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Agenda Packet - 2024-06-04 AGENDA cfc CITY COUNCIL MEETING Tuesday, June 4, 2024 5:30 p.m. City Hall Council Chamber- 3rd Floor OREGo'' 380 A Avenue, Lake Oswego, OR 97034 Staff Contact: Kari Linder, CityRecorder@lakeoswego.city Virtual Access ADA Accommodation Requests Translation Services This meeting will be held in lakeoswego.city/accommodation Traduccion o interpretacion person.To participate remotely, 503-635-0282; Relay 711 Ti please email the City Recorder by Please allow four business days to noon the day of the meeting. process your request. 503-534-5738 This meeting will be livestreamed on the City's YouTube Channel and at lakeoswego.city.The meeting will also be broadcasted live on Tualatin Valley Community TV;check tvctv.org for details. 1. CALL TO ORDER 2. ROLL CALL 3. PLEDGE OF ALLEGIANCE 4. PRESENTATIONS 4.1 Proclamation— National Gun Violence Awareness Day: Friday, June 7. 4.2 Proclamation—Juneteenth: Wednesday, June 19. 5. PUBLIC COMMENT The purpose of Public Comment is to allow community members to present information or raise an issue regarding items not on the agenda or regarding agenda items that do not include a public hearing.A time limit of three minutes per individual shall apply. Public Comment will not exceed thirty minutes in total, unless changed by the Mayor. If you are unable to attend the meeting and prefer to provide public comment in writing, by phone or electronically, please email the City Recorder by noon the day of the meeting. 6. CONSENT AGENDA The Consent Agenda allows the City Council to consider items that require no discussion. An item may only be discussed if it is pulled from the Consent Agenda. The City Council makes one motion covering all items included on the Consent Agenda. Motion: Move to adopt the Consent Agenda. Respect. Excellence. Trust. Service. 503-534-4225 380 A AVENUE PO Box 369 LAKE OSWEGO,OR 97034 WWW.LAKEOSWEGO.CITY Page 2 6.1 Approval of an Intergovernmental Agreement with Metro for Disaster Debris Management Grant. Motion: Move to authorize the City Manager to sign an IGA in substantially the form attached with Metro for disbursement of Disaster Debris Management Grant funds. 6.2 Approval of Meeting Minutes. April 16, 2024, Draft Regular Meeting Minutes May 20, 2024, Draft Special Meeting Minutes Motion: Move to approve the meeting minutes as written. 7. ITEMS REMOVED FROM CONSENT AGENDA 8. COUNCIL BUSINESS 8.1 Resolution 24-23, A Resolution of the City Council of the City of Lake Oswego Approving the Update of the City of Lake Oswego's Emergency Operations Plan. Motion: Move to adopt Resolution 24-23. 9. STUDY SESSION 9.1 Stormwater Code Amendments in Chapters 52 and 38. 9.2 Electric Vehicle Charging Strategy. 10. INFORMATION FROM COUNCIL 11. REPORTS OF OFFICERS 12. ADJOURNMENT Respect. Excellence. Trust. Service. 503-534-4225 380 A AVENUE PO Box 369 LAKE OSWEGO,OR 97034 WWW.LAKEOSWEGO.CITY 4.1 Proclamation National Gun Violence OREGO� Awareness Day This proclamation declares the first Friday in June to be National Gun Violence Awareness Day in the City of Lake Oswego to honor and remember all victims and survivors of gun violence and to declare that we as a country must do more to end this public health crisis. WHEREAS, every day, more than 120 Americans are killed by gun violence and more than 200 are shot and wounded, with an average of more than 18,000 gun homicides every year; and WHEREAS, Americans are 26 times more likely to die by gun homicide than people in other high-income countries; and WHEREAS, Oregon has 587 gun deaths every year, with a rate of 13 deaths per 100,000 people, a crisis that costs the state $8.1 billion each year, of which $89.1 million is paid by taxpayers. Oregon has the 34th highest rate of gun deaths in the US; and WHEREAS, gun homicides and assaults are concentrated in cities, with more than half of all firearm related gun deaths in the nation occurring in 127 cities; and WHEREAS, cities across the nation, including in Lake Oswego, are working to end the senseless violence with evidence-based solutions; and WHEREAS, protecting public safety in the communities they serve is a mayors' highest responsibility; and WHEREAS, support for the Second Amendment rights of law-abiding citizens goes hand-in-hand with keeping guns away from people with dangerous histories; and WHEREAS, mayors and law enforcement officers —in partnership with local violence intervention activists and resources —know their communities best, are the most familiar with local criminal activity and how to address it, and are best positioned to understand how to keep their residents safe; and WHEREAS, gun violence prevention is more important than ever as we see an increase in firearm homicides, and nonfatal shootings across the country, increased calls to domestic violence hotlines, and an increase in city gun violence; 4.1 WHEREAS, in January 2013, Hadiya Pendleton was tragically shot and killed at age 15; and on June 7, 2024 to recognize the 27th birthday of Hadiya Pendleton (born: June 2, 1997), people across the United States will recognize National Gun Violence Awareness Day and wear orange in tribute to (1) Hadiya Pendleton and other victims of gun violence; and (2) the loved ones of those victims; and WHEREAS, the idea was inspired by a group of Hadiya's friends, who asked their classmates to commemorate her life by wearing orange; they chose this color because hunters wear orange to announce themselves to other hunters when out in the woods, and orange is a color that symbolizes the value of human life; and WHEREAS, anyone can join this campaign by pledging to wear orange on June 7th, the first Friday in June in 2024, to help raise awareness about gun violence; and WHEREAS, by wearing orange on June 7, 2024 Americans will raise awareness about gun violence and honor the lives of gun violence victims and survivors; and WHEREAS, we renew our commitment to reduce gun violence and pledge to do all we can to keep firearms out of the hands of people who should not have access to them, and encourage responsible gun ownership to help keep our families and communities safe. NOW, THEREFORE BE IT RESOLVED, that I, Mayor Joseph M. Buck, of the City of Lake Oswego declare the first Friday in June, June 7, 2024, to be National Gun Violence Awareness Day. I encourage all residents to support their local communities' efforts to prevent the tragic effects of gun violence and to honor and value human lives. Joseph M. Buck, Mayor June 4, 2024 4.2 X*(1)0t Proclamation GREGo� Juneteenth WHEREAS,Juneteenth commemorates the emancipation of enslaved African Americans in the United States, celebrating the enduring spirit of freedom, resilience and progress; and WHEREAS,Juneteenth holds profound significance in our nation's history, marking the day when Union General Gordon Granger arrived in Galveston, Texas, on June 19, 1865, to announce the end of slavery, two and a half years after the Emancipation Proclamation; and WHEREAS,Juneteenth not only signifies a pivotal moment in American history but also serves as a powerful reminder of the long and arduous struggle for equality and justice faced by African Americans, recognizing their invaluable contributions to our nation's cultural, social and economic fabric; and WHEREAS,Juneteenth is a time to reflect on the ongoing journey towards true freedom and equality for all, acknowledging the systemic challenges that persist and reaffirming our commitment to addressing and dismantling these barriers; and WHEREAS,Juneteenth inspires us to continue the journey toward a more inclusive, equitable and just society, where every individual is valued, respected and empowered to thrive; WHEREAS, celebrating Juneteenth offers an opportunity to honor the strength and perseverance of those who fought for freedom and to celebrate the rich cultural heritage and contributions of African Americans to our nation's history and identity; NOW,THEREFORE, BE IT RESOLVED June 19th, 2024, as Juneteenth in the City of Lake Oswego and invite all residents to join in honoring this day with meaningful observances, educational activities and acts of service that promote unity, understanding and solidarity amongst all people. Joseph M. Buck, Mayor June 4, 2024 6.1 ,A,A E 0 COUNCIL REPORT vii111111 o OREGO\-\ Subject: IGA with Metro for Disaster Debris Management Grant Meeting Date: June 4, 2024 Staff Member: Amanda Watson, Sustainability Program Manager Report Date: May 23, 2024 Department: City Manager's Office Action Required Advisory Board/Commission Recommendation ❑X Motion ❑X Approval ❑ Public Hearing ❑ Denial ❑ Ordinance ❑ None Forwarded ❑ Resolution ❑ Not Applicable ❑ Information Only Comments: ❑ Council Direction ❑X Consent Agenda Staff Recommendation: Authorize the City Manager to sign an IGA with Metro for disbursement of Disaster Debris Management Grant funds to the City of Lake Oswego. Recommended Language for Motion: Move to authorize the City Manager to sign an IGA in substantially the form attached with Metro for disbursement of Disaster Debris Management Grant funds. Project/ Issue Relates To: Funding for January 2024 storm response. Issue before Council (Highlight Policy Question): ❑Council Goals/Priorities ❑Adopted Master Plan(s) ❑X Not Applicable ISSUE BEFORE COUNCIL Staff seek the City Council's approval to enter into an Intergovernmental Agreement (IGA) with Metro to receive a grant from Metro's Disaster Debris Management Reserve and Grant program. The grant will reimburse eligible expenses from the City's provision of residential disaster debris relief to residents following the January 2024 severe weather event. Respect. Ex-ellence. Trust. Servi::e. 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY Page 2 BACKGROUND Metro's Disaster Debris Management Reserve Grant Program, established by Metro Council in 2022, provides funding to local governments to support post-disaster debris cleanup. The program is designed to reduce the financial impact of a debris-generating incident on local governments in greater Portland, especially when the volume of debris generated during a disaster overwhelms existing solid waste infrastructure. The grant program reimburses specified costs related to management and disposal of debris generated by a qualifying disaster that are not reimbursable by FEMA. Following the January 2024 winter storm, Metro launched a grant application and award process for cities and counties within the Metro regional boundary to request funding to support residential disaster debris cleanup efforts. The City of Lake Oswego applied for the grant to cover eligible expenses from two free storm debris drop-off events the City held for Lake Oswego residents on Friday and Saturday, January 26-27, 2024. Those events, held at Westlake Park, provided a free disposal option to assist residents who were heavily impacted by tree debris on their property from the winter storm. Residents could dispose of storm-related woody and vegetative debris including tree branches, stems, and cut up tree trunks. The event was staffed by 9 City staff from the Parks maintenance team and City Manager's Office and supported by 11 community volunteers from the CERT program. Republic Services provided dumpster delivery and hauling and debris disposal services. In total, the two events collected 52.7 tons of material—filling 12 30-yard dumpsters— from over 200 vehicle trips. A number of residents shared that they were hauling debris for family members or neighbors who did not have a trailer or vehicle that could fit their debris so it is likely that the number of households assisted was significantly higher than 200. Metro approved the City's application and awarded a grant for the amount requested, $10,439.92, which covers dumpster and disposal costs and unscheduled staff overtime from the cleanup events. The IGA outlines the grant amount, scope of work, reporting requirements, and payment procedures. FISCAL IMPACT Approval of the IGA will enable the City to receive a grant of$10,439.92 to reimburse costs from residential disaster debris cleanup events in January 2024. Upon Metro and Lake Oswego's full approval of the IGA, the City will provide an invoice for reimbursement of the full grant amount and Metro will disburse funds to Lake Oswego within 30 days of receipt of the invoice. ATTACHMENTS 1. Draft IGA 2. Grant Award Letter Respect, Excellence. Trust. Service. 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO,OR 97034 WWW.LAKEOSWEGO.CITY ATTACHMENT 1 'sue Metro 600 NE Grand Ave. Intergovernmental Agreement Portland,OR 97232-2736 Metro Contract No. ADD This Intergovernmental Agreement("IGA" or"Agreement") is between Metro, an Oregon metropolitan service district organized under the laws of the State of Oregon and the Metro Charter("Metro") and City of Lake Oswego, a municipal corporation of the State of Oregon ("Lake Oswego"), each a "Party" and collectively, "Parties." Recitals Metro and Lake Oswego have authority under ORS Chapter 190 to enter into this Agreement. Metro Code Chapter 5.11 (Disaster Debris Management Reserve and Grants) establishes a program to provide grants to local governments in the region following a disaster, to assist with costs for managing the disaster-generated debris. As enacted in the Metro Code, this program is designed to: • Reserve funds for Metro's own post-disaster debris management costs • Assist with local government's post-disaster debris management costs • Speed recovery after disasters • Maintain public confidence in local and regional governance after a disaster • Support more equitable disaster debris strategies and services Lake Oswego has proposed a debris removal project as outlined in the Agreement below("Lake Oswego Project")that supports and meets the intent and criteria of Metro Code Chapter 5.11. Terms In consideration of the foregoing recitals and the mutual promises herein, the parties agree as follows: 1. Term This Agreement is effective on the last date signed below and terminates on December 31, 2024 unless terminated or extended as provided by this Agreement. 2. Scope of Work This Agreement establishes responsibilities of the Parties concerning this project. The Parties will perform Work pursuant to the Scope of Work, Exhibit A, which is incorporated into this Agreement. 3. Changes to Scope of Work Lake Oswego authorizes Amanda Watson and Metro authorizes Cayla Pruett, or their designees, to modify the Scope of Work, upon mutual agreement in writing (email exchange is sufficient). Any changes to the payment or grant amount must be made via amendment to this Agreement. 4. Grant Amount The total grant amount is $10,439.92. Lake Oswego may use funds only for the reimbursement of approved expenses for the Lake Oswego Project. 5. Payment Metro will disburse funds to Lake Oswego as set forth in the Scope of Work, Exhibit A. 1 of 5 Revised June 2022 OMA/KS 'sue Metro 600 NE Grand Ave. Intergovernmental Agreement Portland,OR 97232-2736 Metro Contract No. ADD 6. Records Maintenance and Access The Parties must maintain all fiscal records related to this Agreement in accordance with generally accepted accounting principles. The Parties must maintain books, documents, and other records related to the subject Agreement. The Parties must retain and keep accessible all such records for a period of six (6)years from the date of final completion of this Agreement. Each Party must make records available to the other Party and its authorized representatives, including but not limited to the staff of any department, at reasonable times and places regardless of whether litigation has been filed on any claims. 7. Ownership of Work Product The Parties have unrestricted access to all work products relating to this Agreement. To the extent either Party uses any of its own property created or developed, whether arising from copyright, patent, trademark, trade secret or other similar right, in the performance of this Agreement, such property remains the property of the Party. 8. No Third-Party Beneficiary Except as set forth herein, this Agreement is between the Parties and creates no third-party beneficiaries. Nothing in this Agreement gives or will be construed to give or provide any benefit, direct, indirect, or otherwise to third parties unless third persons are expressly described as intended to be beneficiaries of its terms. 9. Indemnification Subject to the limits of the Oregon Tort Claims Act and the Oregon Constitution, Lake Oswego must indemnify, defend, and hold harmless Metro, its officers, employees, and agents, including assigned personnel, from all claims, suits, actions, or expenses of any nature resulting from or arising out of the acts, errors, or omissions of Lake Oswego, its agents or assigned personnel acting within the scope of employment or pursuant to the terms of this Agreement. 10. Termination This Agreement may be terminated as follows: A. By mutual written consent of the Parties. B. By any Party if another Party commits any breach or default of any covenant or obligation under this Agreement. To be effective, the party intending to terminate must give the other Party written notice of default and its intent to terminate. If the breaching Party does not entirely cure such breach, default, or failure within thirty(30)days after receipt of notice, or such longer period of cure as may be specified in the notice, then this Agreement may be terminated at any time thereafter by giving a written notice of termination. Any termination of this Agreement does not prejudice any rights or obligations accrued to the parties before termination. 11. Dispute Resolution and Forum This Agreement is to be construed according to the laws of the State of Oregon. The Parties must negotiate in good faith to resolve any dispute arising out of this Agreement. If the Parties are unable to resolve any dispute within fourteen (14) calendar days, the Parties shall attempt to settle any dispute through mediation. The Parties shall attempt to agree on a single mediator. The cost of mediation will be shared equally. If the Parties agree on a mediator, the mediation must be held within 60 days of selection of the mediator unless the Parties otherwise agree. If the Parties cannot agree on a mediator, or the matter is not settled during mediation, the Parties will have all other remedies available at law or in equity. Any litigation between Metro and Lake Oswego arising under this Agreement or out of work performed under this 2 of 5 Revised June 2022 OMA/KS 'sue Metro 600 NE Grand Ave. Intergovernmental Agreement Portland,OR 97232-2736 Metro Contract No. ADD Agreement will occur, if in the state courts, in the Multnomah County Circuit Court, and if in the Federal courts, in the United States District Court for the District of Oregon located in Portland, Oregon. 12. State and Local Law Compliance The Parties will comply with all applicable federal, state, and local laws, regulations, executive orders and ordinances applicable to the work under this Agreement. 13. Discrimination Prohibited No recipient or proposed recipient of any services or other assistance under the provisions of this Agreement or any program related to this Agreement may be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity funded in whole or in part with the funds made available through this Agreement on the grounds of race, color, or national origin, 42 U.S.C. §2000d (Title VI), or on the grounds of religion, sex, ancestry, age, or disability as that term is defined in the Americans with Disabilities Act. For purposes of this section, "program or activity" is defined as any function conducted by an identifiable administrative unit receiving funds pursuant to this Agreement. 14. Notices; Project Managers All notices and other written communication between the Parties under this Agreement must be given in writing to the address or email set forth below and is deemed received (a) upon personal service, (b) upon electronic delivery, (c)three (3) days after deposit in the United States Mail, postage prepaid, or(d)one (1) day after deposit with a nationally recognized overnight courier service. The Parties appoint the following representatives for receiving notice and as project managers for this Agreement. Metro: Cayla Pruett 600 NE Grand Ave. Portland, OR 97232 503.851.1208 Cayla.pruett@oregonmetro.gov Lake Oswego: Amanda Watson 380 A Avenue Lake Oswego, OR 97034 503-635-0291 awatson@ci.oswego.or.us The foregoing addresses may be changed by giving written notice. Notice given in any manner other than the manners set forth above will be effective when received by the Party for whom it is intended. 15. Assignment A party may not subcontract, assign, or transfer any rights or obligations under this Agreement without the prior written consent of the other Party. 16. Survival All obligations relating to indemnification, default or defect in performance, limitation of liability, publicity, proprietary rights, sections of the Scope of Work relating to reporting obligations and use of equipment requirements, and obligations to make payments that become due under this Agreement prior to termination (except that payments for services not performed by the date of termination will be prorated) survive termination or expiration of this Agreement and, to the extent applicable, remain binding and in full force and effect. 3 of 5 Revised June 2022 OMA/KS 'sue Metro 600 NE Grand Ave. Intergovernmental Agreement Portland,OR 97232-2736 Metro Contract No. ADD 17. Entire Agreement; Modification; Waiver This Agreement constitutes the entire agreement among the Parties on the subject matter hereof and supersedes all prior or contemporaneous written or oral understandings, representations, or communications of every kind. There are no understandings, agreements, or representations, oral or written, not specified herein regarding this Agreement. No waiver, consent, modification, or change of terms of this Agreement will bind either Party unless in writing and signed by all Parties. Such waiver, consent, modification, or change, if made, will be effective only in the specific instance and for the specific purpose given. The failure of a Party to enforce any provision of this Agreement will not constitute a waiver by a Party of that or any other provision. 18. Choice of Law The situs of this Agreement is Portland, Oregon. Any litigation over this Agreement will be governed by the laws of the State of Oregon and will be conducted in the Circuit Court of the State of Oregon for Multnomah County, or, if jurisdiction is proper, in the U.S. District Court for the District of Oregon. 19. Counterparts This Agreement may be executed in any number of counterparts, each of which will be an original, but all of which will constitute one and the same instrument. 20. Authority The representatives signing on behalf of the Parties certify that they are authorized to make this Agreement by the Party for which they sign. METRO Lake Oswego Authorized Signature Authorized Signature Printed Name Printed Name Title Title Date Date 4 of 5 Revised June 2022 OMA/KS %g Metro 600 NE Grand Ave. Exhibit A — Scope of Work Portland,OR97232-2736 Metro Contract ADD Metro will be disbursing funds from the Disaster Debris Management Reserve and Grant program in two rounds for the January 2024 severe weather event. Funds from Round 1 will be used for residential debris cleanup assistance provided in response to the event, or for efforts to be provided in response to that event by July 31, 2024. Eligible expenses must be related to supporting debris cleanup operations on residential property in the jurisdiction. Lake Oswego must use funds it receives under this Agreement only for the purposes specified in this Scope of Work and to achieve the deliverables and/or milestones as set forth in this Agreement. Lake Oswego will use funds to cover the approved costs incurred from providing two free storm drop-off events for Lake Oswego residents on Friday and Saturday, Jan. 26-27, 2024. Eligible expenses for this event include unscheduled overtime hours worked by City staff who ran the debris disposal event and services provided by Republic Services in the collection and disposal of qualifying residential debris. This contract covers the sum of the submitted, qualifying expenses in the amount of$10,439.92 to help relieve the burden of expense to Lake Oswego. Lake Oswego has already completed this service and paid its staff and contractor in full. Reporting Requirements Upon receipt of final grant payment, Lake Oswego will be asked to complete a short survey about their experience with this grant program. Review and Approval of Grant Deliverables Metro's Project Manager may request further information or revisions that may be necessary. Metro's Project Manager has sole discretion in determining whether the deliverables submitted are satisfactory in meeting the grant requirements. Payment Procedures Upon Metro's and Lake Oswego's approval of this Agreement, Lake Oswego will provide an invoice for reimbursement in the full grant amount and Metro will disburse full grant funds to Lake Oswego within 30 days of Metro's receipt of the invoice. Lake Oswego will include with the invoice documentation of the expenses incurred (such as paid contractor invoices). 5 of 5 Revised June 2022 OMA/KS ATTACHMENT 2 , 600 NE Grand Ave. M etro Portland,OR 97232-2736 o regon m etro.gov May 2, 2024 Amanda Watson City of Lake Oswego 380 A Avenue Lake Oswego, Or 97034 Dear Amanda: Congratulations! City of Lake Oswego's Disaster Debris Management grant proposal has been approved in the amount of$10,439.92.The purpose of this grant is to support local city or county governments with specified costs related to the management and disposal of debris generated by a qualifying disaster, excluding any amount that is reimbursable by FEMA (Federal Emergency Management Authority). This grant cycle represents the first of two planned for the severe weather event that occurred January 12-19, 2024.This first round was focused on expenses incurred by local jurisdictions for residential debris cleanup assistance for the severe weather event identified above. Metro plans to release a second round of funding once the timing and other details of reimbursement through the FEMA Public Assistance Program is available. A draft IGA will be on its way to you shortly for your review. Again, congratulations on your successful grant proposal. Please do not hesitate to contact myself or Jim Quinn with questions. I can be reached at Cayla.Pruett@oregonmetro.gov or 503- 851-1208.Jim can be reached at Jim.Quinn@oregonmetro.gov. Sincerely, Cayla Pruett, Program Coordinator Disaster Debris Management grants 6.2 F °� COUNCIL REPORT � o OREGO\-\ Subject: Approval of City Council Meeting Minutes Meeting Date: June 4, 2024 Staff Member: Kari Linder, City Recorder Report Date: May 23, 2024 Department: City Manager's Office Action Required Advisory Board/Commission Recommendation ❑X Motion ❑ Approval ❑ Public Hearing ❑ Denial ❑ Ordinance ❑ None Forwarded ❑ Resolution ❑X Not Applicable ❑ Information Only Comments: ❑ Council Direction ❑X Consent Agenda Staff Recommendation: Approve minutes as written. Recommended Language for Motion: Move to approve minutes as written. Project/ Issue Relates To: NA Issue before Council (Highlight Policy Question): ❑Council Goals/Priorities ❑Adopted Master Plan(s) ❑X Not Applicable ATTACHMENT 1. April 16, 2024, Draft Regular Meeting Minutes 2. May 20, 2024, Draft Special Meeting Minutes Respect. Excellence. Trust. Service. 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO,OR 97034 WWW.LAKEOSWEGO.CITY ATTACHMENT 1 o s� CITY COUNCIL REGULAR MEETING MINUTES V +� April 16, 2024 °RFGO 1. CALL TO ORDER Mayor Buck called the regular City Council meeting to order at 3:01 p.m. on Tuesday, April 16, 2024. The meeting was held both virtually via video conferencing and in-person in the Council Chamber at City Hall 380 A Avenue. 2. ROLL CALL Present: Mayor Buck, Councilors Wendland (arrived at 4:15 p.m.),Verdick, Mboup, Rapf, Corrigan, and Afghan Staff Present: Martha Bennett, City Manager; Evan Boone, Deputy City Attorney; Kari Linder, City Recorder; Michael McNamee, Associate Planner; Erica Rooney, City Engineer I Public Works Director; Will Farley, Traffic Engineer; Kyra Haggart, Parks Project Manager; Jan Wirtz, Deputy Parks Director; Robin Krakauer, Parks Communications and Sponsorship Coordinator. Others Present: Joel Howie, Capital Construction Supervisor with Clackamas County; Jonathan Hangartner, Civil Engineer and Project Manager with Clackamas County; Dan Johnson, Director of the Department of Transportation and Development with Clackamas County; Carole White, Mary's Landing Neighborhood Association; Don Baack, Vice President of the SWTrails Board of Directors; Brian Brady, GIS and Website Manager for the SWTrails Board of Directors; Traci Jones, Chief Experience Officer with Swell Co-Lab; Jana Kopp, Chief Strategy Officer with Swell Co-Lab 3. PLEDGE OF ALLEGIANCE Mayor Buck led the Council in the Pledge of Allegiance. 4. EXECUTIVE SESSION: The Lake Oswego City Council will meet under authority of ORS 192.660 (2)(d) Conduct deliberations with persons designated to carry on labor negotiations; and (f) Consider records that are exempt by law from public inspection. City Council Regular Meeting Minutes Page 1 of 12 April 16, 2024 Deputy City Attorney Evan Boone read the legal parameters for the Executive Session. The Council met in Executive Session from 3:06 p.m. to 3:45 p.m. Council took a recess and resumed the meeting at 4:00 p.m. 5. PUBLIC COMMENT • Stephanie Hallock, President, Friends of Luscher Farms Board, read into the record her written comments asking the Council to support Option 2 when allocating Lake Oswego's share of Metro Fund dollars, which would begin to address the long-standing need for safe access to Luscher Farm Park. • Esther Mullen, Old Town resident, highlighted safety concerns around the fragmentation of the bike lanes in Lake Oswego and the lack of a bike lane in the downtown area along Highway 43 into State Street. Highway 43 currently had five lanes of traffic, and reducing the lanes by one to allow for a bike lane would connect the fragmented bike trail of Terwilliger Boulevard and B Avenue, increasing cyclist safety and potentially reducing congestion downtown and helping the local economy. Mayor Buck informed Ms. Mullen her time had expired. Though the Council agreed with her and appreciated her comments, Highway 43 was a State roadway and not under Lake Oswego's jurisdiction. City Manager Bennett added that City Engineer I Public Works Director Erica Rooney and Traffic Engineer Will Farley were present and would be happy to speak with Ms. Mullen. 6. PRESENTATIONS 6.1 Proclamation — Earth Day: April 22, 2024 Mayor Buck proclaimed Monday, April 22, 2024, as Earth Day in the City of Lake Oswego and encouraged residents to attend the third annual Lake Oswego Sustainability Resource Fair on Saturday, April 20 from 10 a.m. to 1 p.m. at Lakeridge Middle School. More information and the full text of the Proclamation was available on the City's website. 6.2 Stafford I Childs Intersection Improvements with Clackamas County. Mayor Buck stated that the presentation from Clackamas County representatives would provide an opportunity for engagement with the County regarding their proposed safety improvements for the Stafford Road and Childs Road intersections. The City had recently learned that this multi- year planning project by the County hinged on the purchase of City park property that was subject to particular protections under the City Charter. To bring awareness, the City conducted outreach to neighbor groups and invited residents to attend the County's presentation to Council. Jonathan Hangartner, Clackamas County Project Manager and Civil Engineer, presented the Council Report via PowerPoint, providing an overview of the proposed improvements, noting the improvements were identified in a 2018 road safety audit and the County's Transportation System Plan. The improvements would widen Stafford Road for bike lanes and improve safety/capacity at the Johnson Road and Childs Road intersections. With 20,000 vehicles per day City Council Regular Meeting Minutes Page 2 of 12 April 16, 2024 and over 35 crashes in 5 years on Stafford Road, the changes would improve safety, congestion, and reduce crashes while minimizing impacts to properties and enhancing natural habitats. The project would take place over four phases between February 2025 and 2026 with intermittent road closures to accommodate 25,000 cubic yards of excavation, retaining walls, culvert work, and complex utility relocations in the constrained corridor. Community outreach included a project website, updates to Stafford Hamlet residents, social media updates, email lists, notices to residents, open houses, and coordination with the key public partners of Metro, West Linn, and Lake Oswego. Mayor Buck stated the project would improve the safety of the two intersections, but the reason the County was presenting to Council tonight was its need to acquire some right of way. Mr. Hangartner replied that usually right-of-way negotiations were a private matter. Mayor Buck said it was public property and the Lake Oswego community was interested. Mr. Hangartner said the County passed a resolution of necessity for the 9,000 square feet needed for the project. Of those 9,000 square feet, half was a permanent easement while the other half was a slope easement. During discussions, City Staff suggested the County purchase the needed right-of-way in fee for the area it would disturb, which was up to the center line of the roadway. Typically, the County purchased permanent easements for right-of-way purposes. If the County just purchased the 9,000 square feet in fee, it would leave a remnant, so it would have to purchase all the way to the center line. A total of 16,000 square feet had been in discussion. Mayor Buck confirmed there was a portion that was the current paved roadway, a portion that was to the center line, and the portion that was currently park property. The map included in the County's presentation did not identify Meadow Park land and a different boundary was shown. Mr. Hangartner replied the map was from the County's GIS system. He believed the City owned two adjacent tax lots in the area: the larger parcel of about 20.5 acres was shaded in green and a smaller portion adjacent to the roadway was 4.8 acres. Mayor Buck did not understand why the map did not correctly identify the park property. Mr. Hangartner said that perhaps there needed to be a change in the County's GIS system. Mayor Buck noted the April 2021 report prepared by Kittleson for the County gave an analysis of site conditions and adjacent land use and recognized Metro owned the portion of the land to the southeast while private property owners owned the rest. It did not seem to know Lake Oswego owned abutting land. Mr. Hangartner replied that part of the issue was it was out of the City of Lake Oswego's boundary. The County was aware the City of Lake Oswego owned the land. Mayor Buck asked the County was aware of the charter provisions Lake Oswego residents put in place to protect the park. Mr. Hangartner replied the County was aware and he was a City of Lake Oswego resident. Mayor Buck asked what outreach work had the County done with Lake Oswego residents on the acquisition. Mr. Hangartner replied the County had done extensive outreach to the Stafford Hamlet. Mayor Buck noted Stafford Hamlet residents were not Lake Oswego residents. Mr. Hangartner said the County's right-of-way group had been in coordination with Lake Oswego Staff for several years. The County had been aware it was a Lake Oswego property for quite some time and had done outreach to Stafford Hamlet residents who were the residents living directly adjacent to the property. Joel Howie, Clackamas County Capital Construction, added the County had done outreach to City Staff. Staff had not mentioned the County needed to conduct any public meetings specific to Lake Oswego. The County had conducted public outreach City Council Regular Meeting Minutes Page 3 of 12 April 16, 2024 with multiple open houses and mailers were sent to those in Lake Oswego who were adjacent property owners. Mr. Howie stated the County had acquired all but three of the properties surrounding the roundabout and was at 100 percent design. Mayor Buck stated he was baffled that the City of Lake Oswego's elected body that had the say over whether or not the property was sold was just now learning about the acquisition request. Mr. Howie replied the County had passed on all its plans to City Staff. Mayor Buck said it was his understanding that the only reason the City Council knew about the issue was because Lake Oswego Staff informed the County of the charter provisions in place to protect the property and asked the County to meet with residents, which it refused to do. Mr. Howie said the County had not refused to meet with residents and could do so. Public Comment • Susan Stevens Hummel Provided a history of the conveyance of Steven's family lands to the City, which happened in three separate transactions beginning in 2003. The property under discussion tonight, Parcel 3, included approximately five acres north of Charles Road. The transfer of Parcel 3 to the City from the Stevens family was predicated on a simultaneously recorded conservation easement that the City granted to Metro over the same land. Both entities agreed with the Stevens family that Parcel 3 was to be used for conservation purposes according to guidelines and restrictions described in the sale agreement and in the easement. Under the terms of the easement, which was signed by both entities in February 2019 and recorded in Clackamas County, the City must notify Metro of plans for construction on the property. Metro had the right to prevent activities inconsistent with the purposes in terms of the easement over Parcel 3. Metro must notify the Stevens family of any proposed assignment of its easement obligations, and the Stevens family retained a right to object to any proposed assignments of the easement by Metro. Those terms remain in effect today. The design for traffic changes at Childs and Stafford Roads seemed to include land within Parcel 3, which meant the land within the conservation easement that the City granted to Metro for all the land conveyed by Stevens in 2019. Among prohibited uses under the easement are partition, subdivision or de facto division of the land, excavating, filling or removing on or below the surface of the land or other grading of the topography, paving the land or otherwise covering it with concrete, asphalt, gravel or any other paving material. The County should give a similar presentation to Metro about the proposed changes to the land at the corner of Childs and Stafford Roads. • Randall Yamada, Stafford-Tualatin Valley Community Planning Organization (CPO) Chair, referenced written comments his organization and asked that there be a public process with answers to questions regarding the acquisition process and financing of the project. Clackamas County was embarking on other project approvals in the area that would have an extreme negative impact on Lake Oswego community as well as the Stafford and Tualatin Valley communities. City Council Regular Meeting Minutes Page 4 of 12 April 16, 2024 Mayor Buck noted written public comment had been included as part of the record for the meeting. The City had a dilemma with the piece of park land specifically protected by the City's Charter. It sounded as though the County plan was moving forward with some sort of condemnation, and it was wholly unacceptable the City and its residents, as well as other stakeholders, had not been engaged on the issue. Dan Johnson, Director, Department of Transportation and Development, stated public outreach could always be better. A lot of the effort the County did within this particular project was to focus on immediate, adjoining neighborhood properties to make sure those owners were informed, but the County could have conducted bigger and better outreach. He responded to other comments and questions as noted: • The County did have to go in front of metro regarding the easement as part of the process. • The County did not refuse to meet with residents. City Manager Martha Bennett and Mr. Johnson had discussed the best forum for a meeting and felt giving a presentation to Council would allow the County to hear the concerns of the community and provide an update at the same time. • The County was doing everything it could to keep the impacts as minimal as possible, which was part of the reason the proposal included a roundabout instead of a signal. The signal had more impact because of the way the roads had to come into the intersection. The County also believed roundabouts were safer. Clackamas County Traffic Safety Engineer, Joe Marek,was nationally renowned for his work so the County was highly educated about the benefit of the roundabout design versus the design of a signal. There may be a few more incidents at a roundabout, but they were lower speed incidents, not high-speed incidents like those seen as a signalized intersection. • The County purchased permanent right-of-way within an easement, not fee, which was different from cities. A portion of the property was currently covered by a roadway and there was a public easement over it. • The western leg of the intersection was difficult because there were properties to the north and south side that had a desire to retain and maintain habitat conservation in those areas, which the County understood. The property to the north was more than 1 million square feet at 25-plus acres, and the County had tried to make the impact as minimal as possible, hence talking about the 4,500 square feet for the right-of-way and the 4,500 square feet for the slope easement. There were many benefits included with the project, such as fish habitats, culvert replacement, and mitigation. • The County did not secure property ahead of time for certain projects because it had to affirm within its public necessity that it had mitigated impacts to the greatest extent feasible, and with that mitigated the right-of-way needs for the project. The County could not negotiate upfront for acquisition because that would mean buying in excess of what the public needed for the public funds. • The County appreciated the comments noting the parcel was public property. It did not usually do public right-way negotiations in a public forum, but it did need and was requiring right-of- way in that particular piece of property. There was no intent to press the citizens of Lake Oswego or press the City Council into a difficult decision. There was a policy conflict, which was unfortunate, but there was mutual benefit for both the policies the City had to work through, and the County stood willing and able to be a partner in that discussion with the City. This evening was an opportunity to update the City Council and it was not the end of the conversation, but the beginning. Mayor Buck replied it had to be the beginning of conversations because there had been no public engagement with Lake Oswego residents to date and understandably, residents were caught off City Council Regular Meeting Minutes Page 5 of 12 April 16, 2024 guard. There seemed to be a lack of awareness at the County that the property was owned by the City. Acquisition of public land was different from acquisition of private lands because public lands came with deed restrictions, covenants, and in this case, charter protection. The charter did not allow the City to dispose of park property at will or for important transportation projects. The reason the residents passed the charter protection is because they did not want those decisions left to any kind of discernment. The properties were nature preserves to be left as they were, period. There may be a way forward, but it would start with engagement with the voters who led the effort to protect the parks and take away the ability of the government to come in and do what they want with it, which was what the County wanted to do. The County would have to engage with residents to explain how the project was workable within the values of the community that could add benefit to the natural areas as well as provide a safe connection. Mr. Johnson said the County was happy to meet with any group to answer questions and take a deeper look at the project. Mayor Buck stated Clackamas County and the stakeholders would have to return to City Council with a solution. The Council would defend the charter and what its voters stood behind. The County needed to talk to residents and convince them of the benefits of the project and how to move forward. If the County thought condemnation was the way forward, it should be prepared. Councilors agreed the lack of engagement had led to confusion among Lake Oswego residents and expressed disappointment in Lake Oswego residents who had accused the Council of going behind voters' backs to negotiate something that would hurt residents. The Charter was voted in by residents and the City Council would defend the charter. Councilor Afghan asked the County to provide further clarification on property lines, easements, and actual impacted square footage and inquired whether the roundabout was truly a single-lane roundabout since the renderings in the presentation showed lanes going directly from Stafford Road into Childs Road and vice versa. Mr. Hangartner said the roundabout was considered a single-lane roundabout but there were two slip lanes, also called dedicated turns: one going southbound west towards Child and a second then taking a right turn from Childs onto Stafford in the southbound direction. The design was based on traffic analysis of the turning movement volumes. The slip lanes were necessary for the intersection to function correctly and if they were not constructed, there would be significant traffic backup during peak travel periods. The project aimed to improve the safety of the intersection as well as its capacity and functionality. Based only on technical criteria, the intersection was currently at an F level of service (LOS), and the County wished to get to an A or B. The only way to do that was to construct the extra turn lanes. If LOS A or B was not reached, the wait time and queuing lengths would go up dramatically. Councilor Wendland asked what Council's role in the land acquisition would be. Attorney Boone said Staff was not prepared to diagram the Council's role. As mentioned, there were some conflicting provisions among the charter and deed restrictions and the County had approached the City relative to condemnation and whether it could proceed on that basis. Under the charter, it would make a difference how the County acquired the rights, but Staff needed to work through those things and the issue would be discussed during an Executive Session. City Manager Bennett commented that the City's primary role was as a property owner. These were two county roads outside the City limits. Any purchase or sale of property owned by the City had to be approved by the City Council. Mayor Buck commented that as government agencies, the City and County owed a higher level of duty than just legal duty to the people the government represented. Engagement was the City Council Regular Meeting Minutes Page 6 of 12 April 16, 2024 remedy, and the engagement process should begin to move the issue forward. Mr. Johnson said the County would prepare and exhibit that clarified the property and easement and then follow up with the City Manager on the next steps. Council recessed from 5:06 p.m. to 5:16 p.m. 7. CONSENT AGENDA 7.1 Approval of Municipal Grant Awards. Motion: Move to approve the award of grants listed and authorize disbursement of funds in fiscal year 2025. 7.2 Approval of Meeting Minutes. March 5, 2024, Draft Regular Meeting Minutes Motion: Move to approve the meeting minutes as written. END CONSENT Councilor Wendland moved to adopt the Consent Agenda. Councilor Verdick seconded the motion. A voice vote was held, and the motion passed,with Mayor Buck and Councilors Wendland, Verdick, Mboup, Rapf, Corrigan, and Afghan voting `aye', (7-0). 8. ITEMS REMOVED FROM CONSENT AGENDA No items were removed from the Consent Agenda. 9. COUNCIL BUSINESS 9.1 Resolution 24-12, A Resolution of the Lake Oswego City Council Granting Recognition as a Neighborhood Association to the Mary's Landing Neighborhood Association Michael McNamee, Associate Planner, presented the Council Report via PowerPoint, reviewing the request for the new Mary's Landing Neighborhood Association (NA) in the southeast corner of the City, and providing background information on the location, which was one of the largest areas in the City not already included in a neighborhood association. Mary's Landing was comprised of 720 households, 1,230 residents, and much of area taken up by former Marylhurst University Campus. The area included the Mary's Woods retirement complex and two planned residential developments on the west side of Highway 43, Marylhurst and Marylhurst Place. He reviewed the history of the request, the benefits of an NA, and public engagement efforts. The name of the association was chosen through a contest and honored the historical significance of the arrival by boat of the Sisters of the Holy Names who went on to found Marylhurst University in 1900. City Council Regular Meeting Minutes Page 7 of 12 April 16, 2024 Carole White, Secretary, Mary's Landing NA, continued the presentation, summarizing the history of the neighborhood and changes over time. The Sisters of the Holy Name still owned all the land on the east side of Highway 43, while the west side was mostly residential area, two existing homeowners' associations, parks, commercial areas, and schools. Mary's Landing was a vibrant neighborhood where many people lived, worked, and studied. Mr. McNamee resumed the presentation, summarizing the applicable approval criteria. Staff found the proposed boundaries met the criteria, and there was an appropriate degree of commonality between the different land uses. The Association's proposed bylaws were reviewed by the City Attorney's Office and found to meet the requirements. In addition to meeting the criteria discussed, Staff found the Association had completed the City's process for a neighborhood association to be recognized. Mayor Buck thanked the members of the Association for their work and commented that the neighborhood was diverse and a great blend of different types of residents. Ms. White noted the Sisters of the Holy Name were wonderful neighbors. Mayor Buck said the City looked forward to engaging with the association, though it may be a challenge to recruit members to the NA given the two HOAs and the structured living at Mary's Wood. Ms. White replied the Association had a member from the Sisters as well as a management representative from Mary's Wood on its board. The three members of the Association present this evening were residents of Mary's Wood. There were two vacant positions on the board, and the Association was working with the HOAs to get them involved. The HOAs were stakeholders in the Association and received the newsletter. Councilor Wendland moved to adopt Resolution 24-12. Councilor Mboup seconded the motion. A voice vote was held, and the motion passed,with Mayor Buck and Councilors Wendland, Verdick, Mboup, Rapf, Corrigan, and Afghan voting `aye', (7-0). 9.2 Hillsdale to Lake Oswego Regional Trail Overview. Don Baack, Vice President, SWTrails PDX Board of Directors, presented the Council Report via PowerPoint, providing background of SWTrails and the network of 46 miles of linear trails that stretched from Portland to Lake Oswego. In 2021, the organization received funding to rebuild trails and provide signage for the 6.3-mile portion from downtown Hillsdale to Highway 43 and B Street in Lake Oswego. The funds were approved, and the organization was working with the Department of Administrative Services to move things forward. Brian Brady, GIS/Website Manager, SWTrails PDX Board of Directors, continued the presentation, noting the funding would pay for wayfinding and interpretive signs, as well as a few segments of new trail. He provided an overview of the trail route and noted that 19 percent of the total trail length was within Lake Oswego jurisdiction. The organization planned to install three interpretive signs along the route, including one at TriMet to make sure people were aware of the trail's existence and how it connected to other trails nearby. A total of 14 wayfinding signs were planned for Lake Oswego. The City's Traffic Engineer, Will Farrell, had walked the route and vetted the proposed location of the signs. The signs would include the SWTrails logo and route number. The interpretive signs, which were three feet by four feet, would provide a basic City Council Regular Meeting Minutes Page 8 of 12 April 16, 2024 description of how to get from one sign to the next, an overview of the entire trail, and a closeup of where the pedestrian was currently. Across the bottom, the signs would feature pictures and highlights of the local community along with reasons to take the trail. The organization was developing an interactive tour which would direct users to an online version with more information. Mr. Baack noted the interactive tour, using a QR code, would provide users local land development history, discussion of various railroads, and the evolution of the highway and street system in Portland from the wagon road to present day. Two of the signs in the park would be focused on geology. The aim was to put information in one, easy-to-access place to provide people with a better understanding of the area. Mr. Baack asked the City Council to approve the Lake Oswego portion of the Hillsdale/Lake Oswego trail route, as well as the location of the 14 wayfinding and three interpretive signs along the route. The organization also needed help to put together information about Lake Oswego's industrial and urban history for the interpretive signs. Clarifying questions were addressed as follows: • The organization did anticipate next phase of the trail after it terminated in downtown Lake Oswego. In addition, Oregon State Parks would be building a more formal trail through the existing right-of-way of Tryon Creek State Park north of Arnold Street within the next two to three years. A portion of the trail was west of Terwilliger Boulevard, north of Arnold. When completed, the trail would be two-thirds to three-quarters forested and run through steep terrain. • There was no time constraint on the sign installation, the Council needed to confirm the locations. The City was happy to cover the costs, which were minimal, as part of its contribution. Staff wanted to ensure before installing the signs that the Council was in support of the last connection for the SWTrail program. Councilors gave their approval for the signs. Mr. Baack offered to walk the trail with Councilors, noting there were some bus connections along the six-mile route if Councilors did not wish to walk the entire way. 9.3 Metro Local Share Project Prioritization Results. Kyra Haggart, Parks Department Project Manager, presented the Council Report, providing background on the Metro Local Share Program, which allocated cities a share of the 2019 Metro Parks and Nature bond. Lake Oswego received just over$2 million, with five project types eligible for funding. In cooperation with Metro, Staff developed a public engagement plan to develop a prioritized list for projects. The presentation summarized the top three projects prioritized by the community: George Rogers Park River Access Trail, Luscher Access and Parking, and West Waluga Neighborhood Connector Trails. The Parks Board recommended the Council approve the project list with the suggestion that Sunnyslope property acquisition be moved up the prioritization list and swap places with Hallinan Woods Natural Area expansion because Sunnyslope was a unique property the City had not invested in to date. Staff recommended the Council approve the list and asked the Council to provide direction on funding options. Option 1 would fully fund the top project, George Rogers Park River Access Trail, and distribute the remaining $1.4 million between the other five projects, allocated on the basis of priority. Option 2 would focus the majority of funding on the top three projects, fully funding the George Rogers Park River Access Trail and West Waluga Neighborhood Connector, then dedicate $1 million towards Luscher access and City Council Regular Meeting Minutes Page 9 of 12 April 16, 2024 parking, though that project was contingent on land use approval from the County. Remaining funds would then be allocated by order of priority to remaining projects. Staff believed both options honored the Parks Board recommendation to use funding as leverage so all projects could gain access to other grants and funding options. Clarifying questions were addressed as follows: • Funds allocated to George Rogers Park would only fully fund the portion of the trail in George Rogers Park. The City Engineer estimated an additional $230,000 was needed to complete the trail portion on other properties, but those portions were not eligible for Metro funding. If the Council chose to fully fund the George Rogers Park, Staff would seek to identify the $230,000 of the remaining funds at the same time because it would save money to build both portions at the same time. • Per Metro, the City did not have to specifically allocate all the funds immediately. The City's first submittal would likely be for its top project and the City would later amend the IGA to add additional projects as funding was available. If the Council was confident in the top three projects, those projects could be submitted at the same time, and the IGA could be amended later to add the other projects as additional funding was identified. • Sunnyslope was outside of the city, as was Luscher. The City owned the portion of land shaded in light green in the presentation, and the project would acquire the parcel outlined in orange that was currently on the market. The property was a natural fit for the park because it would create a space for people to access the property. Currently, the property was only accessible from an undeveloped County gravel roadway and there was no parking. The Board suggested switching Sunnyslope's prioritization with Hallinan because the purchase was timely, and the Board was concerned the property was on the open market and once gone, it was gone, whereas Hallinan was still there and the City could invest money later. Councilors indicated a preference for Option 2 which would provide immediate funds for two projects and set aside money for Luscher, which had been waiting for funds. As the City continued to work on land use approval, the funds would be ready to go. Councilor Wendland moved to approve the project list as option 2 as prioritized by the Parks, Recreation, and Natural Resources Advisory Board. Councilor Corrigan seconded the motion. A voice vote was held, and the motion passed,with Mayor Buck and Councilors Wendland, Verdick, Mboup, Rapf, Corrigan, and Afghan voting `aye', (7-0). Council recessed from 6:13 p.m. to 6:20 p.m. 9.4 Lake Oswego Parks & Recreation Branding. Jan Wirtz, Deputy Director, Parks and Recreation, introduced the Swell Co-Lab consultant team, and summarized the project's background, RFP process, and Swell Co-Lab's work. Traci Jones, Chief Experience Officer, Swell Co-Lab, presented the Council Report via PowerPoint, highlighting the project's goal to create a recognizable brand identify for the Lake Oswego Parks and Recreation Department that embraced the branding of the City. The presentation reviewed the process of developing the logo and noted that many brands were already being used in the City, but the brands were used inconsistently and there was no cohesion City Council Regular Meeting Minutes Page 10 of 12 April 16, 2024 between brands. Jana Kopp, Chief Strategy Officer, Swell Co-Lab, noted the inconsistent brand use created confusion. Community members did not understand what the Parks and Recreation Department was responsible for, so the Department was not getting awareness it deserved for its hard work. Ms. Jones continued the presentation, summarizing project phases, public engagement, and the process of choosing a final logo. The final logo was a refinement of previous iterations and was simple but versatile and adaptable to different kinds of efforts. The City would receive a full color set for the logo as well as two black and white versions. A secondary color palette would allow creativity in different programs and events. The logo did not have a static timeline, but a living, active system set. "Go, LO" was the generic high-level tagline, which could then be adjusted and used for activities to read, "Go Hike," or, "Go Learn," or"Go Explore."The logo also worked nicely with the City logo. Swell Co-Lab was working on a style program, building out a brand ambassador program, creating internal communications plan, and creating an implementation strategy and launch strategy. Robin Krakauer, Parks Communications and Sponsorship Coordinator, thanked the project team, Council members, and Staff involved in the process. The individual contributions marked by countless hours of dedication, expertise, and insightful input were instrumental in the success of the brand. The presentation tonight was a culmination that genuinely exemplified the power of collaboration within the City, and the logo took into consideration the City of Lake Oswego's brand, vision, and mission. Councilor Wendland noted the Parks and Recreation Department did a broad spectrum of things, and it was hard to encapsulate the Department into one idea. The logo was simple, but played well with other logos used, and it would help the City to start to build a brand. Councilors discussed the final logo, and some expressed the final option seemed like the safe, most conservative option that did not reflect the vitality of Lake Oswego. Other Councilors liked the logo, noting it was difficult to find a logo that worked well with other branding, and it would be difficult to make everyone involved happy. Councilor Corrigan appreciated the logo came with a style system that could draw in other activities. Clarifying questions and Councilor's comments were addressed as follows: • The logo would be used in combination with the City logo on letterheads, Department shirts, social media posts, activity guides, and/or banners. The logo may be used on the new golf carts and other equipment specific to Parks and Recreation. The new branding would not be on the signage for parks, which was set. Every time the logo was used, it would be used in conjunction with the City logo. For example, a small version would appear on letterhead in a different location than the City logo. On a vehicle, the signage on the door would stay the same, but the new logo could be applied to the backside of a pickup truck. The logo would always incorporate the City's mission and brand. • When the team began to get more specific, as shown in other logo options, certain audiences the Department served were excluded. The final logo was the most inclusive approach, given that the Department served people of all ages and offered things such as water sports, French classes, and sock hops. The logo represented everything the Parks Department did without excluding any offerings. The logo was also designed to work well with the CAPRA (Commission for Accreditation of Parks and Recreation Agencies) Accreditation branding. City Council Regular Meeting Minutes Page 11 of 12 April 16, 2024 • Once the logo was narrowed down to nine choices, the decision was given to a small, internal stakeholder team within the Department. • The Parks and Recreation Department had energy and vitality and offered a variety of programs. The final logo attempted to find a universal representation and bring color to the life the Department offered through services and programs. The system set did feel bolder. "Go Explore" could be written in brighter colors on a street banner. Swell Co-Labs felt the system set was a living, breathing version of something that would complement the safer logo option. • The final logo did not compete with the beautiful things the Parks and Recreation Department offered, and the Department did not need a logo to showcase how active the Department was. Mayor Buck commented that the energy of the Parks and Recreation Department was derived from the interactions between the people who participate in its activities. The logo did not need to be exciting; the excitement was provided through the Departments work. 10. INFORMATION FROM COUNCIL Mayor Buck reminded Councilors the Sustainability Fair was on Saturday, and the Asian Student Union was hosting a cultural event, also on Saturday, at the High School. 