any other time the
following steps will be taken:
1.
The affected pages will be revised accordingly.
2.
Revised pages will be distributed to the list of those individuals who received the
original plan, with instructions to replace appropriate pages.
3.
Comments on or requests for changes to the Westchester County Hazardous Materials
Emergency Response Plan should be directed to:
Westchester County Local Emergency Planning Committee c/o WCOEM
200 Bradhurst Avenue
Hawthorne, NY 10532
Page 24 of 48
APPENDIX A: WESTCHESTER COUNTY LOCAL EMERGENCY PLANNING COMMITTEE
Listing of Current Members by Community Agency Representation
LEPC Chair:
Peter McDonough
Westchester County Department of Environmental Facilities
COMMUNITY AGENCY REPRESENTATION
Mayor/City Manager:
As Appointed
State Elected Official:
As Appointed
Police:
George Longworth, Commissioner
Westchester County Department of Public Safety
Fire Services:
John M. Cullen, Commissioner
Westchester County Fire Coordinator
Westchester County Department of Emergency Services
Peter Pitocco, Special Operations Chief
Hazardous Material Response Team
Emergency Management:
Dennis Delborgo, Director
Westchester County Office of Emergency Management
Kevin W. Ryan, Program Specialist
Westchester County Office of Emergency Management
Environmental Agency
Jan Blaire
Chairperson
Westchester County Environmental Management Council
Page 25 of 48
Health Department
J. Carlos Torres
Director, Office of Environmental Health Risk Control
Westchester County Department of Health
Hospital
Jeff Meade
Phelps Memorial Hospital Center
Emergency Medical
Services
Nyle Salley, Program Specialist
Emergency Medical Services Division
Transportation
Andrew Ziegler, Program Administrator
Westchester County Department of Transportation
Industry
Bill Anzovino
Health, Safety and Environment
Dolce International
Community Liaison
As Appointed
Media
Kieran O’Leary
Public Information Officer
Westchester County Department of Public Safety
Planning
Christina Andersen
Westchester County Department of Planning
Page 26 of 48
APPENDIX B: EMERGENCY TELEPHONE DIRECTORY
WESTCHESTER
60 Control (Emergency/24 hours)
914-231-1900
Department of Health
914-813-5000
Department of Emergency Services (working hours)
914-231-1850
Department of Public Safety
914-864-7700
LEPC General Business Number
914-864-5450
NEW YORK STATE
New York State Watch Center
518-292-2200
Department of Environmental Conservation
800-457-7362
State Police (24 hour Warning Point)
518-457-2200
Department of Transportation (working hours)
914-769-4700
Region 8 (Poughkeepsie) 24 hours
914-431-5700
Thruway Authority
518-436-2700
Office of Fire Prevention & Control (24 hour Technical Assistance)518-474-6746
U.S. FEDERAL GOVERNMENT
National Response Center (EPA/Coast Guard) 24 hours
800-424-8802
U.S. Department of Labor (OSHA)
914-524-7510
Agency for Toxic Substances and Disease Registry (24 hours)
404-452-4100
National Weather Service
800-226-0217
Federal Emergency Management Agency National (24 hours)
202-646-2400
Federal Emergency Management Agency Region II
212-225-7208
Page 27 of 48
OTHER USEFUL NUMBERS
Chemtrec
800-424-9300
Poison Control Center
800-222-1222
American Red Cross (days)
914-946-6500
Port Authority of New York and New Jersey
201-963-7111
Metro-North (24 hours)
212-340-2050
212-340-2051
Consolidated Edison (24 hours)
212-580-6763
New York State Electric and Gas (24 hours)
800-572-1121
DES Emergency Contact Information List (see following pages)
Page 28 of 48
Figure 1: Westchester Emergency Services Contacts (http://emergencyservices.westchestergov.com/images/stories/pdfs/ems/erg_emergcontact.pdf)
Page 29 of 48
Figure 2: Westchester Emergency Services Contacts (http://emergencyservices.westchestergov.com/images/stories/pdfs/ems/erg_emergcontact.pdf)
Page 30 of 48
APPENDIX C: SARA SECTION 302 AND SECTION 311-312 FACILITIES
Regulated Facilities
The Local Emergency Planning Committee (LEPC) is required to identify facilities that use or store
Hazardous Materials and Extremely Hazardous Substances (EHS) A list of EHS substances can be found a
the US Environmental Protection Agency website: http://www.epa.gov/ceppo/pubs/title3.pdf.
The LEPC is also required to identify routes that are likely to be used in the transportation of EHS. In
addition the LEPC is also required to identify those facilities that contribute to or are subject to additional
risk due to proximity to facilities that store EHS.
Facilities that Store Hazardous Material/EHS
The LEPC has identified facilities with EHS and Hazardous Materials from reviewing Tier II Reports. The
data from these facilities have been entered into the CAMEO database program suite (CAMEO). A list of
those facilities with EHS is currently in CAMEO. The LEPC will continually maintain and improve this
listing.
Page 31 of 48
APPENDIX D: TRANSPORTATION ROUTES FOR HAZARDOUS MATERIALS/EHS
The LEPC is required to identify routes likely to be used in the transportation of Hazardous Materials/EHS.
Westchester County is largely a suburban county with an airport, several railroad lines extending to New
York, a major river way, and several major pipelines traversing the county. This section will provide an
overview of the types of transportation used in Westchester County. The following type of transportation
have been identified by the LEPC
•
•
•
•
•
Road
River and Waterway
Railroads
Pipelines
Air
Roads:
Many shipments of Hazardous Materials and EHS are in transit throughout the region. Quantities can range
from small shipments to tank cars. It is possible that EHS could be shipped through the region. Typical
accidents can include ruptured fuel tanks, low overhead clearance accidents and collisions.
Major accidents often include highway closure and traffic control. This can cause a large disruption in
traffic and cause a large short-term economic impact. In addition, an accidental release of a large quantity
could result in protective action for the vicinity. Major highways include: I-95, I-87, I-684 and I-287
Westchester County does not restrict vehicular traffic aside from the State of New York’s size and weight
restrictions.
River:
The western boundary of Westchester County is the Hudson River and the southern boundary is Long Island
Sound. Westchester County does not restrict navigable transportation of goods and additional locations of
interest include the Eastchester Creek in Mount Vernon and the Byram River in Port Chester.
Railroads:
Westchester County is serviced by two railroads, Amtrak and the Metropolitan Transit Authority.
Pipelines:
There are several transmission pipelines that run through Westchester County. These include natural gas
pipelines and waterway aqueduct that serve the county and New York City.
Air:
Westchester County has an airport for commercial and private aircraft. Airplanes may carry “Dangerous
Goods” as classified by the US Department of Transportation. The size, quantity and packaging of
Page 32 of 48
dangerous good are strictly controlled. The physical hazard from a plane crash and the resulting fuel fire
would virtually outweigh any hazard from the cargo on board.
Page 33 of 48
APPENDIX E: 2015 MUNICIPAL EMERGENCY INFORMATION
Ardsley Village
Peter R. Porcino, Mayor
24-hour phone: 914-693-1550
Greenburgh Town
Paul Feiner, Supervisor
24-hour phone: 914-993-1540
Bedford Town
Chris Burdick, Supervisor
24-hour phone: 914-666-6530
Harrison Town/Village
Ronald Belmont, Mayor
24-hour phone: 914-670-3005
Briarcliff Manor Village
Lori A. Sullivan, Mayor
24-hour phone: 914-944-2782
Hastings on Hudson Village
Peter Swinderski, Mayor
24-hour phone: 914-755-0014
Bronxville Village
Mary C. Marvin, Mayor
24-hour phone: 914-337-6500
Irvington Village
Brian Smith, Mayor
24-hour phone: 914-591-7070
Buchanan Village
Theresa Knickerbocker, Mayor
24-hour phone: 914-737-1033
Larchmont Village
Anne H. McAndrews, Mayor
24-hour phone: 914-834-6230x1
Cortlandt Town
Linda D. Puglisi, Supervisor
24-hour phone: 914-734-1002
Lewisboro Town
Peter Parsons, Supervisor
24-hour phone: 914-763-9035
Croton on Hudson Village
Leo Wiegman, Mayor
24-hour phone: 914-980-9437
Mamaroneck Town
Nancy Seligson, Supervisor
24-hour phone: 914-381-7805
Dobbs Ferry Village
Hartley Connett, Mayor
24-hour phone: 914-231-8501
Mamaroneck Village
Norman S. Rosenblum, Mayor
24-hour phone: 914-777-7700
Eastchester Town
Anthony S. Colavita, Supervisor
24-hour phone: 914-771-3304
Mount Kisco Village
J. Michael Cindrich, Mayor
24-hour phone: 914-241-0500
Elmsford Village
Robert Williams, Mayor
24-hour phone: 914-592-6555
Mount Pleasant Town
Carl Fulgenzi, Supervisor
24-hour phone: 914-742-2301
Page 34 of 48
Mount Vernon City
Ernest Davis, Mayor
24-hour phone: 914-665-2360
Pleasantville Town
Peter Scherer, Mayor
24-hour phone: 914-769-1900
New Castle Town
Robert J. Greenstein, Supervisor
24-hour phone: 914-238-7281
Port Chester City
Dennis G. Pilla, Mayor
24-hour phone: 914-939-5201
New Rochelle City
Noam Bramson, Mayor
24-hour phone: 914-654-2150
Pound Ridge Town
Richard B. Lyman, Supervisor
24-hour phone: 914-764-3985
North Castle Town
Michael Schiliro, Supervisor
24-hour phone: 914-273-3001
Rye City
Joseph A. Sack, Mayor
24-hour phone: 914-967-7404
North Salem Town
Warren Lucas, Supervisor
24-hour phone: 914-669-5110
Rye Town
Joseph Carvin, Supervisor
24-hour phone: 914-939-3075
Ossining Town
Susanne Donnelly, Supervisor
24-hour phone: 914-762-6001
Rye Brook Village
Paul S. Rosenberg, Mayor
24-hour phone: 914-939-1121
Ossining Village
Victoria Gearity, Mayor
24-hour phone: 914-941-3554
Scarsdale Village
Jonathan Mark, Mayor
24-hour phone: 914-722-1100
Peekskill City
Frank Catalina, Mayor
24-hour phone: 914-734-4105
Sleepy Hollow Village
Kenneth Wray, Mayor
24-hour phone: 914-366-5100
Pelham Town
Peter DiPaola, Supervisor
24-hour phone: 914-738-1021
Somers Town
Rick Morrissey, Supervisor
24-hour phone: 914-277-3637
Pelham Village
Michael Volpe, Mayor
24-hour phone: 914-738-2015
Tarrytown Village
Drew Fixell, Mayor
24-hour phone: 914-631-1785
Pelham Manor Village
Jennifer Manachino Lapey, Mayor
24-hour phone: 914-738-8820
Tuckahoe Village
Steve Ecklond, Mayor
24-hour phone: 914-961-3100
Page 35 of 48
White Plains City
Thomas Roach, Mayor
24-hour phone: 914-422-1411
Yorktown Town
Michael Grace, Supervisor
24-hour phone: 914-962-5722x271
Yonkers City
Mike Spano, Mayor
24-hour phone: 914-377-6300
Page 36 of 48
APPENDIX F: WESTCHESTER COUNTY HOSPITALS
Community Hospital at Dobbs Ferry
128 Ashford Avenue
Dobbs Ferry, NY 10522
Phone: (914) 693-0700
New York -Presbyterian/Hudson Valley Hospital
1980 Crompond Road