11. REPORTS OF OFFICERS City Manager Bennett said she was scheduled to speak about the West Side Community Center Council Goal the following evening at a joint Parks Board and Library Board Meeting. Mayor Buck, along with Councilors Wendland and Corrigan, would also attend the meeting. Other Councilors were asked not to attend in order to avoid a quorum. The City's Police Department and DEI Program were partnering with Word is Bond and showing the Word is Bond movie at the Lake Theater in cooperation with the Black Student Unions at the two Lake Oswego high schools. City Manager Martha Bennett would send Councilors an email with tickets. The 55-minute move would be followed by a student-led discussion, which would be an opportunity for Councilors to educate themselves and connect with students. 12. ADJOURNMENT Mayor Buck adjourned the City Council meeting at 6:59 p.m. Respectfully submitted, Kari Linder, City Recorder Approved by the City Council on {insert approval date}. Joseph M. Buck, Mayor City Council Regular Meeting Minutes Page 12 of 12 April 16, 2024 ATTACHMENT 2 CITY COUNCIL SPECIAL MEETING MINUTES May 20, 2024 1. CALL TO ORDER Mayor Buck called the special City Council meeting to order at 12:37 p.m. on Monday, May 20, 2024. The meeting was held in-person in the Council Chamber at City Hall 380 A Avenue. 2. ROLL CALL Present: Mayor Buck, Councilors Verdick, Mboup, Rapf, Afghan, and Wendland. Corrigan was excused. Staff Present: Martha Bennett, City Manager; Ellen Osoinach, City Attorney; Kari Linder, City Recorder; Megan Phelan, Assistant City Manager I HR Director; George Burke; Police Chief; Wes Pay, IT Director; Darci Roberts, Municipal Court Manager 3. EXECUTIVE SESSION: The Lake Oswego City Council will meet under authority of ORS 192.660 (2)(a) Consider employment of an officer, employee, staff member or agent; and (f) Consider records that are exempt by law from public inspection. Council met in Executive Session from 12:39 p.m. to 5:15 p.m. 4. ADJOURNMENT Mayor Buck adjourned the special City Council meeting at 5:15 p.m. Respectfully submitted, Kari Linder, City Recorder Approved by the City Council on {insert approval date}. Joseph M. Buck, Mayor City Council Special Meeting Minutes Page 1 of 1 May 20, 2024 8.1 O F �s� COUNCIL REPORT —� OREGO� Subject: Resolution 24-23, Approving the Update of the City of Lake Oswego Emergency Operations Plan Meeting Date: June 4, 2024 Staff Member: Megan Phelan, Assistant City Manager Report Date: May 17, 2024 Department: City Manager's Office Action Required Advisory Board/Commission Recommendation ❑X Motion ❑ Approval ❑ Public Hearing ❑ Denial ❑ Ordinance ❑ None Forwarded ❑X Resolution ❑X Not Applicable ❑ Information Only Comments: ❑ Council Direction ❑X Consent Agenda Staff Recommendation: Approve Resolution 24-23, approving the update of the City of Lake Oswego Emergency Operations Plan Recommended Language for Motion: Move to adopt Resolution 24-23. Project/ Issue Relates To: City Council Goal to ensure a safe, secure, and prepared community Issue before Council (Highlight Policy Question): Shall the City Council approve an updated Emergency Operations Plan? ❑X Council Goals/Priorities EAdopted Master Plan(s) ❑Not Applicable ISSUE BEFORE COUNCIL Shall the City Council approve an updated Emergency Operations Plan? BACKGROUND The City of Lake Oswego's Emergency Operations Plan (EOP) was originally adopted in 1994 and was updated in 1998, 2010, and 2017. Staff facilitated an update of the City's EOP as part of an effort to address a 2023 Council goal to ensure a safe, secure, and prepared community. This EOP is a component of the City's comprehensive approach to emergency management that Respect, excellence. Trust. Service. 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO,OR 97034 WWW.LAKEOSWEGO.CITY Page 2 ensures that the City is prepared to mitigate the effects of, respond to, and recover from the hazards and threats that pose the greatest risk to the City. While the City will do its best to prepare for, respond to and recover from an emergency or disaster, it recognizes that the overall responsibility for emergency preparedness rests with the community. DISCUSSION An EOP needs to be compliant with the National Incident Management System (NIMS) and based on the National Response Framework. To accomplish this for the most recent update, the City contracted with FrontLine Equipment and Consulting, a firm located in the Pacific Northwest that has experience in emergency operations, business continuity, and disaster recovery at the highest levels of government and industry. This EOP is NIMS-compliant and is based on—and compatible with—federal, State and other applicable laws, regulations, plans and policies, including Presidential Policy Directive 8, the National Response Framework, Oregon Office of Emergency Management plans, and the Clackamas County Emergency Operations Plan. The EOP establishes guidance to ensure the City properly and efficiently responds to, and recovers from a wide variety of disasters and emergencies. The EOP describes the roles and responsibilities of City departments and personnel when an incident occurs, and it establishes strategy and operations guidelines that support NIMS and the Incident Command System (ICS). The EOP consists of the Basic Plan that describes each of these roles and is supported by separate Emergency Support Functions (ESF's) that provide specific guidance in their area of focus. Examples of ESF's include Communication,Transportation, and Hazardous Materials. Our Emergency Management Executive Committee and department stakeholders worked with our consultants to facilitate the EOP update. The result is a comprehensive update that includes updated terminology, better organization and consolidation, and the addition of an ESF specific to Cyber and Infrastructure. Moving forward, staff will continue to review the plan to ensure that it has the latest updates and information, and will ensure a comprehensive update in approximately five years. FISCAL IMPACT The cost to complete the EOP update is $50,000, and was absorbed by the City Manager's Office budget. RECOMMENDATION Approve Resolution 24-23. ATTACHMENT 1. Resolution 24-23, with Exhibit A Respect, excellence. Trust. Service. 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO,OR 97034 WWW.LAKEOSWEGO.CITY ATTACHMENT 1 RESOLUTION 24-23 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LAKE OSWEGO APPROVING THE UPDATE OF THE CITY OF LAKE OSWEGO'S EMERGENCY OPERATIONS PLAN. WHEREAS,the previous Emergency Operations Plan (EOP) was adopted by Resolution 17-13 on June 6, 2017; and WHEREAS,the City of Lake Oswego recognizes that planning and preparing for emergencies in advance can reduce potential harm to people and property within our community from the threat of natural or human-caused events such as earthquakes,wildfire,flood,terrorism or other hazards; and WHEREAS,the City of Lake Oswego recognizes the importance of a unified and consistent system to respond to, and recover from disasters and emergencies; and WHEREAS, an EOP provides a framework for the City's emergency response in order to have a unified and consistent system to respond to, and recover from, disasters and emergencies; and WHEREAS,the City of Lake Oswego's emergency management program is committed to provide effective life safety measures, while reducing property loss and damage to the environment; and WHEREAS,the City of Lake Oswego will do its best to prepare for, respond to and recover from an emergency or disaster, it recognizes that the overall responsibility for emergency preparedness rests with the community. NOW THEREFORE, BE IT RESOLVED by the City Council of the City of Lake Oswego that the updated EOP plan is adopted in the form attached as Exhibit A. This resolution shall take effect upon passage. Approved and adopted by the City Council of the City of Lake Oswego at a regular meeting held on the 4th day of June, 2024. AYES: NOES: ABSTAIN: EXCUSED: Joseph M. Buck, Mayor ATTEST: Kari Linder, City Recorder APPROVED AS TO FORM: Ellen Osoinach, City Attorney EXHIBIT A EMERGENCY OPERATIONS P 1 LAN I a I I t,, . . \ oil la. _ _ 11 2.__1.1 __ _. Nr--L Aka 411 " , ., :_ -_ ,#, 3 r A‘ 477—\---jk /-'1 S—Aa . ' ilh ' -- 7 ' lit 2 • , 24•• ' t _—_ •`• - .------.' — 14 — -. _ a tftilso- 2r:r - _ .1.--.. — = — — .: - _ .,, -- — -I Prepared for: City of Lake Oswego 380 A Avenue, Lake Oswego, OR 97034 Prepared by: Frontline Equipment and Consulting LLC 5244 Sugarpine Cir. Eugene, OR 97402 THIS PAGE LEFT BLANK INTENTIONALLY XI al City of Lake Oswego EOP 51 BASIC PLAN \EGGS PREFACE This Emergency Operations Plan is an all-hazard plan that describes how the City of Lake Oswego will organize and respond to emergencies and disasters in the community. It is based on, and is compatible with, federal, State of Oregon, and other applicable laws, regulations, plans, and policies, including Presidential Policy Directive 8,the National Response Framework, Oregon Office of Emergency Management plans, and Clackamas County Emergency Operations Plan. Response to emergency or disaster conditions in order to maximize the safety of the public and minimize property damage is a primary responsibility of government. It is the goal of the City of Lake Oswego that responses to such conditions are conducted in the most organized, efficient, and effective manner possible. To aid in accomplishing this goal,the City of Lake Oswego has, in addition to promulgating this plan,formally adopted the principles of the National Incident Management System, including the Incident Command System and the National Response Framework. Consisting of a Basic Plan and annexes,this Emergency Operations Plan is aligned with the Clackamas County Emergency Operations Plan and provides a framework for coordinated response and recovery activities during a large-scale emergency. The plan describes how various agencies and organizations in the City of Lake Oswego will coordinate resources and activities with other federal, State, local, community- and faith-based organizations, and private-sector partners. THIS PAGE LEFT BLANK INTENTIONALLY iv Cityof Lake Oswego EOP g o° BASIC PLAN cP �REGOc� � PLAN ADMINISTRATION The Lake Oswego Emergency Operations Plan, including appendices and annexes,will be reviewed and updated on an annual basis or as needed after an incident or exercise. The plan will be formally re- Z promulgated by the Lake Oswego City Council once every five years. Record of Plan Changes All updates and revisions to the plan will be tracked and recorded in the following table. This process will ensure that the most recent version of the plan is disseminated and implemented by emergency response Millr-111.11Mr DEPARTMENT SUMMARY 2010 Original Release Original Release 2012 2012-001 Minor revisions Update information and 2017 2017-001 bring overall information and formatting in line with the County EOP. 2024 2024-001 Update plan information V Cityof Lake Oswego EOP g Anr o° BASIC PLAN CP �REGOc� � PLAN ADMINISTRATION Plan Distribution List 0 Z Copies of this plan have been provided to the following jurisdictions, agencies, and persons electronically, unless otherwise noted. Future updates will be provided electronically and recipients have the responsibility for updating their copy of the EOP when changes are received. The Lake Oswego City Emergency Management Executive Committee is ultimately responsible for all plan updates. Updates should be provided to the Emergency Management Executive Committee at any time. DATE NO. OF COPIES LIRISDICTION/AGENCY PERSON Lake Oswego Adult Community Center Lake Oswego City Attorney's Office Lake Oswego City Manager's Office Lake Oswego Community Development Department Lake Oswego Emergency Manager (Assistant City Manager) Lake Oswego Emergency Operations Center Lake Oswego Engineering Department Lake Oswego Finance Department Lake Oswego Fire Department Lake Oswego Information Technology Department Lake Oswego Parks & Recreation Department Lake Oswego Police Department Lake Oswego Recreation and Aquatics Center Lake Oswego Public Works Department Lake Oswego Water Treatment Plant Clackamas County Department of Disaster Management Washington County Emergency Management Cooperative Multnomah County Office of Emergency Management Oregon Department of Emergency Management vi City of Lake Oswego EOP "Al"-o BASIC PLAN 0 �REGOc� P Z LAN ADMINISTRATION Emergency Operations Plan Review Assignments The following table contains basic plan and annex assignments for corrections and/or changes. Changes Z will be forwarded to the Emergency Management Executive Committee for revision and dissemination of the plan. Responsibility for the maintenance of these specific annexes lies within those listed below. This does not preclude other departments and agencies with a vital interest in the annex from providing input to the document; such input is, in fact, encouraged. SECTION/ANNEXES RESPONSIBLE PARTY BASIC PLAN City Emergency Management Executive Committee ESF 1 Transportation City Public Works Department City Engineering Department ESF 2 Communication City Police Department ESF 3 Public Works City Public Works Department ESF 4 Firefighting City Fire Department ESF 5 Information and Planning City Police Department City Emergency Management Executive Committee ESF 6 Mass Care City Fire Department ESF 7 Resource Support City Finance Department ESF 8 Health and Medical City Fire Department ESF 9 Search and Rescue City Police Department City Fire Department ESF 10 Hazardous Materials City Fire Department ESF 11 Agriculture,Animals, and Natural Resources City Parks and Recreation Department ESF 12 Energy City Public Works Department City Water Treatment Plant ESF 13 Law Enforcement City Police Department ESF 14 Business and Industry City Manager's Office ESF 15 Public Information City Public Affairs Department ESF 16 Volunteers and Donations City Emergency Management Executive Committee ESF 17 Cyber and Critical Infrastructure Security City Information Technology Department ESF 18 Military Support City Police Department SA 1 Evacuations City Police Department SA 2 Long-Term Community Recovery City Manager's Office — Emergency Manager SA 3 Public Health City Manager's Office—Emergency Manager City Police Department IA 1 Incident Annex City Fire Department City Public Works Department vii THIS PAGE LEFT BLANK INTENTIONALLY VIII e CCP y �11r. offCity of Lake Oswego EOPBASIC PLAN ED : r / a 'BASIC PLAN TABLE OF CONTENTS w Chapter 1: Introduction 1 1.1 General 1 0 71 1.1.1 Whole Community Planning 1 1.2 Purpose and Scope 2 Z 1.2.1 Purpose 2 1.2.2 Scope 2 1.3 Plan Implementation 2 1.4 Plan Organization 3 1.5 Relationship to Other Plans 3 1.5.1 Federal Plans 3 1.5.2 State Plans 6 _____ 1.5.3 County Plans 7 1.5.4 City Plans 8 1.5.5 Support Agency Plans 9 1.6 Authorities 9 1.6.1 Legal Authorities and Duties 9 1.6.2 Mutual Aid and Intergovernmental Agreements 9 1.7 Emergency Powers 9 1.7.1 General 9 1.7.2 City Disaster Declaration Process 10 1.7.3 Designation of Emergency Areas 10 1.7.4 Regulation and Control of Persons and Property 10 1.7.5 County Declaration Process 11 1.7.6 State Assistance 12 1.7.7 Federal Assistance 12 1.8 Continuity of Government 12 1.8.1 Lines of Succession 12 1.8.2 Preservation of Vital Records 13 1.9 Administration and Logistics 13 1.9.1 Conflagration 13 1.9.2 Financial Management 14 1.9.3 Legal Support and Liability Issues 15 1.9.4 Reporting and Documentation 15 1.10 Safety of Employees and Family 15 ix CCP y e o� odir City of Lake Oswego EOP BASIC PLAN ED V O, r !BASIC PLAN TABLE OF CONTEII Chapter 2: Situation and Planning Assumptions 17 m 2.1 Situation 17 O 2.1.1 Community Profile 18 TI 2.1.2 Community Events 19 O O 2.1.3 Threat/Hazard Identification 20 2.1.4 Capability Assessment 20 m 2.1.5 Protection of Critical Infrastructure and Key Resources 22 2.2 Assumptions 22 Chapter 3: Roles and Responsibility 23 3.1 General 23 3.2 Emergency Management Organization 23 3.2.1 City Council 24 ■ 3.2.2 City Manager 24 3.2.3 Emergency Manager (Assistant City Manager) 25 3.2.4 City Department Directors 25 3.2.5 Responsibilities of All Departments 25 3.3 Responsible Departments for Emergency Support 26 Chapter 4: Concepts of Operations 29 4.1 General 29 4.2 Emergency Management Mission Areas 29 4.3 Response and Recovery Priorities 30 4.3.1 Response 30 4.3.2 Recovery 30 4.4 Incidents Levels/National Incident Management System Types 30 4.5 Incident Management 32 4.5.1 Emergency Operations Center (EOC) Activation 32 4.5.2 Alert and Warning 33 4.5.3 Communications 33 4.5.4 Situational Awareness and Intelligence Gathering 33 4.5.5 Resource Management 34 4.5.6 Emergency Public Information 35 4.5.7 Populations with Disabilities, and Access and Functional Needs (DAFN) 36 4.5.8 Children and Disasters 36 4.5.9 Demobilization 37 4.6 Transition to Recovery 37 X CCP y 0.). Ed City of Lake Oswego EOP BASIC PLAN ED � a: r RASIC PLAN TABLE OF CONTEII w Chapter 5: Command and Control 39 5.1 General 39 0 5.2 On-Scene Incident Management 39 C') 5.3 Emergency Operations Center (EOC) Support to On-Scene Operations 39 Z 5.4 Emergency Operations Center (EOC) 40 - 5.4.1 Emergency Operations Center (EOC) Activation 40 5.4.2 Emergency Operations Center (EOC) Location 40 5.4.3 Emergency Operations Center (EOC) Staffing 41 _ 5.4.4 Access and Security 42 5.4.5 Deactivation 42 5.5 Incident Command System (ICS) 42 5.5.1 Emergency Operations Center (EOC) Manager 44 5.5.2 Emergency Operations Center (EOC) Command Staff 44 5.5.3 Emergency Operations Center (EOC) General Staff 45 5.5.4 Unified Command 47 5.5.5 Area Command 47 5.5.6 Multi-Agency Coordination 47 Chapter 6: Plan Development, Maintenance and Implementation 49 6.1 Plan Review and Maintenance 49 6.2 Training Program 49 6.3 Exercise Program 50 6.4 Event Critique and After-Action Reporting 50 6.5 Community Outreach and Preparedness 51 6.6 Funding and Sustainment 51 A Sample Disaster Declaration Form 53 B Legal Authorities 55 C Incident Action Planning Cycle 57 D References 59 E Acronyms and Glossary of Terms 61 xi THIS PAGE LEFT BLANK INTENTIONALLY xii 0AF City of Lake Oswego EOP o BASIC PLAN C \00111, EGGS O Z Introduction This section establishes the framework within which this Emergency Operations Plan (EOP) exists and how it fits into existing plans. Additionally, the section outlines federal, State of Oregon (State), Clackamas County (County), and City emergency management authorities pertaining to the community's roles and responsibilities. 1 .1 GENERAL The City of Lake Oswego Emergency Management Program is responsible for planning, preparing, and providing for the prevention, protection, mitigation, response and recovery of emergencies or disasters that present a threat to the lives and property of Lake Oswego community members. This includes coordinating and facilitating emergency planning, preparedness, response, and recovery activities. The principles described in this EOP offer guidance for emergency response at a complex level involving multiple City departments, more complex incidents, or emergencies requiring outside resources and assets through formal processes to County, State, and Federal agencies. This plan identifies a City Emergency Manager to carry out emergency management related functions through appointing Key Staff from the City to critical roles into a scalable Incident Command Structure that may start at the initial level 1 response structure among City departments, and grow in scale to an Emergency Operation Center (EOC) activation with Key Staff, including but not limited to, EOC Incident Commander, Executive Staff, Public Information Officer, Safety, Liaison, Operations Section Chief, Logistics Chief, Planning Section Chief, and Financial/Administrative Section Chief. 1 .1 .1 Whole Community Planning Preparation for emergencies is a shared responsibility Whole community includes, but is not limited to: and requires the involvement of whole communities to contribute to the safety and resilience of their • Individuals and families, including those with community. A whole community approach provides a disabilities (to include service animals),and more informed, shared understanding of community access and function needs (DAFN) risks, needs and capabilities and increases resources • Businesses through the empowerment of community members. • Faith-based and community organizations Experience has shown us that when the whole • community comes together to tackle a challenge the Medical Facilities end result is more effective. • Nonprofit groups Whole community is the process of involving all Schools and academic stakeholders in the community when developing • Media outlets national preparedness documents, ensuring • All levels of government,including state, local, everyone's roles and responsibilities are reflected in tribal,territorial and federal partners the content of the materials, and actively providing (continued on next page) 1 Os*P XICity of Lake Oswego EOP o BASIC PLAN Cr OREG�c, O preparedness information to the City population, as well as emergency public information and restoring Z critical public services. The City needs profit and nonprofit organizations, individuals and family to be responsible for hazard awareness, knowledge of appropriate protective actions,taking proactive steps to mitigate the impact of anticipated hazards, and preparations for personal and family safety, as well as the self-sufficiency of neighborhoods. 1 .2 PURPOSE AND SCOPE 1 .2.1 Purpose The primary purpose of the EOP is to outline the City's all-hazard approach to emergency operations to protect the safety, health, and welfare of its residents and visitors throughout all emergency management mission areas. Through this EOP the City designates the National Incident Management Systems (NIMS) and the Incident Command System (ICS) as the frameworks within which all emergency management activities will be conducted. 1 .2.2 Scope The EOP is implemented whenever the City must respond to an emergency incident or planned event whose size or complexity is beyond that normally handled by routine operations. This plan is intended to guide the City's emergency operations while complementing and supporting the emergency response plans and procedures of responding agencies, other local governments, special districts, and other public, nonprofit/ volunteer, and private-sector entities. The EOP establishes roles, responsibilities, and relationships among agencies and organizations involved in emergency operations,thereby facilitating multi-agency and multi-jurisdiction coordination. Using this framework, City departments and agencies that operate under this plan are expected to develop and keep current lines of succession and standard operating procedures (SOPs) that describe how emergency tasks will be performed. Training and equipment necessary for response operations should be maintained by City departments. The primary users of this plan are elected officials, department directors and their senior staff members, emergency management staff, coordinating response agencies, and other stakeholders that support emergency operations. 1 .3 PLAN IMPLEMENTATION Once adopted by the City Council,this EOP is in effect and may be implemented in whole or in part to respond to: • Incidents in, or affecting the City • Health emergencies in, or affecting the City • Non-routine life-safety issues in, or affecting the City An emergency declaration is not required in order to implement the EOP or activate the Emergency Operations Center (EOC). The Emergency Manager, Fire Chief, Police Chief, or Public Works Director may implement the EOP as deemed appropriate for the situation or at the request of an on-scene Incident Commander. 2 1 Z —I XI Oc*,f4 0 City of Lake Oswego EOP , re BASIC PLAN Cr CV?EGOa 1 .4 PLAN ORGANIZATION z BASIC PLAN The purpose of the Basic Plan is to provide a framework for emergency operations and information regarding the City's emergency management structure. It serves as the primary document outlining roles and responsibilities of City departments and partners during an incident. Emergency Support Function Annexes Support Annexes Incident Annexes Emergency Support Functions (ESF)focus Support Annexes(SA)describe While this EOP has been developed as an on critical tasks,capabilities,and functions that do not fit within the all-hazards planning document,some resources of emergency response scope of the 18 ESF annexes and hazards may require unique agencies for all emergency phases for the identify how the City's departments and considerations. To that end,the IA City. agencies,the County,the private supplements the Basic Plan to identify ® ESF 1—Transportation sector,volunteer organizations and critical tasks particular to specific natural, nongovernmental organizations technological,and human-caused ESF 2—Communications coordinate to execute common support hazards identified in the most current O ESF 3—Public Works functions required during an incident. Hazard Identification and Vulnerability Q ESF 4—Firefighting The actions described in the Sas are Assessment. Hazards covered in the IA not limited to particular types of events include: Q ESF 5—Information and Planning but are overarching in nature and • Earthquake ® ESF 6—Mass Care applicable to nearly every type of e ESF 7—Logistics and Resource incident. • Major Fire T ESF 8—Health and Medical The City SAs are: • Public Health e ESF 9—Search and Rescue • • Severe Weather SA 1—Evacuation • Volcano a ESF 10—Hazardous Materials • SA 2—Recovery • Hazardous Materials Natural• SF 11—Agriculture,o Animals,and • Trans ort tion Accidents(including Resources a G ESF 12—Energy air,rail and roa • Terrorism I © ESF 13—Law Enforcement • Utility Failure 0 ESF 14—Business and Industry IC) ESF 15—Public Information O ESF 16—Volunteers and Donations c ESF 17—Cyber and Critical Infrastructure Security O ESF 18—Military Support 1 .5 RELATIONSHIPS TO OTHER PLANS 1 .5.1 Federal Plans The following federal plans guide emergency preparedness, response, and recovery at the federal level and provide support and guidance for state and local operations. 1.5.1 a Presidential Policy Directive/ PPD 8: National Preparedness 3 o- to , O City of Lake Oswego EOP � o` BASIC PLAN C O GREGO� O This directive is aimed at strengthening the security and resilience of the United States through systematic preparation for the threats that pose the greatest risk to the security of the nation, including acts of terrorism, cyber-attacks, pandemics, and catastrophic natural disasters. 1.5.1 b National Preparedness Goal The National Preparedness Goal describes five mission areas and 32 activities, called core capabilities, that address the greatest risks to the nation. Prevention Prevent,avoid,or stop an imminent,threatened,or actual act of terrorism. Protection Protect our community members,visitors,and assets against the greatest threats and hazards in a manner that allows our interests,aspirations,and way of life to thrive. Mitigatio 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. Recover through a focus on the timely restoration,strengthening and revitalization of Recovery infrastructure,housing,and a sustainable economy,as well as the health,social,cultural,historic and environmental fabric of communities affected by a catastrophic incident. 1.5.1 c National Preparedness System Jurisdictions must understand the risks they face to Identifying and Assessing Risk build EOPs that reflect the range of threats and hazards that may affect people,assets and systems today and in the future. Estimating Capability The results of the risk assessment process inform Re uirements estimates of capabilities in order to meet the needs q of the community. *hole Community Building and Sustaining Planners can compare existing capabilities with Identifying t Assessing Risk Capabilities capability targets to identify both gaps and strengths. Reviewing& Updating A�� Estimating Capability Communities and organizations use plans to guide .� Requirements action.These plans need periodic review and ` Planning to Deliver Capabilities ��(1� updates to address changes over time in risk and �� Validatin y capabilities. % Capabilities- Building& p Sustaining y'o F Risk informed,capability based and objective driven Capabilities�6 Plannid �* exercise and evaluation activities are important °s to Deliver' /a p Capabilities °cam Validating Capabilities steps to validate EOPs and test incident response Nar °`a capabilities.Training and real-world events also provide opportunities to test and validate plans and capabilities. The risks facing communities can change with evolving threats and hazards,aging infrastructure, Reviewing and Updating shifts in population or changes in the natural environment.The planning team should review capabilities,resources and plans,including EOPs on a regular basis. 4 XI E- 0 City of Lake Oswego EOP °` o BASIC PLAN C OREG�� 1.5.1 d National Preparedness Guidance In coordination with whole community partners, FEMA has developed a suite of national preparedness guidance documents, such as Comprehensive Preparedness Guide 101 (CPG 101), grounded in experience and lessons learned in preventing, protecting against, mitigating, responding to and recovering from the threats and hazards that the nation has faced. 1 .5.1 d.1 National Planning Frameworks As part of the National Preparedness system,the national planning framework provides guidance on how the whole community works together to achieve the national preparedness goal. Each mission area has its own framework to foster a shared understanding of our roles and responsibilities. 1 .5.1 d.2 National Response Framework (NRF) The NRF is a guide to how the nation responds to all types of incidents. It is built on scalable, flexible and adaptable concepts identified in NIMS to align key roles and responsibilities across the nation. The NRF describes coordinating structures, as well as key roles and responsibilities for integrating capabilities across the whole community,to support the efforts of governments,the private sector and nonprofits in responding to actual and potential incidents. The NRF also: Describes the steps needed to prepare for delivering the response core capabilities, including capabilities brought through businesses and infrastructure owners and operators in an incident; Introduces the community lifelines,which represent services that enable the continuous operation of critical government and business functions and are essential to human health and safety or economic security; Describes how unity of effort among public and private sectors, as well as nonprofits, helps stabilize community lifelines; Fosters integration and coordination of activities for response actions; and Provides guidance and establishes the foundation for federal interagency emergency operations planning. 1 .5.1 d.3 National Incident Management System (NIMS) NIMS is a systematic approach that guides all levels of government, nonprofits and the private sector to work together to manage all incidents, regardless of cause, size, location or complexity. It provides a shared vocabulary, systems and processes to successfully deliver the capabilities described in the National Preparedness System. Resource management, as described under NIMS, enables many organizational elements to collaborate and coordinate to systematically manage resources— personnel,teams, facilities, equipment and supplies. Most jurisdictions or organizations do not own and maintain all the resources necessary to address all potential threats and hazards. Therefore, effective resource management includes leveraging each jurisdiction's resources, engaging private sector resources, involving volunteer organizations and encouraging further development of Mutual Aid Agreements (MAA). NIMS defines command and coordination systems, including the Incident Command System (ICS), emergency operations center(EOC) structures and multiagency coordination (MAC) groups,that guide how personnel and organizations work together during incidents. As part of NIMS, FEMA developed the National Qualification System (NQS),which provides foundational guidance on personnel resource typing within the NIMS framework, plus supporting tools. The NQS uses a performance-based approach that focuses on verifying the capability of personnel to perform as required in the various NIMS positions. This approach is based on a continuum of integrated qualification, certification, and credentialing processes. 5 041� E�J XI City of Lake Oswego EOP ' BASIC PLAN C DREco O 1 .5.2 State Plans Z 1.5.2a State of Oregon Comprehensive Emergency Management Plan (CEMP) The State of Oregon Comprehensive Emergency Management Plan (CEMP) combines strategic and operational documents that define principles and priorities, assign roles and responsibilities and direct action in all phases of emergency management. The Operational plans are divided into four volumes, each volume addressing a specific phase of emergency management. • VOLUME I—National Hazard Mitigation Plan (NHMP): The NHMP identifies natural hazards and vulnerabilities in Oregon, proposes a strategy to mitigate risk, and addresses recurring disasters and repetitive losses. The NHMP is coordinated by the Oregon Department of Land Conservation and Development and the State Interagency Hazard Mitigation Team. • VOLUME II— State Preparedness Plan: This plan provides requirements and guidance for each step of the emergency preparedness cycle, including planning, organization and equipment, training, exercise, and evaluation and improvement. • Comprehensive Emergency Management Plan Volume II - Preparedness • Training and Exercise Plan (TEP): As part of the Preparedness Plan,the TEP aligns exercise activities and supporting training to exercise program priorities. Included in the plan should be a schedule of these exercises and trainings including dates, locations, and sponsoring agency or jurisdiction. • National Incident Management System (NIMS): Training for emergency personnel in Oregon adopts a broad approach, encompassing training in ICS, NIMS, as well as function and hazard-specific training. • VOLUME III—State of Oregon Emergency Operations Plan (State EOP): The State EOP describers the organization used by the state to respond to emergencies and disasters. The components of the state EOP include emergency support functions (ESFs), incident annexes, and support annexes. Each ESF is performed by a group of state agencies, with one or two as primary and several supporting. These ESFs help provide continuity and identify roles and responsibilities at the county and local levels. • VOLUME IV—State Recovery Plan: The Recovery Plan describes the organization used by the State to assist communities recovering from disasters. State support to recovery operations is divided into seven State Recovery Functions (SRFs). 1.5.2b Supporting State Assessment and Plans 1 .5.2b.1 Cascadia Playbook Cascadia Playbook: Oregon's Department of Emergency Management (OEM) developed a Cascadia Playbook concept to serve as a reference guide for how state agencies across Oregon will coordinate efforts during a major disaster. Oregon's greatest threat is a Cascadia Subduction Zone earthquake and tsunami resulting in significant loss of life,widespread injuries, and major property and critical infrastructure destruction. The Cascadia Playbook will be a cross-cutting emergency management tool for the State of Oregon that supports various existing plans and efforts for the first 14 days of a catastrophic incident. (continued on next page) 6 ,� 2 ,r� City of Lake Oswego EOP o BASIC PLAN C OREGOc` TENTATIVE TIMELINE OF THE PLAYS Z Play 1 Event+60 Minutes Initial Notification,activate Oregon Emergency Response System (OERS) Play 2 Event+6 Hours Succession authorities,emergency declarations,life safety missions,search and rescue,medical care Play 3 Event+12 Hours Emergency communications,Joint Information Center(JIC)operations Play 4 Event+24 Hours Establish contact with affected areas and EOCs,situational awareness,establish shelters,support access and functional needs population,mass feeding,animal care Play 5 Event+48 Hours Assess lifeline routes,establish state staging areas,locate/receive supplies,points of distribution, emergency contracting Play 6 Event+4 Days Assess impact of damage,identify critical service outages,prioritize emergency repairs,restore assess to lifeline routes,fatality management operations Play 7 Event+7 Days Mobilize heavy equipment and personnel, prioritize repair of critical infrastructure systems Play 8 Event+10 Days Receive federal resources,volunteer and donated goods management,track federal assets and activation levels Play 9 Event+2 Weeks Identify regional and statewide priorities for restoration of community services, human services and critical infrastructure 1 .5.2b.2 Volcano Coordinator Plans Oregon Department Emergency Management (OEM) along with federal, state, and local partners, have developed volcano coordination plans. These coordination plans describe the roles and responsibilities of agencies in the event of a volcanic eruption in Oregon. These plans do not replace or take precedent over agencies' emergency operations plans. 1 .5.2b.3 Oregon Resilience Plans OEM along with federal, state, and local partners, have developed volcano coordination plans. These coordination plans describe the roles and responsibilities of agencies in the event of a volcanic eruption in Oregon. These plans do not replace or take precedent over agencies' emergency operations plans. 1 .5.2b.4 Regional Disaster Preparedness Organization (RDPO) RDPO is a partnership of government agencies, non-governmental organizations, and private-sector stakeholders that serves the communities in Clackamas, Columbia, Multnomah, and Washington counties and Clark County in Washington. Through this partnership they collaborate to increase disaster resilience and coordinate disaster preparedness projects related to resiliency, public health, healthcare systems, infrastructure, supply chains, communications, emergency management, law enforcement, public works, and fire and emergency medical services. 1 .5.3 County Plans The City relies on the County for many critical services during an emergency, so it is vital for the City to be familiar with the County's plans and how they link with City emergency plans. (continued on next page) 1 XI c* s City of Lake Oswego EOP o BASIC PLAN C � r 0 GREGo O 1.5.3a Clackamas County Community Wildfire Protection Plan (CWPP) Z CWPP provides a consolidated reference documenting wildfire hazards, prevention and response efforts, and resource- sharing information for all participating local, state, and federal fire agencies. The CWPP improves upon historical fire planning efforts by providing a more localized and accurate approach for determining wildfire hazards and implementing best practices for wildfire protection in balance with sustainable ecological management and economic activities throughout Clackamas County. 1.5.3b Clackamas County Emergency Operations Plan (EOP) EOP is a framework that provides guidance for coordinated preparedness, response, and recovery activities in the county. It sets forth lines of authority and organizational relationships and shows how all actions will be coordinated. The EOP is updated every 4 years, in accordance with state requirements. The EOP describes procedures for how the county will organize in an emergency, including how departments and agencies will carry out various responsibilities and coordinate activities and resources. The plan identifies roles and responsibilities for each county department. The Clackamas County Board of Commissioners approved the plan and it went into effect on March 31, 2022. 1.5.3c Natural Hazards Mitigation Plan Clackamas County's 2024 Multi-jurisdictional Natural Hazards Mitigation Plan helps the county plan for actions that can lessen the impact of disasters on communities and reduce their post-disaster recovery timeframe. The plan allows the county to identify risks and community vulnerabilities associated with natural disasters in order to develop long-term and short-term strategies for protecting people and property. In addition to being a proactive step in reducing risks, having a plan is a condition for receiving certain types of mitigation-related funding from FEMA. 1 .5.4 City Plans 1.5.4a Debris Management Plan Guides the City in coordinating clearance, removal, and disposal of disaster debris (an addendum to Clackamas County's plan). 1.5.4b Lake Oswego Natural Hazard Mitigation Plan (NHMP) Includes resources and information to assist City residents, public and private sector organizations, and others interested in participating in planning for natural hazards. It provides a list of activities that may assist the City in reducing risk and preventing loss from future natural hazard events. Lake Oswego has developed this plan as an addendum to the County's multi-jurisdictional Natural Hazards Mitigation Plan in an effort to take a regional approach to planning for natural hazard scenarios. 1.5.4c Water Utility Emergency Response Plan The City of Lake Oswego has two Emergency Response Plans for their water system, both of which are required by the America's Water Infrastructure Act of 2018 (AWIA) and necessary to respond to a full scale water issue. One is specific for the Water Treatment Plant and facilities associated directly with the LO- Tigard Water Partnership. The other is specifically for the rest of the water system; as reservoirs, pump stations, and water mains throughout the City. 1 .5.5 Support Agency Plans The City is supported by a number of partner agencies. To the greatest extent possible,the City encourages support agencies to design their plans to complement the City EOP, and the City will seek to engage support agencies in the EOP update process to ensure appropriate linkages. 8 XI o s�lAs� City of Lake Oswego EOP o BASIC PLAN C � r 0 °REGOc O 1 .6 AUTHORITIES Z 1 .6.1 Legal Authorities and Duties In the context of this EOP, a disaster or major emergency is characterized as an incident requiring the coordinated response of all government levels to save the lives and protect the property of a large portion of the population. This plan is issued in accordance with, and under the provisions of, ORS Chapter 401, which establishes the authority for the City to declare a state of emergency. It shall be the responsibility of the Office of Emergency Services to recommend to the City Manager a basic emergency services plan to assist the City Manager in the performance of their duties as directed by ORS Chapter 401. The City Council shall be advised by the City Manager of the basic emergency services plan so formulated. In order to develop and maintain a basic emergency services plan,the duties of the Office of Emergency Services shall include, but not be limited to,the following: To have the authority to cause those officials of City departments and other offices with emergency service capabilities to prepare coordinated but individual operational annexes to the basic emergency services plan. To provide for the procurement of personnel, equipment, material, and supplies from City and private sources,and for the accounting thereof,for use in the event of a state of emergency. To provide for the coordination of emergency plans, programs and operations of Federal, State and County agencies, and other public or private agencies and corporations with emergency service capabilities. To provide for,with the consent of the City Council,coordinated operations under simulated state of emergency conditions. (Ord.2890,Amended,03/17/2022;Ord.No. 1556;11-5-74) Appendix B sets forth the federal,State,and local legal authorities upon which the organizational and operational concepts of this EOP are based. 1 .6.2 Mutual Aid and Intergovernmental Agreements State law (Oregon Revised Statute [ORS] 402.010 and 402.015) authorizes local governments to enter into Cooperative Assistance Agreements with public and private agencies in accordance with their needs (e.g., the Omnibus Mutual Aid Agreement). Personnel, supplies, and services may be used by a requesting agency if the granting agency cooperates and extends such services. However, without a mutual aid pact, both parties must be aware that State statutes do not provide umbrella protection, except in the case of fire suppression pursuant to ORS 476 (the Oregon State Emergency Conflagration Act). During an emergency, a local declaration may be necessary to activate these agreements and allocate appropriate resources. 1 .7 EMERGENCY POWERS 1 .7.1 General Based on local ordinances and State statutes, a local declaration by the City Council allows for flexibility in managing resources under emergency conditions, such as: Diverting funds and resources to emergency operations to meet immediate needs. Authorizing implementation of local emergency plans and implementing extraordinary protective measures. Receiving resources from organizations and individuals initiated through mutual aid and cooperative assistance agreement channels. (continued on next page) 9 �AF 0 oe os� City of Lake Oswego EOP �`/l� o BASIC PLAN C GO O Providing specific legal protection for actions initiated under emergency conditions. Z Setting the stage for requesting State and/or federal assistance to augment local resources and capabilities. Raising public awareness and encouraging the community to become involved in protecting its resources. The City Attorney should review and advise City officials on possible liabilities arising from disaster operations, including the exercising of any or all of the above powers. 1 .7.2 City Disaster Declaration Process In accordance with ORS 401.025 and the Lake Oswego Municipal Code 12.20, "Emergency Code,"the Declaration shall: responsibility for emergency management and direction ' Describe the nature of the emergency. and control in a time of disaster belongs to the City Designate the geographic boundaries of the area Manager (or designee). Policy decisions are the where the emergency exists,as well as the responsibility of the City Council. portion of the affected area lying within city When an emergency or disaster arises, and it is boundaries. determined that conditions have progressed or will Estimate the number of individuals at risk,inured, progress beyond the work force, equipment, or other or killed. resource capacities of the City, a declaration of Describe the actual or likely damage caused by emergency should be considered. the emergency When, in the judgment of the City Manager or designee, State the type of assistance or resources required a state of emergency exists,the emergency shall to respond to the emergency forthwith be declared in writing and the existence of Estimate the length of time during which the same publicized. The state of emergency declared by designated area will remain in an emergency state the City Manager or designee shall exist for the period set forth in the declaration, but shall not exceed 72 hours in duration, and may not be extended, unless within that time the City Council (or so many members thereof as may be able and available within the City to perform the duties of their office) passes a resolution confirming the City Manager's or designee's declaration of a state of emergency. The Council shall also set the expiration date of the state of emergency as part of the resolution. A declared emergency may be modified by the City Council at any time. (Ord. 2917,Amended, 12/20/2022;Ord. 2890,Amended, 03/17/2022;Ord. No. 2151,Amended, 06/24/97.0rd. No. 1556; 11-5-74) 1 .7.3 Designation of Emergency Areas In the declaration of a state of emergency the City Manager or designee shall designate the geographic boundaries of the area which warrants the exercise of emergency controls and fix the duration of time during which the area so designated shall remain an emergency area, all subject to the powers and duties of the City Council as set forth in LOC 12.20.820. (Ord. No. 1556; 11-5-74. Ord. No. 2151,Amended, 06/24/97) 1 .7.4 Regulation and Control of Persons and Property Whenever a state of emergency has been declared to exist within the City,the City Manager is empowered to order the following measures in the interests of public health, safety, or welfare: Establish a curfew for the area designated as an emergency area which fixes the hours during which all persons other than officially authorized personnel may not be upon the public streets or other public places. (continued on next page) Zo ,� XI loos City of Lake Oswego EOP "--3` o BASIC PLAN Cr EG�� Regulate or prohibit egress and ingress to and from an emergency area; limit or prohibit the movement of any person or Z persons within such area;order the moving or removal of any property within the area and the evacuation of any person or persons therefrom to the extent that the City Manager finds human lives or property are endangered; and authorize or direct the entry into or upon private property to prevent or minimize danger to lives or property. Prohibit or limit the number of persons who may gather or congregate upon any public street, public place or any outdoor place within the area designated as an emergency area. Barricade streets and prohibit vehicular or pedestrian traffic or regulate the same on any public street leading to the area designated as an emergency area for such distance as may be deemed necessary under the circumstances. Throughout the City or any part thereof to prohibit the sale of alcoholic beverages or the consumption thereof in public places; and to prohibit or restrict the sale of gasoline or other flammable liquids; and to prohibit the sale, carrying or possession of any weapons or explosives of any kind on public streets, public places or any outdoor place. Order mandatory evacuations of residents and other individuals after a declaration of a state of emergency within the jurisdiction of the city limits of Lake Oswego has been declared. An evacuation authorized by this subsection shall be ordered only when necessary for public safety or when necessary for the efficient conduct of activities that minimize or mitigate the effects of the emergency. Suspend the applicable public procurement requirements, and,to the extent sufficient funds are available and budgeted, to redirect City funds to pay expenses incurred as a result of responding to the emergency. Order such other measures as are imminently necessary for the protection of life or property. (Ord. 2917,Amended, 12/20/2022;Ord. No. 1556; 11-5-74. Ord. No. 2161,Amended, 12/16/97) 1 .7.5 County Declaration Process Clackamas County Code 6.03 restricts the Board of County Commissioners' (BCC's) authority to declare an emergency for the unincorporated areas of the County unless one or more cities have asked to be included in the declaration. County and city officials must coordinate emergency declarations closely when incidents cross city/county boundaries to ensure inclusion for anticipated needs. An Emergency Declaration grants the BCC the authority to exercise any or all of the emergency measures included in Clackamas County Code, Section 6.03. If circumstances prohibit timely action by the BCC,the Chair or other commissioner may declare a state of emergency and seek approval of a majority of the BCC at the first available opportunity. The BCC may declare an emergency when the need arises in order to: Centralize control of County assets under the Chair, authorizing implementation of extraordinary emergency protective measures. Provide specific legal protection for actions initiated under emergency conditions. Set the stage for requesting State and/or federal assistance to augment local resources and capabilities. When a major emergency or disaster occurs and a locality has responded to the best of its ability and is, or will be, overwhelmed by the magnitude of the damage,the community requests assistance from the State of Oregon. The Governor, after examining the situation, may direct that the assistance provisions in the State's emergency plan be executed and direct the use of State resources, as appropriate to the situation. If it is evident that the situation is, or will be, beyond the combined capabilities of local and State resources,the Governor may request that the President declare a major emergency or disaster in the state, under the authority of the Stafford Act. 11 041A £ O XI City of Lake Oswego EOP o BASIC PLAN CrOREGO O 1 .7.6 State Assistance Z The Oregon Department of Emergency Management (OEM) Operations Officer coordinates with the agencies represented in the State Emergency The City of Lake Oswego is Coordination Center (ECC) to determine the best way to support local divided among three government requests. ORS 401.165(6) provides that the County will transmit counties:Clackamas declaration requests submitted by a city to OEM. When a city is divided by (majority), Multnomah and multiple counties,the city's emergency declaration is submitted to the county Washington. in which the majority of the city is located. The State Operations Officer evaluates resource requests based on the goals and priorities established by the Director. Agency representatives keep the Operations Officer informed of resources assigned, resources available for commitment, and the status of assigned missions. State resources are provided to the County or City Emergency Management Organization (EMO) or to the on- scene Incident Commander as agreed by the entities concerned. The OEM Director makes final decisions in cases of conflicting interest such as competing resource requests or priority questions. 1 .7.7 Federal Assistance In the event that the capabilities of the State are not sufficient to meet the requirements as determined by the Governor, federal assistance may be requested. OEM coordinates all requests for federal assistance through the State ECC. FEMA coordinates the Governor's Presidential request for assistance in accordance with the National Response Framework. 1 .8 CONTINUITY OF GOVERNMENT As approved by the City Council,the City Manager's Office has been identified as the lead agency in the EMO. If for any reason the City Manager is unable or unavailable to perform the duties of office under the Code, 12.20.820 Authority, during a state of emergency,the duties shall be performed by the City Manager's designee. If the City Manager is unable or unavailable to perform the duties of office under this article and has not appointed a designee,the duties shall be performed by the following officials in the following order of succession: Assistant City Manager,the Fire Chief, and the Police Chief. If these officials are also unable or unavailable to perform the duties of office under this Code during a state of emergency,the duties shall be performed by an employee of the City of Lake Oswego who shall be designated to do so by the City Council. The powers of the successor to the City Manager shall be limited to those granted under this Code, and the duration of succession shall be until such time as the City Manager is able and available to perform the duties of office. (Ord. 2890,Amended,03/17/2022;Ord. No.2151,Amended,06/24/97. Ord. No. 1556;11-5-74) 1 .8.1 Lines of Succession City Lines of Succession Emergency Coordinator Emergency Policy and Governance 1. Assistant City Manager (Emergency Manager) 1. City Manager 2. Incident Commander 2. Assistant City Manager 3. Fire Chief 4. Police Chief 12 o�tiA e O XI City of Lake Oswego EOP St�o BASIC PLAN Cr \EGOa O 1 .8.2 Preservation of Vital Records Z The City has developed a vital records packet for use during emergency events. This packet contains records essential to executing emergency functions, including this EOP, emergency operating records essential to the continued function of the City EMO,the current call-down list, a vital records inventory, necessary keys or access codes, a list of primary and alternate facilities, and the City's Continuity Of Operations Plan (COOP). Each City department must provide for the protection, accessibility, and recovery of the agency's vital records, systems, and equipment. These are rights and interests' records, systems, and equipment that, if irretrievable, lost, or damaged,would materially impair the agency's ability to conduct business or carry out essential functions. Each agency should have a maintenance program for the preservation and quality assurance of data and systems. The program should consider the cost of protecting or reconstructing records weighed against the necessity of the information for achieving the agency mission. 1 .9 ADMINISTRATION AND LOGISTICS _ Resource requests and emergency/disaster declarations must be submitted by the EOC to Clackamas County Disaster Management (CCDM) according to provisions outlined under ORS Chapter 401. CCDM processes assistance requests to the State. The City Manager or EOC Incident Commander (if activated) is responsible for the direction and control of the City's resources during an emergency and for requesting any additional resources required for emergency operations. 