Cortlandt Manor, NY 10567
Phone: (914) 737-9000
New York- Presbyterian/Lawrence Hospital
55 Palmer Avenue
Bronxville, NY 10708
Phone: (914) 787-1000
New York- Presbyterian Hospital/ Westchester Division
21 Bloomingdale Road
White Plains, NY 10605
Phone: (914) 682-9100
Montefiore/ Mount Vernon
12 North Seventh Avenue
Mount Vernon, NY 10550
Phone: (914) 664-8000
Northern Westchester Hospital
400 East Main Street
Mount Kisco, NY 10549
Phone: (914) 666-1200
Page 37 of 48
Phelps Memorial Hospital Center
701 North Broadway
Sleepy Hollow, NY 10591
Phone: (914) 366-3000
Saint John's Riverside Hospital - Andrus Pavilion
967 North Broadway
Yonkers, NY 10701
Phone: (914) 964-4444
Saint Joseph's Medical Center
127 South Broadway
Yonkers, NY 10701
Phone: (914) 378-7000
Montefiore/Sound Shore
16 Guion Place
New Rochelle, NY 10802
Phone: (914) 632-5000
Westchester Medical Center
Valhalla Campus
Valhalla, NY 10595
Phone: (914) 493-7000
White Plains Hospital Center
Davis Avenue at East Post Road
White Plains, NY 10601
Phone: (914) 681-0600
Page 38 of 48
APPENDIX G: INCIDENT REPORT FORM
Hazardous Materials Incident Report Form
Caller Name:
Date/Time of Call:
Affiliation:
Telephone Number:
Facility:
City, county, street and building number and nearest intersection
Emergency Contact:
First and last name, 24/7 phone number
Incident Description:
Injuries or illnesses reported:
Material Released:
If unknown, give DOT Placard # or other information as available
Quantity of Material:
Concentration:
Location of Release:
City, county, street and building number and nearest intersection
Substance:
Solid
EHS
Amount Released (lb/gal/cu ft):
Liquid
CERCLA
Release date/time (m/d/y, am/pm):
Gas
Unknown
Release duration (hrs/mins):
Check all that apply
Release to medium:
Air
Water
Land
Release spreading to:
Storm/sanitary sewers
Surface water
Ground water
Page 39 of 48
Health Risks:
Precautions:
Weather Conditions:
Additional Notifications:
Local Fire Department
Yes
No
Time:
Local Law Enforcement
Yes
No
Time:
Westchester Department of Emergency Services
Yes
No
Time:
Westchester Department of Health
Yes
No
Time:
Community Emergency Coordinator
Yes
No
Time:
NYS Dept. of Environmental Conservation
Yes
No
Time:
Federal National Response Center
Yes
No
Time:
Westchester Department of Emergency Services
Yes
No
Time:
Other:
Yes
No
Time:
Remarks:
Signature:
Form completed by:
Title:
Page 40 of 48
APPENDIX H: Tier II Reporting Facilities by Municipality (2014)
Ardsley: (3)
Harrison T/V: (11)
North Castle: (8)
Scarsdale: (7)
Bedford: (7)
Hastings On Hudson: (6)
North Salem: (5)
Sleepy Hollow: (2)
Briarcliff Manor: (5)
Irvington: (2)
Ossining T/V: (8)
Somers: (0)
Bronxville: (3)
Larchmont: (3)
Peekskill: (9)
Tarrytown: (7)
Buchanan: (4)
Lewisboro: (1)
Pelham T/V: (1)
Tuckahoe: (4)
Cortlandt: (14)
Mamaroneck T/V: (10)
Pelham Manor: (5)
White Plains: (39)
Croton on Hudson: (6)
Mount Kisco: (9)
Pleasantville: (6)
Yonkers: (39)
Dobbs Ferry: (4)
Mount Pleasant: (25)
Port Chester: (7)
Yorktown: (11)
Eastchester: (3)
Mount Vernon: (16)
Pound Ridge: (1)
Total (346)
Elmsford: (12)
New Castle: (8)
Rye C/T: (7)
Greenburgh: (10)
New Rochelle: (18)
Rye Brook: (0)
Page 41 of 48
APPENDIX I: ENVIRONMENTAL CONTRACTORS
*Contractor capabilities vary widely.
Note: The following is a list of companies that have obtained permits from WCDH within the
past two years to perform work at Petroleum Bulk Storage facilities. These companies provide
various services and will have various capabilities. (Petroleum storage tank installations, repairs
and removals, testing, site assessments, environmental remediation and compliance assistance)
This list is provided for informational purposes only. WCDH does not recommend or endorse
any company.
A.L. Eastmond & Sons, Inc., 1175 Leggette Avenue, Bronx, NY 10474 (718) 378-3000
o Petroleum tank & Equipment Services & oil spill remediation
Advanced Environmental, 33B Virginia Road, White Plains, NY 10603 (914) 761-8020
o Petroleum tank removal
American Petroleum, 63 Orange Avenue, Walden, NY 12586 (845) 742-2313
Arben Group, 175 Marble Avenue, Pleasantville, NY 10570 (914) 741-5459
o General construction firm & Petroleum tank removal
ATS Environmental - NJ, 286 Houses Corner Road, Sparta, NJ 07871 (800) 440-8265
ATS Environmental - NY, 11 York Road, Glenmont, NY 12077 (518) 439-7880
Barrier Motor Fuels, Inc., 20 Beech Lane, Tarrytown, NY 10591 (914) 631-2272
Beavers Petroleum Company, 88B Ridge Road, Horseheads, NY 14845
(607) 739-1790
o Petroleum tank & Equipment Services
Castlton Environmental, P.O. 609, Nanuet, NY 10954 (845) 624-1312
o Spill response for Oil & HazMat
CDSP Corp., 333 Mamaroneck Avenue, #300, White Plains, NY 10605 (914) 224-3300
o Inspection of Vessels and Tanks
Page 42 of 48
Conklin Services & Construction, 94 Stewart Avenue, Newburgh, NY 12550
(845) 561-1512
Connecticut Tank Removal, Inc., 118 Burr Court, Bridgeport, CT 06605
(203) 384-6020
o Petroleum tank removal & Spill response for Oil & HazMat
Don Carlo Environmental Services, Inc., 1225 Atlantic, Brooklyn, NY 11216
(718) 857-3100
Duff Price Excavating, LLC, 12 Elmwood Road, South Salem, NY 10590
(814) 533-2005
Dutchess Environmental, 936 Route 6, Mahopac, NY 10541 (845) 628-3610
o Petroleum tank removal & Spill response for Oil
Elite Environmental Services, 14 Morrissey Drive, Putnam Valley, NY 10579
(845) 528-0370
Enviro Clean Services, 110 Airport Drive, Wappingers Falls, NY 12590 (845) 463-4571
Enviro Waste, P.O. 747, Mahopac, NY 10541 (845) 279-0263
o Waste Oil Recovery Company
Environmental Closures, Inc. 150 Nassau Terminal Road, New Hyde Park, NY 11040
(516) 326-2600
Environmental Waste Minimization Inc., 14 Brick Kiln Court, Northampton, PA
18067 (484) 275-6900
o Tank removal & Spill response for Oil & Haz Mat
Page 43 of 48
Envirostar Corp., 50 Fields Lane, Brewster, NY 10509 (845) 279-9555
o Petroleum tank removal & Spill response for Oil & Mold
Feliks & Son Strorage Tank Co., 191 Tulip Avenue, Floral Park, NY 11001
(516) 369-2888
Island Pump & Tank, 40 Doyle Court, East Northport, NY 11731 (631) 462-2226
Lube Rite & Equipment Corp., P.O. 277, Brookhaven, NY 11719 (631) 286-4592
o Tank & Equipment Services
Luzon Environmental Services, P.O. 1070, Woodridge, NY 12789 (845) 434-7805
Madison Energy Corp., P.O. 662, Somers, NY 10589 (914) 276-8690
Miller Environmental Group, 169 Stone Castle Road, Rock Tavern, NY 12575
(845) 569-1200
o Spill response for Oil & HazMat
MPCC Corp., 81 Rockdale Avenue, New Rochelle, NY 10801 (914) 636-0000
o Excavation contractor
MRO Pump & Tank Inc., 15 Fisher Avenue, Nanuet, NY 10954 (845) 624-8197
National Environmental Management, 176-11 Central Avenue, Farmingdale, NY
11735 (631) 236-3871
National Environmental Specialists, 26 Broadway, Hawthorne, NY 10532
(914) 741-5472
o Petroleum tank removal & Spill response for Oil
New England Env. Tank Svc, Inc., 458 Danbury Road, Unit A16, New Milford, CT
06776 (860) 354-0500
Page 44 of 48
Northeast Environmental Inc., 225 Valley Place, Mamaroneck, NY 10543
(914) 777-1930
NYC Tank Testing Inc., 1624 Webster Avenue, Bronx, NY 10457 (718) 731-7011
Papitto Construction Co. Inc., 867 Fair Street, Carmel, NY 10512 (845) 878-2550
o Petroleum tank removal & Equipment Services
Pro Test, P.O. 1937, Babylon, NY 11704 (631) 321-4670
Professional Fuel Oil Corp., 269 Union Avenue, New Rochelle, NY 10801
(914) 632-4293
Reliable Oil, 277 Veterans Road, Yorktown Heights, NY 10598 (914) 962-4508
Riteway Tank Maintenance Corp., 700 Hicks Street, Brooklyn, NY 11231
(718) 855-7272
RND Services Inc., 10 Waldron Avenue, Nyack, NY 10960 (845) 348-6355
Robison Oil Corp., 500 Executive Boulevard, Elmsford, NY 10523 (914) 847-0335
Royal Environmental Services, P.O. 8596, Pelham, NY 10803 (914) 328-6549
o Petroleum tank removal & Spill response for Oil & Haz Mat
Sal Mangione Construction Co. Inc., 581 Main, Seymour, CT 06483 (203) 881-0873
Tank Masters Inc., 21 Daly Lane, Chester, NY 10918 (845) 469-3120
Page 45 of 48
TTI Environmental, Inc., 1253 North Church Street, Moorestown, NJ 08057
(609) 304-3964
Tyree Organization Ltd. - CT, 125 Commerce Drive, Brookfield, CT 06804
(203) 740-8200
Page 46 of 48
APPENDIX J: Westchester County Hazardous Materials and WMD
Response Resources
Hazardous Materials Response Teams in Westchester County
• Westchester County Department of Emergency Services Hazardous Materials Response
Team
NIMS Type II team with approx. 45 trained Technicians
• Yonkers Fire Department Hazardous Materials Response Team
WMD Squads are trained and equipped to handle minor Hazardous Materials Responses as well
as first or supplemental response to WMD situations for Technical and/or Mass
Decontamination.
• Squad 2 – New Rochelle, Larchmont, Pelham Manor Fire Departments
Type B-II Haz Mat and Type D-I Decon Team
• Squad 3 – Mt Vernon Fire Department
• Squad 4 – White Plains Fire Department
• Squad 5 – East Chester and Scarsdale Fire Departments
• Squad 6 –Fairview, Greenville and Hartsdale Fire Departments
Regional Hazardous Materials Response Partnership: Westchester County’s Hazardous Materials
Response Teams has developed a partnership with both Dutchess and Putman counties to share
the resources, equipment and manpower of their respective teams in accordance with current
New York State guidance.
• Dutchess County Department of Emergency Response - Hazardous Materials Response
Team
• Putnam County Bureau of Emergency Services - Hazardous Materials Response Team
NIMS Type III team with approx. 21 trained Technicians
Chemical Emergency Response in Westchester
• Westchester County Department of Health maintains this unit to respond to chemical
emergencies and hazardous spills.
Page 47 of 48
Bomb Squad/Hazardous Device Resources in Westchester County:
• Westchester County Department of Public Safety – Hazardous Device Unit (HDU)
HDU is credentialed through the FBI and handles all incidents involving hazardous
devices, including explosives and/or potential explosives.
Additional Hazardous Materials Response Resources in Westchester County:
• Westchester County Department of Emergency Services Hazardous Materials Response
Team maintains a cache of equipment for both chemical and WMD incidents at the Fire
Training Center and Support Services Building in Valhalla, New York. Resources
include but are not limited to, a Mass Decon Trailer, foam assets, and assorted equipment
and supplies.
Page 48 of 48
#6
#3
STAGED RESOURCES
#5
#2
# of RED
Division/Group
# of YELLOW
Medical Unit
Leader
Situation Unit
Leader
FBI
Police Other: e.g. NYCDEP PD, MTA PD
Regional: NYC, CT, Rockland, Putnam counties:
NYSDHSES: OFPC, OEM
NYS DEC
NYC DEP
5/19/20154:30 PM
Chaplain
EPA
NYS DOT
CISM/T
Transportation (Beeline, MNR, Airport)
NYSP
Utility: Electric
Utility: Water
County Public Works/Transportation
Utility: Gas
County Health Dept.
County Medical Examiner
Salvation Army
American Red Cross
60 Control
County Police
Hospitals
Highway/Public Works
Finance/Admin
Involved Agency/Responsible Party
NOTIFICATIONS
Communications
Unit Leader
Logistics
Resource Unit
Leader
Planning
Liaison Officer
Aid
Unified Command
Chief Elected Official
Division/Group
Public Information
Officer
Division/Group
Asst. Safety Officer
HazMat
Incident/Unified
Command
Safety Officer
Unified Command
RESPONSE ORGANIZATION CHART
# of BLACK
HOSPITALS:
# of GREEN
Division/Group
Aid
Temporary Morgue:
Triage Area:
Treatment Area:
Transport Area:
Division/Group
Operations
Staging Area
Manager
MASS CASUALTY RESPONSE
Research - Tech
Specialist
Decontamination
Leader
Entry Leader
Site Access
Control Leader
HazMat Group
LOCATION OF:
C:\Users\jmw3\Desktop\OPERATIONS\HazMat Response\HazMat Plan\2015HazMatResponseCommandWorksheet.xlsx2015HazMatResponseCommandWorksheet.xlsx
Incident documentation
Safeguard evidence
Establish Command (Unified
Command)
Elapsed Time:
10
20
30
40
50
1hr.
2hrs.
3hrs.
4hrs.
5hrs.
Completed Time:
INCIDENT INFORMATION
Time of Incident:
Incident Name:
Incident Access:
Identify hazardous substances/ Incident Egress:
Command Post:
conditions
Safety Officer/Safety Plan
Staging Area:
Limit personnel exposed
Water Supply:
Establish control zones
Helo Landing Zone:
PPE/Respiratory protection
EOC:
Decontamination
HAZARD INFORMATION
Hazmat monitoring
Material:
Rescue, including triage
Container Type:
Fire suppression
Quantity:
Establish accountability
Hazards:
Request additional resources
Hazards:
Designate Staging area/STAM Other:
Notifications
Other:
Establish Command Post
COMMUNICATIONS (radio/other)
Expand Incident Organization
Command:
HazMat:
Ensure responder safety/
Fire/Rescue:
perimeter security
Conduct Inter-agency briefings Medical:
Provide situation updates
Law Enforcement:
Public information/warning
Other:
Evacuation/Reception Centers Other:
Other:
Family assistance center
MEDIA
Coordinate evacuations
Cover day-to-day emergencies Public Info Officer:
Medical monitor responders
PIO Location:
Responder rehab
Media Briefing Area:
Crisis intervention
Responsible Party:
Coordinate with Hospitals
Media Releases & Briefings
#1
#4
Fatality management
RESPONSE
WESTCHESTER COUNTY - HAZMAT RESPONSE WORKSHEET
Patients
Incident involves spill or release which
requires HazMat resources; does not
involve contaminated civilians or
responders.
Incident can be controlled by on-scene
units and requires no additional
resources.
• 1 EMS Supervisor - Medical Branch
Director (1st)
• 1 BLS Ambulance
• Additional LE resources or mutual
aid response as determined by local
response protocol
• WCPD Hazardous Devices Unit
(HDU) as determined
• WCHD Spill Response (if not already
on-scene)
• Initial EMS Response
• Initial Law Enforcement Response
• WC Health Dept. (WCHD) Spill
Response as appropriate
• NYS Dept. of Environmental
Conservation(DEC)
Draft Version: 3/26/2015 8:15 AM
• FOAM: Westchester DES Foam Trailer, Yonkers Foam Engine
• MASS DECON: Mass Decon Units (MDU), Mass Decon Support Units (MDSU)
• HAZMAT: Montrose VA Hospital HazMat Unit; Ossining Spill/Haz-Mat Trailer
• 1 Deputy EMS Zone Coordinator IC liaison
• 1 EMS Supervisor
• 1 BLS Ambulance
• 2 ALS Ambulance
o 1 dedicated to Hazmat operations
• Westchester HMRT or Yonkers Fire
HMTF
• 1 WMD/Hazmat Squad (light or
Heavy)
• Westchester HMRT or Yonkers Fire
HMTF Officer may be contacted via
dispatcher
4th Alarm HazMat
Bee-Line or other bus resources
Local Public Works Resources
NYS Department of Transportation
Private Sector resources
• Consider IMT request for long-term
operations
• NYNG Civil Support Team as
determined
• Red Cross (if not already on-scene)
• Critical Incident Stress team (DCMH
or other) (if not already requested)
• Red Cross as determined
• Critical Incident Stress Team (DCMH
or other) as determined
•
•
•
•
• Additional supervisors/personnel (to
fill ICS positions) as determined
• Consider County/local EOC
• Additional LE resources or mutual aid
response as determined
• WCPD HDU and/or regional bomb
squad resources as determined (if
not already on-scene)
• NYSP Hazardous
Materials/Clandestine Lab resource
as determined
• Additional EMS units based on
need/patient count
• FDNY and/or Putnam & Dutchess
Hazmat Resources
• Additional Fire resources as
determined
~ out of county resources required~
• COML (if not already on-scene)
• Communications unit as determined
• Additional supervisors/personnel (to
fill ICS positions) – RESL, SITL,
FACL
• NYSOEM
• 1 Deputy EMS Zone Coordinator Medical Branch liaison
• 2 EMS Supervisors
o Medical Unit Leader (2nd)
• 3 BLS Ambulance
• 2 ALS Ambulance
o 1 additional dedicated to Hazmat
operations
• Hospital Liaison
need/patient count
• Additional LE resources or mutual aid
response as determined
• WCPD HAMER Team (if not already
on-scene)
• WCPD HDU as determined (if not
already on-scene)
• Westchester HMRT and Yonkers Fire
HMTF (adds whichever is not already
on-scene)
• 2 WMD/Hazmat Squads
• 1 Mass Decon Shower Trailer
determined
• 1 Deputy Fire Coordinator - OSC
liaison
• 1 FAST Unit (additional)
~ all in-county resources committed~
Incident involves mass decontamination
response requiring decontamination of
a large number of victims as quickly as
possible.
5th Alarm HazMat
• Type III IMT or greater for long-term
operations
• NYNG Civil Support Team (if not
already on-scene)
 County and/or local EOC Activation
 Additional law enforcement
resources as determined
 WCPD HDU and regional bomb
squad resources (if not already onscene)
 State and/or Federal Resources
including but not limited to: NYSP,
FBI
need/patient count
• State and/or Federal Hazmat
Resources as determined
determined
Incident involving suspected criminal or
terrorist activity. Inherently increased
complexity requiring strong interagency/inter-jurisdictional
communication and coordination.
6th Alarm HazMat-WMD
Multi-Discipline HazMat Greater Alarm Proposal
Incident involves spill or release with 5
or more contaminated civilians or
responders and requires HazMat
resources for possible rescue,
mitigation and decontamination.
• Westchester DES Technical Rescue Team
• Westchester Police and/or NYSP aviation
• NYC Department of Environmental Protection
• Responder Rehabilitation Unit
• Communications Unit Leader
(COML) as determined
• Communications unit as determined
• Additional supervisors/personnel for
ICS positions: PIO, LOFR, PSC, LSC
• NYS OFPC
• Additional LE resources or mutual
aid response as determined by local
response protocol
• WCPD HAMER Team as determined
• WCPD HDU as determined (if not
already on-scene)
• Fire mutual aid response as
determined by local response
protocol
• 1 Deputy Fire Coordinator - Staging
Manager (STAM)
• 1 FAST Unit
• Cascade/Air Unit
• 2 WMD/Hazmat Squads (1 light and
1 Heavy)
• Fire mutual aid response as
determined by local response
protocol
• 1 Deputy Fire Coordinator - IC liaison
Incident involves spill or release with 4
or less contaminated civilians or
responders and requires HazMat
resources for possible rescue,
mitigation and decontamination.
3rd Alarm HazMat
• Initial Fire Response
~ handled by resources available
with the Authority Having
Jurisdiction~
2nd Alarm HazMat
1st Alarm HazMat
Description
Fire
Hazmat
EMS
Law
Enforcement
Other
Special Call
S E C T I O N V I : A T T A C H ME N T S
THE FOLLOWING ATTACHMENTS ARE SOURCE DOCUMENTS AND REFERENCES TO BE
UTILIZED IN IMPLEMENTATION AND REVIEW/REVISION OF THIS SEMP.
32
Version: 2.0
ATTACHMENT A
33
Version: 2.0
VILLAGE OF PORT CHESTER, NY - Threat/Hazard
Identification & Risk Assessment Chart
Threat/
Hazard
Impact/Effect on Organization
Occurrence/
Likelihood
Context Description
Airplane
Crash
Facilities damage, Equipment
damage, Excessive calls for service,
Permitting and inspection demands,
loss of staff due to inaccessibility,
Loss of staff due to injury or fatality,
loss of communications and power
Medium
The Village is on the flight path for the Westchester County Airport. A
crash in the Village could cause mass casualties and mass property
damage.
CBRN
Incident
loss of staff due to inaccessibility,
loss of communications and power,
Fatigue, Mass response and
monopolization of emergency
personnel, injury or fatality of staff,
Inability to process work, Heat
exposure
Low-Medium
Chemical, biological, radiological and nuclear (CBRN) weapons are
among the most dangerous weapons in the world. Several terrorist
groups have actively sought weapons of mass destruction as they can
cause a higher mortality than conventional weapons. The Village's
proximity to NYC and other regional attractions, combined with its
favorable regional location opens the opportunity for terrorism. The
Threat levels vary as threats and hazards are identified by DHS. The
Village is outside of the Indian Point Nuclear Plant Protective Action
Areas, however our proximity to the Emergency Planning Zone puts
makes a reasonable as a refuge for evacuees.
loss of staff due to inaccessibility
Medium-High
Nationally, much critical infrastructure (roads, bridges, levys, dams, etc.)
is beyond its useful life and in need of repair and/or replacement. The
Village has several major roadways, bridges, and other critical
infrastructure within or otherwise accessing the Village. The Greenwich
Dam is directly upstream from the Village. A rupture could potentially
cause massive flooding damage to the northern eastern portions of the
Village.
Cyber
Incident
Loss of communications, Database
access, Processing capabilities,
Inhibited work flow
Low-Medium
Limited IT resources and thus limited capacity leaves the Village
vulnerable to cyber incidents.
Disease
Outbreak
Excessive calls for EMS services,
Loss of staff due to illness, Limited
service delivery, Fatigue
Medium-High
The Village is one of the densest in the region. Over crowding and
socioeconomic factors lend to spread of illness. The Village is a transit
hub with proximity and ease of access to surrounding areas including
NYC, Greenwich, Stamford, etc.… thousands of visitors annually.
Critical
Infrastructure
Failure
Earthquake
Facilities damage, Excessive calls for
service, Injuries to staff
Low
Several fault line exist in the near area. Minor earthquakes reported in
past.
Flood
Loss of staff due to inaccessibility
Medium
The Village is a coastal community adjacent to the Byram River and the
Long Island Sound. Low lying coastal areas have been historically
susceptible to flooding and storm surge.
Mass Casualty
Event
Mass response and monopolization
of emergency personnel, Mass
injuries and/or loss of life, Excessive
calls for service, Property damage,
Infrastructure damage, PTSD
Medium-High
The economic benefits realized by our strategic location also exposes the
Village to potential hazards. We are known as the Restaurant Capital of
Westchester County. We have a nationally recognized music venue. We
have been recognized as not only one of the 10 most exciting places to
live in New York by MOVOTO in 2014 but also by the Wall Street Journal
in 2015 for our growth and positive transformation. Resultantly, we have
numerous public and private events that attract hundreds if not
thousands of people in confined and/or otherwise constricted areas.
Events planning, coordination, and Ops planning needs to be moved to
the forefront.
Hurricane
Loss of staff due to inaccessibility,
Loss of communications and power,
Fatigue
Medium
The Village is a coastal community adjacent to the Byram River and the
Long Island Sound. Low lying coastal areas have been historically
susceptible to flooding, high winds, and storm surge. We have many trees
that are susceptible to damage and uprooting from high winds thereby
downing power lines and damaging property.
Power Failure
Excessive calls for service, Inability
to process work, Limited
communications, Heat exposure
Medium
All of the Village's electrical grids and infrastructure are above ground
and relatively old. Loss of power is semi routine during heavy winter
and/or summer storms due to snow loads and or wind damage.
School and
Workplace
Violence
of emergency personnel, Injury or
fatality of staff
Low-Medium
The Village hosts two elementary schools, one middle school, one high
school, and multiple private school locations (catholic, daycares, etc.…)
potential for active shooter etc.… exists.
Train
Derailment
of emergency personnel,
Infrastructure damage, Mass
injuries or loss of life
Low
The Village is home to the Metro North Stamford/New Haven Line with a
station near the heart of downtown. A derailment could create many
casualties to riders and others depending upon the location of the event.
Urban
Conflagration
of emergency personnel
Medium-High
The Village is one of the densest in the region. We have a major
overcrowding problem which results in illegal occupancies, work without
permits and dangerous structural, electrical, and fire hazards. Lax code
enforcement combined with above made the Village a tinder box.
Winter Storm
Loss of staff due to inaccessibility,
Loss of communications and power,
Fatigue
High
We have many trees that are susceptible to damage from snow loads
thereby downing power lines and damaging property. Power outages
affect our population of senior citizens.
ATTACHMENT B
29
Version: 1.0
Threat and Hazard Identification
and Risk Assessment Guide
Comprehensive Preparedness Guide (CPG) 201
Second Edition
August 2013
CPG 201: Threat and Hazard Identification and Risk Assessment Guide—Second Edition
Table of Contents
Forward .......................................................................................................................... 1
Overview ........................................................................................................................ 1
THIRA Process.........................................................................................................................1
Relationship to Other Risk Assessments................................................................................2
Core Capabilities ......................................................................................................................2
National Preparedness System................................................................................................3
Whole Community Involvement.............................................................................................4
Updating Previous THIRAs ....................................................................................................5
Step 1: Identify the Threats and Hazards of Concern ................................................ 5
Types of Threats and Hazards ................................................................................................5
Sources of Threat and Hazard Information ..........................................................................6
Factors for Selecting Threats and Hazards ...........................................................................7
Step 1 Output............................................................................................................................8
Step 2: Give the Threats and Hazards Context ........................................................... 9
Context Description: Factors to Consider .............................................................................9
Examples of Context Descriptions ........................................................................................10
Step 2 Output..........................................................................................................................10
Step 3: Establish Capability Targets ......................................................................... 10
Impacts and Desired Outcomes ............................................................................................11
Developing Capability Targets .............................................................................................12
Example Capability Target ...................................................................................................14
Step 3 Output..........................................................................................................................14
Step 4: Apply the Results ........................................................................................... 14
Capability Estimation ............................................................................................................15
Resource Typing.....................................................................................................................16
Example of a Completed THIRA .........................................................................................18
i
Applying the THIRA Results to Resource Allocation Decisions and Preparedness
Activities..................................................................................................................................18
Step 4 Output..........................................................................................................................20
Conclusion................................................................................................................... 20
Appendix A: THIRA Template .................................................................................. A-1
Appendix B: Glossary ............................................................................................... B-1
ii
Forward
Comprehensive Preparedness Guide (CPG) 201, Second Edition provides communities
additional guidance for conducting a Threat and Hazard Identification and Risk Assessment
(THIRA). The First Edition of this Guide (April 2012) presented the basic steps of the THIRA
process. Specifically, the First Edition described a standard process for identifying communityspecific threats and hazards and setting capability targets for each core capability identified in the
National Preparedness Goal as required in Presidential Policy Directive (PPD) 8: National
Preparedness. 1
This Second Edition expands the THIRA process to include estimation of resources needed to
meet the capability targets. The Second Edition also reflects other changes to the THIRA process
based on stakeholder feedback, such as streamlining the number of steps to conduct a THIRA
and providing additional examples. Where appropriate, this Guide highlights key changes from
the First Edition of CPG 201. This Second Edition supersedes the First Edition of CPG 201.
Overview
Every community should understand the risks it faces. By understanding its risks, a community
can make smart decisions about how to manage risk, including developing needed capabilities.
Risk is the potential for an unwanted outcome resulting from an incident, event, or occurrence, as
determined by its likelihood and the associated consequences. 2 By considering changes to these
elements, a community can understand how to best manage and plan for its greatest risks across
the full range of the threats and hazards it faces. The THIRA process helps communities identify
capability targets and resource requirements necessary to address anticipated and unanticipated
risks.
T H I R A P ro c e s s
This Guide describes a four-step process for developing a THIRA:
1. Identify the Threats and Hazards of Concern. Based on a combination of experience,
forecasting, subject matter expertise, and other available resources, identify a list of the
threats and hazards of primary concern to the community.
2. Give the Threats and Hazards Context. Describe the threats and hazards of concern,
showing how they may affect the community.
3. Establish Capability Targets. Assess each threat and hazard in context to develop a specific
capability target for each core capability identified in the National Preparedness Goal. The
capability target defines success for the capability.
4. Apply the Results. For each core capability, estimate the resources required to achieve the
capability targets through the use of community assets and mutual aid, while also considering
preparedness activities, including mitigation opportunities.
1
For additional information on the National Preparedness Goal please visit http://www.fema.gov/nationalpreparedness.
2
DHS Risk Lexicon, June 2013.
1
The THIRA process is flexible and scalable and will work for communities of all sizes.
Communities can adapt these four steps, illustrated in Figure 1, to meet their specific needs and
resources.
Figure 1: The THIRA Process
R el at i o n sh i p t o O t h e r Ri s k As s es sm en t s
The THIRA process standardizes the risk analysis process that emergency managers and
homeland security professionals use every day through the normal course of their work. The
THIRA process builds on existing local, state, tribal, territorial Hazard Identification and Risk
Assessments (HIRAs) by:

Broadening the threats and hazards considered to include human-caused threats and
technological hazards

Incorporating the whole community into the planning process, including individuals;
families; businesses; faith-based and community organizations; nonprofit groups; schools
and academia; media outlets; and all levels of government, including local, state, tribal,
territorial, and Federal partners

Providing increased flexibility to account for community-specific factors.
C o r e C ap ab i l i t i e s
Communities use the core capabilities described in the National Preparedness Goal to organize
their capability targets in the THIRA process (see Table 1). The core capabilities provide a
common language for preparedness across the whole community. The core capabilities are
relevant to all five preparedness mission areas:

Prevention: Prevent, avoid, or stop an imminent, threatened, or actual act of terrorism.

Protection: Protect our citizens, residents, visitors, and assets against the greatest threats and
hazards in a manner that allows our interests, aspirations, and way of life to thrive.

Mitigation: Reduce the loss of life and property by lessening the impact of future disasters.

Response: Respond quickly to save lives; protect property and the environment; and meet
basic human needs in the aftermath of a catastrophic incident.
2

Recovery: Recover through a focus on the timely restoration, strengthening, and
revitalization of infrastructure, housing, and a sustainable economy, as well as the health,
social, cultural, historic, and environmental fabric of communities affected by a catastrophic
incident.
Table 1: Core Capabilities by Mission Area 3
Prevention
Protection
Mitigation
Response
Recovery
Planning
Public Information and Warning
Operational Coordination
Forensics and
Attribution
Intelligence and
Information
Sharing
Interdiction and
Disruption
Screening, Search,
and Detection
Access Control
and Identity
Verification
Cybersecurity
Intelligence and
Information
Sharing
Interdiction and
Disruption
Physical
Protective
Measures
Risk Management
for Protection
Programs and
Activities
Screening,
Search, and
Detection
Supply Chain
Integrity and
Security
Community
Resilience
Long-term
Vulnerability
Reduction
Risk and Disaster
Resilience
Assessment
Threats and
Hazard
Identification
Critical Transportation
Environmental
Response/
Health and Safety
Fatality Management
Services
Infrastructure
Systems
Mass Care Services
Mass Search and
Rescue Operations
On-scene Security
and Protection
Operational
Communications
Public and Private
Services and
Resources
Public Health and
Medical Services
Situational
Assessment
Economic
Recovery
Health and Social
Services
Housing
Infrastructure
Systems
Natural and
Cultural Resources
N a t i o n al P rep a red n es s S y st em
The National Preparedness System is the instrument the Nation employs to build, sustain, and
deliver the core capabilities in order to achieve the goal of a secure and resilient Nation. Figure 2
illustrates the six components of the National Preparedness System. 4
3
Planning, Public Information and Warning, and Operational Coordination are core capabilities common to all
mission areas.
4
For additional information on the National Preparedness System please visit http://www.fema.gov/nationalpreparedness.
3
Figure 2: Components of the National Preparedness System
The THIRA process supports the first two components of the National Preparedness System:
1. Identifying and Assessing Risk
2. Estimating Capability Requirements.
The THIRA process helps communities answer the following questions:

What does the community need to prepare for?

What resources are required in order to be prepared?

What actions (e.g., mitigation activities) could be employed to lessen or eliminate the threat
or hazard?

What impacts need to be incorporated into the community’s recovery preparedness planning?
The results of the THIRA process form the foundation for subsequent National Preparedness
System activities.
W h o l e C o mmu n i t y I n vo l v e men t
Developing an effective THIRA requires active involvement from the whole community.
Recognizing that preparedness is a shared responsibility, the National Preparedness System calls
for the involvement of everyone—not just government agencies—in preparedness efforts. When
developing and updating THIRAs, jurisdictions should ensure their assessment and planning
effort includes representatives and perspectives of the whole community. An informed public is
the best advocate for building and sustaining required capabilities and creating a secure and
resilient community.
Experience from the first year of THIRA implementation shows the importance of whole
community involvement. THIRAs developed with whole community involvement are more
comprehensive and measurable.
4
U p d a t i n g P re vi o u s T H I R As
When reviewing, revising, or updating an existing THIRA, jurisdictions should examine the
success and/or limitations of previous whole community engagement. In particular, jurisdictions
should assess whether partners representing the five preparedness mission areas and 31 core
capabilities participated. Communities are encouraged to engage representatives from different
homeland security and public safety disciplines and from outside government.
For each subsequent THIRA update, communities should also review how the threat and hazard
landscape has changed. In particular, consider the inclusion of new or emerging threats and
hazards, to include future risks (Step 1); updating threat and hazard context descriptions based on
demographic factors (Step 2); and revising capability targets based on current capability levels
(Step 3). Communities should refine resource requirements (Step 4) based on changes made in
previous steps and review how successful preparedness measures, such as protection or
mitigation efforts, affect their THIRAs.
Step 1: Identify the Threats and Hazards of
Concern
In Step 1 of the THIRA process, communities develop a list of community-specific threats and
hazards. This section:

Defines the types of threats and hazards that communities should consider

Introduces sources of threat and hazard information

Describes factors to consider when selecting threats and hazards for inclusion in the
THIRA

Provides guidance on updating previous THIRA submissions.
Figure 3: Step 1 of the THIRA Process
T yp e s o f T h r e at s a n d H az a rd s
Communities face a variety of threats and hazards. The three types of threats and hazards are:

Natural hazards, which result from acts of nature, such as hurricanes, earthquakes,
tornadoes, animal disease outbreak, pandemics, or epidemics.
5

Technological hazards, which result from accidents or the failures of systems and
structures, such as hazardous materials spills or dam failures.

Human-caused incidents, which result from the intentional actions of an adversary, such as
a threatened or actual chemical attack, biological attack, or cyber incident.
Table 2 provides examples of each type of threats and hazards.
Table 2: Example Threats and Hazards
Natural













Avalanche
Animal disease outbreak
Drought
Earthquake
Epidemic
Flood
Hurricane
Landslide
Pandemic
Tornado
Tsunami
Volcanic eruption
Wildfire

Winter storm
Technological








Airplane crash
Dam failure
Levee failure
Mine accident
Hazardous materials
release
Power failure
Radiological release
Train derailment

Urban conflagration
Human-caused






Biological attack
Chemical attack
Cyber incident
Explosives attack
Radiological attack
Sabotage

School and workplace
violence
S o u r ce s o f T h r e at an d H a z ard I n f o r m at i o n
Communities should consult a number of sources to identify threats and hazards during the
THIRA process. These sources may include:

State and local homeland security and emergency management laws, plans, policies, and
procedures

Existing threat and hazard assessments (e.g., HIRAs)

Records from previous incidents, including historical data

Local, regional, and neighboring community THIRAs

Analysis of critical infrastructure interdependencies, including disruptions and failures that
may originate elsewhere but produce cascading effects experienced locally (e.g., an electrical
power disruption that spreads both geographically and across sectors)

Intelligence fusion center bulletins and assessments

Whole community partners, such as:
6
•
Emergency management/homeland security agencies
•
Local and state hazard mitigation offices
•
Local or Regional National Weather Service offices
•
Tribal governments
•
Federal Emergency Management Agency (FEMA) Regional Offices
•
Private-sector partners
•
Local/state fire, police, emergency medical services, and health departments
•
Major urban area and state fusion centers
•
Infrastructure owners and operators
•
U.S. Department of Homeland Security (DHS) Protective Security Advisors
•
DHS Regional Cyber Security Analysts
•
Volunteer Organizations Active in Disasters
•
Colleges/universities, and other research organizations.
Additional Online Sources of Threat and Hazard Information

National Oceanic and Atmospheric Administration (NOAA) Areal Locations of Hazardous
Atmospheres (http://response.restoration.noaa.gov/aloha)

DHS OneView (https://gii.dhs.gov/OneView)

FEMA Hazus-MH (http://www.fema.gov/hazus)

FEMA Hurrevac (http://www.hurrevac.com)

U.S. Department of Energy LandScan (http://web.ornl.gov/sci/landscan)

National Weather Service Sea, Lake and Overland Surges from Hurricanes
(http://www.nhc.noaa.gov/surge/slosh.php)

NOAA Sea Level Rise and Coastal Flooding Viewer (http://csc.noaa.gov/digitalcoast/tools/slrviewer)

U.S. Army Corps of Engineers Debris Model
(http://eportal.usace.army.mil/sites/ENGLink/DebrisManagement/default.aspx)

FEMA Full-Spectrum Risk Knowledgebase (https://riskknowledge.fema.gov)