1 .9.1 Conflagration In the case of emergencies involving fires threatening life and structures,the Emergency Conflagration Act (ORS 476.510) can be invoked by the Governor through the Office of State Fire Marshal. This act allows the Oregon State Fire Marshal (OSFM) to mobilize and fund fire resources throughout the State during emergencies. When, in the judgment of the City Fire Chief or County Fire Defense Board Chief, an emergency is beyond the control of local fire suppression resources, including primary mutual aid,the Fire Defense Board Chief shall report the conditions of the emergency to the Office of State Fire Marshal and/or request mobilization of support for the department/district. After verifying the need for mobilized support,the OSFM shall, if appropriate, request authorization from the governor to invoke the Emergency Conflagration Act. Request for invoking the Conflagration Act should be made when a significant threat exists, e.g.: Life-Threatening situations Real Property threatened High damage potential (firefighter or public safety) .Evacuations currently taking place .Number of structures,commercial/residential .Long-term or short-term damage .Advisory evacuations .Number of subdivisions potential .Evacuation plans in place .Population affected .Plausible impacts on community .Road,highway,or freeway closure .Historically significant cultural resources .Fuel type,indicating fire size and growth .Natural resources such as crops,grazing, potential timber or watersheds .Political situations .Critical infrastructure,such as major .Severity,extreme behavior,and fuel conditions 13 o`‘.lA � v XI City of Lake Oswego EOP F` BASIC PLAN REGOc4 O 1 .9 ADMINISTRATION AND LOGISTICS Z 1 .9.1 Conflagration Responsibilities Responsibilities City Fire Chief Fire Defense Board Chief Contacting the Fire Defense Board Chief to Notifying the OSFM via the Oregon Emergency Response request that the Conflagration Act be invoked. System. Participating in incident conference call Participating in incident conference call Providing local geographical information system Providing the following information to the OSFM Duty (GIS) capabilities or maps Officer and Chief Deputy: Working with the Incident Management Team ▪ Incident name (IMT) to locate base camp ▪ Contact information ▪ Type and location of incident ▪ Situation description Maintaining communications with the IMT Confirmation that local and mutual aid resources are throughout the deployment to assist with depleted emergency management and other local issues . Incident Commander information ▪ Weather information ▪ Resources requested 1 .9.2 Financial Management During an emergency,the City is likely to find it necessary to redirect its funds to effectively respond to the incident. Although the authority to adjust department budgets and funding priorities rests with the City Council, emergency procurement authority is delegated to the City Manager. Tracking the expenditures related to an incident is the responsibility of the Finance Section. If an incident in the City requires major redirection of City fiscal resources,the following general procedures will be carried out: The City Manager (or designee) will meet in an emergency session to decide how to respond to the emergency funding needs. The City Manager(or designee) will declare a state of emergency and request assistance through the County. The Mayor and City Council will be advised of such actions as soon as practical. To facilitate tracking of financial resources committed to the incident and provide the necessary documentation, a discrete charge code for incident-related personnel time, losses, and purchases will be established by the Finance Section. In addition, copies of expense records and supporting documentation should be maintained for filing FEMA Public Assistance reimbursement requests. The City Human Resources Department will support procurement issues related to personnel, both volunteer and paid. 14 XI o4tiAEos 0 City of Lake Oswego EOP 'o BASIC PLAN C GREGG� O 1 .9.3 Legal Support and Liability Issues Z Liability issues and potential concerns among government agencies, private entities, and other response partners and across jurisdictions are addressed in existing mutual aid agreements and other formal memoranda established for the City and its surrounding areas. Advise City officials regarding . Implement wage, price, and rent . Specify routes of the emergency powers of local controls egress government and necessary • Establish rationing of critical . Limit or restrict use procedures for invocation of resources of water or other measure to: utilities . Establish curfews . Restrict or deny access Remove debris from publicly or privately City Attorneys owned property Office Roles Reviewing and advising City officials in determining how the City can pursue critical objectives while minimizing potential exposure. Preparing and recommending local legislation to implement emergency powers when required. Advising City officials and department directors regarding record keeping requirements and other documentation necessary for exercising emergency powers. Advising City officials and department directors on the application of Oregon Revised Statutes (particularly ORS 401)to County or City government in disaster events. 1 .9.4 Reporting and Documentation Proper documentation and reporting during an INCIDENT DOCUMENTATION emergency is critical for the City to receive proper Included, but not limited to: reimbursement for emergency expenditures and to maintain a historical record of the incident. It's Incident and damage assessment reports important for City staff to maintain thorough and Incident Command logs accurate documentations throughout the course of an incident or event. Cost recovery forms Incident critiques and After-Action Reports All documentation within the City's custody or control (AARs) related to the City's emergency management program should be maintained in accordance with the City's retention schedules as well as Oregon's public records law (ORS §192.311 et seq). 1 .10 SAFETY OF EMPLOYEES AND FAMILY All department directors (or designees) are responsible for the safety of employees. Employees should attempt to contact their supervisors and managers within the first 24 hours following an incident. Emergency 9-1-1 should only be utilized if emergency assistance is needed. Departments with developed COOP plans will establish alternate facilities and staff locations, as applicable. Notification procedures for employee duty assignments will follow the required procedures established by each department. (continue on next page) 15 o4tiA Fo O XI City of Lake Oswego EOP o BASIC PLAN Cr GO� O During biological incidents or public health emergencies such as influenza pandemics, maintaining a resilient Z workforce is essential to performing the overall response activities required to protect the City and surrounding community from significant impacts to human lives and the economy. Thus, personnel should be provided with tools to protect themselves and their families while they provide health and medical services during a pandemic or other type of public health emergency. Currently, plans formally addressing the safety and protection of medical personnel and response staff during a biological incident and/or contagious outbreak have not been developed. Safety precautions and personal protective equipment decisions will be specific to the type of incident and will require just-in-time training among the first responder community and other support staff to implement appropriate procedures. If necessary,the Oregon Occupational Safety and Health Administration (OSHA), in coordination with the Oregon Health Authority (OHA), may provide assistance and guidance on worker safety and health issues. Information about emergency procedures and critical tasks involved in a biological emergency incident or disease outbreak is presented in ESF 8 of the County EOP. While all City agencies and employees are expected to contribute to the emergency response and recovery efforts of the community, employees'first responsibility is to their own and their families' safety. Each employee is expected to develop family emergency plans to facilitate family safety and self-sufficiency, which in turn will enable employees to assume their responsibilities to the City and its residents as rapidly as possible. Processes that support employees and their families during emergencies or disasters should be further developed through ongoing COOP planning. 16 Cl, q ''s City of Lake Oswego EOP �` 'o , BASIC PLAN - \REGO\ Z a irN v 1- SITUATION AND PLANNING ASSUMPTIONS a z z z This section of the EOP builds on the scope of discussion in Section 1 by profiling the City's risk O environment, identifying specific planning considerations, and describing the predicate y assumptions underlying this plan. This section ensures that, while taking an all-hazards approach y to emergency management, the plan is tailored to the unique risks faced by the City. C E 2.1 SITUATION The City is exposed to many hazards that have the potential to disrupt the community, cause damage, and O create casualties. Lake Oswego reaches into three different counties, with majority of it residing in Z y Clackamas County and serves as the county's largest city. The western edge of the city lines up to Interstate 5 where a portion of city falls within Washington County. On the north end, the city meets Portland and has boundaries into Multnomah County. The east side of the city boarders the Willamette River with the south of the city touching West Linn. HWY 43 runs through the eastside of town with Oswego Lake in the center of the city. The situational landscape puts Lake Oswego at risk for natural hazards such as earthquakes, extreme heat/ wildfires, winter storms, landslides/debris flow and volcanic activity, along with technological and human- caused hazards. Figure 2.1 Map of County and City Lines J n y °I`°"` " Portland °'`F. 55/4lashn+9,°q 'F ,SSW s¢pensan e. g 5r r $ao J ,'Miiwaukie 5 t+Routh st 1 i -. w „ S S;Y' �b nBaS tl - rz y he yVn� R by r..T.,T elms o'o �, G k�v w i y a !T1 ,;3�- m .•T sE Park Ave i�, ''' '''dnr St /. Rp -...� 3Melruse st 6°R:cert'' .•_- E-.—Zar '�s Pe. f// Tigard m ,� Rd r;,;2 JJ 1 q, A •.l SE Courtney Avem McDonald St N3 .MeadON: rtd OLL T[!=. '4v¢ E SW onita i icof--A_✓4,ar 0‹�y�o s , WFnbt� �Aurta�n_81ve _r SE '- l :3 u \t�°Lake ..0§wego r' s a°vS.r�.- �� m , �o ,b yam' M V¢ ��dad .i�cr4o I.a[te Pve y ` *.., 4b'o Dui ham Rd i',- ak'4 ,,, c` 9ivtl o ti \ �� v a 4"�J rs-.,.4 o a 'O ry i 46 'i yi:.-, t-— WeEt"- RS sa`�'h s Greerhee 4 ado p �� e 5 / ) ti ° I 1 , \S._ - Jean Rn Rvr r C',erloow Dr i.r°.n5 a.sIg14 Rd w.V....LL,O. '9 �6 (ybe 1 is 7 1 $ ' .—.� YSr ,�1 ,Pi L, :i7, iaWtinyr i I,t ._ s ram._ rCa✓` S x �, .j ___ R o �Q m. . e --_.l-_.: RU as N B `ham ,i-ti f '- --r Rd em M �.—....-. , Chileis Rd f �6 oar Hill 09 n ti S Tualatin Perry SW �11G Nyberg S, i ✓' 1 ob Rd Ri��Tr s R a SCet' 5 d SW `C4 s agen 51I Borland Rd HAdert \°o p ;very St - ® `f V' West Linn Source Data: LO Maps (oswego.or.us) 17 2 Cl, q 04 444, o�4, a City of Lake Oswego EOP # ) o BASIC PLAN - GREGGv, Z a z 2.1 SITUATION o -12 Figure 2.2 Clackamas County Map Z tip Troutdale Hillsboro Portland Gresham Parkdale Z 35 z Tigart 4 �b r '— O Sandy Mt Tuala Eagle Creek Mt Hood CI) Village Mt. od CI)10 ab Natiorta orest oril C CI Estacada E —I Colton 0 Woodbur Three Lynx Z GD Ripplehroak CA Silverton Keizer 5alern 0 GD Sublimity Google Staylon3 Breitenbush Map data @2419 GoogIe 2.1 .1 Community Profile POPULATION:40,390 LARGEST EMPLOYERS: OCCUPIED HOUSEHOLD: 16,458 Lake Oswego School District = 811 FTE MEDIAN AGE:45.9 Micro Systems Engineering =441 22.4%of households had one or more persons under the age of 18 City of Lake Oswego = 358.8 21.0%of households had one or more persons over the age of 65 Mary's Woods at Marylhurst = 630 13.8%of households spoke a language other than English at home Logical Position = 250 Median Household Income $120,585 Source data:US Census Bureau;2021:ACS 5-year estimates Source data:City of Lake Oswego:Community Information 18 2 Cl, q C 4 F OS A, City of Lake Oswego EOP A. o' BASIC PLAN 0 OREGOc� Z a z CP 2.1 .2 Community Events Special Event Plans are developed to help ease disruptions during high-traffic events within the city that may increase traffic, close roads and increase strain on public safety services. Z Z Community Date Approximate Challenges Event Attendees C� a Lake Oswego End of June 20,000-25,000 . Congestion on State Street (HWY 34) y Festival of the over three C Arts I days July 4th Parade July 4th 4,000-5,000 • A Avenue—between 10th and State Street(HWY 43) is "D and Celebratio closed. • Celebration and other events at Millennium Plaza Park Z Z Summer 7pm Wednesday 2,500— 3,000 • Congestion on State Street (HWY 43) y Concerts— evenings in July Foothills Park Summer 6:30pm 3,500-4,500 Congestion around park and Westlake Fire Station Concerts— Wednesday Westlake Park evenings in • Lots of families/kids August Farmers' Mar Saturdays mid 8,000 (over 5 • Traffic congestion and a lot of people around Millennium May through mid- hours) Park Plaza October • Only one major entrance/exit as the front of plaza • Can impact traffic on A Avenue as Market closes and people try to load up Farmers' First Sunday of 3,000 (over 4 . Traffic congestion around Hallmark Drive Market—Lake September, hours) Grove October and • Potential traffic issues on Boones Ferry Rd. and Kruse Rd. November Car&Boat Sho7111 Sunday in late- 4,000 • At 3 venues—George Rogers Park,Sundeleaf,and August Foothills. • Congestion on State Street (HWY 43) Lake Run and Day before 2,500-3,000 • Congestion on State Street (HWY 43) and around Family Fun Mother's Day in Millennium Plaza Park Festival May Tree Lighting Friday after 1,000-2,000 • Congestion on A Avenue and around Millennium Plaza Thanksgiving Park Cultural Xchange Mid September 5,000 (over 7 . Congestion around Millennium Plaza Park Festival hours) 19 2 y 04� 6Of City of Lake Oswego EOP ( o BASIC PLAN `..9REGO‘" Z a z 2.1 .3 Threat/Hazard Identification v Hazards most likely to impact the City Natural Technological Human-Caused/Adversarial Threats z Z Results from acts of nature Results from accidents or failure of systems Results from intentional actions of an Z and structure adversary .Drought .Dam failure .Explosive devices (Multiple .Earthquake—Cascadia .Levee failure Improvised Explosive Device Attack) y .Earthquake—Crustal .Fuel shortage .Cyber attack Cl) .Hazmat release—Chemical .Active shooter .Extreme Heat .Hazmat release—Radiological .Biological attack .Flood .Civil disturbance .Transportation accident (major regional .Landslide impact, e.g., airport or highway damage) .Food/water contamination Z .Volcanic Eruption .Pipeline rupture CA .Wildfire .Urban conflagration .Windstorm .Utility interruption .Winter Storm .Water contamination 2.1 .4 Capability Assessment The availability of the City's physical and staff resources may limit its capability to conduct short- and long- term response actions on an independent basis. City response capabilities are also limited during periods when essential staff are on vacation, sick, or otherwise unavailable. The City has not defined its core capabilities in accordance with the National Preparedness Goal or undertaken a formal capabilities assessment to date. Should an assessment be conducted in the future, it will help emergency responders evaluate, coordinate, and enhance the cohesiveness of their emergency response plans. A community capability assessment is a low impact systematic approach to evaluate the City's emergency plan and capability to respond to hazards. Figure 2-3 on next page outlines mission areas and core capabilities list. 20 CO) City of Lake Oswego EOP BASIC PLAN U O i GREGG� Z a z v Figure 2-3 Mission Areas and Core Capabilities List PREVENTION PROTECTION MITIGATION RESPONSE RECOVERY Z PLANNING Z PUBLIC INFORMATION AND WARNING OPERATIONAL COORDINATION y INTELLIGENCE AND INFORMATION SHARING COMMUNITY INFRASTRUCTURE SYSTEMS C RESILIENCE LONG-TERM CRITICAL ECONOMIC INTERDICTION AND DISRUPTION VULNERABILITY TRANSPORTATION RECOVERY 0 REDUCTION z RISK AND DISASTER ENVIRONMENTAL HEALTH AND CO) SCREENING,SEARCH AND DETECTION RESILIENCE RESPONSE/HEALTH SOCIAL SERVICES ASSESSMENT AND SAFETY FORENSICS AND ACCESS CONTROL AND FATALITY THREATS AND HAZARD ATTRIBUTION INDENITY IDENTIFICATION MANAGEMENT HOUSING VERIFICATION SERVICES CYBERSECURITY FIRE MANAGEMENT INFRSTRUCTURE AND SUPPRESSION SYSTEMS PHYSICAL PROTECTIVE LOGISTICS AND NATURAL AND MEASURES SUPPLY CHAIN CULTURAL MANAGEMENT RESOURCES RISK MANAGEMENT FOR PROTECTION MASS CARE SERVICES PROGRAMS AND ACTIVITIES SUPPLY CHAIN MASS SEARCH AND INTEGRITY AND RESCUE OPERATIONS SECURITY ON-SCENE SECURITY, PROTECTION AND LAW ENFORCEMENT OPERATIONAL COMMUNICATIONS PUBLIC HEALTH, HEALTHCARE,AND EMERGENCY MEDICAL SERVICES SITUATIONAL ASSESSMENT Ref National Preparedness Goal, Department of Homeland Security,Second Edition September 2015. Core Capabilities 21 2 y o��A � City of Lake Oswego EOP �- BASIC PLAN �• U O OREGO� Z z 2.1 .5 Protection of Critical Infrastructure and Key Resources v Critical Infrastructure and Key Resources (CIKR) support the delivery of critical and essential services that help ensure the security, health, and economic vitality of the City. CIKR include the assets, systems, a networks, and functions that provide vital services to cities, states, regions, and, sometimes,the Nation, disruption to which could significantly impact vital services, produce cascading effects, and result in large- — scale human suffering, property destruction, economic loss, and damage to public confidence and morale. Key facilities that should be considered in infrastructure protection planning include: Care facilities, nursing homes and housing likely to contain occupants who may not be sufficiently mobile. y Police station,fire stations, and city facilities that include vehicle and equipment storage, and EOC's that are needed for disaster response before,during, and after hazard events. Transportation facilities such as roads and bridges. —1 Public and private utilities and infrastructure that are vital to maintaining or restoring normal services. Communications infrastructure and cyber systems, assets, and networks. y 2.2 ASSUMPTIONS This EOP is based on the following assumptions and limitations: Essential City services will be maintained as long as conditions permit. An emergency will require prompt and effective response and recovery operations by City emergency services,disaster relief,volunteer organizations,the private sector, not-for-profit organizations, and the community. All emergency response staff are trained and experienced in operating under the NIMS/ICS protocol. Each responding city department will utilize existing directives and procedures in responding to major emergencies and disasters. Emergencies may be of a magnitude and severity that require State and federal assistance. County support of City emergency operations will be based on the principle of self- help. The City will be responsible for utilizing all available local resources, along with initiating mutual aid and cooperative assistance agreements before requesting assistance from the County. Considering shortages of time, space, equipment,supplies, and personnel during a catastrophic disaster,self-sufficiency will be necessary for the first hours or days following the event. Local emergency planning efforts focus on accommodating residents while preparing for changes in population trends throughout the year. Increases to the local population may introduce challenges in meeting the needs of non-residents and other travelers during an emergency or disaster. All or part of the City may be affected by environmental and technological emergencies. 22 2 0 Ir ;o4`A Fos m City of Lake Oswego EOP �` o BASIC PLAN a \EGG v XI m y ROLES AND RESPONSIBILITY Agencies within the community have varying day-to-day operations and will continue to do so E during emergency operations. This section assigns responsibilities specific to a disaster or emergency situation to specific departments and agencies. 3.1 GENERAL Local and County agencies and response partners may have various roles and responsibilities throughout an emergency's duration. Therefore, it is particularly important that the local command structure be established to support response and recovery efforts and maintain a significant amount of flexibility to expand and contract as the situation changes. Typical duties and roles may also vary depending on the incident's size and severity of impacts, as well as the availability of local resources. Thus, it is imperative to develop and maintain depth of qualified staff within the command structure and response community. Clackamas County Disaster Management (CCDM) is responsible for emergency management planning and operations for the area of the County lying outside the limits of the incorporated municipalities. The mayor or other designated official (pursuant to city charter or ordinance) of each incorporated City is responsible for emergency management planning and operations for that jurisdiction. Responsibilities may be shared with CCDM under mutual agreement. Most City departments have emergency functions that are similar to their normal duties. Each department is responsible for developing and maintaining its own procedures for carrying out these functions during an emergency. Specific responsibilities are outlined below, as well as in individual annexes. 3.2 EMERGENCY MANAGEMENT ORGANIZATION The City does not have an office or division of emergency management services separate from its existing departments. For the purposes of this plan,the structure will be referred to generally as the City Emergency Management Organization (EMO). The Assistant City Manager is considered the Emergency Manager, unless otherwise delegated. Roles and responsibilities of individual staff and agencies are described throughout this plan to further clarify the City's emergency management structure. The EMO is responsible for the activities conducted within its jurisdiction and includes both elected, appointed, and assigned executives with emergency management-related responsibilities. The Assistant City Manager, as the Emergency Manager, may delegate the authority to lead response and recovery actions to other City staff if the size or type of incident so dictates. On a day-to-day basis,this authority is delegated to the Fire, Police, and Public Works Departments for incidents over which those departments would be the lead agencies. Health, Housing, and Human Services (H3S) is delegated direction and control during health epidemic emergencies. All departments have the power to establish control of such an incident through an on-scene Incident Command System (ICS). Operational control of the scene shall remain with the lead agency as Incident Commander or in Unified Command. Additionally, some authority to act in the event of an emergency may already be delegated by ordinance or by practice. As a result,the organizational structure for the City's emergency management program can vary depending on the location, size, and impact of the incident. (continued on next page) 23 3 0 Ir o4, E m City of Lake Oswego EOP �` '4- BASIC PLAN a � �/' / �REG�/ m XI Key general responsibilities of members of the EMO include: Establishing strong working relationships with local leaders and core private-sector organizations,voluntary agencies, and 0 community partners. y Leading and encouraging local leaders to focus on preparedness by participating in planning,training, and exercises. Supporting staff participation in local mitigation efforts within the jurisdiction, including the private sector, as appropriate. F Understanding and implementing laws and regulations that support emergency management and response. Ensuring that local emergency plans consider the needs of: . The jurisdiction, including persons, property, and structures . Disability,Access and Functional Needs (DAFN) populations, including unaccompanied children and those with service animals . Individuals with household pets Leading and encouraging all City residents (including DAFN populations)to take preparedness actions. Encouraging residents to participate in volunteer organizations and training courses. 3.2.1 City Council The ultimate responsibility for policy, budget, and political direction for the City government is borne by the City Council. During emergencies,this responsibility includes encouraging community involvement and assistance, issuing policy statements as needed to support actions and activities of recovery and response efforts, and providing the political contact needed for visiting State and federal officials. Additionally,the Council will provide elected liaison with the community and other jurisdictions. In the event that declaration of emergency is needed,the Mayor (or designee) will initiate and terminate the state of emergency through a declaration ratified by the Council. General responsibilities of the City Council include: Establishing emergency management authority by city ordinance. Adopting an EOP and other emergency management-related resolutions. Acting as liaison to the community during activation of the EOC. Acting on emergency funding needs. Attending Public Information Officer (PIO) briefings. 3.2.2 City Manager The City Manager is responsible for continuity of government, overall direction of City emergency operations, and dissemination of public information, including the following tasks: Ensuring that all City departments develop, maintain, and exercise their respective service annexes to this plan. Supporting the overall preparedness program in terms of its budgetary and organizational requirements. Declaring a state of emergency and providing support to the on-scene Incident Commander in requesting assistance through the County. Implementing the policies and decisions of the governing body. Ensuring that plans are in place to protect and preserve City records. Serving as staff advisor to the City Council for emergency matters. 24 3 0 Ir 00,A E.J City Oswego Lake Oswe o EOP �` BASIC PLAN y o a �' °REGoY v XI 3.2.3 Emergency Manager (Assistant City Manager) cn The Assistant City Manager serves as the Emergency Manager for the City. The Emergency Manager has the 0 day-to-day authority and responsibility for overseeing emergency management programs and activities. The Z Emergency Manager works with the EMO to ensure that there are unified objectives with regard to the City's y emergency plans and activities, including coordinating all aspects of the City's capabilities. The Emergency W Manager, along with the Fire Chief, Police Chief, and other department directors, coordinates all components r of the local emergency management program, including assessing the availability and readiness of local resources most likely required during an incident and identifying and correcting any shortfalls. In particular, the Emergency Manager(or designee) is responsible for: Coordinating the planning and general preparedness activities of the government and maintenance of this plan. Analyzing the emergency skills required and arranging the training necessary to provide those skills. Preparing and maintaining executive team and emergency management contact list. Ensuring the operational capability of the EOC. Activating the EOC. Keeping the governing body apprised of the City's preparedness status and anticipated needs. Serving as day-to-day liaison between the City and County Emergency Management. Maintaining liaison with organized emergency volunteer groups and private agencies. Work with Department Directors to provide for the general preparedness of City employees and ensure employees know they need to report to work in an emergency. 3.2.4 City Department Directors Department directors collaborate with the Emergency Management Executive Committee during development of local emergency plans and provide key response resources. City department directors and their staffs develop, plan, and train to learn internal policies and procedures for meeting response and recovery needs safely. They also make staff available to participate in interagency training and exercise to develop and maintain the necessary capabilities, as well as clearly reinforce preparedness expectations. Department directors not assigned a specific function in this plan will be prepared to make their resources available for emergency duty at the direction of the City Manager (or designee). 3.2.5 Responsibilities of All Departments Individual departments are an integral part of the emergency organization. While some departments' staff comprises emergency response personnel,the majority of City departments focus on supporting emergency response personnel and/or the continuity of services they provide to the public. Organizationally,they are a component that provides support and communication for responders. All City departments are responsible for: Supporting EOC operations through staffing during operations and training to ensure that the City is providing for the safety and protection of the residents it serves. Establishing, in writing, an ongoing line of succession and/or delegation of authority for each department;this document must be made known to department employees, and a copy should be filed with the Emergency Management Executive Committee. Developing alert and notification procedures for department personnel. Developing operating guidelines to implement assigned duties specified by this plan. (continued on next page) 25 3 0 iTi City of Lake Oswego EOP o' BASIC PLAN a oREG0,--‘ Q m Tracking incident-related costs incurred in coordination with the EOC Finance Section, and submitting expenditure reports Ca in accordance with financial management practices. Incident-related costs may occur during response or recovery phases 0 and may include personnel overtime,equipment used/expended, and contracts initiated. Z Ensuring vehicles and other equipment are equipped and ready, in accordance with Standard Operation Procedures (SOP). Notifying the EOC Incident Commander(if activated) or Emergency Management Executive Committee of resource I� shortfalls. Identifying essential functions and developing procedures for maintaining and/or reestablishing services provided to the public and other City departments. Assigning personnel to the EOC, as charged by this plan. Developing and implementing procedures for protecting vital records, materials, and facilities. Promoting family preparedness among employees. Ensuring that staff complete required training (NIMS and ICS training). Preparing and maintaining supporting SOPs and annexes (including incorporation of NIMS components, principles, and policies). 3.3 RESPONSIBLE DEPARTMENTS FOR EMERGENCY SUPPORT Emergency Support Function Primary City Agency Supporting City Agency ESF 1 Transportation Public Works and Engineering Police and Fire Departments Departments ESF 2 Communications Police Department Lake Oswego City Information Technology and Communications Division (LOCOM) Public Affairs Departments ESF 3 Public Works Public Works and Engineering City Building and Parks and Departments Recreation Departments ESF 4 Firefighting Fire Department Public Works and Police Departments ESF 5 Information and Planning Police and City Fire Departments All other City Departments ESF 6 Mass Care Fire Department Police Department ESF 7 Resource Support Finance Department City Manager's Office, City Attorney's Office ESF 8 Health and Medical Fire Department Police Department Public Works, Parks and ESF 9 Search and Rescue Police and Fire Departments Recreation, and Building Departments ESF 10 Hazardous Materials Fire Department Public Works, Police, and Engineering Departments ESF 11 Agriculture, Animals, and Parks and Recreation Department Police Department Natural Resources (continued on next page) 26 3 0 iTi o4 For Cityof Lake Oswego EOP � BASIC PLAN 9 oo \EGGS v m y Emergency Support Function Primary City Agency Supporting City Agency ED 0 ESF 12 Energy Public Works and Engineering Other departments as assigned w Parks and Recreation (Ranger), r. ESF 13 Law Enforcement Police Department and Public Works Departments Building Services Department, ESF 14 Business and Industry City Manager's Office Redevelopment Agency, City Attorney's Office ESF 15 Public Information City Manager's Office (Public Affairs) All other City Departments ESF 16 Volunteers and Emergency Management Executive Parks and Recreation, and Library Donations Committee Department ESF 17 Cyber and Critical Information Technology Department City Manager's Office, and Infrastructure Security Finance Department ESF 18 Military Support Oregon Military Department N/A Annex 1 Evacuation Police Department Public Works, Fire, and Engineering Departments Annex 2 Long-Term Community City Manager's Office All other City Departments Recovery *Annex Damage Assessment Building Department Fire, Police, Public Works and Engineering Departments Annex Pandemic All Departments All Departments *Annex Debris Management Plan Public Works Fire, Police, and Parks and Rec Department *For current City plan, contact the primary responsible agency. Detailed ESF Roles, Responsibilities, and EOC Concepts are located in each ESF Annex. 27 3 THIS PAGE LEFT BLANK INTENTIONALLY 28 n 0 Z sA Fos C, iTi City of Lake Oswego EOP 'o BASIC PLAN —I �REGGa C) 0 A m O .. CONCEPTS OF OPERATIONS 7° 0 This section of the EOP concepts to guide the Community through the phases of emergency Z operations, and provides a guide for multi jurisdictional coordination and incident command. 4.1 GENERAL Primary roles involved during the initial emergency response will focus on first responders, such as fire services, police services, and the Public Works Department. Depending on the type of incident, initial response also may include hospitals, local public health departments, and hazardous material teams. In all emergencies, saving and protecting human lives is the top priority of the City and emergency response personnel. The City is responsible for emergency management and protecting life and property of individuals within this jurisdiction. This EOP will be used when the City or individual emergency response agencies are reaching or have exceeded their capabilities to respond to an emergency. It may also be used during non-routine incidents or pre-planned events where City resources are limited and/or have been expended. 4.2 EMERGENCY MANAGEMENT MISSION AREAS This plan adheres to the emergency management principle of all-hazards planning, which is based on the fact that most responsibilities and functions performed during an emergency are not hazard-specific. The focus of this EOP is response and short-term recovery actions. Nevertheless,this plan both impacts and is informed by activities conducted before and after emergency operations take place and is designed to assist the City in the following five mission areas. Figure 4-1 Emergency Management Prevention Mission Areas To avoid,intervene,or stop an incident from occurring in • order to protect lives and property --P Recovery Protection To restore vital services;person, To reduce the vulnerability of Critical social,and economic wellbeing of Infrastructure and Key Resources by individuals;and communities to pre deterring,mitigating,or neutralizing event or updated conditions terrorist attacks,major disasters,and other emergencies Response Mitigation To address the short-term and direct To comprehensively reduce hazard- effects of an incident,including related losses with the goal of immediate actions to save lives, ensuring the safety and security of protect property,and meet basic individuals,infrastructure protection, human needs and economic stability i 29 4 n 0 Z 2 41 A E Os iTi 0City of Lake Oswego EOP 'o BASIC PLAN j Cn O 4.3 RESPONSE AND RECOVERY PRIORITIES 11 0 4.3.1 Response m Response activities within the City are undertaken immediately after an incident. The City's response priorities are defined below: Lifesaving/Protection of Property and Public 0 Health Incident Stabilization Property Conservation Z This is a focus on efforts to save lives of This is a focus on protection of This is a focus on the protection of public y persons. It may include prevention or mobile response resources, isolation facilities essential to life safety/ mitigation of major property damage if of the impacted area, and emergency response, protection of the results of such damage would likely containment of the incident (if environment whenever public safety is present an immediate danger to human possible). threatened, and protection of private life. Or it may involve protection from property. health hazards that could be life- threatening 4.3.2 Recovery Recovery activities will begin as soon as conditions permit following an incident. It is the responsibility of all levels of government to assist the public and private sectors with recovery from disaster. A widespread disaster will impact the ability of businesses to function, disrupt employment, interrupt government services, and impact tax revenues within the City. This EOP is not a recovery plan; however,the City recognizes that response and recovery activities often take place concurrently until life safety and emergency protective actions are completed. Recovery operations are the actions taken to restore vital services, help residents resume self-sufficiency, and help communities return to pre-event or"new normal" conditions. Short-term recovery involves the restoration of critical services such as communications, water supply, sewage service, emergency medical capabilities, and electricity, as well as garbage and debris removal. These functions must occur early in the emergency response to support the life, health, and safety of the population and to support other emergency operations. The City's recovery priorities for Critical Infrastructure and Key Resources (CIKR) are defined below: Initial Damage Assessment and Human Debris Removal: Infrastructure Restoration: Impact Assessment: Determine structure impacts to the Coordinate debris clearance, collection, Facilitate restoration of CIKR. City and assess unmet human needs. and removal. 4.4 INCIDENT LEVELS Incident levels assist local, County, and State response agencies in recognizing the degree of intensity and potential impact of a particular situation. Emergency situations within the City will not always fit neatly into these levels, and any incident has the potential to intensify or expand to a higher level. Special circumstances or external pressures may warrant outside assistance for relatively minor incidents. A Level 1 incident is a minor and localized incident that is quickly resolved within existing City resources or limited outside help.A Level 1 incident has little or no impact on personnel or normal operations outside the locally affected area. Level 1 incidents do not require activation of this EOP or the EOC. Impacted emergency response personnel LEVEL 1 coordinate directly with their individual departments and each other to resolve the incident. (continued on next page) Examples of Level 1 incidents include small chemical spill,single structure,small fire,limited duration power failure, routine weather event, water or wastewater line break and normal fire and police response requests. 30 4 0 0 otiVA sos 0 ITI City of Lake Oswego EOP o BASIC PLAN c)-.REGG/ 0 71 A Level 2 incident is a major event or threat that requires response by more than one department/response 0 agency due to special or unusual characteristics or is beyond the scope of available local resources. Level 2 m incidents may require partial implementation of this EOP and the EOC. LEVEL 2 Examples of Level 2 incidents include large or multiple structure fires, structural collapse, significant hazardous materials release, extended power or utility outage, severe flooding, multi-fatality incident, large 0 regional weather event, drinking water contamination, or an external emergency that may affect City response Z agencies or operations y A Level 3 incident is a major disaster or imminent threat involving the coordinated response of local, regional, State, and federal resources to save lives and protect the property of a large portion of the population. The effects of the emergency are wide-ranging and complex and may require the sheltering or LEVEL 3 relocation of the affected population. Under such conditions,this EOP will be implemented and the EOC will be activated. Examples of Level 3 incidents include major explosion, major hazardous materials release, major earthquake, or a terrorism incident. While the City uses incident levels that are consistent with the County and State EOPs, incident types at the federal level are based on the five levels of complexity that ascend from relatively minor incidents (Type 5, e.g.,vehicle fire)to a major disaster (Type 1) resulting in high impact on the City and requiring national response resources (source: U.S. Fire Administration). Incident levels identified in this EOP will transition to the NIMS incident levels in the following circumstances: Federal agencies are involved in response and recovery operations (Type 3), or National resources are impacted (such as waters of the U.S.), requiring response from federal agencies. Incidents may be typed in order to make decisions about resource requirements. Incident types are based on the following five levels of complexity. (Source: U.S. Fire Administration) INCIDENT TYPE DESCRIPTION . The incident can be handled with one or two single resources with up to six personnel. . Command and General Staff positions (other than the Incident Commander) are not activated. . No written Incident Action Plan (IAP) is required. TYPE 5 • The incident is contained within the first operational period and often within an hour to a few hours after resources arrive on scene. . Examples include a vehicle fire, an injured person,or a police traffic stop. . Command staff and general staff functions are activated only if needed. . Several resources are required to mitigate the incident, including a Task Force or Strike Team. . The incident is usually limited to one operational period in the control phase. TYPE 4 • The agency administrator may have briefings, and ensure the complexity analysis and delegation of authority are updated. . No written IAP is required but a documented operational briefing will be completed for all incoming resources. . The role of the agency administrator includes operational plans including objectives and priorities. (continued on next page) 31 4 n City of Lake Oswego EOP 00 a g\I BASIC PLAN GREGG\--, V/ O 71 INCIDENT TYPE DESCRIPTION . When capabilities exceed initial attack,the appropriate ICS positions should be added to match ITI the complexity of the incident. . Some or all of the Command and General Staff positions may be activated, as well as Division/ Group Supervisor and/or Unit Leader level positions. Z TYPE 3 . A Type 3 Incident Management Team (IMT) or incident command organization manages initial CO) action incidents with a significant number of resources,an extended attack incident until containment/control is achieved, or an expanding incident until transition to a Type 1 or 2 IMT. . The incident may extend into multiple operational periods. . A written IAP may be required for each operational period. . This type of incident extends beyond the capabilities for local control and is expected to go into multiple operational periods. A Type 2 incident may require the response of resources out of area, including regional and/or national resources,to effectively manage the operations, command, and general staffing. . Most or all of the Command and General Staff positions are filled. TYPE 2 . A written IAP is required for each operational period. . Many of the functional units are needed and staffed. . Operations personnel normally do not exceed 200 per operational period and total incident personnel do not exceed 500 (guidelines only). . The agency administrator is responsible for the incident complexity analysis, agency administrator briefings, and the written delegation of authority. . This type of incident is the most complex, requiring national resources to safely and effectively manage and operate. . All Command and General Staff positions are activated. . Operations personnel often exceed 500 per operational period and total personnel will usually exceed 1,000. TYPE 1 • Branches need to be established. . The agency administrator will have briefings, and ensure that the complexity analysis and delegation of authority are updated. . Use of resource advisors at the incident base is recommended. . There is a high impact on the local jurisdiction, requiring additional staff for office administrative and support functions. 4.5 INCIDENT MANAGEMENT 4.5.1 Emergency Operations Center (EOC) Activation When an emergency situation arises and it is determined that the normal organization and functions of City government are insufficient to effectively meet response requirements,the Emergency Manager, Fire Chief, or Police Chief will activate and implement all or part of this EOP. In addition,the Emergency Manager, Fire Chief, or Police Chief may partially or fully activate and staff the EOC based on an emergency's type, size, severity, and anticipated duration. (continued on next page) 32 4 n 0 Z oti�A s°s 0City of Lake Oswego EOP 'o\' BASIC PLAN EGQ� 71 Concurrently, all involved City emergency services will implement their respective plans, procedures, and O processes and will provide the EOC with the following information: ED m Operational status Readiness and availability of resources Changing conditions and status of resources (personnel,equipment,facilities, supplies,etc.) Significant concerns and issues dealing with potential or actual loss of life or property Refer to the response checklists at the beginning of each ESF for further information on initial actions to be taken by the Emergency Manager (or designee) upon implementation of all or part of this EOP. 4.5.2 Alert and Warning Warnings, emergency information and notifications, or disaster reports received by City personnel will be relayed to the Emergency Manager, Fire Chief, Police Chief, and/or LOCOM. City response personnel will communicate and receive notifications using traditional communications technology such as landline and cellular telephones, internet/email, and radio throughout the duration of response activities as long as these resources are available. Emergency notification procedures are established among the response community and call down lists are updated and maintained by each department. External partners will be notified and coordinated through the EOC as appropriate. 4.5.3 Communications The ability of responders from different departments and disciplines to work together depends greatly on their ability to communicate with each other. Plain language is essential to first responder and public safety, and will be used by all City personnel during emergencies. The use of common terminology enables emergency responders, EOC personnel, and City staff, as well as personnel from neighboring jurisdictions, the County, or State to communicate clearly with each other and effectively coordinate response activities, regardless of an incident's size, scope, or complexity. See ESF 2 - Communications for more information. 4.5.3a Interoperability Interoperability is the ability of public and private agencies, departments, and other organizations to operate and communicate effectively together through the use of systems, personnel, and equipment. In recognition that successful emergency management and incident response operations require the continuous flow of critical information among jurisdictions, disciplines, organizations, and agencies, interoperability plans or procedures should be developed that include training and exercises, SOPs, new technology, and considerations of individual agency governance, as well as consideration of use within a stressful and often chaotic context of a major response. Interoperable voice, data, or video-on-demand communications systems allow emergency management/response personnel to communicate within and across agencies and jurisdictions in real time,when needed, and when authorized. See the Regional Disaster Preparedness Organization Tactical Interoperable Communications Plan for more information about interoperable communications at the regional level. 4.5.4 Situational Awareness and Intelligence Gathering Situational awareness and intelligence gathering are necessary to maintain a common operating picture among response agencies and provide the basis for emergency alert and warning (when an incident alert is not received by an outside agency). (continued on next page) 33 4 n 0 Fos 0 Cityof Lake Oswego EOP BASIC PLAN 9 0 GG� O 71 Situational awareness is the ongoing process of collecting, analyzing, and sharing information across Q agencies, intergovernmental levels, and the private sector. Intelligence gathering is the collecting of security m and operational information, such as collection of severe weather forecasts from the National Weather Service. Intelligence gathering may also be used to detect, prevent, apprehend, and prosecute criminals planning terrorist incidents. On a day-to-day basis, and during Level 1 and 2 incidents when the EOC is not fully activated,the City, 0 Z primary agencies, and supporting response agencies will: y Be aware of their surroundings and identify and report potential threats and dangerous situations. Share and evaluate information from multiple sources. Integrate communications and reporting activities among responding agencies. Monitor threats and hazards. Share forecasting of incident severity and needs. If activated,the EOC Planning Section Chief will lead situational awareness and intelligence gathering activities and functions, unless otherwise designated. If a criminal or terrorist incident is suspected,the City Police Department will notify the Oregon Terrorism Information Threat Assessment Network Fusion Center (OTFC) through the County Sheriff's Office. During a terrorist incident,the OTFC will support situational awareness and intelligence gathering functions. See ESF 5 — Information and Planning for more information. 4.5.5 Resource Management When the EOC is activated,the Logistics and Planning Sections have primary responsibility for coordinating the resource management effort and have authority under emergency conditions to establish priorities for the assignment and use of all City resources. In a situation where resource allocations are in dispute,the City Manager (or designee) has the final allocation authority. City resources will be allocated according to the following guidelines: Deploy resources by priority RESOURCE DEPLOYMENT PRIORITIES Distribute resources so that the most benefit is provided for the amount of resources expended. 1. Protection of life 2. Protection of responding resources Coordinate resident appeals for assistance through the PIO at 3. Protection of public facilities the EOC or Joint Information Center(JIC). Use local media to 4. Protection of private property provide residents with information about where to make these requests. Activate mutual aid agreements as necessary to supplement local resources. When all local resources are committed or expended, issue a request to the County for County, State, and Federal resources through an emergency declaration. See ESF 7 — Logistics and Resources for more information 34 4 0 0 Z 111 City of Lake Oswego EOP 'o, BASIC PLAN EGoa O TI 4.5.6 Emergency Public Information 0 Pre-planning, message maps, easily adapted messages to be recorded, and the creation of partnerships can 171 assist the Public Information Officer (PIO) in determining what message formats and dissemination methods will be the most accessible to the population of the City. -I Emergency public information involves developing, coordinating, and disseminating information to the Z public, coordinating officials, and incident management and responders under all hazard conditions. To y ensure that appropriate information is distributed to all populations within the community,the EMO will seek to develop public and private partnerships with fixed and mobile service providers, local officials and state agencies, representatives from vulnerable populations such as non-English-speakers and those in the community that are disabled, staff from nonprofit emergency support organizations, representatives from fixed facilities,third-party emergency alert and telephone notification vendors, and broadcasters. These partnerships help inform overall guidance of emergency public information message development, standards of practice, and evaluation tools, and help refine public information plans and procedures. The PIO is a member of the Command Staff responsible for interfacing with the public, media, and other agencies during all emergency mission phases. During an emergency,the PIO gathers,verifies, coordinates, and disseminates accurate, accessible, and timely information and is an important link between the EMO and the community. The information the PIO provides to a community can call people to action, educate and inform, change behavior and attitudes, create a positive impression of the City's emergency management organization, and prepare the community for an emergency. See ESF 15 — Public Information for more information. 4.5.6a Methods of Public Information Dissemination Clear, accurate, and consistent information must be disseminated to the public during an emergency for the public to take appropriate protective actions. The information must be distributed in a variety of methods to ensure accessibility and comprehensive penetration of the message. Possible methods of public information dissemination include the following: Press A press release is a prepared written news release that uses current data and information. Releases Media Briefing A briefing is an exchange of information on a single topic and typically includes a question-and-answer period,whereas a conference is a gathering of media where reporters expect to be able to ask questions or Conference on a variety of topics. Print Media Print media, including newspapers and magazines, allow PlOs to disseminate public information such as detailed information, background, and input from subject matter experts. In addition to warnings issued by the Emergency Alert System (EAS), radio allows PIOs to release audio Radio clips and sound bites to the public. Television PIOs may utilize television to disseminate visuals, sound bites, and graphics to the public. Internet The internet is a dynamic communication conduit that includes webpages, RSS feeds, and email and can be used as a strategic path for sharing information during an emergency. Newsletter/ Information sent directly to the public can provide details on events and activities as well as background information on the City's emergency management programs. (continued on next page) Mailers 35 4 0 0 Z O41 A £os 0 City of Lake Oswego EOP 'o BASIC PLAN .....OREOO,-, V/ 0 71 Web-based platforms such as, Facebook,X (fka Twitter), Instagram and Nextdoor may be used for 0 alerting the public in sudden onset and rapidly developing disasters,direct communication with large Social Media groups of constituents, building situational awareness,fostering transparency and accountability, m obtaining feedback, and responding quickly to rumors and misinformation. Call Center May be used as a way to divert unnecessary calls away from the 9-1-1 system, gather information to 0 increase situational awareness of the incident, and disseminate emergency public information. Z Print Signage/ y Message May be used when other methods of communications are unavailable. Boards Public Virtual or in-person public meetings allow responders, Command Staff, and other officials to provide an Meetings update directly to community members and answer questions from the community. Information Booths and PIO representatives may host information booths or tables within the community to provide information Tables directly to community members impacted by the disaster. Each distribution method has strengths and weaknesses. The PIO must determine the best methods of media distribution to reach all populations within the city and must ensure that the weakness of each system is covered by the strength of another. Additionally,the PIO must ensure that all communications are accurate, consistent, and coordinated to avoid public confusion. 4.5.7 Populations with Disabilities, and Access and Functional Needs (DAFN) Access to emergency services shall not be denied on the DAFN population may include but are not grounds of color, national origin, sex, age, sexual limited to: orientation, or functional needs. DAFN populations (also 1. Individuals who are deaf or hard of hearing referred to as vulnerable populations and special needs Protection of responding resources populations) are members of the community who 2. Individuals with limited English proficiency experience physical, mental, or medical care needs and who may require assistance before, during, and after an Protection of private property emergency incident after exhausting their usual resources 3. Children and support network. 4. Seniors 5. Individuals without vehicles Persons with access and functional needs within the city 6. Individuals with special dietary needs have the primary responsibility for minimizing the impact 7. Individuals who experience physical of disasters through personal preparedness activities. To disabilities the greatest extent possible,the Emergency Manager (or designee) will assist them in carrying out this responsibility by providing preparedness information, emergency public information, and critical public services in an accessible manner. 4.5.8 Children and Disasters Planning and preparing for the unique needs of children is of utmost concern to the City, and,whenever possible,the City will consider preparedness, evacuation, shelter operations, and public outreach and education activities that identify issues particular to children. Individuals with children have the primary responsibility for minimizing the impact of disasters to themselves and their children through personal preparedness activities. (continued on next page) 36 4 n 0 Z oti VA s os 0 City of Lake Oswego EOP o BASIC PLAN van,REGG� V/ O 71 To the greatest extent possible,the Emergency Management Executive Committee will assist in carrying out Q this responsibility by providing preparedness information, emergency public information, and critical public services. The Lake Oswego School District participates in the EOC and should have its own EOP. 4.5.9 Demobilization As the emergency situation progresses and the immediate response subsides, a transition period will occur y during which emergency responders will hand responsibility for emergency coordination to agencies involved with short- and long-term recovery operations. The following issues will be considered when demobilizing: Identification of surplus resources and probable resource release times Demobilization priorities as established by the on-scene Incident Commander and/or EOC Incident Commander Released or demobilized response resources as approved by the on-scene Incident Commander and/or EOC Incident Commander Repair and maintenance of equipment, if necessary The City Manager (or designee), with advice from EOC Incident Commander and/or on-scene Incident Commander,will determine when a state of emergency no longer exists, emergency operations can be terminated, and normal City functions can be restored. 4.6 TRANSITION TO RECOVERY Once immediate response activities have been completed,the City will turn towards recovery to restore government function and community services. Certain recovery activities may begin prior to the completion of all response activities. For example, restoration of lifeline utilities may commence while emergency sheltering is still ongoing. It is the responsibility of all levels of government to assist the public and private sectors with recovery from disaster. A widespread disaster may disrupt employment, interrupt government services, impact the ability of businesses to function, and impact tax revenues within the City. This EOP is not a recovery plan; however, the City recognizes that response and recovery activities often take place concurrently until life safety and emergency protective actions are completed. to 7EATZO *t OI'A.TI4 Riff-WIRY ZN /'RAMIWOmt{HOAI} 0Rt �+a Figure 4-2 rfl AO Disaster - m Recovery o° Continuum pN IA v. IA PREPAREDNESS SHORT-TERM ER! LONG-TERM oHGOfNG DAYS WEEX!-MONTIiS MONTHS-YEARS Source:National Disaster Recovery Framework 37 4 0 0 Z Ai rn City of Lake Oswego EOP t o BASIC PLAN \REGOa Ch 0 TI Take place in the days to weeks following an incident and focus on stabilizing activities. This 0 phase of recovery involves restoring vital services to the community and provide for the basic m Short-term Recover needs of the public, such as bringing necessary lifeline systems (e.g., power, communication, Operations water and sewage,disposal of solid and hazardous wastes, or removal of debris)to an acceptable _ standard while providing for basic human needs (e.g.,food,clothing, and shelter). Once stability 0 is achieved,the City can concentrate on intermediate and long-term recovery efforts,which focus z on restoring the community to a "new normal"or improved state. Cl) Take place in the weeks to months following an incident and focus on rebuilding activities. This Intermediate phase of recovery involves repairing damaged infrastructure and buildings, providing financial, covery Operation social, and psychological support to community members, and mitigating future risks. take place in the months to years following an incident and focus on revitalizing activities. This ong-term Recover phase of recovery addresses complete redevelopment and revitalization of the impacted area, Operations continued rebuilding activities, and a focus of building self-sufficiency, sustainability, and resilience. During the recovery period,the City will review and implement mitigation measures, collect lessons learned and share them within the emergency response community, and reassess this EOP, including annexes,to identify deficiencies and take corrective actions. Resources to restore or upgrade damaged areas may be available if the City demonstrates that extra repairs will mitigate or lessen the chances of, or damages caused by, another similar disaster in the future. See SA 2 — Long-Term Community Recovery for more details. 38 4 n 0 (I) Cit of Lake Oswe o EOP BASIC PLANY 9 5EG v z v 0 COMMAND AND CONTROL z Xv 0 This section of the EOP highlights the setting in which the EOC exists. It details the location, 1— capabilities, and policies of the EOC. Additionally, it outlines a process for establishing operations within the FOC, including activation, EOC procedures, and deactivation. 