FEMA Lessons Learned Information Sharing (https://www.llis.dhs.gov)
F ac t o r s f o r S el e ct i n g T h r ea t s an d H a z a rd s
Communities should include only those threats and hazards of significant concern in their
THIRA. To identify threats and hazards of significant concern, consider two key factors:
likelihood of incident and significance of threat/hazard effects.
Factor #1: Likelihood of Incident
Likelihood is the chance of something happening, whether defined, measured, or estimated
objectively or subjectively. Communities should consider only those threats and hazards
that could plausibly occur.
As a starting point, communities should consider the threats and hazards that have historically
affected them, as well as those threats and hazards that exist regardless of historical occurrence
(e.g., earthquakes, industrial accidents, or intelligence-driven assessments of potential terrorist
attacks). This should include analyzing after-action reports and information about the root causes
of threats and hazards (e.g., major floods caused by inadequate levees), as well as consultation
7
with scientists and appropriate subject matter experts. Communities may also consider looking at
historical archives (e.g., at the local library) for reports of disasters in the community.
For threats and hazards for which it is difficult to estimate the likelihood of an incident (e.g.,
terrorism), communities should consider available intelligence data to determine inclusion in the
THIRA. Engaging state/local law enforcement or a major urban area or state fusion center can
provide the necessary insight into these types of events in order to focus on plausible threats.
Local public health and medical personnel can also offer insight about health-related concerns
such as pandemics.
Communities should take care to not over-rely on historical averages or patterns that may give a
false sense of likelihood. For example, many severe natural hazards (such as earthquakes or
floods) occur with such low frequency that relying on historical records alone may be
misleading. High-magnitude earthquakes, though rare, can have severe consequences and
therefore should be considered if the community is at risk for earthquake damage. Communities
should also consider the threats and hazards that similar communities include in their planning
processes or have recently responded to.
The scale and severity of disasters are growing and will likely pose systemic threats. Increasing
changes in demographic trends and technology are making the effects of disasters more complex
to manage. Population shifts to vulnerable areas and other demographic changes will affect
future disaster management activities and should be considered when selecting threats and
hazards.
Factor #2: Significance of Threat/Hazard Effects
The threat/hazard effects represent the overall impacts to the community. Communities should
consider only those threats and hazards that would have a significant effect on them.
Consider that different incidents present different types of challenges. In some cases the sheer
magnitude of the incident may be substantial; others may involve coordination complexities,
political sensitivities, or economic and social challenges.
Communities should not limit their THIRA to threats and hazards that they would be able to
manage, but should also consider threats and hazards resulting in large-scale disasters or
catastrophic incidents. Conversely, communities should exclude from the THIRA threats and
hazards with only minor impacts, regardless of likelihood.
Although incidents may have wider regional or national effects, communities should focus
strictly on the impacts within their jurisdiction. In some cases, it may be useful to include threats
and hazards that occur in other locations if they trigger local effects. For example, an industrial
accident at a chemical plant located in one particular community could affect people in another
community who are downwind from the accident.
S t ep 1 O u t p u t
The output of Step 1 is a list of the community’s threats and hazards of concern. These threats
and hazards will serve as the basis for Step 2.
8
Step 2: Give the Threats and Hazards Context
In Step 2 of the THIRA, communities add context descriptions to each threat and hazard
identified in Step 1. Context descriptions outline the conditions, including time and location,
under which a threat or hazard might occur. This section:

Identifies factors to consider when developing context descriptions

Provides examples of a completed threat/hazard context description.
C o n t ex t D e sc ri p t i o n : F a ct o rs t o C on si d e r
To develop threat and hazard context descriptions, communities should take into account the
time, place, and conditions in which threats or hazards might occur. Communities can use
expert judgment or analysis of probability and statistics to inform the descriptions of the different
threat and hazard conditions. Consider the following types of questions when developing context
for each threat and hazard:

How would the timing of an incident affect the community’s ability to manage it? What time
of day and what season would be most likely or have the greatest impacts?

How would the location of an incident affect the community’s ability to manage it? Which
locations would be most likely or have the greatest impacts? Populated areas? Coastal zones?
Industrial or residential areas?

What other conditions or circumstances make the threat or hazard of particular concern?
Atmospheric conditions (e.g., wind speed/direction, relative humidity)? Multiple events
occurring at the same time?
Threats and hazards can have different impacts depending on the time, place, and conditions in
which they occur. As such, communities may need to develop more than one context description
for a threat or hazard. For example, a hurricane-prone community may need multiple context
descriptions to account for varying storm intensities, landfall locations, and landfall times.
For any given community, there are countless combinations of threat and hazard conditions that
lead to slightly different contexts. Communities need not consider every combination; rather they
should include those details that affect what the community needs to be prepared for. For
example, a jurisdiction identified an Enhanced-Fujita Scale 3 tornado as a hazard in Step 1. The
9
jurisdiction should consider the time of day and the path of the tornado when developing the
context statement because the effects and resulting impacts may be different during the day than
at night. Effective context descriptions should provide an overall sense of scale for the impacts of
a threat or hazard.
Communities should recognize that past experience with threats and hazards may differ from the
future threat and hazard environment. Factors such as demographics, climate, and the built
environment are subject to change. Communities should consider these factors when developing
threat and hazard context descriptions.
E x am p l e s o f C o n t e x t D e s cri p t i o n s
Table 3 provides two examples of context descriptions for a community. The community
included the following two threats and hazards in its THIRA: an earthquake (natural) and a
terrorist attack using an improvised explosive device (human-caused). Each of these threats and
hazards includes a context description outlining the conditions, including time and location, that
are most relevant to the community. These two threats and hazards are for example purposes
only; a community may elect to analyze any number of threats and hazards of significant
concern.
Table 3: Example Context Descriptions
Threat/Hazard
Context
Description
Earthquake
Terrorism
A magnitude 7.8 earthquake along the
Mainline Fault occurring at
approximately 2:00 PM on a weekday
with ground shaking and damage
expected in 19 counties, extending from
Alpha County in the south to Tau
County in the north, and into the Zeta
Valley.
A potential threat exists from a
domestic group with a history of using
small IEDs in furtherance of hate
crimes. There are a number of large
festivals planned during the summer at
open air venues that focus on various
ethnic and religious groups. These
events draw on average 10,000
attendees daily.
The output of Step 2 is context descriptions for each threat and hazard identified in Step 1. These
context descriptions will be used to develop impacts and desired outcomes for Step 3.
S t e p 3 : E s t a b l i s h C a p a b i l i t y Ta r g e t s
In Step 3, communities establish capability targets for each core capability. Capability targets
define success for each core capability based on the threat and hazard contexts developed in Step
2. Communities apply the capability targets from Step 3 to generate resource requirements and
consider preparedness activities, including opportunities for mitigation in Step 4. This section:

Describes impacts and desired outcomes and how they support development of capability
targets

Provides guidance on how to develop capability targets

Provides examples of completed capability targets.
10
Changes from the First Edition of CPG 201
Step 3 combines two steps from the First Edition of CPG 201: Step 3 (Examine the Core Capabilities
Using the Threats and Hazards) and Step 4 (Set Capability Targets). Communities still produce one
capability target per core capability in Step 3.
I m p a ct s an d D e si r ed O u t co m es
Capability targets should be specific and measurable. To develop specific and measurable
targets, communities should consider impacts and desired outcomes for each threat and hazard.
Impacts
Impacts describe how a threat or hazard might affect a core capability. Impacts are linked to
the size and complexity of threats and hazards. Larger, more complex threats and hazards might
cause larger, more complex impacts.

For the Response and Recovery mission areas, impacts often describe actions that a
community would take to manage an incident after it has occurred (e.g., rescue 500 people;
provide food and shelter for 1,000 evacuees; provide long-term housing for 200 displaced
families).

For the Prevention, Protection, and Mitigation mission areas, impacts often describe
actions a community would take prior to an incident to stop it from occurring or to reduce its
effects (e.g., screen 80,000 event attendees for weapons; receive situation reports from four
partner agencies).
Impacts should be specific and include quantitative descriptions as much as possible to allow
jurisdictions to gain an understanding of what is needed to manage risk. Communities may seek
to express impacts using the following types of categories:

Size of geographic area affected

Number of displaced households

Number of fatalities

Number of injuries or illnesses

Disruption to critical infrastructure
11

Intelligence requirements and needs

Amount of direct economic impacts

Economic effects of supply chain disruption.
Communities can use a range of inputs, including expert judgment and advanced modeling, to
consider impacts. Given the breadth of preparedness mission areas and core capabilities,
communities should work with the full range of whole community partners to develop, review,
and validate impacts.
Desired Outcomes
Desired outcomes describe the timeframe or level of effort needed to successfully deliver
core capabilities. Capabilities are only useful if communities can deliver them in a timely and
effective manner. For example, success in the Response and Recovery mission areas often
requires communities to deliver capabilities within a certain timeframe (e.g., complete search
and rescue operations within 72 hours). Other mission areas may be better presented in terms of
percentages (e.g., ensure 100% verification of identity to authorize, grant, or deny physical and
cyber access to specific locations).
When considering desired outcomes, communities should not be constrained by current ability to
meet timeframes or other conditions of success. Communities should consider various types of
time-based desired outcomes as shown in Table 5.
Table 4: Example Time-based Desired Outcomes
Outcome Type
Example Outcome Description
Completing operations
Complete evacuation of neighborhood within four hours
Establishing services
Establish feeding and sheltering operations for displaced populations
within 24 hours
Service duration
Maintain behavioral screening checks for affected population for one
month
Combination
Establish feeding and sheltering operations within 24 hours and maintain
services for a period of two weeks
D e v el o p i n g C ap ab i l i t y T a rg e t s
Capability targets define success and describe what the community wants to achieve for each
core capability. Communities should combine quantitative details from impacts and desired
outcomes to develop capability targets.
Straightforward Example
For some core capabilities, forming the capability target may be as simple as combining the
largest impacts with corresponding desired outcomes. As an example, consider a community
developing a capability target for the Fatality Management Services core capability (see Figure
6).
12
Figure 6: Straightforward Example of Developing Capability Targets
Complex Example
For some capabilities, developing capability targets may be more complicated. Different threats
and hazards may stress different facets of a core capability. As an example, consider a
community developing capability targets for the Critical Transportation core capability (see
Figure 7).

The community reviews its Critical Transportation impacts and desired outcomes:
•
A fire threatens a chemical plant which could release toxic gases, thereby requiring the
community to evacuate several city blocks in the direction that the toxic cloud is
estimated to disperse. The affected area is over three square miles, and houses 20,000
residents who must be evacuated in three hours.
•
An earthquake requires the delivery of vital response personnel, equipment, and services
within 12 hours. 150 miles of major highway need to be assessed and repaired.
Figure 7: Complex Example of Developing Capability Targets
By developing capability targets that account for the range of impacts and desired outcomes
associated with their different threats and hazards, communities will develop a “meta-scenario.”
13
A meta-scenario combines the context statements developed in Step 2 and includes the most
stressing aspects of each threat and hazard. This approach leads to capability targets that increase
at each level of government, specifically: a state needs to prepare for the worst impacts across
multiple counties and a region needs to prepare for the worst impacts across multiple states.
E x am p l e Cap ab i l i t y T a rg e t
Table 5 provides an example of a capability target for the Mass Search and Rescue Operations
core capability for a community. The capability target includes the following impacts: the
numbers of buildings to be searched, people to be rescued, and families to be sheltered. The
target also describes the desired outcomes: completing collapse search and rescue within 72
hours. Communities should produce such a table for each core capability.
Table 5: Example Capability Target Statement
Threat/Hazard
Context
Description
Earthquake
Terrorism
Valley.
attendees daily.
Core Capability: Mass Search and Rescue Operations
Within 72 hours, rescue:
Capability
Target




5,000 people in 1,000 completely collapsed buildings
10,000 people in 2,000 non-collapsed buildings
20,000 people in 5,000 buildings
1,000 people from collapsed light structures.
The output of Step 3 is a minimum of one capability target for each core capability listed in the
National Preparedness Goal. These capability targets will be used to identify resource
requirements in Step 4. Additionally, communities can begin to identify preparedness activities
to reduce future resource requirements.
Step 4: Apply the Results
In Step 4, communities apply the results of the THIRA by estimating the resources required to
meet capability targets. Communities express resource requirements as a list of resources needed
to successfully manage their threats and hazards. Communities can also use resource
14
requirements to support resource allocation decisions, operations planning, and mitigation
activities. 5 This section:

Introduces capability estimation

Discusses resource typing, including National Incident Management System (NIMS)typed resources and other standardized resource types

Provides an example of a completed resource requirement list

Identifies how communities may apply these results to resource allocation decisions and
mitigation activities.
Changes from the First Edition of this Guide
Step 4 retains the activities from the First Edition of CPG 201 and adds capability estimation to establish
resource requirements lists.
C ap ab i l i t y E s t i m at i o n
To estimate resource requirements, communities should consider the resources needed to achieve
the capability targets from Step 3. As a first step, communities can identify the major actions
needed to achieve their capability targets. Communities should avoid developing very detailed,
tactical-level task lists. Rather, communities should strive to identify mission-critical activities.
Communities can draw mission-critical activities from current community-level plans, as well as
from the National Planning Frameworks. 6
Communities should consider the quantity and types of resources needed to complete each
mission-critical activity in support of the capability targets. To identify quantity and types of
resources, communities can use existing tools and information sources, such as:

Strategic, operational, and/or tactical plans

Resource typing data, including standardized resource characteristics

Existing capacity analysis and capability calculators
5
CPG 101, Version 2, Developing and Maintaining Emergency Operations Plans discusses how to incorporate
resource requirements and capability estimates into emergency operations planning. For more information, please
see http://www.fema.gov/pdf/about/divisions/npd/CPG_101_V2.pdf.
6
For more information, please visit http://www.fema.gov/national-planning-frameworks.
15

Data regarding resources frequently requested through mutual aid.
Through this process, communities should identify the resources from across the whole
community needed to meet capability targets.
Each community should decide which combination of resources is most appropriate to achieve
its capability targets. While any number of combinations may achieve success, communities
should consider costs, benefits the resources provide, and the ability to manage the risks
associated with each potential solution. Different solutions may fit best within different
communities’ political and economic frameworks.
R e so u r c e T yp i n g
Resource typing is categorizing, by capability, the resources requested, deployed, and used in
incidents. Resource typing helps communities request and deploy needed resources through the
use of common terminology. Communities should develop resource requirements expressed as a
list of NIMS-typed resources or other standardized resources.
Tier I NIMS-Typed Resources
FEMA categorizes and describes several types of standardized, deployable resources.
Measurable standards identifying resource capabilities and performance levels serve as the basis
for these categories. These NIMS-typed resource definitions include the composition and
capabilities of teams, personnel, equipment, and supplies commonly deployed in incidents.
FEMA refers to NIMS-typed resources as Tier I resources. The complete list of Tier I resource
types can be found at http://www.fema.gov/resource-management.
Step 4 of the THIRA process enables communities to estimate how many resources—
including FEMA’s Tier I NIMS-typed resources—are needed to achieve capability targets.
As FEMA and the emergency management community continue to define additional Tier I
NIMS-typed resources, the THIRA process will provide a more accurate and complete picture of
community-level resource needs.
Tier II Resources and Other Standardized Resources
Communities should also consider resources standardized by entities other than FEMA when
developing their resource requirements. For example, state, tribal, and local governments
sometimes establish standardized definitions of deployable resources. FEMA refers to these
state, tribal, and local-typed resources as Tier II-typed resources. Tier II-typed resources refer to
resources defined and inventoried by local, state, tribal, and territorial jurisdictions that are
specific and limited to intrastate mutual aid requests and regional mutual aid assistance. FEMA
does not play a role in defining these local types or standards, unlike NIMS-typed resources
(Tier I resources).
Mission Ready Packages (MRPs) available through the Emergency Management Assistance
Compact (EMAC) describe other types of standardized resources, including credentialed
personnel. EMAC MRPs describe resources available for deployment for intrastate and interstate
mutual aid.
Communities should identify resources at a manageable level of detail. Identifying teams or
“packages” of people, equipment, and associated training allows for comparison across
jurisdictions. These resources handle specific tasks within specified timeframes. The second
16
column in Table 7 shows a recommended level of resource detail. The “Case Management
Team” represents a distinct resource package.
Table 6: Desired Level of Detail for Other Standardized Resources
Too Broad
Recommended
All adequate personnel to meet
the outcome
1 Type 3 Case Management
Team
Too Detailed
1 operations manager
1 team leader
1 case management supervisor
1 case manager
1 community coordination
specialist
For some capabilities, communities can calculate resource requirements by considering:
capability targets; the operational capacities of resources; and available time. The following
example demonstrates this approach:
Example: Calculating Resource Requirements
Consider a community trying to estimate the number of Urban Search and Rescue (US&R) Task Forces needed for
its Mass Search and Rescue Operations resource requirement. The community should first consider the types of
buildings located within the affected area (e.g., high-rise buildings, non-combustible, mid-rise). This information helps
determine the level of effort and skill required to conduct effective search and rescue. For example, if the community
can estimate the number of buildings in each category, the average number of floors per building in each category,
and the average area per floor in each category, the community can derive rough estimates of the number of floors
and total square footage first responders would need to search in response to a major incident. The community’s
firefighters, public works staff, building owners, or building inspectors can provide this information to planners.
The community is planning for mass search and rescue in its downtown area. An examination of the area’s building
stock finds that most buildings are high-rise structures constructed of concrete and protected steel. In consideration
of their building stock and the occupancy of the buildings, the community reaches out to its existing search and
rescue expertise as well as that from other jurisdictions to get a recommendation of possible solutions. As a result of
their analysis, the community determines that highly skilled Type I US&R Task Forces are needed to deal with the
requirements while other resources can be used more efficiently and effectively to deal with less challenging search
and rescue needs.
Specialized knowledge can be instrumental in helping to address the following types of questions that arise when
estimating resource requirements:

What resources are appropriate for achieving capability targets?

What are the typical performance characteristics of those resources?

How might performance vary depending on the local conditions?
The community could use the following calculation to estimate resource requirements.
This example calculation highlights the importance of including subject matter experts from the whole community in
the THIRA process.
17
E x am p l e o f a Co m p l e t ed T HI RA
Table 7 shows the progression from capability target to resource requirement for the Mass
Search and Rescue Operations core capability. The community uses subject matter expertise,
existing plans, and simple calculations to determine the key resources necessary to meet
capability targets.
Table 7: Example Completed THIRA
Threat/Hazard
Context
Description
Earthquake
Terrorism
Valley.
attendees daily.
Core Capability: Mass Search and Rescue Operations
Within 72 hours, rescue:
Capability
Target




5,000 people in 1,000 completely collapsed buildings
10,000 people in 2,000 non-collapsed buildings
20,000 people in 5,000 buildings
1,000 people from collapsed light structures.
Resource Requirement
Resources
Number Required
Type I US&R Task Forces
10
Type II US&R Task Forces
38
Collapse Search and Rescue (S&R) Type III Teams
100
Collapse S&R Type IV Teams
20
Canine S&R Type I Teams
20
A p p l yi n g t h e T H I R A R e su l t s t o R es o u r c e A l l o c at i o n D e ci si o n s an d
P r ep a r ed n e s s A c t i vi t i e s
Communities can apply their THIRA results to allocate resources and inform preparedness
activities, including opportunities for mitigation.
18
Resource Allocation Decisions
A community can use its THIRA results to make decisions about how to allocate limited
resources. By establishing resource requirements, a community determines the resources needed
to achieve capability targets.
In some cases, THIRA results may indicate a need to sustain existing capabilities. In other cases,
results may identify resource shortfalls and capability gaps. Communities can use this
information to guide capability investment decisions and to brief community leaders, senior
officials, and the public on resource requirements. Communities have several options available to
build or sustain capabilities, including:

In some cases, communities may rely upon the resources of other levels of government to
achieve a capability target. Accordingly, cities, counties, states, tribes, and regions should
work collaboratively to build and sustain capabilities. For example, if states require national
resources to meet a capability target, they should collaborate with FEMA Regional Offices
and other Federal agencies.