5.1 GENERAL The ultimate responsibility for command and control of City departments and resources lies with the City Manager. The Assistant City Manager, acting as Emergency Manager, will maintain direction and control of the City Emergency Management Organization (EMO) unless this task is otherwise delegated. City emergency operations, both on-scene and in the EOC, will be conducted in a manner consistent with NIMS, including use of ICS. During a City-declared disaster, control is not relinquished to County or State authority but remains at the local level for the duration of the event. 5.2 ON-SCENE INCIDENT MANAGEMENT Initial response to an incident will be managed by the responding agency (i.e., Public Works Department, Police Department, and/or Fire Department), who will assign an on-scene Incident Commander. The on-scene Incident Commander is responsible for performing or directing such duties as enforcing emergency measures and designating emergency areas. During the initial response,the on-scene Incident Commander may establish an Incident Command Post and may assume the responsibilities of Command Staff until delegated. The on-scene Incident Commander will notify the Emergency Manager, Fire Chief, or Police Chief and request activation of the EOC, as appropriate. The on-scene Incident Commander may also establish an on-scene Unified Command structure with City, County, and State leads. 5.3 EMERGENCY OPERATIONS CENTER (EOC) SUPPORT TO ON- SCENE OPERATIONS Depending on the type and size of incident, or at the request of the on-scene Incident Commander,the City may activate the EOC and assign an EOC Manager. The EOC and EOC Manager support on-scene operations and coordinate City resources. The request will be submitted to the Emergency Manager, Fire Chief, Police Chief, or Public Works Director, who will determine whether to activate the EOC and will assume, or designate,the role of EOC Manager. In most instances,the on-scene Incident Commander will retain tactical control over the incident, relying on the EOC for resource coordination, communications, and public information support. In a more complex incident, Unified Command may be established at the EOC to ensure proper coordination of resources across agencies. Outside assistance from neighboring jurisdictions or private contractors will be requested and used as an adjunct to existing City services, and then only when a situation threatens to expand beyond the City's response capabilities. (continued on next page) 39 5 n F City of Lake Oswego EOP �` o BASIC PLAN Z ,...OREGO, z Upon activation of the EOC,the EOC Manager is empowered to assume executive control over all CP departments, divisions, and offices of the City during a state of emergency. If appropriate,the on-scene 0 Incident Commander or EOC Manager may request that the City Manager (or designee) declare a state of z Z emergency. -I 5.4 EMERGENCY OPERATIONS CENTER (EOC) XI The EOC supports incident response activities, including tracking, management, and allocation of appropriate resources and personnel, and may also serve as a Multi-Agency Coordination Center, if needed. The EOC will be activated upon notification of a possible or actual emergency. During large-scale emergencies,the EOC may become the City seat of government for the duration of the crisis. 5.4.1 Emergency Operations Center (EOC) Activation During emergency operations, and upon activation of the EOC, EOC staff will assemble and exercise direction and control, as outlined below. The EOC will be activated by the Emergency Manager, Fire Chief, Police Chief, or Public Works Director,who may assume or designate the role of EOC Manager. While the on-scene Incident Commander retains tactical control of the incident,the EOC Manager assumes responsibility for coordinating and prioritizing City resources in support of emergency operations. The EOC Manager will determine the level of staffing required and will alert the appropriate personnel, agencies, and organizations. Emergency operations will be conducted by City departments, augmented as required by trained reserves,volunteer groups,forces supplied through mutual aid agreements, and private contractors. County,State, and Federal support will be requested if the situation dictates. Communications equipment in the EOC will be used to receive information,disseminate instructions and notifications, and coordinate emergency operations. The on-scene Incident Commander may establish an on-scene command post at the scene to maintain close contact and coordinate resources with the EOC. Department directors and organization leaders are responsible for assigned emergency functions, as outlined in the ESFs. The EOC may, as appropriate,operate on a 24-hour basis, and set up operational periods. The EOC Manager will immediately notify Clackamas County Disaster Management office upon activation of the EOC. Periodic updates will be issued to the County for the duration of EOC activation. See Appendix C — Incident Action Planning Cycle for more information on the activities that occur during an operational period and the development of an IAP. 5.4.2 Emergency Operations Center (EOC) a/ew_ a4,. 7-Eleven ,77, Spice — — Location �p�o�,L'`a® ap.5nack Up. The primary location for the EOC is: Dg�mboeensh raamonsusn Lake Oswego City Hall eerpreen Re Domaineaerene Wine 380 A Ave. ❑cmurze�ake�bswego oon,a�ne se�ana� Lake Oswego, OR 97034 3 Mlll Plazzaa Park Park Lakeshore1nn� La'FeB L keOY yy (continued on next page) caGanato CB11b 40 5 C, O City of Lake Oswego EOP BASIC PLAN a " °/ \EGp� v a z If necessary,there are two alternate location for Arbr CP the EOC is: 9 N 0 O Ave Lake Oswego Fire Department, Main Station imp 7-Eleven Visit a 7-Eleven Lakes e Con rete 300 B Ave Near You Lake Oswego, OR 97034 (es Caliper O Shell rn Fill Up.Save Up.Snack Up. m v y Bamboo Su • • na Booka Table at Bamboo i Rd a Domaine ere Wine =. Lounge La Oswego ' 4''Visit Domain crone Millennium • Plaza Park and: co Sweet Cakes ..,......,. 9 Wrrrow Ln Willow Ln Maintenance Center 17601 Pilkington Rd Lake Oswego, OR 97034 Ada 9 Todd's Automotive l aver` 9 La Vie No _AK E OS W EG O (ECUTIVE Park The County EOC is located at: Cmu ¢�a 9Commulackanasity CoServicntye 9 r'II Clackamas County Disaster Management (CCDM) 2200 Kaen Road Oregon City, OR 97045 Hilles 9 Clackamas County Transition Center 9Clackamas County Jail 9 The location of the EOC can change, as required by the needs of the incident. Coordination and control of City emergency resources will take place from the EOC as long as environmental and incident conditions allow. However, if conditions require relocation of the EOC,then the EOC Manager will designate an alternate facility. The EOC Manager may request the use of the County EOC or County facilities from CCDM. 5.4.3 Emergency Operations Center (EOC) Staffing Depending on the incident type, City departments will provide staff to the EOC. The City may receive assistance from CCDM to support the EOC. (continued on next page) 41 5 C, 0 0 City of Lake Oswego EOP moo' PLAN aBASIC a Depending on the incident type, City departments will provide staff to the EOC. The City may receive CP assistance from CCDM to support the EOC. At any time, if the incident expands or contracts, changes in O jurisdiction or discipline, or becomes more or less complex,the on-scene Incident Commander or EOC Manager may change to meet the needs of the incident. In the event that local staffing resources are not adequate to maintain the EOC,the City may request support from the State via the County. XI City departments involved in emergency response and personnel assigned to Command and General Staff(if '— previously designated) are required to report to the EOC upon activation. Personnel assigned to the EOC have the authority to make the decisions associated with their Command and General Staff positions. Due to limited personnel and resources available in the City, it is imperative that all primary and alternate EOC staff be trained on ICS functions outside their areas of expertise. Regularly exercising ICS, including sub- functions and liaison roles, with volunteers and other support staff will improve overall EOC operation efficiency. 5.4.4 Access and Security During an emergency, access to the EOC will be limited to designated emergency operations personnel due to the large volume of incoming and outgoing sensitive information. The EOC Manager may allow access on an individual, case-by-case basis. Appropriate security measures will be in place to identify personnel who are authorized to be present. 5.4.5 Deactivation Each incident will be evaluated to determine the need for continued operation of the EOC after the emergency response phase of the incident has been completed. This decision is made by the on-scene Incident Commander, EOC Manager, and Emergency Manager (or designee), if different from the EOC Manager. During the initial phase of the recovery period for a major disaster, it may be desirable to continue to operate the EOC during the day with limited staffing to facilitate dissemination of public and local government disaster relief information. This alternative should be weighed against the option of immediately requiring staff to manage recovery operations as part of their daily responsibilities. Once the decision has been made to limit hours/staff or close the EOC, notification must be disseminated to the same agencies that were notified it was activated. If necessary,the EOC may also be re-opened and emergency operations re-initiated at any time. 5.5 INCIDENT COMMAND SYSTEM ICS Incident Command System (ICS) is a standardized,flexible, scalable, all-hazard incident management system designed to be utilized from the time an incident occurs until the need for management and operations no longer exists. The City will utilize ICS to manage resources and activities during an emergency response, in order to communicate with other responding agencies using common terminology and operating procedures. The City ICS structure can be expanded or contracted, depending on the incident's changing conditions. During a large-scale (Level 3) incident, it can be staffed and operated by qualified personnel from any emergency service agency, including personnel from a variety of disciplines. The City ICS structure can also be utilized for lower level emergencies such as a minor incident involving a single emergency response agency (Level 1). The City has established an EMO, supporting EOC activation and ICS operational procedures, and position checklists. Copies of the EOC position checklists and ICS forms can be found in the EOC. 42 5 n 0 E Cityof Lake Oswego EOP 1116W,N1s, t`Z� BASIC PLAN a 9 U /t o Z oREGGa v a z v Example of a Scalable Command Structure for the City o z Initial Response -I Executive Group On-Scene EOC Incident Commander Structure (LEVEL 1 0 Incident r City Police Department City Public Works Department City Fire Department I ICS Structure Executive Group EOC Incident Commander (LEVEL 2 or 3 Incident Public Information Officer Liaison Officer ISafety Officer I LOperations Section Chief I Planning Section Chief Logistics Section Chief Financial/Admin Section Chief — City Police Department 1 City Public Works Department 1 City Fire Department 43 5 C, O o0-4 s� City of Lake Oswego EOP �� c! BASIC PLAN � " NI ° ' OREGOc, a 5.5.1 Emergency Operations Center (EOC) Manager v The EOC Manager is responsible for operation of the EOC when it is activated and has overall responsibility 0 for coordinating resources in support of emergency operations. In general,the EOC Manager is responsible for: -I Maintaining EOC operations in accordance with the principles of ICS and NIMS. Approving and supporting implementation of an IAP. r Coordinating activities supporting emergency operations. Approving release of information through the PIO. Performing the duties of the following Command Staff if no one is assigned to the position: • Safety Officer • PIO • Liaison Officer At any time, if the incident expands or contracts,changes in jurisdiction or discipline,or becomes more or less complex, the EOC Manager may change to meet the needs of the incident. Serve as an advisor to City Manager and City Council. 5.5.2 Emergency Operations Center (EOC) Command Staff The Command Staff of the EOC will provide leadership, set incident management objectives and priorities, and is responsible for critical decision making. Positions include Safety Officer, Public Information Officer (PIO), and Liaison Officer. 5.5.2a Safety Officer The Safety Officer is responsible for the safety of emergency response personnel, EOC Command and General Staff, and their operations. • Identifying initial hazards, determining personal protective equipment requirements, and defining decontamination areas. • Monitoring and assessing the health and safety of response personnel and support staff. Safety • Implementing site and access control measures. Officer . Monitoring and assessing the health and safety of response personnel and support staff. • Preparing and implementing a site Health and Safety Plan and updating the EOC Manager,on-scene Incident Command, and Operations Chiefs as necessary regarding safety issues or concerns. • Exercising emergency authority to prevent or stop unsafe acts. 5.5.2b Public Information Officer (PIO) The PIO will coordinate the City's public information network, including local, County, regional, and State agencies; political officials; and other emergency management stakeholders. • Determine communications needs and establishes Joint Information Center(JIC) for emergency Operations Center activations. • Developing and coordinating release of information to incident personnel, media, and the general public. PIO • Determine the need for staffing a call center. • Develop and coordinate the release of information to City employees. (continued on next page) 44 5 C, O 1,A £ City of Lake Oswego EOP Ezol o BASIC PLAN a z oREGo� a z • Coordinating information sharing among the public information network through the use of a Joint v PIO Information System (JIS) and, if applicable, participating in a JIC. O • Implementing information clearance processes with the EOC Manager. z • Conducting and/or managing media briefings and implementing media-monitoring activities. XI 5.5.2c Liaison Officer O Specific liaison roles may be incorporated into the command structure established at the City and/or County EOC, depending on the type of emergency incident that has occurred. Liaisons represent entities and organizations such as hospitals, school districts, public works/utility companies, and volunteer services such as the Red Cross. . Serving as the contact point for local government officials, agency or tribal representatives, and stakeholders. Liaison Officer . Coordinating information and incident updates among interagency contacts, including the public information network. ▪ Providing resource status updates and limitations among personnel,capabilities, equipment, and facilities to the EOC Manager, government officials, and stakeholders. The annexes attached to this plan contain general guidelines for City staff,volunteer organizations, neighboring jurisdictions, County officials and departments, and other response agency staff to carry out assigned Command Staff responsibilities at the EOC, as well as at EOCs of the County and neighboring jurisdictions. 5.5.3 Emergency Operations Center General Staff The General Staff is comprised of four sections: Operations, Planning, Logistics, and Finance and Administration. Each section is led by a Section Chief and can be expanded to meet the resources and needs of the response. Section Chiefs report directly to the Incident Commander. 5.5.3a Operations Section Chief The Operations Section Chief position is typically filled by the lead agency managing response activities for a specific type of incident. The Operations Section is organized into functional units representing agencies involved in tactical operations. . Developing and coordinating tactical operations to carry out the IAP, including: . Developing and coordinating operations to carry out the Incident Action Plan (IAP). Operations . Anticipating and requesting resources as needed Section Chief . Preparing alternative strategies for procurement and managing resources • Managing and incorporating community partners and stakeholders (private entities,companies, and nongovernmental organizations) into response operations. The following agencies and organizations are typically included in the Operations Section: Fire Service Emergencies dealing with fire (ESF 4), earthquake with search and rescue (ESF 9),or hazardous materials (ESF 10). Law Enforcement Incident(s) involving civil disorder/disturbance, significant security/public safety concerns, transportation-related accidents, and/or criminal investigations (ESF 13). Public Health Contamination issues, disease outbreaks, and/or emergency incidents posing threats to human, Officials animal, and environmental health (ESF 6, 8, 11). (continued on next page) 45 5 C, O 1,A £ City of Lake Oswego EOP E o BASIC PLAN a z REGOc� a z Public Works Incidents resulting in major utility disruptions, damage to critical infrastructure, CP and building collapse (ESF 1, 3). O May also support the Operations Section. Examples of support these Z organizations may provide include: Private entities, companies, and XI nongovernmental organizations • Grass roots social media support for situational awareness, as well as Q identifying and connecting resources to residents in need • Non-hazardous debris clearance collection and disposal 5.5.3b Planning Section Chief The Planning Section is responsible for forecasting the needs of the response as well as implementing appropriate procedures and processes. This section is typically supported by four primary units: Resources, Situation, Geographic Information Systems (GIS), Documentation, and Demobilization. Only those units required by the emergency are activated. • Collecting and evaluating information, developing an Incident Action Plan (IAP) for each operational period • Develop and distribute regular Situation Status Reports Planning • Preparing and disseminating the IAP including developing alternatives for tactical operations Section Chief . Develop and maintain the situational awareness and common operating picture of the disaster or emergency • Conducting planning meetings with Section Chiefs and facilitate EOC staff briefings. • Maintaining resource status starting with delivery and ending with demobilization 5.5.3c Logistics Section Chief The Logistics Section's primary responsibility is to ensure the acquisition,transportation, and mobilization of resources to support the response effort at disaster sites, shelters, Emergency Operations Centers, evacuation areas, etc. This section provides all necessary personnel, supplies, and equipment procurement support, as well as provisions for movement of resources. Logistics Section staff will obtain, allocate, and track ordered resources to support the coordination of emergency operations, and oversee distribution of supplies, equipment and personnel, in accordance with the priorities established by the Incident Commander. The Logistics Section will also maintain complete and accurate records of resource requests, acquisitions and distributions. Depending on the incident's type and size, units within the Section can be divided into two branches: Service and Support. • Managing various resources to meet the needs of incident personnel, such as transportation-related equipment, EOC staff support services, supplies,facilities, and personnel. ▪ Coordinating with the Planning Section to estimate future support and resource requirements. Logistics Section Chief • Overseeing immediate distribution of supplies,equipment, personnel, in accordance with EOC priorities. • Coordinating with the Planning Section to estimate future support and resource requirements. • Assisting with development and preparation of the IAP. 5.5.3d Finance/Administration Section Chief The Finance/Administration Section is activated for large-scale incidents or incidents that require emergency (continued on next page) 46 5 n O LA E City of Lake Oswego EOP •o BASIC PLAN p� z EGO/ v z funding or use of specialized services and equipment that are not within the City's resources. Potential units 0 assigned to this section include Compensation/Claims, Procurement, Cost, and Time. O Conversely, during some incidents, responding agencies may not require outside assistance, or relatively Z minor finance or administrative operations are otherwise required. In these instances,the Finance/ Administration section can be staffed by a technical specialist in the Planning Section. XI O • Ensure financial continuity to the city and community. • Monitoring costs related to the incident. Finance and • Maintaining accounting, procurement, and personnel time records. Administration . Documenting city costs and recovering the maximum allowed. • Conducting cost analyses and tracking burn rates. 5.5.4 Unified Command Unified Command allows all agencies with jurisdictional authority or functional responsibility for the incident to jointly provide management direction to an incident through a common set of incident objectives and strategies and a single IAP. Each participating agency maintains its individual authority, responsibility, and accountability. 5.5.5 Area Command An Area Command is a management structure established to oversee the organization of multiple incidents handled by separate ICS organizations, or very large incidents that involves multiple ICS organizations. Area Command is activated only if necessary, depending on the complexity of the incident and span-of-control, and does not have operational responsibilities. When activated,the Area Command will: • De-conflicts incident management objectives with other ICS organizations and Set overall incident-related established policies. priorities • Allocates critical resources according to incident-related priorities. • Identifies critical resource needs and reports them to the EOCs. • Ensures proper management and effective communications and provides for Conduct oversight personnel accountability and a safe operating environment. • Ensures that short-term emergency recovery is coordinated to assist in the transition to full recovery operations. 5.5.6 Multi-Agency Coordination In the event that the City is coordinating a response with other jurisdictions or agencies with authority over the incident, it may choose to implement a Multi-Agency Coordination Group (MAC Group). Typically, administrators/executives, or their appointed representatives, who are authorized to commit agency resources and funds are brought together to form MAC Groups. Other names for MAC Groups include "multiagency committees" and "emergency management committees." A MAC Group can provide coordinated decision making and resource allocation among cooperating agencies and may establish the priorities among incidents, harmonize agency policies, and provide strategic guidance and direction to support incident management activities. 47 5 THIS PAGE LEFT BLANK INTENTIONALLY 48 Ir a ptiLA6,:s Z City of Lake Oswego EOP . '' 01 BASIC PLAN v cEGo>.) m 1- PLAN E m PLAN DEVELOPMENT, MAINTENANCE, AND IMPLEMENTATION 6E a This section of the EOP outlines the plan development process, prescribes plan maintenance and Z improvement processes, and provides plan training and exercise requirements. m z 6.1 PLAN REVIEW AND MAINTENANCE z At a minimum,this EOP will be formally reviewed and 5-YEAR REVIEW C) m re-promulgated every five years to comply with State requirements. This review will be coordinated by the 1. Verify contact information Z Emergency Management Executive Committee and 2. Review the status of resources noted in the plan C will include participation by members from each of 3. Evaluate the procedures outlined in the plan to the departments assigned as lead agencies in this ensure their continued viability. E EOP and its supporting annexes. ED In addition, lead agencies will review the annexes and appendices assigned to their respective departments. m A more frequent schedule for plan review and revision may be necessary. m Recommend changes should be forwarded to: Z aCity of Lake Oswego Or electronically to: City Manager's Office — Attn: Assistant City Manager mphelan@lakeoswego.city O Z 380 A Ave. Lake Oswego, OR 97034 6.2 TRAINING PROGRAM To assist with training and preparing essential response staff and supporting personnel to incorporate ICS/ NIMS concepts in all facets of an emergency, each department is responsible for ensuring that critical staff are identified and trained at a level that enables effective execution of existing response plans, procedures, and policies. The department directors coordinate training for City personnel. The Emergency Management Executive Committee may also coordinate training opportunities and encourages employees to participate in training sessions hosted by other agencies, organizations, and jurisdictions throughout the region. Current training and operational requirements set forth under NIMS have been adopted and implemented by the City (see minimum training requirements in Table 6-1). The Emergency Management Executive Committee maintains records and lists of NIMS training received by City personnel. Training requirements apply to all first responders and disaster workers, including first-line supervisors, middle management, and Command and General Staff, as well as, EMS personnel, firefighters, Law enforcement personnel, skilled support personnel, other emergency management response personnel and support/volunteer personnel at all levels. (continued on next page) 49 r a (?) City of Lake Oswego EOP BASIC PLAN CP m 0 TRAINING REQUIREMENTS: Emergency Personnel Training Required m All city staff IS-100, IS-700gri First-line supervisors personnel in emergency management and incident response operations IS-100, IS 200, IS-700, IS-800 and other mid-level management, and Command and General Staff Z Supervisory role in expanding incidents or a IS-100, IS-200, IS-700, m management role in an EOC IS-800, ICS-300, ICS-400 Management capacity in an Area Command IS-100, IS-200, IS-700, Z situation or EOC IS-800, ICS-300, ICS-400 m Public Information Officers IS-702, G-290 Resource management IS-703 Z Development of mutual aid agreements and/or IS-706 0 mutual aid operational plans Planning IS-800 Additional information about training requirements can be found on the OEM website at http:// F www.oregon.gov/OEM/Documents/nims_who_takes_what 2021.pdf. Independent study courses can be found m at http://training.fema.gov/IS/crslist.asp. 6.3 EXERCISE PROGRAM The City will conduct exercises throughout the year to test and evaluate this EOP. The City will coordinate P with agencies; organizations (nonprofit, for profit, and volunteer); neighboring jurisdictions; and State and 0 federal government to participate in joint exercises. These exercises will consist of a variety of tabletop Z exercises, drills, functional exercises, and full-scale exercises. As appropriate,the City will use Homeland Security Exercise and Evaluation Program procedures and tools to develop, conduct, and evaluate these exercises. Information about this program can be found at Homeland Security Exercise and Evaluation Program I FEMA.gov. The Emergency Management Executive Committee will work with other City/County departments and agencies to identify and implement corrective actions and mitigation measures, based on exercises conducted through Emergency Management. 6.4 EVENT CRITIQUE AND AFTER ACTION REPORTING In order to document and track lessons learned from exercises,the exercise coordinator or leader will conduct a review, or"hot wash," with exercise participants after each exercise. The exercise coordinator, in conjunction with the Emergency Management Executive Committee will also coordinate an after action reporting (AAR), which will describe the objectives of the exercise, document the results of the evaluation, and improve the City's readiness. Reviews and AARs will also be facilitated after an actual disaster. All agencies involved in the emergency response will participate in the AAR. The AAR following an incident should describe actions taken, identify equipment shortcomings and strengths, and recommend ways to improve operational readiness. Recommendations may include future exercise events and programs. The Emergency Management Executive Committee will work to address equipment,training, and planning shortfalls identified following an incident are addressed by the City's EMO. 50 Ir o�tip City of Lake Oswego EOP �,`k o BASIC PLAN \REGOc� m 0 6.5 COMMUNITY OUTREACH AND PREPAREDNESS EDUCATION The City will educate the public about threats, disasters, and what to do when an emergency occurs. The City maintains an active community preparedness program and recognizes that individual preparedness and education are vital components of the City's overall readiness. Information about the City's public education programs, hazard and mitigation information, and other Z emergency management and emergency services can be found on the City's website. m 6.6 FUNDING AND SUSTAINMENT It is a priority of the City to fund and maintain an EMO that ensures the City's ability to respond to and recover Z from disasters. The Emergency Manager, in conjunction with the City Manager, will work with City Council and community stakeholders to: Identify funding sources for emergency management programs, personnel, and equipment. C Ensure that the Council is informed of progress toward building emergency response and recovery capabilities and is _ aware of gaps to be addressed. Leverage partnerships with local, regional, and State partners to maximize use of scarce resources. m m z 0 z 51 THIS PAGE LEFT BLANK INTENTIONALLY 52 a City of Lake Oswego EOP o ; BASIC PLAN p X GO‘-‘ a SAMPLE DISASTER DECLARATION FORM cp Sample form can be found here O DECLARATION OF EMERGENCY 0 BEFORE THE CITY COUNCIL ~' FOR THE CITY OF, [CITY NAME], CLACKAMAS COUNTY, OREGON To: , O Clackamas County Disaster Management 0 m From: , 3 [CITY NAME], Oregon CI At (time) on (date), n a/an (description of emergency incident or event type) occurred in the [CITY NAME] threatening life and property. p The current situation and conditions are: The geographic boundaries of the emergency are: I DO HEREBY DECLARE THAT A STATE OF EMERGENCY NOW EXISTS IN THE [CITY NAME] AND THAT THE CITY HAS EXPENDED OR WILL SHORTLY EXPEND ITS NECESSARY AND AVAILABLE RESOURCES. I RESPECTFULLY REQUEST THAT THE COUNTY PROVIDE ASSISTANCE, CONSIDER THE CITY AN "EMERGENCY AREA" AS PROVIDED FOR IN ORS 401, AND, AS APPROPRIATE, REQUEST SUPPORT FROM STATE AGENCIES AND/OR THE FEDERAL GOVERNMENT Signed: Title: Date & Time: This request may be passed to the County via radio, telephone, or FAX. The original signed document must be sent to the County Emergency Management Office, with a copy placed in the final incident package. 53 A THIS PAGE LEFT BLANK INTENTIONALLY 54 a 04 4 4. z City of Lake Oswego EOP o` BASIC PLAN p IMP \EGOY LEGAL AUTHORITIES m FEDERAL a • Federal Emergency Management Agency(FEMA) Policy )101 • FDOC 104-008-1:A Whole Community Approach to Emergency Management(December 2011) C • FEMA Incident Management and Support Keystone (January 2011) • FEMA Strategic Plan 2022 — 2026 0 • National Disaster Recovery Framework(June 2016) • National Incident Management System (December 2008) • National Preparedness Goal (September 2015) y • National Response Framework(October 2018) • National Mitigation Framework(June 2016) • Executive Order 13347,July 2004, Individuals with Disabilities in Emergency Preparedness • Homeland Security Presidential Directive 5: Management of Domestic Incidents (2003) • Pet Evacuation and Transportation Standards Act of 2006, Public Law 109-308, 2006 • Presidential Policy Directive 8: National Preparedness (2008) • Public Law 107-296 The Homeland Security Act of 2002 • Public Law 109-295 The Post-Katrina Emergency Management Reform Act (2007) • Public Law 93-288 Robert T. Stafford Disaster Relief and Emergency Assistance Act,as amended (last amended March 2024) STATE OF OREGON • Oregon Administrative Rules Chapter 104 Oregon Department of Emergency Management • Oregon Revised Statutes (ORS) 2796.080 Emergency Procurements • ORS 294.481 Authorization to Receive Grants or Borrow or Expend Moneys to Respond to Public Emergency • ORS 333 Public Health Division • ORS 401 Emergency Management and Services • ORS 402 Emergency Mutual Assistance Agreements • ORS 403 Public Communications Systems • ORS 404 Search and Rescue • ORS 431 State and Local Administration and Enforcement of Health Laws • ORS 433 Disease and Condition Control; Mass Gatherings; Indoor Air • ORS 476 State Fire Marshal; Protection From Fire Generally • ORS 477 Fire Protection of Forests and Vegetation • State of Oregon Comprehensive Emergency Management Plan • State of Oregon Emergency Operations Plan (2017) 55 a z City of Lake Oswego EOP o` BASIC PLAN p \EG�� w I LEGAL AUTHORITIES m COUNTY a 1 • Code Section 6.03 Emergency Regulations )101 • Resolution 2005-26, February 2005 — Adoption of NIMS/ICS C • Board Order#2008-154,September 2008 — Local Public Health Administrator designation0 = CITY • Lake Oswego City Resolution 05-52,July 5, 2005 m • Lake Oswego Code,Article 12.20 Emergency Code y 56 B f2s. E- •Q z City of Lake Oswego EOP '� n' BASIC PLAN p �.Pseco�•i INCIDENT ACTION PLANNING CYCLE The Incident Action Planning (IAP) is the vehicle by which the senior The IAP process is built on the leaders of an incident—the Governor of an affected State,through the following phases: m State Coordinating Officer (SCO);the Tribal/Territorial Chair/Council 1. Understand the situation through the Tribal Coordinating Officer (TCO); and the President,through the Federal Coordinating Officer (FCO)—communicate their expectations 2. Establish incident objectives a and provide clear guidance to those managing an incident. The incident 3. Develop the plan 0 action planning process requires collaboration and participation among 4. Prepare and disseminate the 0 all incident partners involved in the incident (Emergency Support plan Z Functions [ESFs], NGOs/private sector, STT, etc.)to achieve unity of 5. Execute, evaluate and revise effort through the disciplined incident action planning process. the plan IAP Forms During the Process Z The IAP process requires the completion of nine primary forms with the option of additional forms to be utilized as needed. These forms are tools used to document final decisions and provide an organized means of documenting and conveying tasks and resource needs for meetings. Form input and completion of the forms is a joint UCS responsibility. However,the Planning Section is responsible for the final product and publication of the IAP. n r Some forms used in the IAP process are not contained in the published IAP. The FEMA ICS Form 201 RI (Incident Briefing Form) is not included in the IAP but may be used to conduct the incident briefing. While not included in the published IAP,the Operational Planning Worksheet (FEMA ICS Form 215) is an important form. FEMA ICS Form 215 is used to document key tasks and resource needs of the Operations Section. These forms are initially populated prior to the Operations Tactics meeting, and refined following the meeting. FEMA ICS Form 215s are finalized in the planning meeting to determine which tasks will occur during the next operational period. Tasks approved by the Operations Section Chief(OSC) are transferred to the Assignment List (FEMA ICS Form 204). 1. Table C-1 Incident Action Plan Components and Sequence of Assembly Orde FEMA- itl •qu' 'ared By r ICS Form 1 200 Cover Sheet Always Planning Support Unit Leader 2 201* Incident Briefing Always 3 202 Incident Objectives Always Situation Unit Leader 4 204 Assignment List Always Resource Unit Leader 5 205A Incident Telephone Communications Plan Always Resource Unit Leader 6 206 Medical Plan Always Safety Officer 7 207 Incident Organization Chart Always Resource Unit Leader 8 215** Operational Planning Worksheet Always Operations Unit g 230 Meeting Schedule Always Situation Unit Leader 11 220 Air Operations Summary As the incident Operations Section Chief/Air requires —Air Ops Operations Branch 12 Other components as Optional Planning Support needed For more information see FEMA;s Incident Action Planning Guide,July 2015 *The ICS Form 201 is used in the process but is not included in the final IAP. **The ICS Form 215 is used in the process but is not included in the final IAP. 57 a 12 City of Lake Oswego EOP n'' BASIC PLAN p �.oeGo / 0 ICIDENT ACTION PLANNING CYCLE z _2 These forms are completed in the five phases of the Planning "P" as shown in Figure C-1 Below 0 Im z —I Figure C-1 Final Farm 215.' 0 Draft Fern 20+I O Z • L Owitrons Prepare iar PlanuirTattitA rm FEW IAF'Fo ° ' Wording ,. z I hart Furrn16 Final Farn?CAI . nh f Z . • ..IIt ppa Prit f 201: • Dower Steel `' , ' MP PreparrGnn �„� 201 1=1:11=1 EMIR Caa.Icand WM 'C•i.jc a1, andltippraral m< 0 . a2 I IC140101:000lesm1 {ism.'signObEilmg r 204 pssiorieriList 4 rr+�peral�nnae IR1 IQ!'J fCl I� IRS 20trol. Inader4 till CflrmmunKahoms Telephone Flan Ut'4 Qerelws.UpdiEe9 EXetude Flail 205 III i a1 Pim I ncirrcnt l.iejddivns 3r .1131.%Fni Progess 207 lnddarn + flrgarltrA►on Chart 215 0 halianai IraiallERT Planns-g wars heel ilDiaing Filer" 21 - _ eellnq Schedule Form All g Irlcldent Oriel COrltillUNBN Farm 795 Initial 145Pgrk4t da'la ped anti Othsessa5t It Farm 211 r I btdicalidn — Farm 710 ireidente 4ir1t Source: Incident Action Planning Guide Revision 1 /July 2015(fema.gov) 58 a 04 yA 6 ps rn City of Lake Oswego EOP 'o BASIC PLAN p \REGOa v REFERANCES m FEDERAL 71 rn XI • Robert T. Stafford Disaster Relief and Emergency Assistance Act. 23 February 2024 at: https://www.fema.gov/ rn disaster/stafford-act Z 0 • Homeland Security Act of 2002 (Public Law 107-296).Accessed on 23 February 2024 at: http://www.dhs.gov/key- rn dhs-laws Cn • Post-Katrina Emergency Management Reform Act of 2006. Accessed on 23 February 2024 at: http://www.dhs.gov/ key-dhs-laws • Homeland Security Policy Directive/HSPD-5: Management of Domestic Incidents. Accessed on 23 February 2024 at: Homeland Security Presidential Directive 5 I Homeland Security(dhs.gov) • Homeland Security Exercise and Evaluation Program. Accessed 23 February 2024 at: https://www.fema.gov/ emergency-managers/national-preparedness/exercises/hseep • Presidential Policy Directive/PPD-8: National Preparedness. Accessed on 20 December 2013 at: http:// www.dhs.gov/presidential-policy-directive-8-national-preparedness FEMA POLICY • FEMA Guidance Documents,Accessed on 23 February 2024 at: https://www.fema.gov/about/reports-and-data/ guidance • National Incident Management System. Accessed on 23 February 2024 at: http://www.fema.gov/national-incident- management-system • National Preparedness Goal.Accessed on 23 February 2024 at: http://www.fema.gov/national-preparedness-goal • National Preparedness System.Accessed on 23 February 2024 at: https://www.fema.gov/emergency-managers/ national-preparedness/system • FEMA Strategic Plan, FY 2022 — 2026. Accessed on 23 February 2024 at: https://www.fema.gov/about/strategic- plan • Disaster Resilience.Accessed 23 February 2024 at: https://www.fema.gov/about/action/disaster-resilience • National Response Framework. Accessed on 23 February 2024 at: https://www.fema.gov/emergency-managers/ national-preparedness/frameworks/response • National Disaster Recovery Framework. Accessed on 23 February 2024 at: https://www.fema.gov/emergency- managers/national-preparedness/frameworks/recovery • Planning Considerations for Disaster Housing, May 2020. Accessed on 23 February 2024 at: https:// www.fema.gov/sites/default/files/2020-07/planning-considerations-disaster-housing.pdf • National Planning Frameworks. Accessed on 23 February 2024 at: https://www.fema.gov/emergency-managers/ national-preparedness/frameworks • Developing and Maintaining Emergency Operations Plans,Comprehensive Preparedness Guide(CPG) 101,Version 2.0, November 2010. Accessed on 23 February 2024 at: http://www.fema.gov/media-library/assets/ documents/25975 • Incident Action Planning Guide,July 2015. Accessed 23 February 2024 at: https: Incident Action Planning Guide Revi- sion 1/July 2015 (fema.gov) 59 a 04 4 4. z City of Lake Oswego EOP o` BASIC PLAN Ip \EGOY v REFERANCES m STATE TI rn XI • State of Oregon Comprehensive Emergency Management Plan. Accessed on 23 February 2024 at: Oregon Depart- 179 ment of Emergency Management : Comprehensive Emergency Management Plan (CEMP) : Plans and Assessments :State of Oregon • State of Oregon Office of Emergency Management Cascadia Playbook, 2018 Version 3.0 Accessed on 23 February y 2024 at: Cascadia Playbook V3.PDF(oregon.gov) • State of Oregon Volcano Coordinator Plans,Accessed on 23 February 2024 at: Oregon Department of Emergency Man- agement:Supporting Assessments, Plans,and Documents : Plans and Assessments:State of Oregon • State of Oregon Resilience Plans,Accessed on 23 February 2024 at: Oregon Department of Emergency Management : Supporting Assessments, Plans,and Documents: Plans and Assessments :State of Oregon • Oregon State Fire Marshal, Fire Service Mobilization Plan. 2023. 23 February 2024 at: Oregon State Fire Marshal : Fire Service Mobilization Plan : Fire Service Partners:State of Oregon • Oregon Department of Emergency Management Declaration Guidelines for Local Elected and Appointed Officials, April 2024. Accessed on 12 April 2024 at:Emergency-Declaration-Guidelines-2024.pdf(oregon.gov) • Oregon Revised Statutes (ORS) 2023 Edition. Chapters 401 through 404. Accessed on 12 April 2024 at: Bills and Laws Oregon Revised Statutes(oregonlegislature.gov) COUNTY • Emergency Operations Plan,2024: Clackamas County Emergency Operations Plan I Clackamas County • Natural Hazards Mitigation Plan: Natural Hazards Mitigation Plan I Clackamas County • Community Wildfire Protection Plans: Clackamas Community Wildfire Protection Plan(CCWPP) I Clackamas County • Mt. Hood Coordination Plan,2013: Mt Hood Coordination Plan (oregon.gov) • Debris Management Plan,Support Annex 6 of Emergency Operations Plan, 2024: https://dochub.clackamas.us/ documents/drupal/5eb9a920-bfef-4458-9464-b91 b0c48bd4c • Public Protection,Code Section 6.03, Emergency Regulations: https://dochub.clackamas.us/documents/ drupal/5e976f74-eea5-4935-bfa8-99ecf0cbd228 • Board Order#2008-154,September 2008 CITY • Natural Hazard Mitigation Plan,2019: https://www.ci.oswego.or.us/citymanager/natural-hazard-mitigation-plan • Water Utility Emergency Response Plan,2018 • City Council Code: https://www.ci.oswego.or.us/cityattorney/city-code-charter • All other Public Laws or Executive Orders enacted or to be enacted which pertain to emergencies/disasters. 60 D 04 4 4._ z City of Lake Oswego EOP o` BASIC PLAN p \EGOY m ACRONYMS AND GLOSSARY ACRONYMS AAR After Action Report ADA Americans with Disabilities ActCP AWIA American's Water Infrastructure Act BCC Board of County Commissioners CA CAMEO Computer Aided Management of Emergency Operations a CBRNE chemical, biological, radiological, nuclear, or explosive CCDM Clackamas County Disaster Management C-COM Clackamas County Communications CCSO Clackamas County Sheriff's Office CDC Centers for Disease Control and Prevention CERT Community Emergency Response Team CEMP State of Oregon Comprehensive Emergency Management Plan CHEMTREC Chemical Transportation Emergency Center CIKR Critical Infrastructure and Key Resources City City of Lake Oswego ConOps Concept of Operations COOP Continuity of Operations Plan County Clackamas County CWPP Clackamas County Community Wildfire Protection Plan DAFN disabilities, and access and functional needs DSHS Department of Social and Health Services DTD Clackamas County Department of Transportation and Development 61 E 04 4.°s4_ Z City of Lake Oswego EOP E o BASIC PLAN p \EG�� m ACRONYMS AND GLOSSARY ACRONYMS EAS National Emergency Alert System ECC Emergency Coordination Center EHS Extremely Hazardous Substance CP EMO Emergency Management Organization p CA EMP State of Oregon Emergency Management Plan a EMS Emergency Medical Services EOC Emergency Operations Center EOP Emergency Operations Plan EPA Environmental Protection Agency ESF Emergency Support Function FA Functional Annex FBI Federal Bureau of Investigation FEMA Federal Emergency Management Agency FSA Farm Service Agency GIS Geographical Information System HS3 Health, Housing, and Human Services Department Hazmat Hazardous Materials IA Incident Annex IAP Incident Action Plan ICS Incident Command System IDA initial damage assessment IGA Intergovernmental Agreement 62 E 04 °P City of Lake Oswego EOP E o` BASIC PLAN p \EG�� m ACRONYMS AND GLOSSARY ACRONYMS IMT Incident Management Team g y JIC Joint Information Center Z JIS Joint Information System p C) LEDS Law Enforcement Data System LO Lake Oswego CA a LOARES Lake Oswego Amateur Radio Emergency Services LOCOM Lake Oswego Communications MAC Group Multi-Agency Coordination MAA Mutual Aid Agreements MHz megahertz MOU memorandum of understanding NAWAS National Warning System NHMP Natural Hazard Mitigation Plan NIMS National Incident Management System NQS National Qualification System NRC National Response Center NRF National Response Framework ODOT Oregon Department of Transportation ODEM Oregon Department of Emergency Management OERS Oregon Emergency Response System OHA Oregon Health Authority ORNG Oregon National Guard 63 E 04 °s4 Z City of Lake Oswego EOP E o BASIC PLAN p \EG�� m ACRONYMS AND GLOSSARY ACRONYMS ORS Oregon Revised Statutes ORWARN Oregon Water/Wastewater Agency Response Network OSFM Oregon State Fire Marshal CP OSHA Occupational Safety and Health Administration p CA OTFC Oregon Terrorism Information Threat Assessment Network Fusion Center a PAC Public Assistance Coordinator PDA Preliminary Damage Assistance PIO Public Information Officer POD Point of Dispensation RDPO Regional Disaster Preparedness Organization Request Request for Public Assistance RSS Really Simple Syndication SA Support Annex SAD State Active Duty SNS Strategic National Stockpile SOP Standard operating procedure State State of Oregon SRF State Recovery Functions State EOP State Emergency Operations Plan TEP Training and Exercise Plan TTY/TDD Teletype/ telecommunications device for the deaf USAR Urban search and rescue 64 E 04 �s� z City of Lake Oswego EOPtz, o` BASIC PLAN p \EG�� m ACRONYMS AND GLOSSARY ACRONYMS USDA United States Department of Agriculture y USGS United States Geological Survey VHF very high frequency CP VOIP voice-over internet protocol CA GLOSSARY OF KEY TERMS a Having the legally required features and/or qualities that ensure easy entrance, Accessible participation, and usability of places, programs, services, and activities by individuals with a wide variety of disabilities. Acquisition Procedures A process used to obtain resources to support operational requirements. A division of government with a specific function offering a particular kind of assistance. In the Incident Command System, agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as Agency assisting or cooperating (providing resources or other assistance). Governmental organizations are most often in charge of an incident,though in certain circumstances private-sector organizations may be included. Additionally, nongovernmental organizations may be included to provide support. The official responsible for administering policy for an agency or jurisdiction. An Agency Administrator/ Agency Administrator/Executive (or other public official with jurisdictional Executive responsibility for the incident) usually makes the decision to establish an Area Command. Agency Dispatch The agency or jurisdictional facility from which resources are sent to incidents. A person assigned by a primary, assisting, or cooperating Federal, State,tribal, or local government agency, or nongovernmental or private organization,that has Agency Representative been delegated authority to make decisions affecting that agency's or organization's participation in incident management activities following appropriate consultation with the leadership of that agency. Describing an incident, natural or manmade,that warrants action to protect life, All-Hazards property, environment, and public health or safety, and to minimize disruptions of government, social, or economic activities. Allocated Resource Resource dispatched to an incident. 65 E 04 City of Lake Oswego EOP o` BASIC PLAN p \EGOY m AMCRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS An organization established to oversee the management of multiple incidents that are each being handled by a separate Incident Command System y organization or to oversee the management of a very large or evolving incident that has multiple Incident Management Teams engaged. An Agency Area Command CP Administrator/Executive or other public official with jurisdictional responsibility for the incident usually makes the decision to establish an Area Command. An Area Command is activated only if necessary, depending on the complexity of `O the incident and incident management span-of-control considerations. The process of acquiring, collecting, processing, examining, analyzing, evaluating, monitoring, and interpreting the data, information, evidence, objects, -< Assessment measurements, images, sound, etc.,whether tangible or intangible,to provide a basis for decision-making. Resource checked in and assigned work tasks on an incident. Assignment: Task Assigned Resource given to a personnel resource to perform within a given operational period that is based on operational objectives defined in the Incident Action Plan. Title for subordinates of principal Command Staff positions. The title indicates a Assistant level of technical capability, qualifications, and responsibility subordinate to the primary positions. Assistants may also be assigned to Unit Leaders. An agency or organization providing personnel, services, or other resources to Assisting Agency the agency with direct responsibility for incident management. See Supporting Agency. Resource assigned to an incident, checked in, and available for a mission Available Resource assignment, normally located in a Staging Area. The assignment of physical incident-specific credentials to establish legitimacy Badging and limit access to various incident sites. The organizational level having functional or geographical responsibility for major aspects of incident operations. A Branch is organizationally situated Branch between the Section Chief and the Division or Group in the Operations Section, and between the Section and Units in the Logistics Section. Branches are identified by the use of Roman numerals or by functional area. A predetermined complement of tools, equipment, and/or supplies stored in a Cache designated location, available for incident use. A geographical site within the general incident area (separate from the Incident Camp Base) that is equipped and staffed to provide sleeping, food,water, and sanitary services to incident personnel. 66 E 04 °s4. Z City of Lake Oswego EOP E o` BASIC PLAN p )74 \EG�� m ACRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS The process of organizing resources by category, kind, and type, including size, capacity, capability, skill, and other characteristics. This makes the resource Categorizing Resources ordering and dispatch process within and across organizations and agencies, and between governmental and nongovernmental entities, more efficient, and Z ensures that the resources received are appropriate to their needs. CP The process of authoritatively attesting that individuals meet professional Certifying Personnel standards for the training, experience, and performance required for key incident 0 CA management functions. Chain of Command The orderly line of authority within the ranks of the incident management a organization. The process through which resources first report to an incident. All responders, Check-In regardless of agency affiliation, must report in to receive an assignment in accordance with the procedures established by the Incident Commander. The Incident Command System title for individuals responsible for management Chief of functional Sections: Operations, Planning, Logistics, Finance/Administration, and Intelligence/Investigations (if established as a separate Section). The act of directing, ordering, or controlling by virtue of explicit statutory, Command regulatory, or delegated authority. The staff who report directly to the Incident Commander, including the Public Command Staff Information Officer, Safety Officer, Liaison Officer, and other positions as required. They may have an assistant or assistants, as needed. An overview of an incident by all relevant parties that provides incident Common Operating information enabling the Incident Commander/Unified Command and any Picture supporting agencies and organizations to make effective, consistent, and timely decisions. Normally used words and phrases-avoiding the use of different words/phrases Common Terminology for same concepts-to ensure consistency and to allow diverse incident management and support organizations to work together across a wide variety of incident management functions and hazard scenarios. Communications The process of transmission of information through verbal, written, or symbolic means. Agency or interagency dispatch centers, 911 call centers, emergency control or command dispatch centers, or any naming convention given to the facility and Communications/ staff that handles emergency calls from the public and communication with Dispatch Center emergency management/response personnel. The center can serve as a primary coordination and support element of the Multiagency Coordination System(s) (MACS) for an incident until other elements of the MACS are formally established. 67 E 0 F s� z City of Lake Oswego EOPtz, o` BASIC PLAN p \O EGOc‘ m ACRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS Complex Two or more individual incidents located in the same general area and assigned E to a single Incident Commander or to Unified Command. y Comprehensive A guide designed to assist jurisdictions with developing operations plans. It Z Preparedness Guide 101 promotes a common understanding of the fundamentals of planning and CP decision-making to help emergency planners examine a hazard and produce integrated, coordinated, and synchronized plans. A coordinated effort within the Federal Government's executive branch to ensure y Continuity of that National Essential Functions continue to be performed during a catastrophic Cl) Government emergency (as defined in National Security Presidential Directive 51/Homeland Security Presidential Directive 20). Continuity of Operations An effort within individual organizations to ensure that Primary Mission Essential Functions continue to be performed during a wide range of emergencies. Cooperating Agency An agency supplying assistance other than direct operational or support functions or resources to the incident management effort. To advance an analysis and exchange of information systematically among Coordinate principals who have or may have a need to know certain information to carry out specific incident management responsibilities. Corrective Actions The implementation of procedures that are based on lessons learned from actual incidents or from training and exercises. Credentialing The authentication and verification of the certification and identity of designated incident managers and emergency responders. Assets, systems, and networks, whether physical or virtual, so vital to the United States that the incapacitation or destruction of such assets, systems, or Critical Infrastructure networks would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters. A statement provided to the Incident Commander by the Agency Executive delegating authority and assigning responsibility. The delegation of authority can Delegation of Authority include objectives, priorities, expectations, constraints, and other considerations or guidelines, as needed. Many agencies require written delegation of authority to be given to the Incident Commander prior to assuming command on larger incidents. (Also known as Letter of Expectation.) The orderly, safe, and efficient return of an incident resource to its original Demobilization location and status. An Emergency Operations Center (EOC) specific to a single department or Department Operations agency. The focus of a DOC is on internal agency incident management and Center (DOC) response. DOCs are often linked to and, in most cases, are physically represented in a combined agency EOC by authorized agent(s) for the department or agency. 68 E 04 F Qs4. Z City of Lake Oswego EOP E o` BASIC PLAN p )74 \EG�� m ACRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS A fully qualified individual who, in the absence of a superior, can be delegated the E authority to manage a functional operation or to perform a specific task. In some y Deputy cases a deputy can act as relief for a superior, and therefore must be fully qualified in the position. Deputies generally can be assigned to the Incident Z Commander, General Staff, and Branch Directors. CP Director The Incident Command System title for individuals responsible for supervision of O a Branch. CA Dispatch The ordered movement of a resource or resources to an assigned operational Cl) mission, or an administrative move from one location to another. The organizational level having responsibility for operations within a defined Division geographic area. Divisions are established when the number of resources exceeds the manageable span of control of the Section Chief. See Group. Any incident, whether natural or manmade,that requires responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for Emergency which, in the determination of the President, Federal assistance is needed to supplement State and local efforts and capabilities to save lives and to protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States. Emergency A congressionally ratified organization that provides form and structure to Management interstate mutual aid. Through EMAC, a disaster-affected State can request and Assistance Compact receive assistance from other member States quickly and efficiently, resolving (EMAC) two key issues up front: liability and reimbursement. Includes Federal, State,territorial,tribal, substate regional, and local Emergency governments, nongovernmental organizations, private sector- organizations, Management/Response critical infrastructure owners and operators, and all other organizations and Personnel individuals who assume an emergency management role. (Also known as emergency responder.) The physical location at which the coordination of information and resources to support incident management (on-scene operations) activities normally takes place. An EOC may be a temporary facility or may be located in a more central or Emergency Operations permanently established facility, perhaps at a higher level of organization within Center (EOC) a jurisdiction. EOCs may be organized by major functional disciplines (e.g., fire, law enforcement, medical services), by jurisdiction (e.g., Federal, State, regional, tribal, city, county), or by some combination thereof. Emergency Operations An ongoing plan for responding to a wide variety of potential hazards. Plan 69 E 04 °s4. Z City of Lake Oswego EOP E o` BASIC PLAN p )74 \EG�� m ACRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS Information that is disseminated primarily in anticipation of or during an m< Emergency Public emergency. In addition to providing situational information to the public, it Information frequently provides directive actions required to be taken by the general public. The organized, phased, and supervised withdrawal, dispersal, or removal of Z Evacuation civilians from dangerous or potentially dangerous areas, and their reception and CP care in safe areas Everbridge An Emergency Notification System used by Marion County to quickly notify `O community members of emergency situations. y Federal Of or pertaining to the Federal Government of the United States of America. Field Operations Guide Durable pocket or desk guides that contain essential information required to perform specific assignments or functions. Finance/Administration The Incident Command System Section responsible for all administrative and Section financial considerations surrounding an incident. The five major activities in the Incident Command System: Command, Operations, Planning, Logistics, and Finance/Administration. A sixth function, Function Intelligence/Investigations, may be established, if required,to meet incident management needs. The term function is also used when describing the activity involved (e.g.,the planning function). A group of incident management personnel organized according to function and reporting to the Incident Commander. The General Staff normally consists of the General Staff Operations Section Chief, Planning Section Chief, Logistics Section Chief, and Finance/Administration Section Chief. An Intelligence/Investigations Chief may be established, if required,to meet incident management needs. An organizational subdivision established to divide the incident management Group structure into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. See Division. Hazard Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome. Is the immediate "after-action" discussions and evaluations of an agency's (or Hot wash multiple agencies') performance following an exercise,training session, or major event. An occurrence, natural or manmade,that requires a response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks,terrorist threats, civil unrest, wildland and urban fires,floods, Incident hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes,tornadoes,tropical storms,tsunamis,war- related disasters, public health and medical emergencies, and other occurrences requiring an emergency response. 70 E 04 �s� Z City of Lake Oswego EOPtz, o` BASIC PLAN p ) \EG�� m ACRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS An oral or written plan containing general objectives reflecting the overall strategy for managing an incident. It may include the identification of operational y Incident Action Plan resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one v or more operational periods. The location at which primary Logistics functions for an incident are coordinated r Incident Base and administered. There is only one Base per incident. (Incident name or other `O designator will be added to the term Base.) The Incident Command Post may be y co-located with the Incident Base. a The Incident Command System organizational element responsible for overall Incident Command management of the incident and consisting of the Incident Commander (either single or unified command structure) and any assigned supporting staff. The individual responsible for all incident activities, including the development of Incident Commander strategies and tactics and the ordering and release of resources. The IC has (IC) overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site. Incident Command Post The field location where the primary functions are performed. The ICP may be co (ICP) -located with the Incident Base or other incident facilities. A standardized on-scene emergency management construct specifically designed to provide an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, Incident Command personnel, procedures, and communications operating within a common System (ICS) organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private,to organize field-level incident management operations. The broad spectrum of activities and organizations providing effective and efficient operations, coordination, and support applied at all levels of Incident Management government, utilizing both governmental and nongovernmental resources to plan for, respond to, and recover from an incident, regardless of cause, size, or complexity. A system designed to provide common processes for developing and integrating plans for the Federal Government to establish a comprehensive approach to Integrated Planning national planning in accordance with the Homeland Security Management System System as outlined in the National Strategy for Homeland Security. 71 E a 04 °s4 z City of Lake Oswego EOP o` BASIC PLAN p \EGO m ACRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS An organizational subset within ICS. Intelligence gathered within the Intelligence/Investigations function is information that either leads to the y detection, prevention, apprehension, and prosecution of criminal activities- Intelligence/ or the individual(s) involved- including terrorist incidents or information CP Investigations: that leads to determination of the cause of a given incident (regardless of the source) such as a public health event or fire with unknown origins. This is different from the normal operational and situational intelligence y gathered and reported by the Planning Section. Ability of systems, personnel, and equipment to provide and receive functionality, data, information and/or services to and from other systems, personnel, and equipment, between both public and private agencies, departments, and other organizations, in a manner enabling them to Interoperability operate effectively together. Allows emergency management/response personnel and their affiliated organizations to communicate within and across agencies and jurisdictions via voice, data, or video-on-demand, in real time, when needed, and when authorized. Checklist or other visual aid intended to ensure that specific steps of Job Aid completing a task or assignment are accomplished. The primary Federal incident management field structure. The JFO is a temporary Federal facility that provides a central location for the coordination of Federal, State, tribal, and local governments and private- sector and nongovernmental organizations with primary responsibility for Joint Field Office (JFO) response and recovery. The JFO structure is organized, staffed, and managed in a manner consistent with National Incident Management System principles. Although the JFO uses an Incident Command System structure,the JFO does not manage on- scene operations. Instead, the JFO focuses on providing support to on-scene efforts and conducting broader support operations that may extend beyond the incident site. A facility established to coordinate all incident-related public information Joint Information Center activities. It is the central point of contact for all news media. Public (JIC) information officials from all participating agencies should co-locate at the JIC. 72 E 04 �s� z City of Lake Oswego EOP tz, o` BASIC PLAN p \EGOY m AMCRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS A structure that integrates incident information and public affairs into a cohesive E organization designed to provide consistent, coordinated, accurate, accessible, y timely, and complete information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and v Joint Information delivering coordinated interagency messages; developing, recommending, and System (JIS) executing public information plans and strategies on behalf of the Incident Commander (IC); advising the IC concerning public affairs issues that could 0 affect a response effort; and controlling rumors and inaccurate information that Cl) could undermine public confidence in the emergency response effort. a A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an Jurisdiction incident can be political or geographical (e.g., Federal, State,tribal, local boundary lines) or functional (e.g., law enforcement, public health). The agency having jurisdiction and responsibility for a specific geographical Jurisdictional Agency area, or a mandated function. Any publicly or privately controlled resource essential to the minimal operations Key Resource of the economy and government. Letter of Expectation See Delegation of Authority. A form of communication for establishing and maintaining mutual understanding Liaison and cooperation. A member of the Command Staff responsible for coordinating with Liaison Officer representatives from cooperating and assisting agencies or organizations. Public entities responsible for the security and welfare of a designated area as established by law. A county, municipality, city,town,township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated Local Government as a nonprofit corporation under State law), regional or interstate government entity,or agency or instrumentality of a local government; an Indian tribe or authorized tribal entity, or in Alaska a Native Village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity. See Section 2 (10), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002). The process and procedure for providing resources and other services to support Logistics incident management. The Incident Command System Section responsible for providing facilities, Logistics Section services, and material support for the incident. 73 ,04 F Z City of Lake Oswego EOP E o` BASIC PLAN p \O EGOc‘ T MCRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS A management approach that involves a five-step process for achieving the incident goal. The Management by Objectives approach includes the following: y establishing overarching incident objectives; developing strategies based on Management by overarching incident objectives; developing and issuing assignments, plans, Z Objectives procedures, and protocols; establishing specific, measurable tactics or tasks for CP various incident-management functional activities and directing efforts to attain r them, in support of defined strategies; and documenting results to measure 0 performance and facilitate corrective action. y Individual within an Incident Command System organizational unit who is Manager assigned specific managerial responsibilities (e.g., Staging Area Manager or Camp Manager). Activities providing a critical foundation in the effort to reduce the loss of life and property from natural and/or manmade disasters by avoiding or lessening the Mitigation impact of a disaster and providing value to the public by creating safer communities. Mitigation seeks to fix the cycle of disaster damage, reconstruction, and repeated damage. These activities or actions, in most cases, will have a long-term sustained effect. The process and procedures used by all organizations-Federal, State,tribal, and Mobilization local-for activating, assembling, and transporting all resources that have been requested to respond to or support an incident. Reference document used by organizations outlining agreements, processes, Mobilization Guide and procedures used by all participating agencies/organizations for activating, assembling, and transporting resources. A group of administrators or executives, or their appointed representatives, who are typically authorized to commit agency resources and funds. A MAC Group Multiagency can provide coordinated decision-making and resource allocation among Coordination (MAC) cooperating agencies, and may establish the priorities among incidents, harmonize agency policies, and provide strategic guidance and direction to Group support incident management activities. MAC Groups may also be known as multiagency committees, emergency management committees, or as otherwise defined by the Multiagency Coordination System A system that provides the architecture to support coordination for incident Multiagency prioritization, critical resource allocation, communications systems integration, Coordination System and information coordination. MACS assist agencies and organizations (MACS) responding to an incident. The elements of a MACS include facilities, equipment, personnel, procedures, and communications. Two of the most commonly used elements are Emergency Operations Centers and MAC Groups. Multijurisdictional An incident requiring action from multiple agencies that each have jurisdiction to Incident manage certain aspects of an incident. In the Incident Command System,these incidents will be managed under Unified Command. 74 04 City of Lake Oswego EOPtz, o` BASIC PLAN p \EG�� m I4CRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS Written or oral agreement between and amongagencies/organizations and/or 9 Mutual Aid Agreement jurisdictions that provides a mechanism to quickly obtain emergency assistance y or Assistance in the form of personnel, equipment, materials, and other associated services. Agreement The primary objective is to facilitate rapid, short-term deployment of emergency Z support prior to, during, and/or after an incident. CP Of a nationwide character, including the Federal, State,tribal, and local aspects National of governance and policy. y A subset of government functions that are necessary to lead and sustain the a National Essential Nation during a catastrophic emergency and that,therefore, must be supported Functions through continuity of operations and continuity of government capabilities. A set of principles that provides a systematic, proactive approach guiding government agencies at all levels, nongovernmental organizations, and the National Incident private sector to work seamlessly to prevent, protect against, respond to, recover Management System from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life or property and harm to the environment. National Response A guide to how the Nation conducts all-hazards response. Framework An entity with an association that is based on interests of its members, individuals, or institutions. It is not created by a government, but it may work cooperatively with government. Such organizations serve a public purpose, not a private benefit. Examples of NGOs include faith-based charity organizations and Nongovernmental the American Red Cross. NGOs, including voluntary and faith-based groups, Organization (NGO) provide relief services to sustain life, reduce physical and emotional distress, and promote the recovery of disaster victims. Often these groups provide specialized services that help individuals with disabilities. NGOs and voluntary organizations play a major role in assisting emergency managers before, during, and after an emergency. The Incident Command System title for a person responsible for one of the Officer Command Staff positions of Safety, Liaison, and Public Information. The time scheduled for executing a given set of operation actions, as specified in Operational Period the Incident Action Plan. Operational periods can be of various lengths, although usually they last 12 to 24 hours. The Incident Command System (ICS) Section responsible for all tactical incident Operations Section operations and implementation of the Incident Action Plan. In ICS,the Operations Section normally includes subordinate Branches, Divisions, and/or Groups. 75 a V0P4-:F mCity of Lake Oswego EOP BASIC PLAN ..\REGOc� rn AMCRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS Any association or group of persons with like objectives. Examples include, but Organization are not limited to, governmental departments and agencies, nongovernmental organizations, and the private sector. a Personal Responsibility The obligation to be accountable for one's actions. v The ability to account for the location and welfare of incident personnel. It is 0 Personnel accomplished when supervisors ensure that Incident Command System Accountability principles and processes are functional and that personnel are working within CO) established incident management guidelines. Communication that can be understood by the intended audience and meets the xp purpose of the communicator. For the purpose of the National Incident Plain Language Management System, plain language is designed to eliminate or limit the use of codes and acronyms, as appropriate, during incident response involving more than a single agency. Planned Event A scheduled nonemergency activity (e.g., sporting event, concert, parade, etc.). A meeting held as needed before and throughout the duration of an incident to Planning Meeting select specific strategies and tactics for incident control operations and for service and support planning. For larger incidents,the Planning Meeting is a major element in the development of the Incident Action Plan. The Incident Command System Section responsible for the collection, evaluation, and dissemination of operational information related to the incident, and for the Planning Section preparation and documentation of the Incident Action Plan. This Section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident. An approach that facilitates the interaction of systems that are normally distinct. Portability of radio technologies, protocols, and frequencies among emergency management/response personnel will allow for the successful and efficient Portability integration,transport, and deployment of communications systems when necessary. Portability includes the standardized assignment of radio channels across jurisdictions, which allows responders to participate in an incident outside their jurisdiction and still use familiar equipment. Pre-Positioned A resource moved to an area near the expected incident site in response to Resource anticipated resource needs. A continuous cycle of planning, organizing,training, equipping, exercising, evaluating, and taking corrective action in an effort to ensure effective Preparedness coordination during incident response. Within the National Incident Management System, preparedness focuses on the following elements: planning; procedures and protocols;training and exercises; personnel qualification and certification; and equipment certification. 76 E 04 City of Lake Oswego EOP tz, o` BASIC PLAN p \EGOY m AMCRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS An organization that provides coordination for emergency management and incident response activities before a potential incident. These organizations y Preparedness range from groups of individuals to small committees to large standing Organization organizations that represent a wide variety of committees, planning groups, and Z other organizations (e.g., Citizen Corps, Local Emergency Planning Committees, Critical Infrastructure Sector Coordinating Councils). Actions to avoid an incident or to intervene to stop an incident from occurring. y Prevention involves actions to protect lives and property. It involves applying Cl) intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature Prevention and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice. Government functions that must be performed in order to support or implement Primary Mission the performance of National Essential Functions before, during, and in the Essential Functions aftermath of an emergency. Organizations and individuals that are not part of any governmental structure. Private Sector The private sector includes for-profit and not-for-profit organizations,formal and informal structures, commerce, and industry. A set of established guidelines for actions (which may be designated by Protocol individuals,teams, functions, or capabilities) under various specified conditions. Processes, procedures, and systems for communicating timely, accurate, and accessible information on an incident's cause, size, and current situation; Public Information resources committed; and other matters of general interest to the public, responders, and additional stakeholders (both directly affected and indirectly affected). Public Information A member of the Command Staff responsible for interfacing with the public and Officer media and/or with other agencies with incident-related information requirements. Publications Subsystem that manages the development, publication control, publication Management supply, and distribution of National Incident Management System materials. 77 E 04 City of Lake Oswego EOPtz, o` BASIC PLAN p \EGO m ACRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS The development, coordination, and execution of service-and site-restoration plans;the reconstitution of government operations and services; individual, private-sector, nongovernmental, and public assistance programs to provide housing and to promote restoration; long-term care and treatment of affected Z Recovery CP persons; additional measures for social, political, environmental, and economic restoration; evaluation of the incident to identify lessons learned; post incident reporting; and development of initiatives to mitigate the effects of future 0 incidents. y y Recovery Plan A plan developed to restore an affected area or community. Reimbursement A mechanism to recoup funds expended for incident-specific activities. A system for identifying available resources at all jurisdictional levels to enable timely, efficient, and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under the Resource Management National Incident Management System includes mutual aid agreements and assistance agreements;the use of special Federal, State,tribal, and local teams; and resource mobilization protocols. A standardized, integrated process conducted prior to, during, and after an Resource Tracking incident by all emergency management/response personnel and their associated organizations. Personnel and major items of equipment, supplies, and facilities available or potentially available for assignment to incident operations and for which status Resources is maintained. Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an Emergency Operations Center. Activities that address the short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property, and meet basic human needs. Response also includes the execution of emergency operations plans and of mitigation activities designed to limit the loss of life, personal injury, property damage, and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen Response the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice. Retrograde To return resources back to their original location. 78 E 04 City of Lake Oswego EOP E o` BASIC PLAN p )74 \EG�� m ACRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS A member of the Command Staff responsible for monitoring incident operations Safety Officer and advising the Incident Commander on all matters relating to operational y safety, including the health and safety of emergency responder personnel. The Incident Command System organizational level having responsibility for a CP major functional area of incident management (e.g., Operations, Planning, Section Logistics, Finance/Administration, and Intelligence/Investigations (if established). The Section is organizationally situated between the Branch and `O the Incident Command. CA An individual, a piece of equipment and its personnel complement, or a crew/ Single Resource team of individuals with an identified work supervisor that can be used on an incident. Situation Report Confirmed or verified information regarding the specific details relating to an incident. The number of resources for which a supervisor is responsible, usually expressed as the ratio of supervisors to individuals. (Under the National Incident Span of Control Management System, an appropriate span of control is between 1:3 and 1:7, with optimal being 1:5, or between 1:8 and 1:10 for many large-scale law enforcement operations.) A population whose members may have additional needs before, during, and after an incident in functional areas, including but not limited to: maintaining Special Needs independence, communication,transportation, supervision, and medical care. Population Individuals in need of additional response assistance may include those who have disabilities;who live in institutionalized settings;who are elderly; who are children; who are from diverse cultures, who have limited English proficiency, or who are non-English-speaking; or who are transportation disadvantaged. Temporary location for available resources. A Staging Area can be any location Staging Area in which personnel, supplies, and equipment can be temporarily housed or parked while awaiting operational assignment. Standard Operating A set of instructions having the force of a directive, covering those features of Guidelines operations which lend themselves to a definite or standardized procedure without loss of effectiveness. Standard Operating A complete reference document or an operations manual that provides the Procedure purpose, authorities, duration, and details for the preferred method of performing a single function or a number of interrelated functions in a uniform manner. When capitalized, refers to any State of the United States,the District of Columbia,the Commonwealth of Puerto Rico,the Virgin Islands, Guam,American State Samoa,the Commonwealth of the Northern Mariana Islands, and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002). 79 04 �s� z City of Lake Oswego EOP o` BASIC PLAN p \EG�� m ACRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS Information specifically related to the status of resources (e.g.,the availability or E Status Report assignment of resources). y Strategy The general plan or direction selected to accomplish incident objectives. Strike Team A set number of resources of the same kind and type that have an established CP minimum number of personnel, common communications, and a leader. A grouping of jurisdictions, counties, and/or localities within a State brought O Substate Region together for specified purposes (e.g., homeland security, education, public CA health), usually containing a governance structure. a The Incident Command System title for an individual responsible for a Division or Supervisor Group. Supporting Agency An agency that provides support and/or resource assistance to another agency. See Assisting Agency. Any technology that may be used to support the National Incident Management Supporting Technology System, such as orthophoto mapping, remote automatic weather stations, infrared technology, or communications. Any combination of facilities, equipment, personnel, processes, procedures, and System communications integrated for a specific purpose. The deployment and directing of resources on an incident to accomplish the Tactics objectives designated by strategy. Any combination of resources assembled to support a specific mission or Task Force operational need. All resource elements within a Task Force must have common communications and a designated leader. Person with special skills that can be used anywhere within the Incident Command System organization. No minimum qualifications are prescribed, as Technical Specialist technical specialists normally perform the same duties during an incident that they perform in their everyday jobs, and they are typically certified in their fields or professions. Conditions, guidelines, or characteristics that may be required to facilitate the Technology Standards interoperability and compatibility of major systems across jurisdictional, geographic, and functional lines. Assistance that facilitates incident operations and sustains the research and Technology Support development programs that underpin the long-term investment in the Nation's future incident management capabilities. 80 E 04 �s� z City of Lake Oswego EOP E o` BASIC PLAN p \EG�� m ACRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS As defined in the Homeland Security Act of 2002, activity that involves an act that is dangerous to human life or potentially destructive of critical infrastructure Cl) or key resources; is a violation of the criminal laws of the United States or of any a Terrorism State or other subdivision of the United States; and appears to be intended to v intimidate or coerce a civilian population,to influence the policy of a government by intimidation or coercion, or to affect the conduct of a government by mass destruction, assassination, or kidnapping. Q Natural or manmade occurrence, individual, entity, or action that has or indicates y Threat the potential to harm life, information, operations,the environment, and/or property. Those instruments and capabilities that allow for the professional performance Tools of tasks, such as information systems, agreements, doctrine, capabilities, and legislative authorities. Referring to any Indian tribe, band, nation, or other organized group or community, including any Alaskan Native Village as defined in or established Tribal pursuant to the Alaskan Native Claims Settlement Act (85 Stat. 688) 43 U.S.C.A. and 1601 et seq.,that is recognized as eligible for the special programs and services provided by the United States to Indians because of their status as Indians. An Incident Command System resource classification that refers to capability. Type 1 is generally considered to be more capable than Types 2, 3, or 4, Type respectively, because of size, power, capacity, or(in the case of Incident Management Teams) experience and qualifications. The integration of resource management, communications and information Unified Approach management, and command and management in order to form an effective system. Version of command established when incidents under an Area Command are Unified Area Command multijurisdictional. See Area Command. An Incident Command System application used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies Unified Command (UC) work together through the designated members of the UC, often the senior persons from agencies and/or disciplines participating in the UC,to establish a common set of objectives and strategies and a single Incident Action Plan. The organizational element with functional responsibility for a specific incident Unit planning, logistics, or finance/administration activity. 81 E 04 City of Lake Oswego EOP tz, o` BASIC PLAN p \EGOY m ACRONYMS AND GLOSSARY GLOSSARY OF KEY TERMS The individual in charge of managing Units within an Incident Command System E (ICS) functional Section. The Unit can be staffed by a number of support y Unit Leader personnel providing a wide range of services. Some of the support positions are a pre-established within ICS (e.g., Base/Camp Manager), but many others will be v assigned as technical specialists. Unity of Command An Incident Command System principle stating that each individual involved in incident operations will be assigned to only one supervisor. y The essential agency records that are needed to meet operational Cl) responsibilities under national security emergencies or other emergency or Vital Records disaster conditions (emergency operating records), or to protect the legal and .< financial rights of the government and those affected by government activities (legal and financial rights records). For purposes of the National Incident Management System, any individual accepted to perform services by the lead agency (which has authority to accept Volunteer: volunteer services) when the individual performs services without promise, expectation, or receipt of compensation for services performed. See 16 U.S.C. 742f(c) and 29 CFR 553.10 82 E m y TI l Q� 0 City of Lake Oswego EOP EMERGENCY SUPPORT FUNCTION ANNEX 0 OVERVIEW 1 . GENERAL Emergency Support Functions (ESFs) focus on critical tasks, capabilities and resources provided by emergency response agencies for the City throughout all phases of an emergency. ESF PURPROSE Describes how the City will coordinate transportation needs during a time of a major ESF 1 Transportation emergency or disaster, including assessing damage to and restoring and maintaining transportation networks—specifically, roads and bridges. Describes how the City will provide for,support,and enhance the requisite technology ESF 2 Communications (hardware and software)for emergency communications systems;alert,warning, and notification systems; and redundant communications systems during all phases of the emergency management cycle, including response and recovery operations. Describes how the City will provide the resources (human,technical,equipment,facilities, ESF 3 Public Works materials,and supplies)to support emergency public works needs during a time of a major emergency or disaster. ESF 4 Firefighting Describes how the City will detect and suppress urban, rural,and wildland fires resulting from, or occurring coincidentally with,a significant disaster condition or incident. ESF 5 Information and Describes how the County will support incident information and planning needs to develop and Planning maintain a common operating picture to support response and recovery activities. Describes how the County will support the efforts of the City to address the mass care, ESF 6 Mass Care emergency assistance,temporary housing,and human services needs of people impacted by disasters. ESF 7 Resource Describes how the City will provide logistical and resource support during emergencies,as Support well as provide financial tracking and records management of overall costs of the County's response. ESF 8 Health and Intended to create awareness regarding the County's coordination of public health and Medical medical aspects of emergencies that exceed routine response capabilities and/or are in response to a declared state of public health emergency. ESF 9 Search and Describes how the City will coordinate deployment of resources in both urban and non-urban Rescue search and rescue during a major disaster or incident. ESF 10 Hazardous Outlines roles and responsibilities in responding effectively to a hazardous materials release Materials or threatened release, and provides a framework for response and mitigation activities to prevent or minimize injuries,environmental impact,and property damage. ESF 11 Agriculture, Describes how the City will coordinate an effective and humane response involving animal and Animals, and Natural agricultural issues,and work to protect the City's natural resources. Resources Describes how the City will coordinate plans, procedures, and resources to support response ESF 12 Energy to and recovery from shortages and disruptions in the supply and delivery of energy during a major disaster or incident. (continued on next page) 83 0 m Cl, TI ° EMERGENCY SUPPORT City of Lake Oswego EOP o, FUNCTION ANNEX Q .°.tE f m OVERVIEW 1 . GENERAL Emergency Support Functions (ESFs) focus on critical tasks, capabilities and resources provided by emergency response agencies for the City throughout all phases of an emergency. ESF PURPROSE ESF 13 Law Describes how the City will support law enforcement activities during a time of emergency. Enforcement ESF 14 Business and Describes how the City will provide immediate and short term assistance to local private Industry sector entities; stabilize the local economy;and effectively utilize local private sector assets in response operations following a large-scale incident. ESF 15 Public Describes how the City will disseminate information to the public and other partners during Information times of emergency(e.g.,evacuation/shelter-in-place orders,boil water notices,emergency sheltering information,situational awareness notifications,etc.). Describes how the City will coordinate with community and faith-based organizations to ESF 16 Volunteers and effectively coordinate the activities/management of pre-identified and established affiliated Donations volunteers and solicited donations as well as managing spontaneous and/or unaffiliated volunteers as well as unsolicited donations (physical and monetary) ESF 17 Cyber and Describes how the City will coordinate plans, procedures and resources to support the incident Critical Infrastructure response to protect cyber and critical infrastructure and key resources threatened by human Security or natural caused emergencies. ESF 18 Military Support Intended to create awareness regarding the State's coordination of military support to civil authorities in times of emergency. 2. ROLES AND RESPONSIBILITIES The City has identified primary and supporting agencies and community partners in each ESF to ensure that ESF-related activities are performed in an efficient and effective manner during all phases of the emergency management cycle. Individual ESFs do not relieve tasked agencies of the responsibility for emergency planning, and agency plans should adequately provide for the capability to implement their assigned tasks. City agency(s) may be assigned as the primary agency based on their responsibilities, Primary City authority,functional expertise, resources, and capabilities in managing incident activities. Agency Primary agencies may not be responsible for all elements of a function, and will work with supporting agencies to manage capabilities and resources to support ESF-related activities. Supporting City City agency(s) may be assigned as supporting if they have a substantial support role during Agency incidents based on their capabilities and resources. May be assigned tasks if they meet one or more of the following criteria:the organization's Community self-defined mission includes emergency response (e.g., disaster relief nonprofit Partners organizations);the organization receives formalized tasking by governmental agencies (e.g., American Red Cross); or the entity's jurisdictional authority, or the entity's resources and capabilities renders them appropriate for the task. 84 0 m Cl, TI 4 Fp�� EMERGENCY SUPPORT City of Lake Oswego EOP ra u o ! FUNCTION ANNEX -I \REGOc" Z ESF1 'aRgi5 The following checklist identifies key roles and responsibilities for ESF 1 Response (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) RESPONSE ALL AGENCIES ❑ Conduct recall of personnel for accountability and availability ❑ Assess duration of the Emergency Operation (how long will this take) Xl ❑ Identify representatives to staff the EOC for continuous operations ❑ Assess available personnel and resources to determine declaration of emergency, request for county support, or LIFELINE support C 0 RESPONSE PUBLIC WORKS AND ENGINEERING DEPARTMENTS I m ❑ Clear and establish lifeline routes ❑ Assess the need for critical transportation-related missions if needed to support the EOC ❑ Prioritize response activities in support of developing the EOC Action Plan ❑ Coordinate transportation of responders and resources to affected areas ❑ Work with other agencies as needed to determine the usable portions of the City transportation system, including roads and bridges, railroads, transit systems, and motor carrier facilities ❑ Provide transportation-related public information and mapping support to the EOC during response and recovery activities. (Engineering) ❑ Support damage assessment of transportation routes ❑ Coordinate with the EOC Planning Section to identify unmet needs, including response vehicles, aircraft, engineering, fuel, and repair assistance ❑ Establish a Transportation Branch in the EOC if needed ❑ Track the use of transportation resources through the EOC Finance Section ❑ Provide barriers and signage to aid missions (Public Works) ❑ Provide personnel on scene to assist with road closures,traffic redirection, and other activities RESPONSE POLICE DEPARTMENT ❑ Provide traffic control and evacuation assistance ❑ Provide security escorts for commodities movement into affected areas. RESPONSE FIRE DEPARTMENT ❑ Provide evacuation assistance ❑ Support identification of Disability and Access and Functional Needs (DAFN) populations that need transportation support RESPONSE LOCAL AIRPORTS AND HELIPORTS ❑ Assess usability of airport and heliport facilities to support response missions ❑ Conduct and/or coordinate emergency operations as required during large-scale incidents in accordance with established plans, policies, and procedures ❑ Establish air traffic control for response missions. 85 �'^� m Cl, TI °� s�\ EMERGENCY SUPPORT City of Lake Oswego EOP o FUNCTION ANNEX —I oREGo," mimmilli.am, ESF 1 TRANSPORTATION co o 73 ri Initial Response Executive Group On-Scene EOC Incident Commander Structure (LEVEL 1 Q Incident Z m Cl, 12 0 City Police Department City Public Works Department City Fire Department Z Cl, I m ICS Structure Executive Group EOC Incident Commander (LEVEL 2 or 3 Incident Public Information Officer Liaison Officer ISafety Officer I [Oerations Section Chief I Planning Section Chief Logistics Section Chief Financial/Admin Section Chief — City Police Department 0 Public Works Department can support up to 4 personnel for general administrative staff for the EOC 0 Public Works Department can provide support for Emergency City Public works Department Contracting in the Finance Section of the EOC 0 Public Works Department can Support Asset Management in the I Planning Section for the EOC 1 City Fire Department 86 THIS PAGE LEFT BLANK INTENTIONALLY 87 m y TI EMERGENCY SUPPORT City of Lake Oswego EOP c FUNCTION ANNEX ESF 1 —TABLE OF CONTENTS 0 0 1. Introduction 89 1.1 Purpose 89 m 1.2 Scope 89 1.3 Policies and Authorities 90 2. Situation and Assumptions 90 2.1 Situation 90 2.2 Assumptions 90 3. Concepts of Operations 91 3.1 General 91 3.2 Disabilities and Access and Functional Needs 91 3.3 Emergency Transportation and Evacuation Routes 92 3.4 Coordination with other ESFs 92 4. Direction and Control 92 4.1 General 92 4.2 County 92 4.3 State and Federal Assistance 93 5. ESF Annex Development and Maintenance 93 6. Appendices 93 Appendix A: ESF 1 Resources 94 Appendix B: ESF 1 Responsibilities by Phase of Emergency Mngmt. Checklist 95 88 m y TI 1� °s EMERGENCY SUPPORT City of Lake Oswego EOP -, 1.0 c FUNCTION ANNEX —I Cl) ESF 1 —TRANSPORTATION o Ela ESF 1 TASKED AGENCIES )10 Primary City Agency 1 Public Works Department and Engineering Department Z Police Department Supporting City Agency Fire Department Mutual aid partners Community Partner Local airports and heliports Railroads County Agenc' Department of Transportation and Development State Agency 1111 Oregon Department of Transportation (ODOT) Federal Agency I Department of Transportation 1 . INTRODUCTION 1 .1 Purpose Emergency Support Function (ESF) 1 describes how the City will coordinate transportation needs during a time of a major emergency or disaster, including assessing damage to and restoring and maintaining transportation networks—specifically, roads and bridges. 1 .2 Scope The following activities are within the scope of ESF 1: Coordinate and/or support damage assessment activities, including the dissemination of pertinent data regarding any impacts to the transportation infrastructure contained within the City's jurisdictional boundaries. Coordinate the repair and restoration of the City's transportation network. Maintain undamaged, repaired, and/or restored infrastructure as necessary to ensure that additional hazards do not occur. Monitor, control, and coordinate vehicular traffic flow. Provide resources to support transportation of evacuees, personnel, equipment, and materials and supplies. Provide maps for all modes of transportation. Prioritize and initiate emergency work taskings to clear debris and obstructions from, and make emergency repairs to,the transportation infrastructure. 89 m y TI o'c EMERGENCY SUPPORT City of Lake Oswego EOP c FUNCTION ANNEX y ESF 1 - TRANSPORTATION o 1 .3 Polices and Authorities 0 City, County, and State departments with transportation resources and support operations are responsible for Z assessing and restoring transportation systems under their control. Priorities shall be determined and coordinated by the Emergency Operations Center (EOC), when activated. 2. SITUATION AND ASSUMPTIONS 2.1 Situation The City is faced with a number of hazards that may disrupt transportation systems and require support. The City's transportation system comprises road and rail systems. The following considerations should be taken into account when planning for and implementing ESF 1 activities: A major emergency or disaster may severely damage transportation infrastructure. The movement of people, equipment, and supplies may be much less efficient in emergency conditions than under normal circumstances. Many localized transportation activities may be disrupted or hindered by damaged transportation infrastructure. In anticipation of or reaction to a disaster, evacuations that overwhelm standard routes may require resources beyond the capabilities of the City. Some communities have limited means of ingress and egress, and an emergency or disaster that disrupts key roads or bridges may limit or prevent access to the community. Effective emergency transportation involves Citywide and regional travel and requires close coordination with neighboring cities,the County, ODOT, and other public and private providers of transportation services and equipment. Transportation operations may require road closures, restrictions, detours, removal of debris, and/or construction of temporary roads or bridges. 2.2 Assumptions The City's transportation infrastructure will likely sustain damage during a large-scale incident. As a result, the magnitude of a hazard's impact, in terms of both physical damage and operational status/capacity, will affect the effectiveness and efficiency of response and recovery. Disaster operations and/or hazardous conditions may require the City to divert traffic or implement other methods for traffic control (e.g., damaged, isolated, or evacuated areas). Response operations, especially during initial operational periods, may exhaust the City's transportation capabilities,thus requiring assistance from neighboring jurisdictions and/or State and federal government. Rapid initial and ongoing damage assessments of impacted areas will assist in the determination of response priorities and transportation demands. 90 m y TI EMERGENCY SUPPORT City of Lake Oswego EOP c FUNCTION ANNEX -I Z ESF 1 - TRANSPORTATION o 3. CONCEPTS OF OPERATIONS 3.1 General z Emergency transportation operations involve: Identification of areas impacted and people at risk. Identification, designation, and maintenance of access and egress routes. Arrangements to obtain additional emergency Designation of transportation bases, staging areas, transportation resources,with highest priority given and refueling and repair facilities. to resources needed for protection of life. Coordination with neighboring jurisdictions to ensure that transportation priorities and routes are consistent and coordinated. When transportation-related activities are staffed in the EOC,the Public Works Department representative will be responsible for the following: Serve as a liaison with supporting agencies and Provide a primary entry point for situational information related to transportation infrastructure community partners. from the field/scene. Share situation status updates related to Participate in, and provide transportation-specific transportation infrastructure to inform development reports for, EOC briefings. of Situation Reports. Assist in development and communication of Monitor ongoing transportation-related actions. transportation-related actions to tasked agencies. Share transportation-related information with the Coordinate transportation-related staffing to ensure Public Information Officer to ensure consistent the function can be staffed continuously across public messaging. operational periods. 3.2 Disabilities and Access and Functional Needs Provision of transportation-related activities will take into account populations with disabilities and access and functional needs. The needs of children and adults who experience disabilities or access and functional needs shall be identified and planned for as directed by policy makers and according to state and federal regulations and guidance. The County Department of Health, Housing, and Human Services and individual hospitals/ medical care facilities support evacuation procedures established for medical care facilities, coordinate resources needed for distribution of medical supplies/equipment to points of dispensing sites, and manages medical response operations within the identified emergency transportation routes. 91 m y TI EMERGENCY SUPPORT City of Lake Oswego EOP c FUNCTION ANNEX Z ESF 1 -TRANSPORTATION o 3.3 Emergency Transportation and Evacuation Routes The Public Works and Engineering Departments,with support from the County and ODOT, maintain 0 transportation infrastructure, manage emergency transportation routes, identify road hazards, and implement Z road closures. Mapping capabilities and equipment may be provided through the City Geographic Information Systems (GIS) and other partners. Staff and resources are assigned to support emergency evacuation and essential transportation routes. 3.4 Coordination with other ESFs The following ESFs support transportation-related activities: Public Works. Support in maintenance, assessment, and restoration of the transportation network including debris clearance. Law Enforcement. Assist in traffic control and escort of emergency supplies. 4. DIRECTION AND CONTROL 4.1 General The Public Works Department, or appointed designee, will direct emergency transportation needs for the City of Lake Oswego. The Police Chief, or appointed designee,will coordinate evacuation needs with needs of evacuees. Incident direction and control will occur at on-scene command posts and the EOC in accordance with ESF 5 — Information and Planning. In coordination with the Operations Section of the EOC,the Public Works and Engineering Departments will assess and restore transportation infrastructure. The Public Works and Engineering Departments will provide a representative to the EOC as necessary, as well as provide regular reports to the EOC. Transportation resources will be tracked through the Logistics Section. Responding agencies will perform their emergency responsibilities in accordance with their agencies Emergency Response Plans and standard operating procedures. 4.2 County Clackamas County is a participant in the Inter-County Omnibus Mutual Aid Agreement, which provides a framework for counties to request mutual aid from each other in emergencies. This framework saves time and minimizes confusion during an incident. Clackamas County also participates in the Managing Oregon Resources Efficiently Intergovernmental Agreement (MORE-IGA),which allows public agencies in Oregon to share resources including equipment, materials, and services for public works, municipal,transportation, engineering, construction, operations, maintenance, emergency management, and related activities. 92 m y TI o'c EMERGENCY SUPPORT City of Lake Oswego EOP c FUNCTION ANNEX y NR5111 ESF 1 -TRANSPORTATION o 4.3 State and Federal Assistance ODOT is responsible for construction, maintenance, and repair of interstate freeways, and state highways and Z bridges, and may impose restrictions and implement temporary closures of highways. ODOT also regulates motor carriers and railroads (including rail freight and passenger planning and operations) and the transport of hazardous materials by rail. The Oregon Department of Aviation is authorized to operate and maintain State-owned airports and to establish a state airways system. The State Aviation Resources for Disaster Assistance Plan, developed under the auspices of the Oregon Department of Emergency Management, coordinates air resources in a major emergency or disaster. The State may provide assistance through ODOT,the Oregon Military Department, or other State agencies with transportation capabilities. ODOT has executed an Intergovernmental Agreement with Clackamas County for transportation maintenance and operational support and assistance. If incident response requires resources beyond those available day-to-day and through mutual aid,the EOC will request assistance through an Emergency Declaration. The U. S. Department of Transportation is the primary agency responsible for coordinating transportation resources in the Federal Response Plan. The U.S. Coast Guard is responsible for law enforcement and rescue on federal waterways within the County and may provide marine transportation resources. 5. ESF ANNEX DEVELOPMENT AND MAINTENANCE The Public Works and Engineering Departments will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks. 6. APPENDICES APPENDIX A ESF 1 Resources APPENDIX B ESF 1 Responsibilities by Phase of Emergency Management 93 a :I EMERGENCY SUPPORT Z City of Lake Oswego EOP c FUNCTION ANNEX Lik MN* ESF 1 -RESOURCES 71 The following resources provide additional information regarding ESF 1 and transportation- related issues at xp the local, State, and federal level CITY 0 • Emergency Operations Plan • ESF 3—Public Works and Engineering P • SA 1—Evacuation 0 • Mutual Aid/Resource Sharing Agreements • Emergency Transportation Routes fl7 COUNTY o XI • Clackamas County Emergency Operations Plan n • ESF 3—Public Works and Engineering y • SA 1—Evacuation • Mutual Aid/Resource Sharing Agreements • Regional Emergency Transportation Routes STATE • State Emergency Operations Plan • ESF 3—Public Works and Engineering • Department of Transportation Emergency Operations Plan • State Aviation Resources for Disaster Assistance Plan FEDERAL • National Response Framework • ESF 1—Transportation • Homeland Security Presidential Directives • No. 7: Identification of and Prioritization for Protection of Critical Infrastructure 94 1� °s EMERGENCY SUPPORT Z City of Lake Oswego EOP c FUNCTION ANNEX CP .D.tEGoo- co ESF 1 — PHASES OF EMERGENCYrn 71 MANAGEMENT The following checklist identifies key roles and responsibilities for ESF 1 — Transportation. It is broken out by I phase of emergency management to inform tasked agencies of what activities they might be expected to perform before, during, and after an emergency to support the City's transportation concerns. All tasked m agencies should maintain agency-specific plans and procedures that allow them to effectively accomplish Cl) these tasks. 71 O PREPAREDNESS m All Tasked Agencies: m ❑ Develop plans and procedures for ESF 1 activities, as appropriate. ❑ Participate in ESF 1—related trainings and exercises as appropriate. m ❑Coordinate regular review and update of the ESF 1 annex with supporting agencies. ❑ Facilitate collaborative planning to ensure the City's capability to support ESF 1 activities. .< [' Develop and maintain an emergency/disaster transportation plan(s) that address the following: [' Providing for logistics and resource transportation needs. ❑Conducting and/or facilitating damage assessments of City-owned/maintained transportation infrastructure Emergency Management Executive Committee "' [' Maintain operational capacity of the EOC to support transportation activities. ❑ Ensure that staff are identified and adequately trained to fulfill their various EOC positions. ❑ Maintain a list of transportation resources and capabilities. ❑ Identify transportation needs to support emergency response. RESPONSE All Tasked Agencies: ❑ Conduct recall of personnel for accountability and availability. ❑ Assess Duration of the Emergency Operation (How long will this take) ❑ Identify representatives to staff the EOC for continuous operations. ❑ Assess available personnel and resources to determine declaration of emergency, request for county support, or LIFELINE support. Emergency Management Executive Committee ❑ Coordinate fuel supply,vehicle support and maintenance during an emergency. ❑ Request mutual aid and County support once local resource are exhausted or nearly so. ❑ Identify safe routes for emergency transport in coordination with the Police Department and Public Works Department. Public Works Department/Engineering Department ❑ Clear and establish lifeline routes. ❑ Assess the need for critical transportation-related missions if needed to support the EOC. ❑ Prioritize response activities in support of developing the EOC Action Plan. ❑ Coordinate transportation of responders and resources to affected areas. (continued on next page) 95 a EMERGENCY SUPPORT Z 0 City of Lake Oswego EOP FUNCTION ANNEX CP ESF 1 -PHASES OF EMERGENCY m 71 * MANAGEMENT RESPONSE Public Works Department/Engineering Department Continued m ❑ Work with other agencies as needed to determine the usable portions of the City transportation system, Cl) including roads and bridges, railroads,transit systems, and motor carrier facilities. 0 ❑ Provide transportation-related public information and mapping support to the EOC during response and 71 recovery activities. (Engineering) m ❑ Support damage assessment of transportation routes. ni m ❑ Coordinate with the EOC Planning Section to identify unmet needs, including response vehicles, aircraft, XI engineering, fuel, and repair assistance. m ❑ Establish a Transportation Branch in the EOC if needed. Z ❑ Track the use of transportation resources through the EOC Finance Section. 0 ❑ Provide barriers and signage to aid missions. (Public Works) ❑ Provide personnel on scene to assist with road closures,traffic redirection, and other activities. Police Department ❑ Provide traffic control and evacuation assistance. m ❑ Provide security escorts for commodities movement into affected areas. Fire Department Z ❑ Provide evacuation assistance. ❑ Support identification of DAFN populations that need transportation support. Local Airports and Heliports ❑ Assess usability of airport and heliport facilities to support response missions. ❑ Conduct and/or coordinate emergency operations as required during large-scale incidents in accordance with established plans, policies, and procedures. ❑ Establish air traffic control for response missions. RECOVERY All Tasked Agencies ❑ Demobilize response activities. ❑ Maintain incident documentation to support public and individual assistance processes. ❑ Participate in all after-action activities and implement corrective actions as appropriate. ❑ Provide support to recovery planning. Public Works Department/Engineering Department ❑ Coordinate and/or facilitate pre-/post-damage assessment activities. ❑ Continue to monitor and restore transportation systems in support of recovery. ❑ Develop financial estimates of damages and losses to transportation infrastructure. ❑ Compile and keep all documentation collected relating to ESF 1—related response activities. ❑ Coordinate all after-action activities and implement corrective actions as appropriate. 96 a 1 °s EMERGENCY SUPPORT Z City of Lake Oswego EOP 1. c FUNCTION ANNEX 1,2 ESF 1 -PHASES OF EMERGENCY y 71 I' MANAGEMENT MITIGATION All Tasked Agencies ❑ Participate in the hazard/vulnerability identification and analysis process. 0 ❑ Take steps to correct deficiencies identified during the hazard/vulnerability identification and analysis II process as appropriate. Public Works Department/Engineering Department ❑ Regularly inspect streets, public roadways, and rights-of-way for deterioration and make necessary m repairs to keep them in good condition. ❑ Keep equipment in operating condition. (Public Works) 0 a z c) m m z 97 THIS PAGE LEFT BLANK INTENTIONALLY 98 m o'c71 EMERGENCY SUPPORT City of Lake Oswego EOP cr FUNCTION ANNEX O -D ,-.- ESF 2-COMMUNICATIn The following checklist identifies key roles and responsibilities for ESF 2 response (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) RESPONSE ALL AGENCIES ❑ Provide situational updates to the City and County EOC as required to maintain situational awareness Z and foster a common operating picture. ElProvide a representative to the County EOC, when requested,to support ESF 2 activities. m ❑ Use established common response communications language (i.e., plain English)to ensure that information dissemination is timely, clear, acknowledged, and understood by all receivers. 0 Z ❑ Monitor the status of the County's communication infrastructure during or following any disaster. CO) ❑Coordinate and assign resources necessary to respond to an incident that impacts the communications infrastructure. ❑ Establish or confirm communications methods. ❑When necessary, coordinate provision of a temporary or interim communications capability as required. RESPONSE POLICE DEPARTMENT (LOCOM Division) ❑Support tactical communications needs of emergency responders. ❑Coordinate with EOC staff and other Public Service Answering Points to link with on-scene personnel. ❑Conduct call-taking/emergency dispatch services as long as conditions allow. ['Coordinate technical support for operation of 9-1-1 call-taking and computer-aided dispatch. ❑Operate Everbridge. ❑ Provide staffing for the EOC Communications Unit, as appropriate. ❑Activate and implement alert, warning, and notification systems as required to effectively notify appropriate stakeholders, including first responders. ❑ Establish communications with local response partners. ❑ Provide staffing for door-to-door warning if necessary. ❑ Develop and maintain hazard-specific warning procedures covering warning receipt,verification, and dissemination. RESPONSE INFORMATION TECHNOLO ❑Support and troubleshoot any/all technical problems as required to support incident operations. ❑Set up EOC voice and data equipment systems; provide technical and networking support. ❑ Provide EOC Incident Commander with timely assessment of damage or degradation of telephone and network assets. [' Provide staffing for EOC Communications Unit RESPONSE FIRE DEPARTMENT ❑ Provide additional siren-equipped mobile units where necessary to provide sound coverage. ❑ Provide mobile public address units if necessary. ❑ Provide staffing for door-to-door warning if necessary. 