Communities can build capabilities and fill gaps in a variety of other ways. For example,
communities can:
•
Establish mutual aid agreements with surrounding communities
•
Work with whole community partners (e.g., faith-based organizations) to augment
capabilities
•
Invest community or grant dollars
•
Request technical assistance for planning or exercises to help deploy resources more
effectively.
Regardless of how a community chooses to make resource allocation decisions, the THIRA
process provides a framework to establish resource requirements and monitor progress towards
building, sustaining, and delivering capabilities.
Preparedness Activities
THIRA results can also inform preparedness activities, including mitigation opportunities that
may reduce the amount of resources required in the future. Through the THIRA process,
communities can identify opportunities to employ mitigation plans, projects, and insurance to
reduce the loss of life and damage to property. In this way, communities can reduce the impacts
they need to manage, and hence reduce the resources needed to achieve capability targets. Table
8 shows examples of mitigation activities and associated effects and outcomes.
Using THIRA results to inform mitigation activities aligns with the traditional mitigation
planning process of identifying hazards, assessing losses to the community, and setting
mitigation priorities and goals for the community.
19
Table 8: Example Mitigation Activities and Associated Effects/Outcomes
Mitigation Activity
Effect
Outcome
Seismic retrofitting on utility
buildings
Increased utility resilience
Key emergency services retain
100% power during incidents
Installing safe rooms in
residential and commercial
buildings for areas affected by
tornados
Increased ability for individuals to
shelter in place during disasters
100% preservation of life safety
for occupants taking shelter in
safe rooms designed to FEMA
P-320/361 standards
In Step 4, communities develop a list of resource requirements (e.g., NIMS-typed resources,
EMAC MRPs) to meet the capability targets while also considering preparedness activities that
may reduce future resource requirements.
Conclusion
Understanding the risks faced by communities and the Nation as a whole is essential to national
preparedness. This Guide provides a common and consistent approach for communities to
support the first two components of the National Preparedness System: 1) Identifying and
Assessing Risk; and 2) Estimating Capability Requirements. It expands on existing local, state,
tribal, and territorial hazard identification and risk assessment processes.
The THIRA is complemented by a Strategic National Risk Assessment (SNRA) that analyzes the
greatest risks to the Nation, and contributes to a shared understanding of the full range of risks,
including long-term trends that face our Nation. 7 THIRAs and the SNRA, along with other
specialized risk assessments, provide an integrated national risk picture, which in turn helps to
achieve the National Preparedness Goal of “a secure and resilient Nation with the capabilities
required across the whole community to prevent, protect against, mitigate, respond to, and
recover from the threats and hazards that pose the greatest risk.”
Achieving the National Preparedness Goal requires participation by the whole community.
Consistent application of THIRAs provides an important tool for integrating whole community
contributions toward achieving the National Preparedness Goal. Through the THIRA process,
communities are better able to educate individuals, families, businesses, organizations,
community leaders, and senior officials about the risks they face and their roles in and
contributions to prevention, protection, mitigation, response, and recovery.
7
For more information, please see http://www.dhs.gov/xlibrary/assets/rma-strategic-national-risk-assessmentppd8.pdf.
20
Capability
Target
Context
Description
Threat/Hazard
Resources
Resource Requirement
Core Capability
Number Required
The following table illustrates one possibility for how communities may organize the information in their THIRAs.
A p p e n d i x A : T H I R A Te m p l a t e
A-1
A-2
This page intentionally left blank.
Appendix B: Glossary
Capability Target: Capability targets define success for each core capability and describe what
the community wants to achieve by combining detailed impacts with basic and measurable
desired outcomes based on the threat and hazard context statements developed in Step 2 of the
THIRA process.
Context: A community-specific description of an incident, including location, timing, and other
important circumstances.
Core Capability: Defined by the National Preparedness Goal, 31 activities that address the
greatest risks to the Nation. Each of the core capabilities is tied to a capability target.
Desired Outcome: The standard to which incidents must be managed, including the timeframes
for conducting operations or percentage-based standards for performing security activities.
Human-caused Hazard: A potential incident resulting from the intentional actions of an
adversary.
Impact: How a threat or hazard might affect a core capability.
Likelihood: The chance of something happening, whether defined, measured, or estimated
objectively or subjectively, or in terms of general descriptors (e.g., rare, unlikely, likely, almost
certain), frequencies, or probabilities.
Natural Hazard: A potential incident resulting from acts of nature.
NIMS-typed Resource: A resource categorized, by capability, the resources requested,
deployed and used in incidents.
Resource Requirement: An estimate of the number of resources needed to achieve a
community’s capability target. A list of resource requirements for each core capability is an
output of the THIRA process.
Technological Hazard: A potential incident resulting from accidents or failures of systems or
structures.
Threat/Hazard Effect: The overall impacts to the community were an incident to occur.
Whole Community: An approach to emergency management that reinforces the fact that FEMA
is only one part of our Nation’s emergency management team. We must leverage all of the
resources of our collective team in preparing for, protecting against, responding to, recovering
from and mitigating against all hazards; and that collectively we must meet the needs of the
entire community in each of these areas.
B-1
This page intentionally left blank.
B-2
ATTACHMENT C
35
Version: 2.0
Overview
NATIONAL INCIDENT
MANAGEMENT SYSTEM (NIMS)
National Integration Center
2011
 NIMS is applicable at all jurisdictional levels and across
functional disciplines
 NIMS provides the template for incident management,
regardless of cause, size, location, or complexity
 NIMS is a comprehensive, national approach to incident
management
What Is NIMS?
2
Only the Incident Command System or an
organization chart
A communications plan
Only applicable to certain emergency
management incident response personnel
Only used during large-scale incidents
A static system
A set of preparedness concepts and
principles for all hazards
Essential principles for a common operating
picture and interoperability of
communications and information
management
Standardized resource management
procedures
Scalable, so it may be used for all incidents
A dynamic system that promotes ongoing
management and maintenance
2011
A response plan
A comprehensive, nationwide, systematic
approach to Incident Management
What NIMS is NOT:
What NIMS is:
NIMS At A Glance
3
 Reflects best practices and lessons learned
2011
 Efficient resource coordination among jurisdictions or
organizations
 Comprehensive all-hazards preparedness
 Enhanced cooperation and interoperability among responders
 Standardized approach to incident management that is
scalable and flexible
Benefits of NIMS
4
V. Ongoing Management and Maintenance
IV. Command and Management
2011
Communications and Information Management
II.
III. Resource Management
Preparedness
I.
To integrate the practice of emergency management and
incident response throughout the country, NIMS focuses on five
key areas, or components:
NIMS Components
5
2011
 Enhanced through partnerships at all levels of government, the
private sector, and nongovernmental organizations
 Equipment Certification
 Personnel Qualifications and Certification
 Training and Exercises
 Procedures and Protocols
 Planning
 NIMS preparedness focuses on the following elements:
I. Preparedness
Preparedness
6
Preparedness Cycle:
Illustrates the essential
activities for responding to an
incident
I. Preparedness
2011
7
 Resiliency and Redundancy
 Reliability, Scalability, and Portability
 Interoperability
 Common Operating Picture
 Built on the concepts of:
2011
 NIMS promotes the use of flexible communications and
information systems
8
II. Communications and Information
Management
2011
 Activating, Dispatching, and Deactivating those systems prior
to, during, and after an incident
 Allows for effective sharing and integration of critical resources
across jurisdictions
 NIMS describes standardized resource management practices
such as typing, inventorying, organizing, and tracking
9
Resource Management
during an incident is a
finite process with a
distinct beginning and
ending specific to the
needs of the particular
incident.
2011
10
 Public Information
 Multi-Agency Coordination System
 Incident Command System
2011
 This structure integrates three key organizational constructs:
 NIMS enables effective and efficient incident management
and coordination by providing a flexible, standardized incident
management structure
11
2011
Incident Command System: Command and General Staffs
12
2011
 Can occur on a regular basis whenever personnel from
different agencies interact
 Occurs across different disciplines
 Is a process that allows all levels of government to work
together more effectively
Multi-Agency Coordination System
13
2011
 Public information functions must be coordinated and
integrated across jurisdictions and across functional agencies
 Consists of processes, procedures, and systems for
communicating timely, accurate, and accessible information
related to an incident
Public Information
14
2011
 Committed to science and technology. Research and
development results in continual improvement and refinement
of NIMS
 NIC coordinates ongoing maintenance and continuous refinement of NIMS
concepts and principles
 The FEMA National Integration Center (NIC) provides
strategic direction, oversight, and coordination of NIMS
IV. Ongoing Management and
Maintenance
15
2011
Nongovernmental Organizations

Critical Infrastructure/Key Resources Owners and Operators

Elected and appointed officials
Private Sector Organizations

All Levels of Government


NIMS is applicable to all incidents and all levels of stakeholders
who assume a role in emergency management, including:
NIMS Audience
16
2011
 Training recommendations based upon Incident Complexity:
Type 1-5
 NIMS Training Program: Baseline and Advanced
 Five-Year NIMS Training Plan: Awareness, Advanced, or Practicum
 Simplified categories for level of training:
 NIMS Curriculum: Goals, Objectives, and Action Items
 Existing training efforts
 Current State of NIMS Training
 Supersedes Five-Year NIMS Training Plan
NIMS Training Program
17
2011
 To be used in individual incident management programs and
activities
 HSPD-5 requires all Federal departments and agencies to
adopt NIMS
Federal Departments and Agencies
Roles and Responsibilities
18
2011
 NIMS is based on the concept that local jurisdictions retain
command, control, and authority over response activities
 HSPD-5 requires adoption of NIMS by States, tribal, and local
organizations as a condition for Federal preparedness awards
State, Territorial, Tribal, and Local Governments
19
2011
 All entities involved in response operations are strongly
encouraged to have their response personnel receive NIMS
training
Private Sector and Nongovernmental Organizations
20
2011
The NIMS Resource Center (www.fema.gov/nims) provides
online resources to implement and maintain NIMS concepts and
principles.
NIMS Resource Center
21
2011
NIMS Resource Center: www.fema.gov/national-incidentmanagement-system.gov
Email: [email protected]
Phone: 202-646-3850
Contact Information:
Publication Management
Training and Exercise Support
Standards and Credentialing
Administration
The National Integration Center (NIC) provides NIMS-related:
22

Strategic Emergency Management Plan 2015

Transcription

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