99 rn 71° , N EMERGENCY SUPPORT City of Lake Oswego EOP .L.) cr FUNCTION ANNEX O FcF 9' MM N�reTl N c 061 CO U O Z The followingchecklist identifies keyroles and responsibilities for ESF 2 Response p p (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) RESPON E EME ; k 14 _ ► _ 11 ► A I u 11 III . El, ❑Activate the EOC Z ❑ Coordinate the following core EOC activities: m ['Compile and submit situational intelligence information regarding the operational status of CA the County's communications infrastructure and then utilize the findings to prepare TI operational status and situation reports for stakeholders to foster a common operational Z picture. See ESF 5 - Information and Planning for more information CO) ❑Facilitate the resource requesting process (i.e., compiling resource requests;fill resource m requests locally or through existing agreements;forward unmet resource requests to the Oregon Emergency Coordination Center; and coordinate the staging and distribution of assets as they arrive). See ESF 7 - Resource Support for more information. ❑ Coordinate with the EOC Planning Section to identify unmet needs. ❑ Establish a Communications Branch in the County EOC if needed. ❑ Monitor the status of the County's communication infrastructure during or following any disaster. ❑ Coordinate and assign resources necessary to respond to an incident that impacts the communications infrastructure. ❑ Establish or confirm communications methods. ❑Track the use of communication equipment and resources through the EOC Finance Section. ❑ Be a point of contact for LOARES. RESPONSE PUBLIC AFFAIRS ❑ Provide employees,the public, and the media with accurate and timely incident information. ❑ Ensure that DAFN individuals receive alert and warning messages and emergency public information in a format they can use. ❑Activate and staff the Joint Information Center (JIC) and operate the Joint Information System (JIS). ❑ Coordinate public information with other agencies/jurisdictions. RESPONSE LOARES ❑Augment City communications capabilities through use of amateur radio operators and systems. ❑ Develop and maintain an Emergency Communications Plan. ❑ Provide trained personnel and equipment. no i n7 CA II,c ° N , EMERGENCY SUPPORT City of Lake Oswego EOP , cr FUNCTION ANNEX O 0(----- ESF 2- COMMUNICATION C Z 5 Initial Response 0 Executive Group On-Scene EOC Incident Commander Structure (LEVEL 1 Z I Incident73 y 0 City Police Department City Public Works Department City Fire Department y m 1 ICS Structure Executive Group EOC Incident Commander (LEVEL 2 or 3 Incident Public Information Officer Liaison Officer ISafety Officer I [Oerations Section Chief I Planning Section Chief Logistics Section Chief Financial/Admin Section Chief — City Police Department 1 City Public Works Department 1 City Fire Department 101 ( THIS PAGE LEFT BLANK INTENTIONALLY 102 m y TI EMERGENCY SUPPORT City of Lake Oswego EOP c; FUNCTION ANNEX CD /" i F'F 2---TABLE OF CONTENTS 1. Introduction 104 1.1 Purpose 104 m 1.2 Scope 104 1.3 Policies and Authorities 105 2. Situation and Assumptions 105 2.1 Situation 105 2.2 Assumptions 105 3. Concepts of Operations 106 3.1 General 106 3.2 Warning Systems 106 3.2.1 Emergency Notifications 106 3.2.2 Employee Notification 107 3.2.3 Public Notification 107 3.3 Response Systems 108 3.3.1 Amateur Radio Emergency Services 108 3.4 Interoperability 108 3.5 Disabilities, and Access and Functional Needs 109 3.6 Coordination with Other ESFs 109 4. Direction and Control 109 5. ESF Annex Development and Maintenance 109 6. Appendices 109 Appendix A: ESF 2 Resources 110 Appendix B: ESF 2 Responsibilities by Phase of Emergency Mngmt. Checklist 111 103 m CO TI ° n , EMERGENCY SUPPORT I City of Lake Oswego EOP ,, cr FUNCTION ANNEX 8 E 0 ESF 2-COMMUNICATION z ESF 2 TASKI=n onFNCIES Primary City Agenc3 Police Department (Lake Oswego Communications [LOCOM] Division) Z Information Technology Department Supporting City AgencI Public Affairs Department Fire Department Community Partners I Lake Oswego Amateur Radio Emergency Services (LOARES) Clackamas County Communications (C-COM) [LOCOM backup] County Agency Technology Services Department State Interoperability Executive Council (SIEC) State Agency Statewide Interoperability Coordinator (SWIC) Department of Homeland Security Federal Agency Cybersecurity and Infrastructure Security Agency (CISA) 1 . INTRODUCTION 1 .1 Purpose For the purposes of this document, "communication" is defined as the transference of information, and may involve the representation,transfer, interpretation, and processing of data among persons, places, and machines. The term may also refer to the transmission, emission, or reception of signs, signals, writing, images, and sounds or intelligence of any nature by wire, radio, optical, or other electromagnetic system. Emergency Support Function (ESF) 2 describes how the City will provide for, support, and enhance the requisite technology (hardware and software) for emergency communications systems; alert,warning, and notification systems; and redundant communications systems during all phases of the emergency management cycle, including response and recovery operations. 1 .2 Scope The following activities are within the scope of ESF 2: Maintain a reliable alert,warning, and notification system. Establish and maintain an effective communications system, including City-owned and commercially leased systems, for use in a disaster. Coordinate the provision of redundant and temporary communications as required. Impacts to cellular services, external internet connectivity, local phone services, etc. are dependent upon the vendor services the City utilizes. Monitor and report on the overall status of the City's communications infrastructure during a disaster. Maintain the City's critical information technology infrastructure, including, but not limited to,the provision of cybersecurity measures. 104 rin CO 71 EMERGENCY SUPPORT City of Lake Oswego EOP cr FUNCTION ANNEX O oleo / ESF 2- COMMUNICATION 1 .3 Policies and Authorities The National Warning System (NAWAS) is the primary method of communicating alert and warning 0 messages from national authorities to state authorities and between state authorities and local authorities or Z warning points. NAWAS messages are received through LOCOM. The Emergency Alert System (EAS) is the primary method of communicating alert and warning messages to the public. The City emergency notification system, Everbridge, sends notifications to the public over the phone (landline). In addition, individuals have the option of adding cell phones,voice over internet protocol (VOIP), and email through an online registration process. 2. SITUAT ' N AND A UMPTIONS 2.1 Situation The City is faced with a number of hazards that may require communications support. The following considerations should be taken into account when planning for and implementing ESF 2 activities: An emergency can disrupt or even destroy communications systems by damaging antennas, repeaters, power supplies, or other components. During hazard conditions, access to, and functionality of, communications equipment and infrastructure may be limited and prevent the timely restoration of services. The distribution of accurate and timely information is a critical component of any effective emergency response. A large-scale incident may result in a surge of user requests for utilization access to the local telecommunications infrastructure (e.g.,jammed cell and landline phone switches, high-speed internet bandwidth degradation,etc.). During emergencies, heavy demand for communication services can quickly exceed the capacity of existing systems, limiting user access or shutting them down entirely. Response agencies often maintain and operate their own radio systems and may use different frequencies, potentially hindering timely and effective response/coordination unless interoperable communication systems are in place. Protection/restoration of emergency communications is one of the highest priorities in an emergency. Priority communications include emergency 9-1-1 calls and dispatch; interoperable communications among responders and supporting agencies; Emergency Operations Center (EOC) contact with field units; and communication with the public and media. LOCOM is the 24/7 Warning Point for the City. 2.2 Assumptions ESF 2 is based on the following planning assumptions: To the extent possible, operational local telecommunication capabilities will be utilized to support response operations even in a diminished capacity. Local first responders have identified frequencies to be utilized for operational coordination, direction, and control communications. (continued on next page) 105 'Ii CO 71 I , EMERGENCY SUPPORT N City of Lake Oswego EOP cr FUNCTION ANNEX O ESF 2— COMMUNICATION 9 Z 2.2 Assumptions Continued a The loss of some or all telephone service may reduce or eliminate the effectiveness of the EOC and/or other 5 City offices. Z Z Large-scale incidents may require extensive coordination of inter- and intra-community communications. If electronic emergency information systems are not available, redundant incident management documentation protocols may be required (e.g., paper logs may be used to record events, communications and messages, damage assessments, situation reports, resources utilized, staff hours expended, etc.) Adequate communications are vital for effective and efficient warning, response, and recovery operations. 3. ONCEPTS OF 1 PER i IONS 3.1 General When communication-related activities are staffed in the EOC,the communication representative will be responsible for the following: Serve as a liaison with supporting agencies and community partners. Provide a primary entry point for situational information related to communication. Share situation status updates related to communication to inform development of Situation Reports. Participate in, and provide communication-specific reports for, EOC briefings. Assist in development and communication of communication-related actions to tasked agencies. Monitor ongoing communication-related actions. Share communication-related information with the Public Information Officer to ensure consistent public messaging. Coordinate communication-related staffing to ensure that the function can be staffed across operational periods. 3.2 Warning Systems 3.2.1 Emergency Notifications Receives 9-1-1 calls from Lake Oswego, Milwaukie, and West Linn. LOCOM Dispatches law enforcement and fire services for Lake Oswego. Dispatches law enforcement for the Cities of Milwaukie and West Linn. Wireless 9-1-1 calls may be answered by any 9-1-1 center in the region and are transferred to the appropriate dispatching center. Emergency messages may be received via radio,telephone, or Law Enforcement Data Systems (LEDS) and will be distributed according to departmental procedures. Messages that affect the overall emergency preparedness of the City, such as information about the movement of hazardous materials or weather alerts, will be distributed to the Emergency Management Executive Committee and appropriate response agencies. It is the responsibility of the Emergency Management Executive Committee or Incident Commander,to determine what further notifications should be made and actions taken in response to the message. (continued on next page) 106 rn o'c71 EMERGENCY SUPPORT City of Lake Oswego EOP O c; FUNCTION ANNEX O " "r - COMMUNICATION 3.2.1 Emergency Notifications Continued The EOC becomes the primary coordination point for incident response, amateur radio, and satellite Z telephone communications. 3.2.2 Employee Notification The City can notify employees using: Phone-based systems—group voice mail, paging networks,faxes, employee information line, and communication notification technology. Computer network systems. Department notification procedures — each department is responsible for establishing and maintaining internal emergency communications. Instant messaging/texting Web pages Social media 3.2.3 Public Notification 3.2.3a Everbridge Everbridge is a reverse call emergency notification system utilized by the City to inform residents and business owners of local emergencies that may impact them. Direction of these assets shall be the responsibility of the Incident Command through the Law Enforcement Branch Director, with input and support from the Planning, Logistics, and Operations Sections. 3.2.3b Emergency Alert System (EAS) The City uses EAS when a life-threatening hazard requires immediate protective action, with participating broadcast stations and cable operators transmitting the emergency alert over their networks. EAS messages may not exceed two minutes and are designed to provide a brief, initial warning to be followed by more detailed information. The Clackamas County EAS Plan can be activated by the City Manager, Emergency Manager, or the Incident Commander. Community members are encouraged to monitor local radio and television broadcasts for emergency information. The North American Oceanic and Atmospheric Administration Weather Alert Net also provides effective emergency warning for weather-related hazards. 3.2.3c National Warning System NAWAS is a government-to-government warning system that connects the National Warning Center at Colorado Springs to each state and, in turn,to the designated warning points in each county. 107 rn 71 EMERGENCY SUPPORT City of Lake Oswego EOP c; FUNCTION ANNEX O " "r - COMMUNICATION 3.3 Response Systems ):•_ The City uses a variety of emergency response communications systems: Q Cellular phones, landline telephones, pagers,voicemail, and fax. Z Computer networks, Intranet, Internet, and email. Radio voice and data nets (very high frequency [VHF], 800 megahertz [MHz], mobile data communications, and both alpha-numeric and two-way pagers). Satellite phones and amateur radio provide field and EOC communications capabilities. Instant messaging/texting Most marked police vehicles and most fire vehicles are equipped with mobile or hand- held public address systems that may be used for alert and warning. Door-to-door alert may be necessary in the event of a rapidly emerging incident that poses a clear threat to public safety. Residents will be directed to temporary shelter depending on the weather and the expected duration of the emergency. 3.3.1 Amateur Radio Emergency Services HAM radio is a critical element of emergency communications, particularly since other communications systems may be unavailable or overloaded in an emergency. LOARES volunteers are federally licensed and registered as Lake Oswego emergency service workers and provide emergency voice and data communications. LOARES is led by an Emergency Coordinator working directly with the Emergency Manager to identify requirements, capabilities, and protocols for emergency operations. LOARES provides a robust, reliable communication network throughout the City until usual communications channels and services can be restored. The LOARES incident-specific emergency communications plan becomes an integral part of the EOC Action Plan. LOARES operations are conducted in accordance with the Oregon State Amateur Radio Communications Plan and the Amateur Radio Emergency Services District 1 Emergency Communications Plan. Additional information on LOARES can be found at Lake Oswego Amateur Radio Emergency Service. 3.4 Interoperability The core emergency communications system throughout the City is an 800 MHz radio system. The following departments have satellite phones: • satellite p ones Fire Department 1 Police Department 1 Public Works Department 1 Emergency Operations Center 1 108 m 71 - , , EMERGENCY SUPPORT N City of Lake Oswego EOP ,, cr FUNCTION ANNEX O .D ,-.- '-- E E ESF '',- COMMUNICATION:0 Z 5 3.5 Disabilities, and Access and Functional Needs — Provision of communication-related activities will take into account populations with disabilities and access Z and functional needs (DAFN). The needs of children and adults who experience disabilities or access and functional needs shall be identified and planned for as directed by policy makers and according to state and federal regulations and guidance. 3.6 Coordination with other ESFs The following ESFs support communication-related activities: Support interoperable and redundant communications systems to ensure that responding agencies can communicate with each other and the EOC. 4. DIRECTION AND CONTROL .111 . The LOCOM Manager is responsible for the City's communications response to a major emergency and for coordinating response activities with the EOC. The LOCOM Manager, or a designated representative, shall serve as the EOC Communications Unit Leader, coordinating the flow of emergency radio communications. 5. ESF 2 ANNEX DEVELOPMENT AND MAINTENANCE The Police Chief will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks as well as testing equipment, backup EOC sites, and overall coordination of technical and communication requirements with the EOC and LOCOM. 6. APPENDICE APPENDIX ESF 2 Resources APPENDIX ESF 2 Responsibilities by Phase of Emergency Management 109 a ; � - , , EMERGENCY SUPPORT Z City of Lake Oswego EOP n FUNCTION ANNEX C .Deco,'I ,Mi I WM' F�� ' RESOURCES "' y TI IV The following resources provide additional information regarding ESF 2 and communications- related issues 0 at the local, state, and federal level: 3 EuElii. E I c • Emergency Operations Plan n • ESF 15—Public Information • Intergovernmental Agreement with C-COM (backup to LOCOM) O COUNT i xl m • Emergency Operations Plan CO) O • ESF 2—Communications C 73 • ESF 15—Public Information 0 m • County Communications Interoperability Plan Cl) • Regional Tactical Interoperable Communications Plan • Clackamas County Disaster Management (CCDM) Communications Toolkit STAT AMU • Emergency Operations Plan • ESF 2—Communications • ESF 15—Public Information • Emergency Alert System Plan FEDERAL • National Framework • ESF 2—Communications • ESF 15—External Affairs • National Emergency Communications Plan • Executive Order 13636, Improving Critical Infrastructure Cybersecurity no a EMERGENCY SUPPORT Z City of Lake Oswego EOP L cr FUNCTION ANNEX CI �.�seco�I W ESF 2- PHASES OF EMERGENCY y 71 MANAGEMENT The following checklist identifies key roles and responsibilities for ESF 2 — Communication. It is broken out = by phase of emergency management to inform tasked agencies of what activities they might be expected to perform before, during, and after an emergency to support the City's communication concerns. All tasked m agencies should maintain agency-specific plans and procedures that allow them to effectively accomplish N) these tasks. 0 PREPAREDNESS j m All Tasked Agencies: m ['Develop plans and procedures for ESF 2 activities, as appropriate. ['Participate in ESF 2—related trainings and exercises as appropriate. IT! ['Maintain interoperable and redundant communications equipment. Police Department (LOCOM Division) ❑Serve as the 24/7 City Warning Point a ❑Provide dispatch services for the City before, during, and after an emergency. ZZ ❑Maintain emergency contact lists. ❑Ensure that mobile data computers are tied into the computer-aided dispatch system for efficient m communication. m m ❑Maintain and operate emergency alert and notification systems for the City. Z ❑Issue all warnings through the warning point. ['Dispatch siren-equipped mobile units to key locations to provide supplemental sound coverage. ❑Coordinate regular review and update of the ESF 2 annex with supporting agencies. ['Facilitate collaborative planning to ensure the City's capability to support ESF2 activities. ['Develop robust plans for the following communications sub-capabilities: Alert and Warning ❑Manage and coordinate all incident notifications to City staff, elected officials, and other outside agencies as appropriate (e.g., during transition to continuity facilities or succession notification) ❑Engage in routine intelligence gathering and situational awareness activities. Communications System ❑Establish and maintain emergency communications systems. ❑Coordinate the use of all public and private communication systems necessary during emergencies. ❑Manage and coordinate all emergency communications within the EOC, once activated. ❑Maintain operational capacity of the EOC to support communications activities. ❑Ensure that staff are identified and adequately trained to fulfill their delegated function within the County EOC, including the use of specialized and alternate communications technology and any associated equipment, software, etc. 40)111 a ; � EMERGENCY SUPPORT Z City of Lake Oswego EOP cr FUNCTION ANNEX CI �.�seco�I W ESF 2- PHASES OF EMERGENCY y 71 MANAGEMENT PREPAREDNESS = Information Technology m [' Ensure availability of telephone, computer, computer networks, and coordinate geographic information systems (GIS) needs with Engineering. 07 ❑Coordinate with telephone service providers. m ❑Coordinate with the radio frequency coordination point (LOCOM) as needed. ❑ Evaluate and recommend improvements to EOC communications capability. Z RESPONSE I pg All Tasked Agencies: ❑ Provide situational updates to the City and County EOC as required to maintain situational awareness and foster a common operating picture. ❑ Provide a representative to the County EOC,when requested,to support ESF 2 activities. Z ❑Use established common response communications language (i.e., plain English) to ensure that information dissemination is timely, clear, acknowledged, and understood by all receivers. ❑ Monitor the status of the County's communication infrastructure during or following any disaster. ni ❑Coordinate and assign resources necessary to respond to an incident that impacts the communications m infrastructure. Z ❑ Establish or confirm communications methods. ❑When necessary, coordinate provision of a temporary or interim communications capability as required. Police Department (LOCOM Division) ❑Support tactical communications needs of emergency responders. ['Coordinate with EOC staff and other Public Service Answering Points to link with on- scene personnel. ❑Conduct call-taking/emergency dispatch services as long as conditions allow. ❑Coordinate technical support for operation of 9-1-1 call-taking and computer-aided dispatch. ❑Operate Everbridge. ❑ Provide staffing for the EOC Communications Unit, as appropriate. ❑Activate and implement alert, warning, and notification systems as required to effectively notify appropriat stakeholders, including first responders. ❑ Establish communications with local response partners. ❑ Provide staffing for door-to-door warning if necessary. ❑ Develop and maintain hazard-specific warning procedures covering warning receipt, verification, and dissemination. 112 a , EMERGENCY SUPPORT Z City of Lake Oswego EOP • cr FUNCTION ANNEX �.�seco�I W ESF 2- PHASES OF EMERGENCY y 71 MANAGEMENT RESPONSE a Emergency Management Executive Committee m ['Activate the EOC. H ['Coordinate the following core EOC activities: -III ❑Compile and submit situational intelligence information regarding the operational status of the m County's communications infrastructure and then utilize the findings to prepare operational m status and situation reports for stakeholders to foster a common operational picture. See ESF 5 - Information and Planning for more information. m ❑Facilitate the resource requesting process (i.e., compiling resource requests;fill resource Z requests locally or through existing agreements;forward unmet resource requests to the Oregon 0 Emergency Coordination Center; and coordinate the staging and distribution of assets as they arrive). See ESF 7- Resource Support for more information. ❑Coordinate with the EOC Planning Section to identify unmet needs. Z ❑ Establish a Communications Branch in the County EOC if needed. ❑Track the use of communication equipment and resources through the EOC Finance Section. ni ❑ Be a point of contact for LOARES. m Information Technology ['Support and troubleshoot any/all technical problems as required to support incident operations. ❑Set up EOC voice and data equipment systems; provide technical and networking support. ❑ Provide EOC Incident Commander with timely assessment of damage or degradation of telephone and network assets. ❑ Provide staffing for EOC Communications Unit Public Affairs ❑ Provide employees,the public, and the media with accurate and timely incident information. ❑ Ensure that DAFN individuals receive alert and warning messages and emergency public information in a format they can use. ❑Activate and staff the Joint Information Center (JIC) and operate the Joint Information System (JIS). ❑Coordinate public information with other agencies/jurisdictions. Fire Department [' Provide additional siren-equipped mobile units where necessary to provide sound coverage. ❑ Provide mobile public address units if necessary. ❑ Provide staffing for door-to-door warning if necessary. 113 a ° , EMERGENCY SUPPORT Z City of Lake Oswego EOP L cr FUNCTION ANNEX CI ESF 2- PHASES OF EMERGENCY y 71 MANAGEMENT RESPONSE a LOARES m ['Augment City communications capabilities through use of amateur radio operators and systems. ❑ Develop and maintain an Emergency Communications Plan. 71 ❑ Provide trained personnel and equipment. m RECOVERY rn All Tasked Agencies ❑ Demobilize response activities. n ❑ Maintain incident documentation to support public and individual assistance processes. ❑ Prepare to support recovery operations by identifying community needs. Emergency Management Executive Committee z ❑Compile and keep all documentation collected relating to the management of communication equipment and software. m ❑Coordinate all after-action activities and implement corrective actions as appropriate. m MITIGATIO Aii= All Tasked Agencies ❑ Participate in the hazard/vulnerability identification and analysis process. ['Take steps to correct deficiencies identified during the hazard/vulnerability identification and analysis process as appropriate 114 m y TI /oj 6s1. EMERGENCY SUPPORT City of Lake Oswego EOP ' a, FUNCTION ANNEX °6ecot`:, C { ESF 3- PUBLIC WORKS The following checklist identifies key roles and responsibilities for ESF 3 response Q (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) XI RESPONSE ALL AGENCIES y ❑ Provide a representative to operate from the EOC or other command location to ensure coordination m with other agencies, as necessary. RESPONSE PUBLIC WORKS AND ENGINEERING DEPARTMENTS o ❑ Immediately recall off-duty personnel. ❑Assess critical generator functions and power needs. m ❑ Relocate equipment as necessary. ❑ Inspect bridges, report other infrastructure for structural damage immediately following the occurrence of an emergency (Engineering) ❑Clear debris from roads, streets, culverts, and streams endangering bridges and other structures and coordinate with the EOC in matters of debris disposal. (Public Works) ❑ Perform temporary repairs of arterial routes and bridges. (PWD) ❑Coordinate restoration of public facilities, roads, and bridges. (Engineering) ❑ Demolish unsafe public works structures. (PWD) ❑ Furnish equipment and operators to assist fire and police in rescue operations. (PWD) ❑Support traffic control measures and provide signing for detours, shelters, routes, security,trespassing. (PWD) ❑ Document personnel and other costs related to the emergency or disaster response for possible federal disaster assistance reimbursement. ❑ Ensure that public works emergency response activities and emergency public information are coordinated with the EOC, when it is operational. ❑ Keep other City departments informed of public works—related aspects of the emergency or disaster. ❑ Prioritize response activities in support of developing the EOC Action Plan. ❑Support public messaging related to ESF-related activities. ❑ Report suspicious devices found on infrastructure to Incident Command. ❑ Provide personnel and equipment to support emergency operations. ❑ Establish a Public Works Branch in the EOC if needed. ❑ Provide damage assessment information to EOC, as applicable. RESPONSE PARKS AND RECREATION DEPARTMENT [' Immediately recall off-duty personnel. ❑Assess staffing availability for duration of operations. ❑ Relocate equipment as necessary. ['Clear debris from roads, streets, culverts, and streams that is endangering bridges and other structures and coordinate with the EOC in matters of debris disposal. 115 �L� m Cl, TI o Ca s1. EMERGENCY SUPPORT City of Lake Oswego EOP ' a, FUNCTION ANNEX C °4eco w • ESF 3- PUBLIC WORKS The following checklist identifies key roles and responsibilities for ESF 3 response O (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) RESPONSE PARKS AND RECREATION DEPARTMENT CONTINUED... y ❑ Furnish equipment and operators to assist fire and police in rescue operations. XI ❑Support traffic control measures and provide signing for detours, shelters, routes, security, y trespassing, and other field support for coordination of facilities to be used as needed. ❑ Document personnel and other costs related to the emergency or disaster response for possible `Z federal disaster assistance reimbursement. ❑ Ensure that Parks and Recreation emergency response activities and emergency public information are coordinated with the EOC and Public Works Department, when it is operational. ❑ Keep other City departments informed of Parks and Recreation—related aspects of the emergency or disaster. ❑ Prioritize response activities in support of developing the EOC Action Plan. ❑Support public messaging related to ESF activities. ❑ Report suspicious devices found on infrastructure to Incident Command. ❑ Provide assessment of locations and facilities to be used as shelter or emergency operations in support of the EOC. ❑ Provide damage information to the EOC, as applicable. RESPONSE DEVELOPMENT AND PLANNING DEPARTMENT ['Conduct damage assessment ❑Work to stabilize damaged public and private structures to facilitate search and rescue and/or protect the public's health and safety. ❑ Identify and label uninhabitable/unsafe structures. ❑Work with Public Works to close and repair transportation infrastructure. ['Work with utilities to repair and restore operations (power, gas, telecommunications, water, wastewater, and storm water systems). ❑ Prioritize efforts to restore, repair, and mitigate damage to City infrastructure. RESPONSE EMERGENCY MANAGEMENT EXECUTIVE COMMITTEE ❑ Regularly brief City Council on the developing situation. ❑Collect resource requirement information from all City departments. ❑ Evaluate the situation and determine whether EOP implementation is called for. ❑Assess developing conditions; evaluate potential impact. ❑ Research sources of needed resources. ❑ Establish and maintain contact with the County; provide updates on conditions. ❑Consider activating the EOC. ❑ Document actions taken and costs 116 �L� m Cl, TI /o� -b...s . EMERGENCY SUPPORT I City of Lake Oswego EOP Ca ' �k a, FUNCTION ANNEX C P EGo w :. de- ESF 3- PUBLIC WORKS 1- 0 XI Initial Response y Executive Group On-Scene EOC Incident Commander Structure (LEVEL 1 XI Incident m CA I mg 0 Z Cl, City Police Department City Public Works Department City Fire Department m I ICS Structure Executive Group EOC Incident Commander (LEVEL 2 or 3 Incident Public Information Officer Liaison Officer ISafety Officer I I [Oerations Section Chief I Planning Section Chief Logistics Section Chief Financial/Admin Section Chief — City Police Department 0 Parks and Recreation Department can assist with initial engineering evaluations of buildings if needed. O Parks and Recreation can support Logistics Section in the EOC. —I City Public Works Department 0 Parks and Recreation Department coordinates all operations with Public Works Department. O Parks and Recreation can support administrative staff and field City Fire Department operations as staffing is available for the EOC. 117 -� THIS PAGE LEFT BLANK INTENTIONALLY 118 m y •n EMERGENCY SUPPORT I City of Lake Oswego EOP ' or FUNCTION ANNEX °secr�. W r m ESF 3-TABLE OF CONTENTS 0 0 0 1. Introduction 120 1.1 Purpose 120 m 1.2 Scope 120 -I 1.3 Policies and Authorities 121 2. Situation and Assumptions 121 2.1 Situation 121 2.2 Assumptions 121 3. Concepts of Operations 122 3.1 General 122 3.2 Pre-Disaster Operations 123 3.3 Disaster Response 123 3.4 Debris Management 123 3.5 Contractors 123 3.6 Disabilities, and Access and Functional Needs 123 3.7 Coordination with Other ESFs 124 4. Direction and Control 124 5. ESF Annex Development and Maintenance 124 6. Appendices 124 Appendix A: ESF 3 Resources 125 Appendix B: ESF 3 Responsibilities by Phase of Emergency Mngmt. Checklist 126 119 r-LTie m y TI o sti EMERGENCY SUPPORT W City of Lake Oswego EOP FUNCTION ANNEX II ESF 3-PUBLIC WORKS ESF 3 TASKED AGENCIES Primary City Agency Public Works Department and Engineering Department y City Building Department Supporting City Agency City Parks and Recreation Mutual aid partners Community Partners Local contractors (e.g. tree removal) County Agency Department of Transportation and Development State Agency Oregon Department of Transportation (ODOT) Department of Defense/United States Army Corps of Engineers Federal Agency Department of Homeland Security 1 . INTRODUCTION 1 .1 Purpose Emergency Support Function (ESF) 3 describes how the City will provide the resources (human,technical, equipment, facilities, materials, and supplies) to support emergency public works needs during a time of a major emergency or disaster. 1 .2 Scope The following activities are within the scope of ESF 3: Monitor, assess, restore, and repair disaster-related impacts to the City's public works infrastructure. Determine the levels of damage to the following systems:transportation, public water supplies and facilities, electrical, natural gas, sewage, hazardous materials, and hazardous waste sites (generation, distribution, collection, storage, and disposal). Close or repair damaged segments of public works infrastructure. Coordinate repair and restoration of damaged public systems (e.g., water, electrical, natural gas, sanitary sewage, storm water collection, generating, distribution systems, dams, levees, water control structures). Provide for inspection and repair of essential facilities. Maintain undamaged or repaired public works infrastructure to ensure that additional hazards do not occur. Demolish or stabilize damaged structures (public and private) to facilitate search and rescue and/or protect the public's health and safety. Coordinate disaster debris management activities, including clearance of debris from public works infrastructure and development and initiation of emergency collection, sorting, and disposal routes and sites for debris cleared from public and private property. Prioritize and initiate recovery efforts to restore, repair, and mitigate the impact of the public works and engineering needs listed above. Provide technical assistance to response team with respect to flooding, water management, structure integrity assessment, and impact assessments of infrastructure. 120 �� m y TI City of Lake Oswego EOP 4-, EMERGENCY SUPPORT CA) � FUNCTION ANNEX II CCI ESF 3-PUBLIC WORKS 1 .3 Policies and Authorities The following policies and authorities are currently in place: co Oregon Public Works Emergency Response Cooperative Assistance Agreement; Oregon Department of Transportation and City of Lake Oswego, December 2007 Oregon Water/Wastewater Agency Response Network (ORWARN) 2. SITUATION AND ASSUMPTIONS 2.1 Situation The City is faced with a number of hazards that may require public works support. Considerations that should be taken into account when planning for and implementing ESF 3 activities include, but are not limited to,the following: Access to potable water and effective wastewater management plays a significant role in maintaining the health and safety of the public. A significant disaster or emergency situation may overwhelm local assessment and engineering capacity. Unsafe and unknown conditions may persist throughout a community as weakened or destroyed structures, homes, public buildings, roads, and bridges await assessment from engineers and emergency personnel. Debris may make transportation routes impassable, and local standardized equipment may not be capable of removing it,thus making it difficult or impossible to reach public works infrastructure or get necessary equipment to sites in need of repair/restoration. Local equipment used for repair and removal may have been damaged or inadequate for the disaster or emergency event. Local personnel may have personal safety and health concerns following a disaster or emergency event that make it impossible for them to perform their duties. 2.2 Assumptions ESF 3 is based on the following planning assumptions: A major emergency or disaster may cause extensive damage to property and infrastructure. Structures may be destroyed or severely weakened. Homes, public buildings, bridges, and other facilities may have to be reinforced or demolished to ensure safety. Debris may make streets and highways impassable. Public utilities may be damaged or be partially or fully inoperable. Each public works agency will utilize its existing directives and procedures in responding to major emergencies/disasters while working within the framework of their applicable emergency operations plans (EOPs). Access to disaster-impacted public works infrastructure may depend on either the repair (permanent or temporary) of transportation routes or the establishment of ad-hoc alternatives Interdepartmental liaison activities and requests for additional public works and engineering resources may be coordinated through the City Public Works Department and Engineering Department designated resource coordinator, who may be located at the City's Emergency Operations Center (EOC) during the response to a major disaster. (continued on next page) 121 m y TI o sti EMERGENCY SUPPORT W City of Lake Oswego EOP cr FUNCTION ANNEX II �� ESF 3-PUBLIC WORKS 2.2 Assumptions y In many locations, debris clearance and emergency road repairs will be given top priority to support immediate life-saving emergency response activities. Damage to public works infrastructure may result in a public health emergency (e.g., lack of potable water, damage to wastewater systems). Damage assessment of the disaster area will be required to determine potential work load. Assistance may be needed to clear debris, perform damage assessments and structural evaluations, make emergency repairs to essential public facilities, reduce hazards by stabilizing or demolishing structures, and provide emergency water for human health needs and firefighting. Debris may include many different types of materials, including hazardous materials that require specialized equipment and personnel to remove. Following disasters that cause significant debris, existing disposal sites may not provide effective debris management solutions because of capacity limitations and their need to provide continuous waste management operations for day-to-day debris generation. Local contractors will be utilized by public works agencies in supplementing emergency response and recovery capabilities. 3. CONCEPTS OF OPERATIONS 3.1 General When public works-related activities are staffed in the EOC,the public works and engineering representatives will be responsible for the following: ❑ Serve as a liaison with supporting agencies and community partners. ❑ Provide a primary entry point for situational information related to public works. ❑ Share situation status updates related to public works to inform development of Situation Reports. ❑ Participate in, and provide public works-specific reports for, EOC briefings. ❑ Assist in development and communication of public works-related actions to tasked agencies. ❑ Monitor ongoing public works-related actions. ❑ Share public works-related information with the Public Information Officer to ensure consistent public messaging. ❑ Coordinate public works-related staffing to ensure that the function can be staffed across operational periods and into short-term recovery. 122 r� m y TI /ojP• ca City of Lake Oswego EOP ;� � ' EMERGENCY SUPPORT 1C o+ FUNCTION ANNEX"-I.e. ESF 3-PUBLIC WORKS 3.2 Pre-Disaster Operations XI During the mitigation and preparedness phases,the Public Works and Engineering Departments should develop internal emergency procedures to handle daily situations while also preparing for larger-scale events. Internal Preparedness Pre-Disaster Planning: • Develop and maintain emergency call- • Develop mutual aid agreements out lists • Develop documentation of conditions • Contribute to the development and exercise of their jurisdictions' EOPs • Photographic documentation of facilitates, major culverts, bridges, etc. • Participate in exercises of their for Federal Emergency Management jurisdictions' EOPs reimbursements purposes 3.3 Disaster Response Public works response will include all activities to restore vital lifeline systems to the community, focusing on critical bridges, roads, potable water systems, and wastewater systems throughout the City. Protection of life will be the priority, which in many response situations will mean that Public Works will be providing direct support to police and fire units in rescue, evacuation, and traffic control. 3.4 Debris Management The City will follow the procedures outlined in the Debris Management Plan, including: Coordination debris collection and removal; Providing debris management instructions to the public; and Identifying temporary storage trash collection and storage sites, as well as final landfill sites. 3.5 Contractors The Public Works and Engineering Departments will use local contractors to supplement their emergency response capabilities, escalating unmet needs through the Clackamas County EOC and/or mutual aid partners. 3.6 Disabilities, and Access and Functional Needs Provision of public works-related activities will take into account populations with disabilities and access and functional needs. The needs of children and adults who experience disabilities or access and functional needs shall be identified and planned for as directed by policy makers and according to State and federal regulations and guidance. 123 r� m y TI o sti EMERGENCY SUPPORT W City of Lake Oswego EOP cr FUNCTION ANNEX II C `� ESF 3-PUBLIC WORKS 3.7 Coordination with Other ESFs Transportation. Identify impacts to the City's transportation co ESF 1 infrastructure and develop priorities for repair and restoration. ESF 10 Hazardous Materials. Identify impacts to hazardous materials and hazardous waste sites and develop priorities for repair and restoration. ESF 12 Energy. Identify impacts to the City's energy infrastructure and develop priorities for repair and restoration. ESF 13 Military Support. Provide public works support, including debris management, as resources allow. 4. DIRECTION AND CONTROL 4.1 General The Public Works Department Director, or designee, will set public works resource priorities and manage activities in coordination with the Incident Commander. If the EOC is activated, a Public Works representative will report to the EOC. The Public Works Department Director, or designee,will manage the activation and deployment of mutual-aid resources and forces, as well as auxiliary and volunteer forces. Responding mutual aid agencies will supervise their own forces. 5. ESF 3 ANNEX DEVELOPMENT NAD MAINTENANCE The Public Works Department will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks. 6. APPENDICES APPENDIX A ESF 3 Public Works Resources APPENDIX B Responsibilities by Phase of Emergency Management 124 �� o } EMERGENCY SUPPORT Z City of Lake Oswego EOP FUNCTION ANNEX .c).se c o' •i a m • ESF 3-RESOURCES y 71 The following resources provide additional information regarding ESF 3 related issues at the local, State, and m federal level: CITYXI • Emergency Operations Plan n m • ESF 1—Transportation Cl) • ESF 10—Hazardous Materials • ESF 12—Energy • ESF 18—Military Support • Debris Management Plan COUNTY • Emergency Operations Plan • ESF 1—Transportation • ESF 10—Hazardous Materials • ESF 12—Eneray • ESF 18—Military Support • SA 6—Debris Management Plan • Damage Assessment Plan STATE • Emergency Operations Plan • ESF 3—Public Works • Department of Transportation Emergency Operations Plan • State Aviation Resources for Disaster Assistance Plan FEDERAL • National Response Framework • ESF 3—Public Works • National Infrastructure Protection Plan • Response Federal Interagency Operational Plan 125 �� o1. EMERGENCY SUPPORT Z City of Lake Oswego EOP ' I~ FUNCTION ANNEX C ccp ESF 3- PHASES OF EMERGENCY71 MANAGEMENT The following checklist identifies key roles and responsibilities for ESF 3 — Public Works. It is broken out by = phase of emergency management to inform tasked agencies of what activities they might be expected to perform before, during, and after an emergency to support the public works function. All tasked agencies m should maintain agency-specific plans and procedures that allow them to effectively accomplish these tasks. Cl) PREPAREDNESS All Tasked Agencies: ❑ Develop operational capacity of the EOC to support public works activities. [' Ensure that staff are identified and adequately trained in the EOC, including the tracking of public works resources. m Public Works and Engineering Department ❑ Develop and maintain an emergency notification list of departmental personnel. -< ❑ Develop and maintain operating procedures for disaster response, including evacuation transportation requirements. a [' Provide appropriate training to personnel on the general concept of disaster response and self- Z preservation techniques and for utilization of the Incident Command System (ICS) in disaster procedures for damage assessment. m ❑ Ensure that employees fully understand their obligations as emergency responders to report to work as soon as possible in the event of a major emergency or disaster. m [' Ensure that employees are aware of the need for a family preparedness plan that will assist them and Z their families in dealing with the results of all hazards. ❑ Designate an emergency management program liaison that will be responsible for the department's mitigation and preparedness activities, including participating in the development, maintenance, and exercise of the EOP. ❑ Designate a Public Works resource coordinator who will serve as a member of the City's EOC staff whenever the EOC is activated, for the purpose of training, exercising, or coordinating an actual response by the City government to a major emergency or disaster. This coordinator shall also be responsible for developing and maintaining a working knowledge of resources available to the Public Works Department through other local, State, and federal agencies for disaster response. This position will also work with utility companies, other public works departments,the Oregon Department of Transportation, and the U.S. Army Corps of Engineers. ❑ Participate in training exercises to test the EOP. Emergency Management Executive Committee ❑ Maintain operational capacity of the EOC to support transportation activities. [' Ensure that staff are identified and adequately trained to fulfill their various EOC positions. [' Maintain a list of transportation resources and capabilities ❑ Identify transportation needs to support emergency response. RESPONSE All Tasked Agencies: ❑ Provide a representative to operate from the EOC or other command location to ensure coordination with other agencies, as necessary. 126 rtt os1. EMERGENCY SUPPORT Z City of Lake Oswego EOP ' I~ FUNCTION ANNEX CCP .1 ESF 3- PHASES OF EMERGENCY . 71 MANAGEMENT RESPONSE Public Works Department/Engineering Department m ❑ Immediately recall off-duty personnel. ❑Assess critical generator functions and power needs. 0 ❑ Relocate equipment as necessary. m ❑ Inspect bridges, report other infrastructure for structural damage immediately following the occurrence of E an emergency (Engineering) Z ❑ Clear debris from roads, streets, culverts, and streams endangering bridges and other structures and coordinate with the EOC in matters of debris disposal. (Public Works) m ❑ Perform temporary repairs of arterial routes and bridges. (PWD) [' Coordinate restoration of public facilities, roads, and bridges. (Engineering) .< ❑ Demolish unsafe public works structures. (PWD) ❑ Furnish equipment and operators to assist fire and police in rescue operations. (PWD) a ['Support traffic control measures and provide signing for detours, shelters, routes, security,trespassing. (PWD) ❑ Document personnel and other costs related to the emergency or disaster response for possible federal m disaster assistance reimbursement. ❑ Ensure that public works emergency response activities and emergency public information are coordinated with the EOC, when it is operational. Z ❑ Keep other City departments informed of public works—related aspects of the emergency or disaster. ❑ Prioritize response activities in support of developing the EOC Action Plan. ❑Support public messaging related to ESF-related activities. ❑ Report suspicious devices found on infrastructure to Incident Command. ❑ Provide personnel and equipment to support emergency operations. ❑ Establish a Public Works Branch in the EOC if needed. ❑ Provide damage assessment information to EOC, as applicable. ❑ Notify regulatory agency(s), as appropriate. Parks and Recreation Department ❑ Immediately recall off-duty personnel. ['Assess staffing availability for duration of operations. ❑ Relocate equipment as necessary. ❑ Clear debris from roads, streets, culverts, and streams that is endangering bridges and other structures am coordinate with the EOC in matters of debris disposal. ❑ Furnish equipment and operators to assist fire and police in rescue operations. ❑Support traffic control measures and provide signing for detours, shelters, routes, security,trespassing, am other field support for coordination of facilities to be used as needed. ❑ Document personnel and other costs related to the emergency or disaster response for possible federal disaster assistance reimbursement. (continued on next page) 127 rtt City of Lake Oswego EOP ;f� crQl EMERGENCY SUPPORT Z of FUNCTION ANNEX C P.secots-. W ESF 3- PHASES OF EMERGENCY y 71 MANAGEMENT RESPONSE Parks and Recreation Department Continued... m ❑ Ensure that Parks and Recreation emergency response activities and emergency public information are y coordinated with the EOC and Public Works Department,when it is operational. 71 ❑ Keep other City departments informed of Parks and Recreation—related aspects of the emergency or disaster. ❑ Prioritize response activities in support of developing the EOC Action Plan. m ❑Support public messaging related to ESF activities. ❑ Report suspicious devices found on infrastructure to Incident Command. ITITI ❑ Provide assessment of locations and facilities to be used as shelter or emergency operations in support of the EOC. ❑ Provide damage information to the EOC, as applicable. Development and Planning Department z ❑Conduct damage assessment a ❑Work to stabilize damaged public and private structures to facilitate search and rescue and/or protect the () public's health and safety. m ❑ Identify and label uninhabitable/unsafe structures. ❑Work with Public Works to close and repair transportation infrastructure. Z ❑Work with utilities to repair and restore operations (power, gas,telecommunications,water, wastewater, and storm water systems). ❑ Prioritize efforts to restore, repair, and mitigate damage to City infrastructure. Emergency Management Executive Committee ❑ Regularly brief City Council on the developing situation. ❑Collect resource requirement information from all City departments. ❑ Evaluate the situation and determine whether EOP implementation is called for. ❑Assess developing conditions; evaluate potential impact. ❑ Research sources of needed resources. ❑ Establish and maintain contact with the County; provide updates on conditions. ❑Consider activating the EOC. ❑ Document actions taken and cost. ❑ Facilitate post-incident analysis. RECOVERY All Tasked Agencies ❑ Demobilize response activities. ❑ Provide support to recovery planning ❑ Maintain incident documentation to support any applicable public and/or individual assistance claims. Continue to repair infrastructure and buildings on a priority basis. 12s �� ; � o } EMERGENCY SUPPORT Z City of Lake Oswego EOP o-, o ! FUNCTION ANNEX CP ./ija ESF 3- PHASES OF EMERGENCY y MANAGEMENT RECOVERY Public Works Department/Engineering Department Cl) ['Continue necessary response operations. ❑Assist other agencies with recovery operations and damage assessment, as appropriate. ❑Return the focus of service to maintenance of the City infrastructure as soon as possible, releasing m personnel and equipment for return to normal operations. rn Emergency Management Executive Committee ❑Coordinate all after-action activities and implement corrective actions as appropriate ITI MITIGATION All Tasked Agencies ❑Participate in the hazard/vulnerability identification and analysis process. ❑Take steps to correct deficiencies identified during the hazard/vulnerability identification and analysis Z process as appropriate. m m Z 129 r� THIS PAGE LEFT BLANK INTENTIONALLY 130 m Cl) TI ; � °s EMERGENCY SUPPORT I City of Lake Oswego EOP 0 c� FUNCTION ANNEX TI - -c' EGor-/ m 0 ESF 4- FIREFIGHTING The following checklist identifies key roles and responsibilities for ESF 4 response 11 (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) Z C) RESPONSE ALL AGENCIES m ❑Provide situational updates to the EOC as required to maintain situational awareness and establish a CO common operating picture. 0 RESPONSE FIRE DEPARTMENT y ❑Conduct response operations related to fire prevention, fire suppression, fire investigation, site security, m search and rescue, and emergency medical aid to prevent loss of life, loss of property, and damage to the environment. ❑Initiate mutual aid contingency plans as required based on resource availability. ['Provide on-scene incident management. ['Coordinate ambulance services, as appropriate. ❑Integrate on-scene and EOC PIO activities. ❑Conduct CBRNE detection, monitoring, response, and decontamination operations in collaboration with law enforcement. ['Size up situations and notify LOCOM as appropriate. ❑Issue and implement evacuation notices, if necessary. ❑Conduct damage assessment. ❑Issue road closure notices, if necessary. ❑Conduct cost recovery actions. RESPONSE POLICE DEPARTMENT (INCLUDING LOCOM) III Assist in warning the public of evacuations, traffic routing and/or traffic control, and site security, when possible. ❑Assist On-Scene Command. ❑Coordinate warning and evacuation. ❑Provide traffic and crowd control. ❑Issue and/or enforce road closure notices, if necessary. ❑Integrate the Law Enforcement PIO into On-Scene PIO activities. III Take the lead in terrorism/CBRNE events in detection and crime scene management. ['Provide enforcement against responsible party. ['Coordinate radio communications. ❑Fill resource requests, monitor emergency communications, and record incident benchmarks. ❑Conduct notifications as per requests from the field. ['Track unit's time (dispatch and arrival). 131 m Cl) TI ;; � -d4 EMERGENCY SUPPORT I City of Lake Oswego EOP c� FUNCTION ANNEX TI -0 .P.seco" • m 11 ESF 4- FIREFIGHTING The following checklist identifies key roles and responsibilities for ESF 4 response -I (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) RESPONSE PUBLIC WORKS m ❑Provide signs, barriers, equipment, and personnel to assist in traffic and crowd control. CO ❑Provide heavy equipment as requested. O ❑Support water supply. Z CO ❑Provide mechanical service of equipment. m ❑Coordinate fuel, as necessary. RESPONSE PRIVATE AMBULANCE ['Conduct EMS. ❑Transport injured persons. ['Conduct triage tasks. RESPONSE NON-GOVERNMENTAL AND FAITH BASED ORGANIZATIONS ❑Shelter, feed, and clothe evacuated persons. ['Provide food to fire crews. RESPONSE MUTUAL AID PARTNERS ❑Respond to calls for support under established agreements to include, but not limited to, fire, rescue/extrication, emergency medical assistance, hazardous material response, and evacuation. ❑Support emergency operations as defined in agency emergency operations procedures or as requested by the EOC, such as damage assessment. 132 0 THIS PAGE LEFT BLANK INTENTIONALLY 133 m CA TI City of Lake Oswego EOP ; °s EMERGENCY SUPPORT I c� FUNCTION ANNEX 1— ESF 4-TABLE OF CONTENTS 0 0 1. Introduction 135 1.1 Purpose 135 1.2 Scope 135 1.3 Policies and Authorities 135 2. Situation and Assumptions 136 2.1 Situation 136 2.2 Assumptions 136 3. Concepts of Operations 137 3.1 General 137 3.2 Disabilities, and Access and Functional Needs 137 3.3 Coordination with Other ESFs 138 4. Direction and Control 138 4.1 Incident Commander 138 4.2 Operations Section 138 4.3 Planning Section 139 4.4 Logistics Section 139 4.5 Finance/Administration Section 139 5. ESF Annex Development and Maintenance 139 6. Appendices 139 Appendix A: ESF 4 Resources 140 Appendix B: ESF 4 Responsibilities by Phase of Emergency Mngmt. Checklist 141 134 m Cl) TI EMERGENCY SUPPORT City of Lake Oswego EOP c� FUNCTION ANNEX TI ESF 4-FIREFIGHTING ESF 4 TASKED AGENCIES Primary City Agency Fire Department Public Works Supporting City Agency Police Department Lake Oswego Communications (LOCOM) Community Partners Mutual aid partners County Agency Clackamas County Disaster Management Oregon Department of Forestry (ODF) State Agency ■ Oregon State Fire Marshal Federal U.S. Department of Agriculture/Fire Service, Bureau of Land Management 1 . INTRODUCTION 1 .1 Purpose Emergency Support Function (ESF) 4 describes how the City will detect and suppress urban, rural, and wildland fires resulting from, or occurring coincidentally with, a significant disaster condition or incident. 1 .2 Scope The following activities are within the scope of ESF 4: Coordinate support for firefighting activities, including detection of fires on state and private lands. Provide personnel, equipment, and supplies in support of all agencies involved in rural and urban and wildland firefighting operations. 1 .3 Policies and Authorities The following legal authorities and policies are related to firefighting: Nothing in this ESF establishes mandatory standards or requirements. Tasks and activities will be accomplished to the extent that finances, programs, resources, and staffing are available, as determined by City Council. There shall be no liability for failure to accomplish specific tasks and activities, and the decision to allocate resources for implementation of this ESF shall be a discretionary budgeting decision within the meaning of Oregon Revised Statute 477. The City of Lake Oswego and its employees,while complying with the provisions of the ESF, shall not be liable for death, injury, or loss of property except in cases of willful misconduct, gross negligence, or bad faith. The U.S. Forest Service and the Bureau of Land Management have the authority to manage fire suppression and control on federal land. The ODF has the authority to manage and suppress fire on state land. The Oregon Department of Transportation has the authority to close State highways impeded by smoke as a matter of public safety. (continued on next page) 135 m Cl) TI -%41. EMERGENCY SUPPORT City of Lake Oswego EOP c FUNCTION ANNEX TI ESF 4-FIREFIGHTING 1 .3 Policies and Authorities Continued The City Fire Department and Police Department have the authority to order evacuations, enforce perimeters, and request additional resources. 2. SITUATION AND ASSUMPTIONS 2.1 Situation The City is faced with a number of hazards that may require firefighting support. The following considerations should be taken into account when planning for and implementing ESF 4 activities: Fires are often a secondary hazard after a large scale disaster such as an earthquake. These hazards often overwhelm a community's response capabilities and can exacerbate already dangerous situations as resources become overstretched. Dealing with fires involving hazardous materials may require the use of specialized equipment and training. Fire personnel are trained in Incident Command System (ICS)/National Incident Management System (NIMS), so there is often a strong level of understanding of the command structure among fire personnel during an incident. Fire agencies have a major role in responding to terrorist or chemical, biological, radiological, nuclear, or explosive (CBRNE) incidents,which may also require assistance from a regional hazardous materials team and/or Explosive Disposal Unit. A terrorism incident may involve one or more CBRNE hazards, including improvised explosive devices and the combination of these devices or other explosives with radiological materials to create a "dirty bomb." The potential for mass casualties, mass fatalities, and significant property damage during CBRNE incidents is very high. 2.2 Assumptions ESF 4 is based on the following planning assumptions: Urban, rural, and wildland fires will be significant secondary hazards after a major,widespread disaster such as an earthquake. In a disaster, some firefighting resources may become scarce or damaged. Assistance from mutual aid agreements, neighboring jurisdictions, and State and federal resources may be relied upon. Communications may be interrupted. Wheeled-vehicle access may be hampered by road or bridge failures, landslides, etc., making conventional travel to the fire locations extremely difficult or impossible. Aerial attack by air tankers, helicopters, and smoke jumpers may be needed in these situations. Wildland firefighting techniques may have to be applied to rural and urban fire situations, particularly where water systems are inoperative. Aerial delivery of fire retardants or water for structural protection may be essential. In the case of multiple fires,firebreaks may be cleared, and burning-out and backfiring techniques may be used. Efficient and effective mutual aid among partners requires the use of the ICS together with compatible firefighting equipment and communications. 136 m Cl) TI -%41. EMERGENCY SUPPORT City of Lake Oswego EOP c.1 FUNCTION ANNEX TI 9 - ESF 4-FIREFIGHTING 3. CONCEPT OF OPERATIONS C) 3.1 General The Lake Oswego Fire Department provides fire and emergency medical services (EMS) in the City plus three contract districts and is routinely dispatched by LOCOM to handle emergencies. The Fire Department shares resources using automatic mutual aid and also exchanges resources with other fire agencies in the region. The Fire Department is responsible for its designated Fire Service Area. The first fire responder unit to arrive at the incident location assumes On-Scene Command responsibility. Structural fires become emergencies when their numbers, size, or rates of spread make them difficult or impossible to control without additional resources. Lake Oswego is also susceptible to wildland fires,which can quickly expand to threaten people and structures in wildland/urban interface areas. Fire Department response to hazardous material incidents focuses on victim rescue, EMS, evacuation, incident stabilization, and hazard containment. Specially trained and equipped Regional Hazardous Materials (HazMat) Teams sponsored by the State Fire Marshal's Office and operated by local fire agencies provide advanced expertise and capabilities. HazMat 9, operated by Tualatin Valley Fire and Rescue, serves Lake Oswego with back-up available from teams operated by the Gresham and Portland fire and rescue agencies. When On-Scene Command requests,the City will activate its Emergency Operations Center (EOC). The Fire Department will send a representative to the EOC to coordinate fire resources. The EOC provides support to On-Scene Command and the Fire Chief, activating the EOC if requested or needed to coordinate emergency operations with cities, special districts, regional partners, and state agencies. When the EOC is activated,the Fire Chief, or designee, normally serves in EOC Command and coordinates fire resources to ensure adequate fire protection throughout the fire service area, including the City. The Lake Oswego Fire Department will provide initial EMS response, including advanced life support, and will advise LOCOM of additional EMS needs. The EOC or Fire Incident Command may request resource assistance whenever available resources (including mutual aid) will be insufficient to meet incident needs. EOC Command coordinates the recommendation for a declaration of emergency and request for County/State assistance with the Fire Chief. 3.2 Disabilities, and Access and Functional Needs Provision of firefighting-related activities will take into account populations with disabilities and access and functional needs. The needs of children and adults who experience disabilities or access and functional needs shall be identified and planned for as directed by policy makers and according to State and federal regulations and guidance. 137 m Cl) TI ,, °s EMERGENCY SUPPORT City of Lake Oswego EOP c FUNCTION ANNEX TI .°.seco"'� 1 ESF 4-FIREFIGHTING 3. CONCEPT OF OPERATIONS C) 3.3 Coordination with Other ESFs The following ESFs support firefighting-related activities: Transportation. Assist in moving firefighting resources and personnel to the 1 incident. SF 6 Mass Care. Provide mass care support for residents displaced by a fire incident. Hazardous Materials. Provide technical support for fire incidents that involve SF 10 hazardous materials. DIRECTION AND CONTROL Until the EOC is activated, direction and control are the responsibility of the Fire Department. Roles and responsibilities of the EOC general staff specific to a firefighting emergency response are outlined in 4.1 - 4.5. If the EOC is not activated, all tasks below are the responsibility of Fire Department. See ESF 5 - Information and Planning for additional information on EOC general staff responsibilities not specific to a firefighting emergency response. 4.1 Incident Commander ❑Notify supporting fire services agencies. ['Determine the scope and extent of the fire (recurring). Verify reports and obtain estimates of the area that may be affected. ❑See ICS Form 209: Incident Status Summary. ❑The Fire Chief assumes duties to direct resources for fires within the City. In the event of multiple fire agencies responding to the incident,the Fire Defense Board Chief, acting as the Fire Services Coordinator,will be integrated into the Operations Section of the County EOC. ❑Public information focusing on fire prevention, control, and suppression will be reviewed by the Fire Chief(or designee). Information will be approved for release by the Incident Commander and Lead Public Information Officer (PIO) prior to dissemination to the public. ❑If conditions warrant, request activation (through County Fire Defense Board Chief) of the State Conflagration Act. 4.2 Operations Section ❑Deploy resources to meet defined incident strategy. Contain and control fire, protect exposures, perform rescue, etc. according to standard operating procedures. ❑Establish and maintain coordination among response agencies, including Police, Public Works, and assisting/cooperating agencies. ❑Consider the need to activate additional operational branches such as Medical, Law Enforcement, Public Works, and Air Operations. 0 138 m y TI 1� °s EMERGENCY SUPPORT I City of Lake Oswego EOP ;5 cj FUNCTION ANNEX 11 -P EGo , m % TI ESF 4- FIREFIGHTING Z GI 4.3 Planning Section El Assess the fire situation, including determination of affected areas. Obtain information such as current weather, fire behavior, etc. Ensure that the Operations Section receives timely fire weather and behavior information. III Alert the PIO and Incident Command of facilities at risk (exposures) from the fire. Assist determining areas that should be evacuated or alerted to the incident. ❑With the assistance of the Law Enforcement and Public Works Branches, develop and maintain up-to- date information on conditions of access and evacuation routes, fire damage, and the status of suppression and relief efforts. ❑In the event of a wildland fire, consider activating appropriate technical specialists such as the Fire Behavior Officer, Wildland Safety Officer, and Command and Operations staff with wildland experience. 4.4 Logistics Section ❑In the event of a wildland fire, consider the need for specialized resources such as appropriate protective clothing, additional brush tools,trombone pumps, wildland hose, fire shelters, etc. During the summer season,the Lake Oswego Fire Department carries wildland personal protective equipment. ❑In the event of a wildland fire, consider requesting Logistics staff with wildland experience (e.g., from ODF, U.S. Forest Service). ❑Provide resources and facilities to meet the needs of the incident(s). 4.5 Finance/Administration Section ❑If the Conflagration Act is activated, review procedures for cost tracking and possible reimbursement. See ESF 7 — Logistics Management and Resource Support 5. ESF ANNEX DEVELOPMENT AND MAINTENANCE The Fire Department representative will be responsible for ensuring regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks. 6. APPENDICES pliPPENDIX A ESF 4 Resources di APPENDIX B ESF 4 Actions by Phase of Emergency Management 139 ;; � °s EMERGENCY SUPPORT Z City of Lake Oswego EOP ci FUNCTION ANNEX )74 0 ESF 4-RESOURCES CO) 44. The following resources provide additional information regarding ESF 4 related issues at the local, State, and m federal level: CITY c • Emergency Operations Plan m • ESF 10—Hazardous Materials y COUNTY • Emergency Operations Plan • ESF 10—Hazardous Materials • Clackamas Fire Resource Management Plan (zone map) • Community Wildfire Protection Plan • Regional Mutual Aid/Resource Sharing Agreements STATE • Emergency Operations Plan • ESF 4—Firefighting • Oregon Fire Service Mobilization Plan • Conflagration Act FEDERAL • National Response Framework • ESF 4—Firefighting 140 j °s EMERGENCY SUPPORT Z City of Lake Oswego EOPCP c FUNCTION ANNEX co ESF 4- PHASES OF EMERGENCY y 71 MANAGEMENT The following checklist identifies key roles and responsibilities for ESF 4 — Fire Services. It is broken out by = phase of emergency management to inform tasked agencies of what activities they might be expected to y perform before, during, and after an emergency to support the fire services function. All tasked agencies m should maintain agency-specific plans and procedures that allow them to effectively accomplish these tasks. Cl) PREPAREDNESS -n All Tasked Agencies ❑Develop plans and procedures for ESF 4 activities, as appropriate. ITI ❑Participate in ESF 4-related trainings and exercises as appropriate. Appoint a representative to assist in the EOC when requested. m ['Establish criteria for relocating fire operations in the event that present facilities must be evacuated. C'0 ['Establish communication links with law enforcement agencies for coordinating warning and evacuation confirmation functions. ❑Develop procedures and protocols for coordinating protective action communications with the at-risk a population on scene. Za Fire Department c, ❑Conduct hazard evaluations. m Mutual Aid Partners m ❑Establish procedures for coordinating all public information releases through the City PIO. RESPONSE All Tasked Agencies ❑Provide situational updates to the EOC as required to maintain situational awareness and foster a common operating picture. Fire Department ['Conduct response operations related to fire prevention,fire suppression, fire investigation, site security, search and rescue, and emergency medical aid to prevent loss of life, loss of property, and damage to the environment. ❑Initiate mutual aid contingency plans as required based on resource availability. ❑Provide on-scene incident management. ❑Coordinate ambulance services, as appropriate. ❑Integrate on-scene and EOC PIO activities. ['Conduct CBRNE detection, monitoring, response, and decontamination operations in collaboration with law enforcement. ❑Size up situations and notify LOCOM as appropriate. ❑Issue and implement evacuation notices, if necessary. ❑Conduct damage assessment. (continued on next page) 141 rn EMERGENCY SUPPORT Z City of Lake Oswego EOPCP c� FUNCTION ANNEX co ESF 4- PHASES OF EMERGENCY y 71 MANAGEMENT RESPONSE Fire Department co) ❑ Issue road closure notices, if necessary. 0 ❑ Conduct cost recovery actions. TI Police Department (including LOCOM) ❑ Assist in warning the public of evacuations,traffic routing and/or traffic control, and site security,when ITI possible. 0 ❑ Assist On-Scene Command. m ❑ Coordinate warning and evacuation. 0 ❑ Provide traffic and crowd control. ❑ Issue and/or enforce road closure notices, if necessary. a ❑ Integrate the Law Enforcement PIO into On-Scene PIO activities. a ❑ Take the lead in terrorism/CBRNE events in detection and crime scene management. C) ❑ Provide enforcement against responsible party. m ❑ Coordinate radio communications. m ❑ Fill resource requests, monitor emergency communications, and record incident benchmarks. "I ❑ Conduct notifications as per requests from the field. ❑ Track unit's time (dispatch and arrival). Public Works ❑ Provide signs, barriers, equipment, and personnel to assist in traffic and crowd control. ❑ Provide heavy equipment as requested. ❑ Support water supply. ❑ Provide mechanical service of equipment ❑ Coordinate fuel, as necessary. Private Ambulance ❑ Conduct EMS. ❑ Transport injured persons. ❑ Conduct triage tasks. Non-governmental and Faith-based Organizations ❑ Shelter,feed, and clothe evacuated persons. ❑ Provide food to fire crews. 142 0 EMERGENCY SUPPORT Z City of Lake Oswego EOPCP c� FUNCTION ANNEX co ESF 4- PHASES OF EMERGENCY y 71 MANAGEMENT RESPONSE CONTINUED Mutual Aid Partners y ❑ Respond to calls for support under established agreements to include, but not limited to, fire, rescue/ 0 extrication, emergency medical assistance, hazardous material response, and evacuation. -1 ❑ Support emergency operations as defined in agency emergency operations procedures or as requested m by the EOC, such as damage assessment. m m RECOVERY 70 All Tasked Agencies ❑ Demobilize any communication staging areas, mobile communication centers, and other applicable 0 response operations according to established plans, policies, and procedures and return to normal day-to -day activities. ❑ Keep detailed records of expenses in case there is potential for federal and State reimbursement Za assistance. ❑ Participate in all after-action activities and implement corrective actions as appropriate. m MITIGATION "i All Tasked Agencies ❑ Participate in the hazard/vulnerability identification and analysis process. ❑ Take steps to correct deficiencies identified during the hazard/vulnerability identification and analysis process as appropriate. 143 THIS PAGE LEFT BLANK INTENTIONALLY 144 rin 71 l01s• os� EMERGENCY SUPPORT N City of Lake Oswego EOP ' c.! FUNCTION ANNEX Z .°seco / 0 r INFORMATION ANn T LANNING c a The following checklist identifies key roles and responsibilities for ESF 5 response (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) 0 RESPONSE ALL AGENCIES ❑Assess status of and impacts to agency-specific systems, infrastructure, customers, etc. v ❑ Provide situational updates to the EOC, if activated, as required to maintain situational awareness and establish a common operating picture. ❑ Provide a representative to the EOC, when requested, to support ESF 5 activities. Z ❑Support emergency response operations. ❑ Ensure that agency-specific data are entered into any utilized incident management software. RESPONSE E . GENCY MANAGEMENT EXECUTIVE COMM! AND/OR m EMERGNECY MANGER 0 ❑Activate the EOC and establish operational objectives and priorities through the development of EOC Action Plans and short-term recovery priorities. ❑ Monitor incident status. ❑Coordinate incident resources. ❑Coordinate public information, alert and warning. ❑ Liaise with all partners and stakeholders. 145 0 0 n7 71 1' cos EMERGENCY SUPPORT I City of Lake Oswego EOP �,� ,0 c.; FUNCTION ANNEX Z 71 O:: 73 ° = ESF 5- INFORMATION AND PLANNING a O Initial Response Z Executive Group On-Scene EOC Incident Commander Structure (LEVEL 1 Z Incident p 12 Z City Police Department City Public Works Department City Fire Department ? Z I O XI ICS Structure y Executive Group EOC Incident Commander (LEVEL 2 or 3 12 Incident O Z y Public Information Officer IT! Liaison Officer ISafety Officer I [Oerations Section Chief I Planning Section Chief Logistics Section Chief Financial/Admin Section Chief — City Police Department © Public Works and Engineering may have staff and resources available to support assessments, logistics coordination, or variables unique to the emergency. 1 City Public Works Department o Parks and Recreation Department may have staff and resources I available to support operations, planning, logistics, and/or finance 1 City Fire Department sections. 146 0,,, 0 0: THIS PAGE LEFT BLANK INTENTIONALLY 147 m y TI 1s� EMERGENCY SUPPORT N City of Lake Oswego EOP i �,� cr FUNCTION ANNEX r m ESF 5-TABLE OF CONTENTS 0 C) 0 1. Introduction 149 1.1 Purpose 149 Z 1.2 Scope 149 y 1.3 Policies and Authorities 149 2. Situation and Assumptions 149 2.1 Situation 149 2.2 Assumptions 150 3. Concepts of Operations 150 3.1 General 150 3.2 Developing Incident and Planning Objectives 151 3.3 Geographical Information System Mapping and Data Management 151 3.4 Incident Management Software 151 3.5 Oregon Fusion Center 151 3.6 Disabilities, and Access and Functional Needs 152 3.7 Coordination with other ESFs 152 4. Direction and Control 152 5. ESF Annex Development and Maintenance 152 6. Appendices 152 Appendix A: ESF 5 Resources 153 Appendix B: ESF 5 Responsibilities by Phase of Emergency Mngmt. Checklist 154 148 m CO) TI 1� os� Crl EMERGENCY SUPPORT I City of Lake Oswego EOP 6' ,0 ci FUNCTION ANNEX Z 11 -°+EGo • O Xi ESF 5-INFORMATION AND PLANNING a . 0SF 5 TASKED AGENCIES Z ip Emergency Management Executive Committee Primary City Agenc Z Police Department C upporting City Agency All remaining departments, divisions, and agencies Community Partne None at this time. County Agen• Clackamas County Disaster Management Z Z tate Agency Oregon Department of Emergency Management Z Department of Homeland Security/Federal Emergency Management Agency C) Federal Agency (FEMA) 1 . INTRODUCTION 1 .1 Purpose Emergency Support Function (ESF) 5 describes how the City will support incident information and planning needs to develop and maintain a common operating picture to support response and recovery activities. 1 .2 Scope The following activities are within the scope of ESF 5: Serve as a hub for the receipt and dissemination of emergency management—related information. Collect, process, analyze, and disseminate information to guide response and recovery activities. Coordinate with on-scene incident commanders and County, State, regional, and private-sector emergency management organizations (EMOs) to facilitate the flow of situational information. Collect and aggregate situational awareness and track local declarations. Coordinate incident planning and support in the Emergency Operations Center (EOC), including development of information products for public information, notification and messaging. 1 .3 Policies and Authorities The following legal authorities and policies are related to information and planning: Lake Oswego Code, Article 12.20. Emergency Code (revised January 2023) Lake Oswego City Resolution 05-52,July 5, 2005 2. SITUATION AND ASSUMPTIONS I. 2.1 Situation The City government, as outlined in Oregon Revised Statutes 401, is responsible for preparing and maintaining an Emergency Operations Plan (EOP) and an emergency operations facility, including trained staff. Using the City all-hazards risk assessment as a point of reference,the City implements a comprehensive emergency management program that provides both a proactive approach to managing risk and a strategic ability to react when incidents occur. (continued on next page) 149 m Cl, TI "o'c EMERGENCY SUPPORT City of Lake Oswego EOP ,,� cr FUNCTION ANNEX Z .°seco / 0 °== ESF 5-INFORMATION AND PLANNING 0 The City is faced with a number of hazards that may require information and planning support. The following Z considerations should be taken into account when planning for and implementing ESF 5 activities: The administration and logistics for emergency response and recovery operations will be provided by • emergency services and support agencies that routinely manage these procedures during non-emergency operations. These agencies will be coordinated using established procedures expedited for administrative assistance and logistics support during emergency operations. The information and planning function provides the methodologies and procedures needed by field Z operations and the EOC during a major emergency or disaster. During major emergencies or disasters, communication can be hampered by the loss of telecommunication infrastructure, requiring that procedures exist to capture and coordinate information and resources needed to effectively respond. 2.2 Assumptions ESF 5 is based on the following planning assumptions: In the event of a major emergency or disaster,there will be an immediate and continuing need to collect, process, and disseminate situational information. It will be essential to identify urgent response requirements before, during, and immediately following such an event in order to plan for continuing response, recovery, and mitigation activities. Assessment of damage impacts and EOC operations may be delayed due to minimal staffing. Information may be sparse, vague, and incomplete during the early stages of an incident, and the need to verify this information may challenge response support. Normal forms of communications may be severely delayed or interrupted during the early phases of an emergency or disaster. Transportation to affected areas may be cut off due to weather conditions or damage to roads, bridges, and other transportation means. 3. CONCEPTS OF OPERATIONS 3.1 General The City has established this EOP in accordance with the National Information Management System (NIMS). The Emergency Management Executive Committee, along with other department directors, is responsible for developing and training an EMO capable of managing response to and recovery from a major emergency in accordance with the provisions of this plan. The EMO functions as a team. Oregon Revised Statutes 401.305 and 401.335 and City resolutions affirm the City's responsibility and authority to mitigate, prepare for, respond to, and recover from emergencies or major disasters. Activation of the EOP may occur at the discretion of the City Council or Mayor,the City Manager,the Emergency Manager,the Fire Chief,the Police Chief, or Incident Commander. If the EOC is activated,the City Manager or designee has the responsibility for organizing, supervising, and operating the EOC. (continued on next page) 150 m Cl, TI 10os� EMERGENCY SUPPORT City of Lake Oswego EOP cr FUNCTION ANNEX Z 71 0 °=- ESF 5-INFORMATION AND PLANNING )20 Some emergencies may require self-activation. In the event of an emergency in which telephone service is interrupted, members of the Operations and General Staff should ensure the safety of their families first, and then report to the EOC. CP Z The City Manager has the authority to involve any or all City personnel in the response to a disaster or other emergency incident. Emergency contact information for the EMO and EOC staff will be maintained by the City Emergency z Z Management Executive Committee. Z 3.2 Developing Incident and Planning Objectives Objectives are the backbone for conducting all planning, response and recovery activities. The first step in developing good objectives for an incident response is to understand the priorities, as follows: Priorities define overarching requirements—what to accomplish in order of importance. Objectives must be based on incident priorities. Priorities guide the precedence by which objectives are addressed. Initial priorities may be driven in part by the delegation of authority. Every plan, incident, response, and recovery situation always has its priorities. Priorities should be built based on the whole community core capabilities. The next step in developing good objectives involves the following steps: Frame the problem—what are the essential elements of the issue to be addressed? Use the objective to describe what is to be accomplished—and where, if possible—but not how or by whom Provide enough detail to make the objective meaningful. Allow the necessary flexibility—ensure that the objective and its results can be used as a metric. Ask, "is the objective attainable?" Determine whether the objective can be met with available resources. Ask,finally, "what is the objective's priority when compared to other identified issues?" Order the objectives based on the order of priority or urgency. Adapted from FEMA's Incident Action Planning Guide.(Revision 1-July 1,2015) 3.3 Geographical Information System Mapping and Data Management Mapping capabilities and equipment may be provided through the Engineering Department's Geographic Information System (GIS) Division and other partners. 3.4 Incident Management Software The City utilizes WebEOC incident management software to help gather, analyze, and disseminate information in the EOC. The Emergency Management Executive Committee is responsible for training EOC staff on the use of software, and a user's manual is maintained in the EOC. 3.5 Oregon Fusion Center If a criminal or terrorist incident is suspected,the Clackamas County Sheriff's Office will notify the Oregon TITAN Fusion Center (OTFC). During a terrorist incident,the OTFC will support situational awareness and intelligence gathering functions. 151 m Cl, TI 1 s� EMERGENCY SUPPORT UI City of Lake Oswego EOP i cr FUNCTION ANNEX Z 71 .c).tEGe 0 °=- ESF 5-INFORMATION AND PLANNING 0 3.6 Disabilities, and Access and Functional Needs Z Provision of information and planning-related activities will take into account populations with disabilities, and access and functional needs (DAFN). The DAFN population shall be identified and planned for as directed by policy makers and according to state and federal regulations and guidance. • 3.7 Coordination with other ESFs The following ESFs support information and planning-related activities: Z All functions will provide situation status updates to ESF 5 to guide incident action planning activities. 4. DIRECTION AND CONTROL The City Council has overall responsibility for making Critical response/recovery objectives policies and providing financial support and coordination for disaster response and recovery operations. The City • Maintain Citywide situational awareness. Manager is designated to provide overall direction to City government continuity of operations and short-term • Coordinate adequate communications. recovery activities for all departments. • Obtain and coordinate limited critical resources. On-scene public safety responders organize under the Incident Command System (ICS), and Incident Command • Provide crisis communications and public is assisted by staff trained in incident management. They information. manage resources assigned to the incident. Significant situational information, resource shortages, and critical • Evaluate hazards and formulate contingency public information issues are communicated to the EOC plans. to ensure a Citywide picture of the situation and coordinate support for operational needs. • Support continuity of operations for essential The EOC acts as a centralized management center to City functions. facilitate policy making and coordination in large-scale • Facilitate recovery processes. emergency or disaster situations. 5. ESF ANNEX DEVELOPMENT AND MAINTENANCE The Emergency Management Executive Committee will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks. 6. APPENDICE Appendix ESF 5 Resources Appendix Ell ESF 5 Responsibilities by Phase of Emergency Management 152 1� os� EMERGENCY SUPPORT Z City of Lake Oswego EOP • cr FUNCTION ANNEX ESF 5-RESOURCES71 The following resources provide additional information regarding ESF 5 related issues at the local, State, and m federal level: y CITY 0 • Local Mutual Aid/ Resource Sharing Agreements n • EOC General Actions and Position Specific Checklists y COUNTY • Emergency Operations Plan • ESF 5—Information and Planning • Local Mutual Aid/ Resource Sharing Agreements • EOC General Actions and Position Specific Checklists STATE • Emergency Operations Plan • ESF 5—Information and Planning FEDERAL • National Response Framework • ESF 5—Information and Planning • US Department of Homeland Security, FEMA Region X -2011 Emergency Communications Plan, State of Oregon Annex 153 a 1� os� EMERGENCY SUPPORT Z City of Lake Oswego EOP , CI,0 cr FUNCTION ANNEX CI ESF 5- PHASES OF EMERGENCY y 71 MANAGEMENT Ui The following checklist identifies key roles and responsibilities for ESF 5 . It is broken out by phase of = emergency management to inform tasked agencies of what activities they might be expected to perform y before, during, and after an emergency to support the information and planning function. All tasked agencies m should maintain agency-specific plans and procedures that allow them to effectively accomplish these tasks. Cl) PREPAREDNESS 71 All Tasked Agencies D Maintain an inventory of personnel and resources available to support emergency operations. m ❑Maintain department-specific data, statistics, and plans that may inform incident planning and damage 0 assessment activities. IT! ❑Develop plans and procedures for ESF 5 activities, as appropriate. ❑Identify deficiencies in emergency plans and execute appropriate corrective action recommendations. -< ❑Maintain continuity of operations for lines of succession. ❑Participate in ESF 5 related trainings and exercises as appropriate. Z Emergency Management Executive Committee and/or Emergency Manager ❑Coordinate regular review and update of the ESF 5 annex with supporting agencies. m ❑Facilitate collaborative planning to ensure the City's capability to support ESF 5 activities. D Establish and maintain systems for incident data management and information sharing. m Z ❑Maintain operational capacity of the EOC to support information and planning activities. 1 ❑Establish standardized reporting processes and prepare standardized reporting formats and forms. ❑Ensure program compliance with local, State, and federal regulations. ❑Facilitate regular review and promulgation of the EOP. ❑Establish and maintain EOC staffing roster and facilitate training and exercises for EOC staff. ❑Train, advise, and assist the City Manager and City Council in the performance of emergency duties. ['Train, exercise, and coordinate City plans, including continuity of operations. ❑Establish and maintain primary and alternate EOC facility capability. ❑Coordinate emergency management activities on an interagency, interdepartmental, and intergovernmental basis. ❑Coordinate City homeland security and emergency management program grants. ❑Maintain a collaborative emergency management program with cities and special districts. ❑Coordinate public preparedness and outreach efforts. ❑Develop and maintain standard operating procedures and other procedures necessary to support agencies that operate in the EOC. ❑Coordinate the use of GIS capabilities to support emergency management functions. ❑Maintain and update needed computer data programs, including maps, critical facility information, evacuation studies, demographics, and other critical City data. ❑Establish and maintain contact with the chief elected and appointed officials or municipal/town emergency management officials. (continued on next page) 154 a lkno • EMERGENCY SUPPORT Z City of Lake Oswego EOP CI FUNCTION ANNEX . .D.secoo: W ESF 5- PHASES OF EMERGENCY y & 71 MANAGEMENT Ui PREPAREDNESS CONTINUED Emergency Management Executive Committee and/or Emergency Manager m ❑Develop/maintain memorandums of understanding and mutual aid agreements. ❑Provide outreach and training for mutual aid agreements. 71 ❑Identify deficiencies in plans; identify and execute appropriate corrective action recommendations. m RESPONSE m All Tasked Agencies ❑Assess status of and impacts to agency-specific systems, infrastructure, customers, etc. m ❑Provide situational updates to the EOC, if activated, as required to maintain situational awareness and 0 establish a common operating picture. .< ❑Provide a representative to the EOC, when requested,to support ESF 5 activities. ❑Support emergency response operations. Z ❑Ensure that agency-specific data are entered into any utilized incident management software. Emergency Management Executive Committee and/or Emergency Manager m ['Activate the EOC and establish operational objectives and priorities through the development of EOC Action Plans and short-term recovery priorities. Z ❑Monitor incident status. ❑Coordinate incident resources. ❑Coordinate public information, alert and warning. ❑Liaise with all partners and stakeholders. RECOVERY All Tasked Agencies ❑Continue to provide situation status updates as requested by Emergency Management Executive Committee or the EOC, if activated. ❑Maintain incident documentation to support public and individual assistance processes. ['Support major emergency or disaster recovery operations. ❑Participate in the damage assessment and disaster recovery processes, as appropriate. ❑Provide technical assistance and resources to support recovery activities upon request. ❑Track disaster-related expenditures. ❑Participate in all after-action activities and implement corrective actions as appropriate. Emergency Management Executive Committee and/or Emergency Manager ❑Facilitate long-term recovery planning, policy discussions, and implementation strategies. ❑Collect and collate information for a Citywide Initial Damage Assessment report. ❑Identify department-specific roles in recovery and coordinate public education and community involvement. (continued on next page) 155 1� os� EMERGENCY SUPPORT Z City of Lake Oswego EOP cr FUNCTION ANNEX W o.�: ESF 5- PHASES OF EMERGENCY 71 MANAGEMENT Cri RECOVERY CONTINUED Emergency Management Executive Committee and/or Emergency Manager m ❑ Monitor recovery efforts through field personnel and coordinating agencies. ❑ Develop short-, intermediate-, and long-term recovery plans and coordinate recovery. 71 ❑Conduct an after-action critique of the overall response and recovery efforts. MITIGATION Fri All Tasked Agencies [' Participate in the hazard mitigation planning process for the City. n ❑ Provide agency and incident data to inform development of mitigation projects to reduce hazard vulnerability. Emergency Management Executive Committee and/or Emergency Manager ❑Administer the local natural hazard mitigation program. ❑ Implement and administer federal and State disaster mitigation programs. ❑ Identify potential mitigation opportunities based on an analysis of damage assessment information, along with City, County, state, and federal mitigation priorities ❑Coordinate and participate in the City/local hazard mitigation planning team. ❑Through the local hazard mitigation planning team, coordinate the development, implementation, and maintenance of the City Hazard Mitigation Plan. ❑ Provide information and limited assistance to incorporated cities in developing and maintaining their mitigation plans. ❑Apply for funding through federal and State pre- and post-disaster mitigation grant programs for prioritized mitigation projects identified in the City Hazard Mitigation Plan. ❑Upon grant approval, implement and administer federal and State pre- and post-disaster mitigation funds. ❑ Provide education and awareness regarding mitigation to the jurisdictions within the City, and the public sector, including businesses, private nonprofit groups, and the general public. ❑Update the City Hazard Analysis. 156 m y TI EMERGENCY SUPPORT City of Lake Oswego EOP FUNCTION ANNEX E _DAEGo • Cl) 1-(1).. SF 6- MASS CARE a The following checklist identifies key roles and responsibilities for ESF 6 response (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) RESPONSE ALL AGENCIES y ❑Provide situational updates to the EOC as required to maintain situational awareness and establish a common operating picture. Z ❑Provide a representative to the EOC, when requested,to support ESF 6 activities. y RESPONSE FIRE DEPARTMENT m ❑Assess the situation and issue appropriate notifications to activate and staff EOC, including notification of the Red Cross, if it is determined that a representative is needed to coordinate emergency food and shelter. ❑Establish a communications link with affected jurisdictions, volunteer agencies, and the public and ensure that they are kept informed of available shelters. ▪Assist in the coordination of logistics to support operations and ensure that the provisions of MOUs are implemented, as necessary. ❑Activate the EOC. ❑Coordinate with the EOC Planning Section to identify unmet needs. ❑Establish a Mass Care Branch in the EOC if needed. ❑Facilitate the emergency declaration process. ❑Assist in multi-agency/jurisdictional and resource coordination. ❑Track the use of mass care resources through the EOC Finance Section. RESPONSE POLICE DEPARTMENT ❑Coordinate security at shelters, reception centers, and food/water distribution centers. ❑Provide traffic and crowd control. RESPONSE PUBLIC A AIRS ❑Provide staff for the Public Information Officer and Joint Information Centers. ['Develop and coordinate a Joint Information System. ['Collaborate with the Red Cross and H3S to produce timely, clear, and concise messages on shelter and mass care operations and food/water options. ❑Provide information regarding how to access health, social, and medical services. ❑Provide the public with updated information on shelter locations and systems for locating family, friends, and pets. RESPONSE PUBLIC WOR Coordinate garbage and recycling services for shelters and food/water distribution centers. ❑Assist with transportation options and resources. ❑Provide building inspection for structural safety and sheltering sites. ❑Provide updated mapping to assist in directing people to shelters safely. 157 THIS PAGE LEFT BLANK INTENTIONALLY 158 m y TI zib ,2 4d EMERGENCY SUPPORT City of Lake Oswego EOP c� FUNCTION ANNEX CO ESF 6-TABLE OF CONTENTS 0 71 0 1. Introduction 160 1.1 Purpose 160 1.2 Scope 160 y 1.3 Policies and Authorities 161 2. Situation and Assumptions 161 2.1 Situation 161 2.2 Assumptions 162 3. Concepts of Operations 162 3.1 General 162 3.2 Shelter and Mass Care Facilities 163 3.3 Feeding 163 3.4 Bulk Distribution 163 3.5 Housing 163 3.6 Crisis Counseling and Mental Health 164 3.7 Disabilities, and Access and Functional Needs 164 3.7.1 Sheltering Service and Companion Animals 165 3.7.2 Nursing Homes and Residential Care Facilities 165 3.7.3 Shelter Categories 165 3.8 Care of Response Personnel and EOC Staff 166 3.9 Coordination with Other ESFs 166 4. Direction and Control 166 5. ESF Annex Development and Maintenance 166 6. Appendices 166 Appendix A: ESF 6 Resources 167 Appendix B: ESF 6 Responsibilities by Phase of Emergency Mngmt. Checklist 168 159 m CO) TI EMERGENCY SUPPORT City of Lake Oswego EOP O c� FUNCTION ANNEX Z om xi ESF 6-MASS CARE 7-SF 6 TASKED AGENCIES 0 Primary City Agenc, Fire Department pporting City Age Police Department v American Red Cross ommunity Partners Community—and faith based organizations • _ • Department of Health, Housing, and Human Services (H3S) Department of Human Services Z Federal Agency Department of Health and Human Services 1 . INTRODUCTION 11111 1 .1 Purpose Emergency Support Function (ESF) 6 describes how Clackamas County will support the efforts of the City and nongovernmental organizations to address the mass care, emergency assistance,temporary housing, and human services needs of people impacted by disasters. 1 .2 Scope The following activities are within the scope of ESF 6: Congregate and non-congregate sheltering, feeding, The following are not covered distribution of emergency supplies, and reunification of in this ESF Mass Care children with their parent(s)/legal guardians and adults with . Medical sheltering is their families; and collecting and providing information on addressed in ESF 8. those affected by the disaster to family members. . Animal sheltering is addressed in ESF 11 Providing short-term housing solutions for those affected by the disaster. This may include rental assistance, repairs, . Feeding operations Housingloans, manufactured housing, semipermanent and Emergency first aid permanent construction, referrals, identification and provision of accessible housing, and access to other Bulk distribution of sources of housing assistance. emergency relief items Assist as able in disaster unemployment insurance Disaster legal services uman Services Veteran's support Services for DAFN populations Other assistance programs to support survivors 160 m CO) TI EMERGENCY SUPPORT UI City of Lake Oswego EOP c FUNCTION ANNEX Z ESF 6-MASS CARE 1 .3 Policies and Authorities z The following policies and authorities are currently in place: Z Pets Evacuation and Transportation Standards Act of 2006 (H.R. 3858). Requires FEMA to ensure that state C and local emergency preparedness operational plans address the needs of individuals with household pets and service animals prior to, during, and following a major disaster or emergency. Z All appropriate governmental and volunteer agency resources will be used as available. Z_ All services will be provided without regard to economic status or racial, religious, political, ethnic, or other affiliation. Tracking of displaced residents will be accomplished by the American Red Cross Disaster Welfare Inquiry procedures. 2. SITUATION AND ASSUMPTIONS 2.1 Situation The City is faced with a variety of hazards that may impact large numbers of persons, requiring mass care, personal emergency assistance, short-term housing, and other types of human services as part of response and recovery actions. The following considerations should be taken into account when planning for and implementing ESF 6 activities: Hazards may affect widespread areas, and emergency care personnel in unaffected neighboring communities may be overwhelmed with victims from neighboring communities. Evacuees may contribute to the scarcity of resources, as an influx of evacuees can increase the population of a receiving community during a significant disaster or emergency event. Mass care needs may range from emergency sheltering operations for a limited number of visitors and community members to more intermediate and long-term housing. In accordance with the Red Cross's organizational documents and charter, ratified by the United States Congress on January 5, 1907, as well as the Disaster Relief Act of 1974,the Red Cross (national organization and local chapters) provides an array of"Mass Care Services"to emergency and disaster victims routinely under its own authority. Furthermore,the Red Cross is tasked as the primary agency responsible for federally supported Mass Care Services per the National Response Framework(ESF 6) despite being a nongovernmental organization. Disaster conditions are likely to require evacuation and care of domestic animals and livestock. Animals (with the exception of service animals) are not allowed in public shelters. The diverse nature of the City will be reflected by shelter populations and will likely include a significant number of DAFN persons (e.g., elderly, persons with language barriers, physical challenges, or other limiting medical or mental health condition) and/or persons who are vulnerable to becoming marginalized or those with specialized needs (e.g., students, inmates, registered sex-offenders,the indigent, persons with chemical dependency concerns, etc.) 161 m CO) TI j °s EMERGENCY SUPPORT N City of Lake Oswego EOP c FUNCTION ANNEX Z ESF 6-MASS CARE 2. SITUATION AND ASSUMPTIONS z 2.2 Assumptions z v ESF 6 is based on the following planning assumptions: Widespread damage may necessitate the relocation of victims and the need for mass care operations. Some victims will go to shelters,while others will find shelter with friends and relatives. Some may stay with Z or near their damaged homes. Shelters may have to be opened with little notice. Local government personnel will have to manage and C) coordinate shelter and mass care activities. They may be supported by Red Cross personnel, if available, and assume responsibility for managing such shelters. The demand for shelters may prove to be higher than what is available. Volunteer and faith-based organizations may open shelters. Some of these organizations and groups may coordinate their efforts with the City, County, and Red Cross,while others may operate these facilities independently. Public and private services will be continued during mass care operations. However, for an incident that requires a large-scale shelter and mass care operation, normal activities at schools, community centers, places of worship, and other facilities used as shelters may have to be curtailed. Emergency operations for most human services organizations (mass care, individual assistance, sheltering, special medical needs, and access and functional needs) will be an extension of normal programs and services. 3. CONCEPTS OF OPERATIONS 3.1 General On-Scene Command will request Lake Oswego Communications (LOCOM)to notify H3S and the Red Cross whenever it appears that a major emergency or disaster has displaced or will displace a significant number of people. Command will determine the at-risk area, estimate the number of people involved, and identify any critical needs. H3S and the Red Cross, if involved,will use this information to coordinate shelter activation with potential providers. The Oregon Trail Chapter of the Red Cross may assign a Liaison to the City or County Emergency Operations Center (EOC) to coordinate reception, shelter, and mass care activities. If the Red Cross takes on the sheltering responsibility, EOC staff will help coordinate shelter support throughout the City, including logistics, security, communications,transportation, public health, behavioral health, and social services. On-Scene Command will determine whether evacuees have been exposed to chemical, biological, radiological, nuclear, or explosive agents or other hazardous materials and will manage decontamination operations prior to victims leaving the incident scene if exposure has occurred, or provide transport to a healthcare facility where the evacuee may be decontaminated. 162 m CO) TI EMERGENCY SUPPORT UI City of Lake Oswego EOP c.1 FUNCTION ANNEX Z ESF 6-MASS CARE 3. CONCEPTS OF OPERATIONS I z 3.2 Shelters and Mass Care Facilities cP The Red Cross may have agreements in place for use of specific shelters that can be activated by alerting the local chapter. This information will be available to the EOC during a major emergency or disaster. The Red Cross may assist in the registration of evacuees and, as applicable, will coordinate information with appropriate government agencies regarding evacuees who are housed in Red Cross—supported shelters. Options for temporary shelter during an incident available to the City include: Pre-determined sheltering sites and supplies available through the Red Cross. General purpose tents available through the Oregon National Guard and requested by the City to Clackamas County Disaster Management (CCDM) to the Oregon Department of Emergency Management. Tents and other resources available via the fire cache located at the Redmond Air Center requested by the City to CCDM. If a Presidential declaration has been made,temporary buildings or offices requested through the Federal Coordinating Officer. The City can direct requests to the designated member of H3S (Social Services) staff who will serve as the County ESF 6 Representative. Services will be provided through the coordinated efforts of staff members, Red Cross, Salvation Army, other state supported agencies, volunteer agencies, and mutual-aid agreements with various support groups. Law enforcement agencies will provide security at shelter facilities where necessary or upon request, and support back-up communications if needed. A list of all reception and care facilities established for the County is maintained by the Red Cross and can be accessed through the County EOC during a major emergency or disaster. 3.3 Feeding Feeding is provided to victims through a combination of fixed sites, mobile feeding units, and bulk distribution of food. Feeding operations are based on nutritional standards and should include meeting requirements of victims with special dietary needs, if possible. The Red Cross will coordinate all mass feeding and other services needed at open Red Cross shelters. 3.4 Bulk Distribution Agencies and organizations involved in supporting and managing bulk distribution include Emergency relief items to meet urgent needs are distributed via City Emergency Management Executive City Fire Department established sites within the affected Committee area. Distribution of food, water, and City Police Department City Public Works Department ice requirements through federal, American Red Cross Salvation Army State, local, and non governmental Private-sector partners Faith-based organizations organizations is coordinated at these sites. Disaster assistance personnel, paid, and volunteer staff 163 m CO) TI °s EMERGENCY SUPPORT N City of Lake Oswego EOP c� FUNCTION ANNEX Z ESF 6-MASS CARE 0 3. CONCEPTS OF OPERATIONS Z 3.5 Housing z cP All housing needs identified during and following emergency incidents or disasters impacting the City will be coordinated through the Fire Department, in cooperation with the County,via the City and County EOCs. Liaisons will be assigned to the command staff to manage and coordinate resources and activities Z with regional, state, federal, and private-sector entities. In some disaster situations,the federal government Z may be requested to provide emergency housing. Disaster victims will be encouraged to obtain housing with Z family or friends or in commercial facilities. 3.6 Crisis Counseling and Mental Health Agencies and organizations involved with providing crisis counseling and mental health support to victims and families,the first responder community, and special needs populations include: H3S Area hospitals Northwest Human Services County and regional volunteer organizations Local nursing homes and care facilities. H3S will coordinate mental health services to the general public. Specific concerns within the first responder community can also be addressed through the Police Chaplaincy and the Oregon Office of the State Fire Marshal,which coordinate mental health and crisis counseling services for first responders. See ESF 8 - Health and Medical for additional details. 3.7 Disabilities, and Access and Functional Needs Provision of mass care-related activities will take into account DAFN populations. The needs of children and Agencies and organizations involved in managing, adults who experience disabilities or access and transporting and communicating with DAFN functional needs shall be identified and planned for as directed by policy makers and according to state and City Emergency Management Executive Committee federal regulations and guidance. Area hospitals A formal registry for DAFN populations has not been Private clinics and care facilities developed to date. Community emergency response American Red Cross and other volunteer agencies and recovery planning to provide special needs services to residents of the City have not been Lake Oswego School District formalized or finalized among the various first Local radio stations serving the City and surrounding responder agencies and volunteer organizations areas supporting this jurisdiction. 164 m y TI ; j ° EMERGENCY SUPPORT N City of Lake Oswego EOP c.1 FUNCTION ANNEX Z ESF 6-MASS CARE 0 3.7 Disabilities, and Access and Functional Needs Continued 3.7.1 Sheltering Service and Companion Animals a The City,the Red Cross, and other organizations or groups providing sheltering and mass care will comply p with the Americans with Disability Act (ADA) requirements for service animals, with the facility owners' limitations, and with Clackamas County and State of Oregon Health Code requirements. The Clackamas County Animal Rescue Emergency Shelter will, when called upon and as resources allow, z establish a companion pet shelter and will attempt to coordinate site selection with the Red Cross; however, some agreements already in place may have the companion pet shelter at a location away from the Z American Red Cross shelter(s). Additional information on care and shelter of pets can be found in Support Annex 3 —Animals in Disaster of the Clackamas County Emergency Operations Plan (EOP). 3.7.2 Nursing Homes and Residential Care Facilities Nursing homes and residential care facilities are required to have disaster and emergency plans in place that ensure the transfer of clients to appropriate facilities. 3.7.3 Shelter Categories CATEGORY 1 CATEGORY 2 CATEGORY 3 Hospitalization Special Needs Shelter General Shelter Category 1 comprises persons who Category 2 includes persons who require Category 3 includes persons who are require recurring professional medical some medical surveillance and/or special independent prior to the disaster or care, special medical equipment, and/ assistance. These are individuals whose special emergency or who may have or continual medical surveillance. age,frailty, mobility,or functional or pre-existing health problems that do Examples include persons who are medical disabilities make them not impede activities of daily living. dependent on ventilators, IVs, or particularly vulnerable in disaster Examples are persons with prostheses oxygen supplementation;those with situations. They may have medical or hearing or speech impediments, chest pain or shortness of breath; and impairments but have been able to wheelchair users with no medical others requiring the intensity of maintain some independence prior to the needs, or those with controlled services provided at a hospital or disaster or emergency situation. Examples diseases such as diabetes, muscular skilled nursing facility. are those with mental illness, severely dystrophy, or epilepsy. reduced mobility, or medical impairment that does not preclude activities with some assistance. 3.8 Care of Response Personnel and EOC Staff Arrangements for the feeding and sheltering of EOC staff are the responsibility of the Logistics Section. As space allows, EOC staff will sleep and be fed near the EOC. Sleeping areas may also be set up in other facilities. Response personnel will be released to their homes or stations to sleep. If necessary, space may be arranged in a shelter. This shelter should be different than the one used for disaster victims or evacuees. (continued on next page) 165 m CO) TI % EMERGENCY SUPPORT N City of Lake Oswego EOP 0 c� FUNCTION ANNEX Z om xi ESF 6-MASS CARE 0 3.8 Care of Response Personnel and EOC Staff Continued Z Families of response personnel may be sheltered together in the event of an extended incident involving a Z major shelter operation. This will facilitate keeping families informed and improve the morale of response p personnel. 3.9 Coordination with Other ESFs The following ESFs support mass care—related activities: ESF 8 Health and Medical. Coordinate health inspections of mass care facilities; coordinate sheltering of populations with medical needs. C) ESF 11 Agriculture and Animal Protection. Provide care and shelter for animals including service animals, pets, and livestock. ESF 1 Law Enforcement. Provide security for mass care facilities. ESF 1 ' Public Information. Inform the public about mass care operations. ESF 16 Volunteers and Donations Management. Coordinate volunteers and donated goods to support mass care operations. 4. DIRECTION AND CONTROL The City will seek the assistance of, or provide support to,the County, Red Cross and other similar agencies in implementing this section of the EOP. A liaison from the Red Cross will be requested in the EOC to help coordinate emergency housing, sheltering, and feeding activities; however, depending on the size and scope of the disaster,this coordination may occur at the County EOC through the EOC liaison at that location. It is not the intent of the City to supplant the Red Cross as the primary provider and coordinator of emergency housing, sheltering, and feeding services; however,the City is not relieved of its obligation to protect the welfare of its community members in times of emergencies as outlined in Chapter 401 of the Oregon Revised Statutes. Shelter/lodging facility managers will be responsible for the operation of their individual facilities. The primary communications link between shelter facilities and the EOC will be telephone. If telephones cannot be used or are overloaded, law enforcement personnel will provide radio assistance. Shelter facility managers should arrange for persons in their facilities to monitor prescribed communication sources for guidance and announcements. 5. ESF ANNEX DEVELOPMENT AND MAINTENANCE The Fire Department will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks. 6. APPENDICES APPENDIX A ESF 6—Resources APPENDIX B ESF 6— Responsibilities by Phase of Emergency Management 166 ; js EMERGENCY SUPPORT Z City of Lake Oswego EOP FUNCTION ANNEX CP ESF 6-RESOURCES 71 The following resources provide additional information regarding ESF 6 related issues at the local, State, and 73 m federal level: y CITY 0 • None at this time. n COUNTY • Emergency Shelter Listing (For Official Use Only) • Clackamas County Emergency Plan for People with Access and Functional Needs • UASI Region Pets Sheltering Plan STATE • Emergency Operations Plan • ESF 6—Mass Care FEDERAL • National Response Framework • ESF 6— Mass Care, Emergency Assistance, Temporary Housing, and Human Services 167 a rri EMERGENCY SUPPORT Z City of Lake Oswego EOP FUNCTION ANNEX CP • ird.'11 . ESF 6— PHASES OF EMERGENCY y 71 MANAGEMENT The following checklist identifies key roles and responsibilities for ESF 6 — Mass Care. It is broken out by phase of emergency management to inform tasked agencies of what activities they might be expected to a perform before, during, and after an emergency to support Mass Care function. All tasked agencies should Cl) maintain agency-specific plans and procedures that allow them to effectively accomplish these tasks. y PREPAREDNESS 71 All Tasked Agencies $ ❑Develop plans and procedures for ESF 6 activities, as appropriate. ❑Participate in ESF 6-related trainings and exercises as appropriate. C) Fire Department z ❑Coordinate regular review and update of the ESF 6 annex with supporting agencies. 0 ❑Facilitate collaborative planning to ensure the City's capability to support ESF 6 activities. ❑Liaise with the County to ensure that a Mass Care Plan is developed and maintained. ❑Coordinate pre-incident public health inspections of shelters and verify sanitary conditions as required. Z ['Identify local government's authority, responsibility, and role in providing long-term or temporary emergency housing for disaster victims. m ❑Coordinate emergency preparedness planning and exercise activities with the Red Cross. Red Cross "' ['Develop and maintain plans, procedures, and policies for establishing, managing, and operating a feeding 'I and sheltering system to meet the needs created by a major disaster. ❑Develop and maintain memorandums of understanding (MOUs) with local governments to define and clarify roles and responsibilities in preparing for and responding to disasters. ❑Participate in the annual training exercises conducted by the City to test the EOP. RESPONSE All Tasked Agencies ❑Provide situational updates to the EOC as required to maintain situational awareness and establish a common operating picture. ❑Provide a representative to the EOC, when requested,to support ESF 6 activities. Fire Department ❑Assess the situation and issue appropriate notifications to activate and staff EOC, including notification of the Red Cross, if it is determined that a representative is needed to coordinate emergency food and shelter. ❑Establish a communications link with affected jurisdictions,volunteer agencies, and the public and ensure that they are kept informed of available shelters. ❑Assist in the coordination of logistics to support operations and ensure that the provisions of MOUs are implemented, as necessary. ['Activate the EOC. ❑Coordinate with the EOC Planning Section to identify unmet needs. (continued on next page) 168 a j °s EMERGENCY SUPPORT Z City of Lake Oswego EOPcl IFUNCTION ANNEX CP co • ird.'11 . ESF 6— PHASES OF EMERGENCY y 71 MANAGEMENT The following checklist identifies key roles and responsibilities for ESF 6 — Mass Care. It is broken out by phase of emergency management to inform tasked agencies of what activities they might be expected to a perform before, during, and after an emergency to support Mass Care function. All tasked agencies should Cl) maintain agency-specific plans and procedures that allow them to effectively accomplish these tasks. y RESPONSE 71 Fire Department Continued m ❑Establish a Mass Care Branch in the EOC if needed. m m ❑Facilitate the emergency declaration process. El Assist in multi-agency/jurisdictional and resource coordination. m CI Track the use of mass care resources through the EOC Finance Section Red Cross ❑Implement the response actions outlined in MOUs with Lake Oswego, as necessary. ❑Evaluate the direct and indirect effects of the hazard on available shelter resources. a ❑Provide specific resource requirements will include feeding support, clothing and bedding supplies, emergency registration of people, and trained shelter management volunteers. C) ❑Coordinate activities with voluntary organizations active in disaster;faith-based organizations; other m social service agencies; and local, State, and federal government in providing emergency food and m shelter. m Z Police Department ❑Coordinate security at shelters, reception centers, and food/water distribution centers. ❑Provide traffic and crowd control. Public Affairs ❑Provide staff for the Public Information Officer and Joint Information Centers. ❑Develop and coordinate a Joint Information System. ❑Collaborate with the Red Cross and H3S to produce timely, clear, and concise messages on shelter and mass care operations and food/water options. ❑Provide information regarding how to access health, social, and medical services. ❑Provide the public with updated information on shelter locations and systems for locating family,friends, and pets. Public Works ['Coordinate garbage and recycling services for shelters and food/water distribution centers. Assist with transportation options and resources. ❑Provide building inspection for structural safety and sheltering sites. ❑Provide updated mapping to assist in directing people to shelters safely. 169 a ;; � °s EMERGENCY SUPPORT Z City of Lake Oswego EOP FUNCTION ANNEX CP • ird.'11 . ESF 6— PHASES OF EMERGENCY y 71 MANAGEMENT RECOVERY All Tasked Agencies m ❑Demobilize response activities. y ❑Maintain incident documentation to support public and individual assistance processes. 71 Fire Department $ ❑Coordinate with local, State, and federal agencies in damage assessment and cost recovery activities, as m well as identifying long-term temporary emergency housing options. ❑Ensure that necessary communication activities are accomplished in informing the public of disaster ITI recovery activities, including information on long-term temporary emergency housing assistance. z Z ❑Continue to assist in restoration of normal services and operations, as appropriate. 0 ❑Conduct an after action debriefing/evaluation on the overall effectiveness of the City's efforts in providing emergency food and shelter. Red Cross ['Assist the City in determining post-emergency needs for long-term emergency temporary housing, as requested. m ❑Prepare report on condition of shelter facilities and make arrangements for returning to normal use. ❑Compile record of emergency expenditures. Z ❑Critique the provision of shelters for people displaced from their place of residence and institute reforms .1 as required. MITIGATION All Tasked Agencies ['Participate in the hazard/vulnerability identification and analysis process. ❑Take steps to correct deficiencies identified during the hazard/vulnerability identification and analysis process as appropriate. 170 rin y TI 1� os� EMERGENCY SUPPORT City of Lake Oswego EOP cr FUNCTION ANNEX ICI /-� .°ReGor / Y/ r .OGISTICS Alin RESOURCES The following checklist identifies key roles and responsibilities for ESF 7 response (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) RESPONSE ALL AGENCIES I v ❑ Provide situational updates to the EOC as required to maintain situational awareness and establish a m common operating picture. y ❑ Provide a representative to the EOC, when requested, for ESF 7 activities. RES s SE FINANCE DEPARTMENT Agim m ❑ Establish an incident cost code to capture all incident-related costs. ❑ Provide staff for EOC Finance and Logistics Sections. y ❑ Implement emergency procurement procedures. ❑Assist in identifying and acquiring resources to meet emergency needs. y ❑Coordinate purchasing/acquisition with the requesting department or agency. m ['Train departments in expenditure tracking and record-keeping procedures. ❑ Locate and coordinate use of available space for disaster management and emergency response activities. ❑ Provide cost and budget information to Section Chiefs, Command, and the City Manager. ❑Collect and collate initial damage reports and create an Initial Damage Report for the State. ❑Coordinate City information for Public Assistance process. 171 m Cl, TI 1� cos EMERGENCY SUPPORT City of Lake Oswego EOP ,'f. �,� ti cr FUNCTION ANNEX O ' Itiyal ESF 7— LOGISTICS AND RESOURCE o a Initial Response Z v Executive Group On-Scene EOC Incident Commander Structure (LEVEL 1 73 Incident 177 I 0 C 72 n City Police Department City Public Works Department City Fire Department m y 7a I CA ICS Structure 'CI Executive Group EOC Incident Commander (LEVEL 2 or 3 0 Incident y m Public Information Officer Liaison Officer ISafety Officer I [Oerations Section Chief I Planning Section Chief Logistics Section Chief Financial/Admin Section Chief — City Police Department 0 Parks and Recreation Department can support staffing needs of I Logistics Section of the EOC. 1 City Public Works Department 0 City Attorneys Office can support contracting and finance support for Financial/Administrative Section. 1 City Fire Department 172 A 6Allk THIS PAGE LEFT BLANK INTENTIONALLY 173 m y TI 1� os� EMERGENCY SUPPORT City of Lake Oswego EOP : � c! FUNCTION ANNEX CO / m (, tiyik ESF 7-TABLE OF CONTENTS 1. Introduction 175 1.1 Purpose 175 1.2 Scope 175 -I 1.3 Policies and Authorities 175 2. Situation and Assumptions 175 2.1 Situation 175 2.2 Assumptions 176 3. Concepts of Operations 176 3.1 General 176 3.2 Resource Allocation Priorities 176 3.3 Sourcing Resources 177 3.4 Mutual Aid 177 3.4.1 Automatic Mutual Aid 177 3.5 Emergency Operations Center Resource Management 177 3.6 Disabilities, and Access and Functional Needs 178 3.7 Coordination with Other ESFs 178 4. Direction and Control 178 5. ESF Annex Development and Maintenance 178 6. Appendices 178 Appendix A: ESF 7 Resources 179 Appendix B: ESF 7 Responsibilities by Phase of Emergency Mngmt. Checklist 180 174 tbas m CO) TI o'c EMERGENCY SUPPORT City of Lake Oswego EOP : . cr FUNCTION ANNEX O y Adlik ESF 7- LOGISTICS AND RESOURCE ESF 7 TASKED AGENCIES a Primary City Agenc City Finance Department 0 City Manager's Office m Supporting City Agency y City Attorney's Office O Local religious organizations and volunteer organizationsXI C Community Partn- Voluntary Organizations Active in Disaster m County Agen Clackamas County Disaster Management (CCDM) (Finance Department) State Agenc Department of Administrative Services Federal Agency Department of Homeland Security/FEMA 1 . INTRODUCTION Mika 11.11111mM 1 .1 Purpose Emergency Support Function (ESF) 7 describes how the City will provide logistical and resource support during emergencies, as well as financial tracking and records management of the overall costs of the City's response. 1 .2 Scope The following activities are within the scope of ESF 7: Coordinate the procurement and provision of City and private-sector resources during a disaster. Receive and coordinate response to resource requests from City departments and local response partners. Provide logistical and resource support for needs not specifically addressed in other ESFs. Monitor and track available and committed resources involved in the incident. Monitor and document mutual aid and the financial costs of providing resources, including costs of using City resources, purchasing or contracting goods and services,transportation, and above normal staffing. 1 .3 Policies and Authorities The following policies and agreements are currently in place: None at this time 2. SITUATION AND ASSUMPTIONS 2.1 Situation The City is faced with a number of hazards that may require resource support. The following considerations should be taken into account when planning for and implementing ESF 7 activities: Upon request, ESF 7 provides the resource support needed to maintain the response capacity of the City and local response partners. Equipment and supplies are provided from current stocks or, if necessary, from commercial sources, using locally available sources when possible. ESF 7 does not stockpile supplies. (continued on next page) 175 m CO) TI 1� os� EMERGENCY SUPPORT City of Lake Oswego EOP . r rn,� c! FUNCTION ANNEX LOGISTICS AND RESOURCE 2.1 Situation Continued z v During response operations, acquisition of these resources may be supported by preexisting memorandums xp of understanding, memorandums of agreement, and interagency agreements and contracts. y 2.2 Assumptions 0 ESF 7 is based on the following planning assumptions: XI Local and tribal partners will exhaust local and mutual aid resource support mechanisms prior to requesting m support from the City. A request may be issued to the City if exhaustion of local resources is imminent. Normal forms of communications may be severely interrupted during the early phases of an emergency or disaster. Transportation to affected areas may be cut off due to weather conditions or damage to roads, bridges, airports, and other transportation means. Donated goods and supplies will be managed and utilized as necessary. The management and logistics of resource support is highly situational and requires flexibility and adaptability. Local governments will expend resources and implement mutual aid agreements under their own authorities. PiraiN R. 3.1 General Efficient resource management is one of the pre-requisites for effective incident management. This includes knowing: What resources are available and their capabilities and/or inventory How to access those resources How to allocate resources to satisfy incident priorities Anticipating what resources are or may become critical during an incident. The City will meet initial resource requirements using locally owned, contracted, and mutual aid resources. If additional resources are required,the City will request County assistance, normally through an Emergency Declaration 3.2 Resource Allocation Priorities RESOURCE ALLOCATION PRIORITIES The resource prioritization concept is to "do the most good for the most people" in order to alleviate 1 . Preserving life disaster impacts on residents and public entities. 2. Stabilizing the incident/containing the hazard 3. Protecting critical infrastructure, property, and the environment 176 m CO) TI 1� os� EMERGENCY SUPPORT City of Lake Oswego EOP cr FUNCTION ANNEX .D.seco"�/ C) y ESF 7 -LOGISTICS AND RESOURCE 3.3 Sourcing Resource z Resources are normally obtained and used in the following sequence: 0 1. Resources owned or employed by the City. XP m 2. Mutual aid agreements. y 3. Contractors, commercial sources, and private industry. XP C 4. Volunteer groups or agencies. 5. State resources. m 6. Federal resources. 3.4 Mutual Aid Mutual aid is an important component of incident resource management and can take several forms, outlined in the following sections. 3.4.1 Automatic Mutual Aid Day-to-day incident response agencies (fire, law enforcement, emergency medical services) have pre- coordinated mutual aid arrangements embodied in the Lake Oswego Communications (LOCOM) Dispatch Protocols. When an on-scene response agency needs additional resources,they simply request them through dispatch and assume automatic approval to the extent that the protocols allow. Automatic mutual aid is normally discipline-specific and has no provision for reimbursement of lender expenses. Fire agencies have several discipline-specific mutual aid processes in place beyond automatic mutual aid, including district-to-district; Fire Defense Board to Fire Defense Board; and state- level Conflagration and Mobilization agreements. Conflagration mutual aid is closely managed by the Fire Marshal, and participant costs are reimbursed by the State. Fire Mobilization Plan participation is voluntary and more loosely managed, and related costs are not reimbursed by the state. Law enforcement automatic mutual aid is less formally structured and does not normally include reimbursement. 3.5 Emergency Operations Center Resource Management All four EOC sections (Operations, Planning, Logistics, and Finance) collaborate on managing incident resources. The Operation Identifies resource needs and directs staging and deployment of assigned resources. Section The Plannin Helps Operations anticipate resource needs and tracks available resource status and Section capabilities. In collaboration with Operations, confirms resource needs and coordinates acquisition, The Logistics reception, and allocation. Logistics also manages volunteer resources and is the point of Section contact for donations management. Coordinates funding sources and tracks costs; negotiates emergency contracts/ The Finance agreements using emergency procurement procedures; and advises EOC Command,the Section City Manager, and the City Council regarding the ongoing financial impact of the emergency. 177 m CO) TI 1� cos EMERGENCY SUPPORT City of Lake Oswego EOP ,' n' O cr FUNCTION ANNEX O .°seco • C) It Alk -LOGISTICS AND RESOURCE y 3.6 Disabilities, and Access and Functional Needs z v Provision of resource support-related activities will take into account populations with disabilities, and XP access and functional needs. The needs of children and adults who experience disabilities and access and m functional needs shall be identified and planned for as directed by policy makers and according to state and federal regulations and guidance. c 3.7 Coordination with Other ESFs XI C) The following ESFs support resource support-related activities: m F 11 Agriculture and Animal Protection. Provide care and shelter for animals including service animals, pets, and livestock. ESF 16 Volunteers and Donations Management. Coordinate volunteers and donated goods to support mass care operations. 4. DIRECTION AND CONTRO During a major emergency, it will be necessary to make difficult choices among competing requests for the same resource. To ensure that the status of resource requests and commitments can be maintained throughout the emergency,the Logistics and Planning Sections of the EOC staff will track resources of the City. The Emergency Manager, or designee, has the overall responsibility for establishing resource priorities. In a situation where resource allocations are in dispute,the Emergency Manager has the final allocation authority. In a major emergency (Level III), or if an incident is one part of an area-wide disaster,the EOC will be activated and the Incident Command System will be implemented. When the EOC is activated, overall incident management, direction, and control will come from the Incident Commander at the EOC. On-scene tactical direction and control will remain the responsibility of the Operations Section Chief, who is the On- scene Commander. A partial activation of the EOC may occur as deemed necessary by the Incident Commander. 5. ESF ANNEX DEVELOPMENT AND MAINTENANCE All=1 The Finance Department will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks. 6. APPENDIC IAPPENDIX ESF 7—Resources APPENDIX B ESF 7— Responsibilities by Phase of Emergency Management 178 a o EMERGENCY SUPPORT Z City of Lake Oswego EOP • cr FUNCTION ANNEX CP indik ESF 7—RESOURCES rn The following resources provide additional information regarding ESF 7 related issues at the local, State, and m federal level: y CITY 0 • Intra-County Omnibus Mutual Aid Agreement n rn COUNTY y • Inter-County Omnibus Mutual Aid Agreement • Intra-State Mutual Assistance Compact Statute • Volunteer Reception Center Plan • Information and Referral Directory STATE • Emergency Operations Plan • ESF 7—Resource Support FEDERAL • National Response Framework • ESF 7—Resource Support • NIMS Resource Typing Guides 179 Lie; 1 EMERGENCY SUPPORT Z City of Lake Oswego EOP c FUNCTION ANNEX CP ) co AIX ESF 7- PHASES OF EMERGENCY y MANAGEMENT 71 The following checklist identifies key roles and responsibilities for ESF 7. It is broken out by phase of emergency management to inform tasked agencies of what activities they might be expected to perform before, during, and after an emergency to support logistics and resources. All tasked agencies should Cl) maintain agency-specific plans and procedures that allow them to effectively accomplish these tasks. y PREPAREDNESS 71 All Tasked Agencies rn ❑Develop operational plans for ESF 7 activities. m ❑Participate in ESF 7-related trainings and exercises as appropriate. Finance Department z ❑Coordinate regular review and update of the ESF 7 annex with supporting agencies. 0 ❑Facilitate collaborative planning to ensure the City's capability to support ESF 7 activities. ❑Pre-Identify Critical Needs and threshold references for requests for essential supplies from Oregon Department of Human Services Office of Resiliency and Emergency Management. Z ❑Develop and maintain a Resource Support Plan for the City that includes procedures for addressing: ❑Resource requesting C) Resource staging m ❑Resource tracking m ❑Resource demobilization ❑Develop plans to establish logistic staging areas for internal and external response personnel, equipment, and supplies. ❑Estimate logistical requirements (e.g., personnel, supplies and equipment, facilities, and communications) during the planning process and through exercise. RESPONSE All Tasked Agencies ❑Provide situational updates to the EOC as required to maintain situational awareness and establish a common operating picture. ❑Provide a representative to the EOC, when requested,to support ESF 7 activities. Finance Department ❑Establish an incident cost code to capture all incident-related costs. ❑Provide staff for EOC Finance and Logistics Sections. ❑Implement emergency procurement procedures. ['Assist in identifying and acquiring resources to meet emergency needs. ❑Coordinate purchasing/acquisition with the requesting department or agency. ID Train departments in expenditure tracking and record-keeping procedures. ❑Locate and coordinate use of available space for disaster management and emergency response activities. (continued on next page) 180 1� os� EMERGENCY SUPPORT Z City of Lake Oswego EOP FUNCTION ANNEX CP ) co AIX ESF 7- PHASES OF EMERGENCY y oAdit MANAGEMENT RESPONSE _ Finance Department Continued ❑Provide cost and budget information to Section Chiefs, Command, and the City Manager. Cl) ❑Collect and collate initial damage reports and create an Initial Damage Report for the State. ❑Coordinate City information for Public Assistance process. m RECOVERY 3 m All Tasked Agencies ❑ Demobilize response activities. m ❑ Maintain incident documentation to support public and individual assistance processes. 0 Finance Department ❑Compile and keep all documentation collected relating to the management of resources requested and/ a or utilized as part of response operations. Z ❑Coordinate all after-action activities and implement corrective actions as appropriate. a,' MITIGATION • 3 All Tasked Agencies z ❑ Participate in the hazard/vulnerability identification and analysis process. ['Take steps to correct deficiencies identified during the hazard/vulnerability identification and analysis process as appropriate. 181 THIS PAGE LEFT BLANK INTENTIONALLY 182 m y TI 45cs�} EMERGENCY SUPPORT I City of Lake Oswego EOP FUNCTION ANNEX n(-1. ... . ... THANn R rDICQ The following checklist identifies key roles and responsibilities for ESF 8 response Z (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) C RESPONSE ALL AGENCIES X m ❑ Provide situational updates to the EOC as required to maintain situational awareness and establish a CP common operating picture. )10 ❑ Provide a representative to the EOC, when requested, to support ESF 8 activities. r ❑Communicate all suspected communicable diseases to the EOC. m so RESPONSE FIRE DEPAR ' I ❑Coordinate with local, regional, state, and federal public health agencies. Z ❑Coordinate with the Clackamas County Disaster Management (CCDM)/Medical Examiner and funeral m directors in determining proper disposition of deceased persons. ❑ Provide emergency medical services first response, extrication,triage,treatment, and transport of patients. ❑ Manage on-scene operations, activate the Mass Casualty Incident Protocol as needed, and notify the CCDM/Medical Examiner when fatalities are involved. RESPONSE POLICE DEPARTMENT ❑Work with the Sheriff's Office to coordinate investigations of potentially deliberate health impacts, enforce mandatory health actions, and conduct on-scene operations in cooperation with health and fire agencies, including crime investigations; security,traffic, and crowd control; and assistance with death determinations. RESPONSE PUBLIC " I ' ' ❑ Provide signs, barriers, equipment, and personnel to assist in traffic and crowd control. ❑Coordinate solid waste disposal. ❑Oversee sanitary sewer systems. RESPONSE HOSPITALS ❑ Respond to a major health emergency by activating their EOCs and operating under their hospital emergency Incident Command System. ❑Coordinate with the County EOC/Public Health staff and share critical information regarding presenting symptoms, capabilities, security, resources, decontamination requirements, operations, and surge capacity. RESPONSE PRIVATE CLINICS ❑ Report suspected communicable diseases to the Health, Housing, and Human Services (H3S)/Public Health Division on an ongoing basis. The H3S/Public Health Division may contact private clinics to collect and share information during public health or medical emergencies. ❑ May provide services or resources to their clients, such as vaccines or medications, in the event of an outbreak, public health, or medical emergency. 183 m 0) TI ; � - , , EMERGENCY SUPPORT I City of Lake Oswego EOP FUNCTION ANNEX = n......„EG0,. . (jESr q HFOI TH AND MEDICAR = 0 The following checklist identifies key roles and responsibilities for ESF 8 response Z (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) co RESPONSE AMERICAN MEDICAL -1 E Fri ❑Provider triage,treatment, and patient ambulance transport. CP ['Work closely with other emergency responders to coordinate care and transport of victims. a RESPONSE AMERICAN RE ' CROS ` 73 73 rn IIIProvide and manage shelter and mass care operations for community members who are victims of y disaster, as well as feeding and support services for emergency responders. ❑Activate and manage shelters for disaster victims, including feeding, health, and behavioral health Z services, and provide disaster relief assistance to individuals and families affected by the disaster, y feeding operations for emergency workers, and response to inquiries from concerned family members m outside the disaster area. ❑Coordinate with the EOC regarding non- Red Cross shelters and shelters for pets. 184 THIS PAGE LEFT BLANK INTENTIONALLY 185 m y TI ; � ° , EMERGENCY SUPPORT I City of Lake Oswego EOP .0. or FUNCTION ANNEX ESF 8-TABLE OF CONTENTS 0 0 z 1. Introduction 187 m 1.1 Purpose 187 Z 1.2 Scope 187 co) 1.3 Policies and Authorities 188 2. Situation and Assumptions 188 2.1 Situation 188 2.2 Assumptions 188 3. Concepts of Operations 190 3.1 General 190 3.2 Disabilities, Access and Functional Needs 190 3.3 Coordination with Other ESFs 190 4. Direction and Control 191 5. ESF Annex Development and Maintenance 191 6. Appendices 191 Appendix A: ESF 8 Resources 192 Appendix B: ESF 8 Responsibilities by Phase of Emergency Mngmt. Checklist 193 186 m CO) TI City of Lake Oswego EOP ., ' EMERGENCY SUPPORT i o FUNCTION ANNEX = wasiewit —1 if ESF 8—HEALTH AND MEDICAL = a z ESF 8 TASKED AGENCIES C Primary City Agencill Fire Department m Supporting City Agen4 Police Department C Hospitals/Private Clinics a I� American Medical Response/Emergency Medical Services (EMS) Agencies Community Partn American Red Cross Mutual aid partners Department of Health, Housing, and Human Services (H3S) (Public Health County Agenc Division) Clackamas County Disaster Management (CCDM) (Medical Examiner) State Agency Oregon Health Authority Federal Agency Health and Human Services 1 . INTRODUCTION 1 .1 Purpose ESF 8 provides awareness level information to the City by describing how the County will coordinate plans, procedures, and resources to support health and medical care during a time of emergency and/or a developing potential health and medical situation. 1 .2 Scope The following activities are within the scope of the ESF 8: Support local assessment and identification of public health and medical needs in the City and implement plans to address those needs. Coordinate and support stabilization of the public health and medical system in the City. Support sheltering of persons with medical needs. Monitor and coordinate resources to support care and movement of persons with medical needs in impacted areas. Support monitoring, investigating, and controlling potential or known threats and impacts to human health through surveillance, delivery of medical countermeasures, and nonmedical interventions. Support monitoring, investigating, and controlling potential or known threats to human health of environmental origin. Develop, disseminate, and coordinate accurate and timely public health and medical information. Monitor the need for and coordinate resources to support fatality management services. Monitor the need for and coordinate resources to support disaster behavioral health services. Support responder safety and health needs. Provide public health and medical technical assistance and support 187 m y TI CO ; , EMERGENCY SUPPORT City of Lake Oswego EOP 0+1 FUNCTION ANNEX = wasiewit ESF 8 -HEALTH AND MEDICAL cP 1 .3 Policies and Authorities The following policies and agreements are currently in place for the County: m Clackamas County,the Local Public Health Authority, operates under Oregon Revised Statutes (ORS) Chapter 624. The Board of County Commissioners (BCC) serves as the Board of Health and will be notified and convened during a public health emergency. Many of the duties under ORS Chapter 624 are delegated to the (— Public Health Director within H3S/Public Health Division. 2. SITUATION AND ASSUMPTIONS 2.1 Situation The City is faced with a number of hazards that may require health and medical support. The County will take these considerations into account and implement ESF 8 activities including: Hazards may result in mass casualties or fatalities; disruption of food and/or water distribution and utility services; loss of water supply,wastewater, and solid waste disposal services; and other situations that could create potential health hazards or serious health risks. One of the primary concerns of public health officials is disease control. This involves the prevention, detection, and control of disease-causing agents; maintaining safe water and food sources; and continuation of wastewater disposal under disaster conditions. Disaster and mass-casualty incidents take many forms. Proper emergency medical response must be structured to provide optimum resource application without total abandonment of day-to-day responsibilities. Large-scale morgue and remains disposal is a significant issue for communities of any size. Traditional public health measures will likely to be taken in these instances. These measures include epidemiological investigations to determine the source and nature of the disease or agent. 2.2 Assumptions ESF 8 is based on the following assumptions: H3S will support health and medical services during a major emergency or disaster. Emergencies and disasters may occur without warning at any time of day or night and may cause mass casualties. H3S will support health and medical services during a major emergency or disaster. Emergencies and disasters may occur without warning at any time of day or night and may cause mass casualties. Emergency health and medical services should be an extension of normal duties. Health/medical care will be adjusted to the size and type of disaster. A large-scale emergency is likely to overwhelm the local health system and severely impact the availability of staff, bed capacity, medical supplies, and equipment. Some emergencies may require hospitals to set up alternate care sites or mobile hospitals. Use of nuclear, chemical, or biological weapons of mass destruction could produce a large number of injuries requiring specialized treatment that could overwhelm the local and state health and medical system. (continued on next page) 188 m CO) TI EMERGENCY SUPPORT City of Lake Oswego EOP o+1 FUNCTION ANNEX = wasiewit ESF 8 -HEALTH AND MEDICAL 2. SITUATION AND ASSUMPTIONS 2.2 Assumptions Continued... m Public and private medical, health, and mortuary services resources will be available for use during a emergency situations; however, local resources may be adversely impacted by the emergency. Hospitals, nursing homes, ambulatory care centers, pharmacies, and other facilities for medical/health care and populations with disabilities and access and functional needs (DAFN) may be damaged or destroyed in major emergency situations. If hospitals and nursing homes are damaged, it may be necessary to relocate significant numbers of patients to other comparable facilities elsewhere. Health and medical facilities that survive emergency situations with little or no damage may still be unable to operate normally because of a lack of utilities or because staff are unable to report for duty as a result of personal injuries or damage to communications and transportation systems. Medical and health care facilities that remain in operation and have the necessary utilities and staff could be overwhelmed by the "walking wounded" and seriously injured victims transported to facilities in the aftermath of a disaster. Uninjured persons who require frequent medications such as insulin and antihypertensive drugs, or regular medical treatment such as dialysis, may have difficulty obtaining these medications and treatments in the aftermath of an emergency situation due to damage to pharmacies and treatment facilities and disruptions caused by loss of utilities and damage to transportation systems. The Federal Strategic National Stockpile (SNS) can supply pharmaceuticals, medical supplies and equipment during emergencies through its 12-hour Push Packs, vendor managed inventory, or buying power. The Governor, or Oregon Public Health Division administrator requests assets from the Centers for Disease Control and Prevention (CDC). In a major catastrophic event (including, but not limited to, epidemics, pandemics, and bioterrorism attacks), medical resources may be insufficient to meet demand, specialized equipment and/or treatment materials may be unavailable, and transportation assets may also be restricted due to contamination. No emergency plan can ensure the provision of adequate resources in such circumstances. Public health and medical emergencies require extensive coordination among public and private health care providers, emergency responders, and emergency management. Many interdependent operations may be necessary, including triage and treatment of mass casualties; intensive surveillance activities; rapid distribution of pharmaceuticals and/or medical supplies to large segments of the population; mass decontamination; quarantine and isolation; modifications to food, drinking water, or sanitary systems; collaboration with veterinary care providers; management of mass fatalities; and response to the physical and psychological effects of mass casualties and mass fatalities. Disruption of sanitation services and facilities, loss of power, and the concentration of people in shelters may increase the potential for disease and injury. (continued on next page) 189 .�� m y TI EMERGENCY SUPPORT City of Lake Oswego EOP n' FUNCTION ANNEXwasiewit = ESF 8 —HEALTH AND MEDICAL cP 2.2 Assumptions Continued... Damage to chemical plants, sewer lines, and water distribution systems, and secondary hazards such as m fires, could result in toxic environmental and public health hazards that pose a threat to response personnel C and the general public. This includes exposure to hazardous chemicals, biological and/or radiological a substances, contaminated water supplies, crops, livestock, and food products. The psychological impact of a major health emergency may be as severe and long-lasting as the medical impact and making prompt and effective behavioral health services and emergency public information essential to manage the impact. Emergency responders,victims, and others affected by emergency situations may experience stress, anxiety, and other physical and psychological symptoms that may adversely affect their daily lives. In some cases, disaster mental health services may be needed during response operations. 3. ONCEPT OF OPERATIO 3.1 General The City does not have the capabilities or resources to support public health or medical emergencies. It therefore looks to the County for support and direction in this area. However,the City should maintain situational awareness and communication with the County. H3S/Public Health Division maintains 24-hour coverage in support of potential public health or medical emergencies and works in coordination with CCDM. In the event of an incident,the level of ESF 8 activation will depend on the magnitude of the emergency or disaster. H3S will coordinate the initial response to most public health and medical emergencies affecting the City and County as a whole. Public health and medical operations will be executed as outlined in the Clackamas County Emergency Operations Plan (EOP), ESF 8 - Public Health and Medical Services. 3.2 Disabilities, Access and Functional Needs Provision of public health and medical related activities will take into account DAFN populations. The needs of children and adults who experience disabilities or access and functional needs shall be identified and planned for as directed by policy makers and according to state and federal regulations and guidance. 3.3 Coordination with other ESFs The following ESFs support health and medical-related activities: ES Transportation. Support transportation of medical resources to impacted areas ESF 6 Mass Care. Coordinate with ESF 8 for health and medical support to shelter operations. ESF 9 Search and Rescue. Coordinate medical care for disaster victims. ESF 1 Hazardous Materials. Provide for decontamination and medical of disaster victims contaminated by hazardous materials. ESF 1 Volunteers and Donations Management. Coordinate volunteers and donated goods to support mass care operations. 190 .�� m CO) TI ; 'c ° , EMERGENCY SUPPORT I City of Lake Oswego EOPrn n' FUNCTION ANNEXwasiewit ESF 8 -HEALTH AND MEDICAL 4. DIRECTION AND CONTROL 1 3 The City of Lake Oswego has primary responsibility for the safety and well-being of their community m members and for resource allocation and emergency operations within their jurisdiction. To minimize C duplication of specialized duties,the City of Lake Oswego acknowledges that the Public Health Officer of H3S is responsible for ensuring the public health/mental health services required to cope with disasters in any r urban or rural area and coordinating other medical services as required. During an emergency,the H3S Director will be incorporated into the City's Emergency Management Organization and will coordinate the provision of public health and medical services for the City. The Emergency Manager or other member of the Emergency Management Executive Committee will liaise with H3S to provide local agency support of public health and medical service support functions. Procedures for this liaison as outlined in ESF 8 - Public Health and Medical Services of the County EOP are incorporated into the City EOP. 5. ESF ANNEX DEVELOPMENT AND MAINTENANCE The Fire Department is responsible for ensuring regular review and revision of this annex. 6. APPENDICES APPENDIX A ESF 8—Resources APPENDIX B ESF 8— Responsibilities by Phase of Emergency Management 191 •• V a ; 'c EMERGENCY SUPPORT Z City of Lake Oswego EOP o FUNCTION ANNEX •aC Dif EFF 8-RESOURCES rn CCI The following resources provide additional information regarding ESF 8 related issues at the local, State, and m federal level: y CITY c • None at this time. n COUNT • Ambulance Services Contingency Plan • EMS Mass Casualty Incident Protocol • Mass Fatality Plan • Medical Countermeasures Plan • MRC Volunteer Handbook • Pandemic Influenza Plan • EOP Support Annex - Behavior Health STAT � AIME • Emergency Operations Plan • ESF 8—Health and Medical • Oregon SNS Plan • Oregon Health Authority • Office of Public Health Systems • Oregon Disaster Medical Team • Oregon Department of Agriculture • Oregon National Guard's 102nd Weapons of Mass Destruction Civil Support Team • Oregon State Medical Examiner • Oregon Air National Guard's 142nd Fatality Search & Recovery Team FEDERAL • National Response Framework • ESF 8—Public Health and Medical Services • NIMS Implementation Objectives for Healthcare Facilities • Hospital Incident Command System • Homeland Security Presidential Policy Directive No. 21 • The National Health Security Strategy 192 a ; 0 ° , EMERGENCY SUPPORT Z City of Lake Oswego EOP r 01 FUNCTION ANNEX 11•CD•P' EFF 8—RESOURCES rn CCI The following resources provide additional information regarding ESF 8 related issues at the local, State, and m federal level: CO) FEDERAL CONTINUED... c • Centers for Disease Control 70 n • CDC Public Health Capabilities y • CDC Healthcare Capabilities • Department of Health and Human Services Assistant Secretary for Preparedness and Response (ASPR) Hospital Preparedness Program • Tier 2 Healthcare Coalition Guide • National Response Team Biological and Chemical Quick Reference Guides • National SNS Plan 193 a EMERGENCY SUPPORT Z City of Lake Oswego EOP 0 0+1 FUNCTION ANNEX ij ESF 8- PHASES OF EMERGENCY y 71 MANAGEMENTCO This appendix describes general roles and responsibilities in support of ESF 8. Specific activities will vary depending on the type of event, length of the warning period, resources available and duration of the incident. PREPAREDNESS I Iy y All Tasked Agencies o ❑Develop plans and procedures for ESF 8 activities, as appropriate. m ❑Participate in ESF 8-related trainings and exercises as appropriate. ❑Work with local, regional, and state agencies to align planning efforts (e.g., identifying duplicate vendor m agreements, Mutual Aid Agreements, common point of dispensation planning, etc.). Fire Department z ❑Coordinate regular review and update of the ESF 8 annex with supporting agencies. 0 ❑Build awareness related to the County's emergency public health plans and other tools. Emergency Medical Services a ['Develop and maintain emergency plans and other tools that provide procedures for addressing pre- Z hospital emergency medical services activities, including: ❑Mass casualty incident response m ❑Patient decontamination Medical Examiner ❑Develop and maintain emergency plans and other tools that include procedures for: ❑Mass fatality incident response Area Hospitals and Clinics ❑Develop and maintain emergency plans and other tools that include procedures for addressing: ❑Facility bed tracking ❑Healthcare system surge capacity ❑Healthcare facility evacuation Alternate care facilities ❑Crisis standards of care ❑Medical special needs sheltering RESPONS All Tasked Agencies ❑Provide situational updates to the EOC as required to maintain situational awareness and establish a common operating picture. ❑Provide a representative to the EOC, when requested,to support ESF 8 activities. Fire Department ❑Coordinate with local, regional, state, and federal public health agencies. (continued on next page) 194 a ; � EMERGENCY SUPPORT Z City of Lake Oswego EOP o FUNCTION ANNEX ij ESF 8- PHASES OF EMERGENCY y 71 MANAGEMENTCCI Fire Department Continued a ['Coordinate with the CCDM/Medical Examiner and funeral directors in determining proper disposition of m deceased persons. ['Provide emergency medical services first response, extrication,triage,treatment, and transport of patients. TI ❑Manage on-scene operations, activate the Mass Casualty Incident Protocol as needed, and notify the m CCDM/Medical Examiner when fatalities are involved. Police Department ['Work with the Sheriff's Office to coordinate investigations of potentially deliberate health impacts, enforce m mandatory health actions, and conduct on-scene operations in cooperation with health and fire agencies, Z including crime investigations; security,traffic, and crowd control; and assistance with death 0 Public Works Department ❑Provide signs, barriers, equipment, and personnel to assist in traffic and crowd control. ❑Coordinate solid waste disposal. ['Oversee sanitary sewer systems. C) Hospitals 3 ❑Respond to a major health emergency by activating their EOCs and operating under their hospital emergency Incident Command System. Z ❑Coordinate with the County EOC/Public Health staff and share critical information regarding presenting symptoms, capabilities, security, resources, decontamination requirements, operations, and surge capacity. Private Clinics ['Report suspected communicable diseases to the H3S/Public Health Division on an ongoing basis. The H3S/Public Health Division may contact private clinics to collect and share information during public health or medical emergencies. ❑May provide services or resources to their clients, such as vaccines or medications, in the event of an outbreak, public health, or medical emergency American Medical Response ['Provider triage,treatment, and patient ambulance transport. ['Work closely with other emergency responders to coordinate care and transport of victims. American Red Cross ['Provide and manage shelter and mass care operations for community members who are victims of disaster, as well as feeding and support services for emergency responders. ❑Activate and manage shelters for disaster victims, including feeding, health, and behavioral health services, and provide disaster relief assistance to individuals and families affected by the disaster, feeding operations for emergency workers, and response to inquiries from concerned family members outside the disaster area. ❑Coordinate with the EOC regarding non- Red Cross shelters and shelters for pets. 195 a ; , EMERGENCY SUPPORT z City of Lake Oswego EOP oi FUNCTION ANNEX .�secof w ESF 8- PHASES OF EMERGENCY MANAGEMENT RECOVERY = All Tasked Agencies y ❑Demobilize response activities. ['Maintain incident documentation to support public and individual assistance processes. TI iTi Fire Department ❑Compile and keep all documentation collected relating to the management of activities related to the m emergency provision of public health and medical services. MITIGATION All Tasked Agencies ['Participate in the hazard/vulnerability identification and analysis process. ❑Take steps to correct deficiencies identified during the hazard/vulnerability identification and analysis process as appropriate. Z C) m m z 196 m y TI 'c EMERGENCY SUPPORT City of Lake Oswego EOP c.1 FUNCTION ANNEX y �.°ReGorfl ESF A 0- SEARCH AND RESCUE _ The following checklist identifies key roles and responsibilities for ESF 9 response a Z (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) p RESPONSE ALL AGENCIES M y ❑Provide situational updates to the EOC as required to maintain situational awareness and establish a common operating picture. C ❑Provide a representative to the EOC, when requested, to support ESF 9 activities. m XI RESPONSE FIRE DEPARTMENT r" ❑ Coordinate Urban Search and Rescue (USAR) support with the Fire Defense Board Chief/Clackamas 0 County Disaster Management/EOC Command. ❑ Coordinate access to the USAR equipment cache. Cl) ❑ Coordinate Search and Rescue (SAR) response operations as required for the following types of m specialty rescue: ❑Urban/Structural Rescue ❑Specialty rescue (swift water, high angle, etc.) ❑ Establish unified On-Scene Command for chemical, biological, radiological, nuclear, or explosive (CBRNE) incidents. RESPONSE POLICE DEPARTMENT ❑Coordinate SAR support with Clackamas County Sheriffs Office (CCSO). ❑Establish unified On-Scene Command for incidents involving multiple agencies or jurisdictions. ❑Provide traffic and crowd control at rescue scenes. ❑Participate in Joint Information Center (JIC)/Joint Information System PIS) activities. RESPONSE EMERGENCY MEDICAL SERVICES ❑Assist with care and transport of injured persons received in SAR operations. RESPONSE MEDICAL EXAMINER ['Provide death investigation for all unattended and suspicious deaths. RESPONSE PUBLIC WORK' ❑Provide equipment and operators to assist in rescue operations. ❑Provide signs, barriers, equipment, and personnel to assist in traffic and crowd control. RESPONSE ENGINEERING ❑ Provide technical engineering advice to on-scene personnel. RESPONSE PARKS AND RECREATION DEPARTMENT ❑ Provide equipment and operators to assist in rescue operations. ❑ Provide signs, barriers, equipment, and personnel to assist in traffic and crowd control. 197 m y TI °s EMERGENCY SUPPORT I City of Lake Oswego EOP FUNCTION ANNEX y �.D.seco"-•• ESF 9- SEARCH AND RESCUE _ The following checklist identifies key roles and responsibilities for ESF 9 response a Z (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) p RESPONSE BUILDING DEPARTMENT ❑Conduct building assessments. y RESPONSE AMERICAN RED CROSS m XI ❑Provide and manage shelter and mass care operations for victims and feeding and support services for emergency responders. ❑Provide a liaison to On-Scene/EOC Command to coordinate support activities. RESPONSE LAKE OSWEGO AMATEUR RADIO SERVICES ccn ❑Provide emergency HAM radio communications to the EOC and field units through amateur radio, as m requested. 198 m Cr, TI ; � °s EMERGENCY SUPPORT I City of Lake Oswego EOP �, � FUNCTION ANNEX CO) '.'. EGots-' P ° --- =2 ESF 9— SEARCH AND RESCUE _o a z v Initial Response 73 Executive Group On-Scene EOC Incident Commander Structure (LEVEL 1 m y Incident 0 m 7v m co City Police Department City Public Works Department City Fire Department 0 1 y ICS Structure m Executive Group EOC Incident Commander (LEVEL 2 or 3 Incident Public Information Officer Liaison Officer ISafety Officer I LOperations Section Chief I Planning Section Chief Logistics Section Chief Financial/Admin Section Chief — City Police Department 1 City Public Works Department 1 City Fire Department 199 THIS PAGE LEFT BLANK INTENTIONALLY 200 m y TI ° City of Lake Oswego EOP ; s EMERGENCY SUPPORT FUNCTION ANNEX/a* co ESF 9-TABLE OF CONTENTS 1. Introduction 202 1.1 Purpose 202 Z 1.2 Scope 202 1.3 Policies and Authorities 202 2. Situation and Assumptions 203 2.1 Situation 203 2.2 Assumptions 203 3. Concepts of Operations 204 3.1 General 204 3.2 Disabilities, Access and Functional Needs 204 3.3 Coordination with Other ESFs 204 4. Direction and Control 204 5. ESF Annex Development and Maintenance 204 6. Appendices 204 Appendix A: ESF 9 Resources 205 Appendix B: ESF 9 Responsibilities by Phase of Emergency Mngmt. Checklist 206 201 m y TI EMERGENCY SUPPORT City of Lake Oswego EOP FUNCTION ANNEX y XI ESF 9—SEARCH AND RESCUE a z ESF 9 TASKED AGENCIES 0 XI Police Department Primary City Agenc y Fire Department 0 Public Works Department m Supporting City Agency Parks and Recreation Department Building Department C American Red Cross County County Sheriff's Office (CCSO) (Search and Rescue) State Agency Oregon Department of Emergency Management, Oregon State Fire Marshal (OSFM) Federal Agency Department of Defense, Department of Homeland Security/Federal Emergency Management Agency, United States Coast Guard 1 . INTRODUCTION 1 .1 Purpose Emergency Support Function (ESF) 9 describes how search and rescue resources in both urban and non- urban search and rescue during a major disaster or incident. The CCSO has primary responsibilities for search and rescue (SAR) activities within the County, including within City limits. The Fire Department and Police Department will support the CCSO in providing emergency SAR services for the City. 1 .2 Scope The following activities are within the scope of ESF 9: SAR includes searching for, rescuing, or recovering persons lost, injured, or killed outdoors, including ground and marine locations; SAR is coordinated by the CCSO in accordance with the Clackamas County Search and Rescue Plan (Oregon Revised Statutes [ORS] 404.110). Urban search and rescue (USAR) includes searching for, rescuing, or recovering victims trapped in collapsed structures, by natural or human-caused disasters, or in operations that require specialized personnel and/or equipment; USAR is coordinated by the Local Fire Chief/State Fire Marshal/Oregon Department of Emergency Management (ORS 401.930;401.932 and Oregon USAR Operations Manual). 1 .3 Policies and Authorities The following policies and agreements are currently in place: Clackamas County Water Rescue Consortium Provisions in Oregon State law for SAR can be found in ORS 404 and include the following key items: ORS 404.110. Delegation of SAR authority to the CCSO. ORS 404.115. Restriction of access to the SAR area. ORS 404.120. Requirement to adopt an SAR Plan for the County. ORS 404.125. Provisions for critique of an SAR incident. (continued on next page) 202 m CO) TI EMERGENCY SUPPORT City of Lake Oswego EOP c.1 FUNCTION ANNEX y XI ESF 9—SEARCH AND RESCUE a z 1 .3 Policies and Authorities Continued... v ORS 404.130. Assignment of an SAR incident number. m ORS 404.300-404.325. Provisions regarding equipment and signaling devices. 0 ORS 404.350. Rescue of companion animals. m 2. SITUATION AND AWARENESS 2.1 Situation The City is faced with a number of hazards that may require SAR support. The following considerations should be taken into account when planning for and implementing ESF 9 activities: A major disaster or emergency situation may result in large numbers of displaced, stranded, lost, or trapped individuals needing prompt rescue and medical attention. The first 72 hours of an SAR operation are the most critical in terms of reducing the mortality rate of an incident and therefore must begin as soon as possible. SAR personnel often need to be trained to deal with extreme or dangerous terrain for operations in remote areas. Similarly,they may need to work in dangerous conditions such as partially collapsed structures or areas with hazardous materials. These situations often require specialized skills that may not be available in a particular community, and experts may need to be brought in from other areas. Strict SAR procedures related to health and safety may be implemented to avoid rescuers becoming victims themselves. Volunteers will be utilized as appropriate. Volunteer SAR personnel are familiar with the Incident Command System (ICS) and National Incident Management System (NIMS) organization and have completed the basic training in both. 2.2 Assumptions ESF 9 is based on the following planning assumptions: SAR operations will continue to increase as population and recreational opportunities grow. Operations may be overwhelmed during emergencies and disasters. Local SAR efforts may require technical assistance from other agencies. Access to impacted locations may be limited due to steep or rocky terrain, water, structural barriers, or debris. Some areas may only be accessible by aircraft or boat, and fortification of structures may need to occur before any rescue operations can begin. Operations may be overwhelmed during emergencies and disasters. Local SAR efforts may require technical assistance from other agencies. Access to impacted locations may be limited due to steep or rocky terrain, water, structural barriers, or debris. Some areas may only be accessible by aircraft or boat, and fortification of structures may need to occur before any rescue operations can begin. Rapid assessment of impacted areas and lost individuals will assist in the determination of response priorities. (continued on next page) 203 m CO) TI ° EMERGENCY SUPPORT City of Lake Oswego EOP c.1 FUNCTION ANNEX y XI ESF 9—SEARCH AND RESCUE a 2.2 Assumptions Continued... v Local residents and unaffiliated volunteers may initiate activities to assist in SAR operations and will require m coordination and direction. y n 3. CONCEPTS OF OPERATIONS m 3.1 General Individuals at the incident scene may have initiated rescue operations prior to the SAR or USAR team's arrival. On-Scene Command manages the incident situation to minimize risk of injury to volunteer rescuers and victims. On-Scene Command requests that Lake Oswego Communications (LOCOM) activate the SAR/ USAR team as soon as the need for their services is recognized. On-Scene Command at SAR or USAR incidents creates a unified command structure when USAR operations are part of chemical, biological, radiological, nuclear, or explosive (CBRNE) incident response or when SAR operations involve multiple agencies/jurisdictions (such as joint water rescue operations). 3.2 Disabilities, and Access and Functional Needs Provision of SAR-related activities will take into account populations with disabilities, and access and functional needs. The needs of children and adults who experience disabilities or access and functional needs shall be identified and planned for as directed by policy makers and according to state and federal regulations and guidance. 3.3 Coordination with Other ESFs The following ESFs support SAR-related activities: Firefighting. Provide resources to support SAR operations. ESF 8 Health and Medical. Coordinate emergency medical services for disaster victims. ESF Law Enforcement. Provide resources to support SAR operations. 4. DIRECTION AND CONTROL In the event that SAR services are required,the Fire Department will coordinate City assets and agencies in support of Clackamas County SAR operations. County SAR operations will be conducted by the County Sheriff's Office. Notification of the County Sheriff's Office will be at the direction of the Lake Oswego Fire Department Chief;the Fire Chief will notify the Emergency Management Executive Committee as soon as practical and the EOC will be activated if appropriate. The Emergency Management Executive Committee will notify members of the emergency management organization as applicable. Activation of the local Public Information Officer may be required to dissipate information on missing persons. 5. ESF ANNEX DEVELOPMENT AND MAINTENANCE The Fire Department will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks. 6. APPENDICES APPENDIX A ESF 9—Resources APPENDIX B ESF 9— Responsibilities by Phase of Emergency Management 204 rn EMERGENCY SUPPORT Z City of Lake Oswego EOP FUNCTION ANNEX CP roc • ch444:1 ESF 9—RESOURCES rn The following resources provide additional information regarding ESF 9 and SAR-related issues at the local, m state, and federal level: y CITY 0 • None at this time. n COUNTY y • Emergency Operations Plan • ESF 9 - Search and Rescue • Sheriff's Office Search and Rescue Plan • Clackamas Fire District #1 Urban Search and Rescue Plan • Tualatin Valley Fire & Rescue Urban Search and Rescue Plan STATE • Emergency Operations Plan • ESF 9 -Search and Rescue FEDERAL • National Response Framework • ESF 9 - Search and Rescue 205 rri EMERGENCY SUPPORT Z City of Lake Oswego EOP FUNCTION ANNEX CP ESF 9- PHASES OF EMERGENCY y 71 MANAGEMENT The following checklist identifies key roles and responsibilities for ESF 9 — Search and Rescue. It is broken = out by phase of emergency management to inform tasked agencies of what activities they might be expected CO) to perform before, during, and after an emergency to support the SAR function. All tasked agencies should m maintain agency-specific plans and procedures that allow them to effectively accomplish these tasks. y PREPAREDNESS 71 All Tasked Agencies ❑ Develop plans and procedures for ESF 9 activities, as appropriate. Z [' Participate in ESF 9-related trainings and exercises as appropriate. Fire Department ❑Coordinate regular review and update of the ESF 9 annex with supporting agencies. 0 RESPONSE All Tasked Agencies ❑Provide situational updates to the EOC as required to maintain situational awareness and establish a a common operating picture. C) ❑Provide a representative to the EOC, when requested,to support ESF 9 activities. m Fire Department "n ['Coordinate USAR support with the Fire Defense Board Chief/Clackamas County Disaster Management/ "I EOC Command. ❑Coordinate access to the USAR equipment cache. ❑Coordinate SAR response operations as required for the following types of specialty rescue: ❑Urban/Structural Rescue ❑Specialty rescue (swift water, high angle, etc.) ❑ Establish unified On-Scene Command for CBRNE incidents. Police Department ❑Coordinate SAR support with CCSO. ❑ Establish unified On-Scene Command for incidents involving multiple agencies or jurisdictions. ❑ Provide traffic and crowd control at rescue scenes. ❑ Participate in Joint Information Center (JIC)/Joint Information System (JIS) activities. Emergency Medical Services ['Assist with care and transport of injured persons received in SAR operations. Medical Examiner [' Provide death investigation for all unattended and suspicious deaths. Public Works ❑ Provide equipment and operators to assist in rescue operations. ❑ Provide signs, barriers, equipment, and personnel to assist in traffic and crowd control. 206 rri EMERGENCY SUPPORT Z City of Lake Oswego EOPclFUNCTION ANNEX CP .07 CCI ESF 9- PHASES OF EMERGENCY y 71 MANAGEMENT RESPONSE CONTINUED Engineering y Provide technical engineering advice to on-scene personnel. Parks and Recreation Department ['Provide equipment and operators to assist in rescue operations. m ❑Provide signs, barriers, equipment, and personnel to assist in traffic and crowd control. m Building Department ['Conduct building assessments m American Red Cross ['Provide and manage shelter and mass care operations for victims and feeding and support services for emergency responders. a ❑Provide a liaison to On-Scene/EOC Command to coordinate support activities. Z Lake Oswego Amateur Radio Services ['Provide emergency HAM radio communications to the EOC and field units through amateur radio, as m requested. m RECOVERY • All Tasked Agencies ❑Demobilize response activities. ❑Maintain incident documentation to support public and individual assistance processes. Fire Department ['Compile and keep all documentation collected relating to the management of SAR operations and the assets utilized during SAR-related activities. ['Coordinate all after-action activities and implement corrective actions as appropriate. MITIGATION All Tasked Agencies ['Participate in the hazard/vulnerability identification and analysis process. ['Take steps to correct deficiencies identified during the hazard/vulnerability identification and analysis process as appropriate. 207 THIS PAGE LEFT BLANK INTENTIONALLY 208 m CO) TI 1' c° EMERGENCY SUPPORT 0 City of Lake Oswego E• r ,' n'i 0 o! FUNCTION ANNEX = ESQ 1 IIAZARDOUS MATFRIIr —4: ,� v The following checklist identifies key roles and responsibilities for ESF 10 response 0 11 (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) y RESPONSE ALL AGENCIES 1 $ ❑Provide situational updates to the EOC as required to maintain situational awareness and establish a )10 common operating picture. m ❑Provide a representative to the EOC,when requested,to support ESF 10 activities. 7a RESPONSE FIRE DEPARTMENT I y ['Identify material and determine appropriate protective measures and notifications. 73 ❑Command firefighting forces and coordinate responding support forces;tactical units remain under m the command of the responding command officers. CO ❑Coordinate decontamination and Urban Search and Rescue (USAR) operations. 0 ❑Ensure that Oregon Emergency Response System (OERS) is notified. y ❑Assist in warning, evacuation,traffic control, and staging; coordinate evacuation operations requiring m specialized personal protective equipment and hazardous materials operations level training. RESPONSE POLICE DEPARTMENT I ❑Attempt to identify material, if first on scene. ['Provide law enforcement personnel to staff EOC positions. ❑Coordinate law enforcement response activities including traffic control, crowd control, and evacuation. ['Analyze law enforcement resource needs and request assistance through the EOC. ['Provide explosive disposal unit expertise. ❑Provide/coordinate security for shelters, critical facilities, Point of Dispensation (POD) locations, and feeding centers. ❑Enforce mandatory public health and safety actions. RESPONSE PUBLIC WORK ❑Attempt to identify material, if first on scene. ['Provide personnel to staff EOC positions. ❑Support decontamination, containment, USAR, evacuation, and debris removal operations as appropriate. ❑Attempt to identify the source and route/speed of travel if the substance enters storm drains. ['Provide damming and absorbent materials. ['Provide signs, barriers, equipment, and personnel to assist in traffic and crowd control; assist in road closures. ❑Coordinate transportation routes and resources with adjacent cities and the Oregon Department of Transportation. ❑Conduct preliminary assessment of wastewater and drainage systems and damage to structures, streets, and utilities; conduct emergency repairs as appropriate. (continued on next page) 209 r 1iii/ m CO) TI o'c EMERGENCY SUPPORT 0 City of Lake Oswego E• n' o! FUNCTION ANNEX — ESr 1I IAZARDOUS MATFRI� r v The following checklist identifies key roles and responsibilities for ESF 10 response Q (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) RESPONSE PUBLIC WORKS CONTINUED... ❑ Monitor the condition of, and amount of traffic on, emergency transportation routes and implement )10 emergency repairs to streets and bridges as necessary to support emergency operations and restore m essential traffic flow. ❑ Provide public works support for emergency operations as necessary, including heavy equipment and skilled equipment operators. y RESPONSE PUBLIC AFFAIRS I y ❑ Staff the EOC Public Information Officer (PIO) position. ❑ Develop general and agent-specific information for media and public, including exposure control and Z self-protection measures, and locations and hours for Points of Dispensation and other prophylaxis/ treatment facilities. m ❑ Ensure that updated information is distributed regarding incident status, evacuation routes and detours, traffic conditions,transportation options for those who need assistance, shelter locations and updates, and systems for locating family, friends, and pets, and other information needed for public safety and welfare. ❑ Work with local, County, State, regional and federal jurisdictions' PlOs, and with responder groups,to provide information to public and employees. ❑ Gather, prepare, and obtain on-scene and/or EOC Command approval for release of all communications sent to media,jurisdictions and employees. RESPONSE EMERGENCY MEDICAL SERVICES ❑ Provide triage,treatment, and patient ambulance transport. ❑ Work closely with other emergency responders to coordinate care and transport of victims. RESPONSE AMERICAN RED CROSS ❑ Provide and manage shelter and mass care operations for victims of disaster, and feeding and support services for emergency responders. ❑ Manage inquiries from concerned family members outside the disaster area. ❑ Coordinate with Clackamas County Disaster Management (CCDM) and the EOC regarding non-Red Cross shelters and shelters for pets. RESPONS L ' RIVAT NDUSTR ❑ Be familiar with state and local government hazardous materials planning. ❑ Respond to emergencies, as required by law. ❑ Coordinate cleanup and site restoration, when required to do so by law. ❑ Provide expertise and resources to local government and/or state government to help mitigate the effects of a hazardous materials incident. ❑ Provide resources, equipment, and knowledge on the removal and disposal of contamination. 210 ,,.. THIS PAGE LEFT BLANK INTENTIONALLY 211 m y 17 ; EMERGENCY SUPPORT 0 City of Lake Oswego EOP ,L or FUNCTION ANNEX ESF 10-TABLE OF CONTENT 1. Introduction 213 1.1 Purpose 213 1.2 Scope 213 1.3 Policies and Authorities 213 y 2. Situation and Assumptions 213 2.1 Situation 213 2.2 Assumptions 214 3. Concepts of Operations 214 3.1 General 214 3.2 Levels of Response 215 3.2.1 Level 1 Emergency 215 3.2.2 Level 2 Emergency 215 3.2.3 Level 3 Emergency 215 3.2.4 Security Incident 215 ■ 3.3 Basic Priorities 215 3.4 Information Sources 216 _ 3.4.1 Chemical Transportation Emergency Center 216 3.4.2 National Response Center (NRP) 216 3.4.3 Oregon State Fire Marshal's Hazardous Substance Employer Survey 216 3.4.4 Oregon Poison Control Center 216 3.4.5 Safety Data Sheets 217 3.4.6 Printed Resources 217 3.4.7 Computer Aided Management of Emergency Operations 217 3.5 Training Levels 217 3.6 Operational Guidelines 217 3.7 Disabilities, and Access and Functional Needs 217 3.8 Coordination with Other ESFs 218 4. Direction and Control 218 5. ESF Annex Development and Maintenance 218 6. Appendices 218 Appendix A: ESF 10 Resources 219 Appendix B: ESF 10 Responsibilities by Phase of Emergency Mngmt. Checklist 220 Appendix C: City Operational Guidelines 223 212 m CO) TI ; � - , , EMERGENCY SUPPORT 0 City of Lake Oswego EOP ,,0 o; FUNCTION ANNEX = N ESF 10-HAZARDOUS MATERIALS XP CP c ESF 10 TASKED AGENCIES CO) Primary City Agenci. Fire Department E Public Works Department m Supporting City Agency Police DepartmentXI Engineering Department r American Medical Response y American Red Cross Community Partners Lake Oswego Amateur Radio Emergency Services (LOARES) Chemical Transportation Emergency Center(CHEMTREC) County Agen Mutual Aid Partners/Fire Defense Board State Agency Department of Environmental Quality, Oregon State Fire Marshal (OSFM) Regional Hazardous Materials (HazMat) Team No. 3 Federal Agency —1 Environmental Protection Agency (EPA) 1 . INTRODUCTION _11ob 1 .1 Purpose Emergency Support Function (ESF) 10 outlines roles and responsibilities in responding effectively to a hazardous materials release or threatened release and provides a framework for response and mitigation activities to prevent or minimize injuries, environmental impact, and property damage. 1 .2 Scope Hazardous materials incidents may occur during the manufacture, use, storage, or transport of hazardous materials, or they may be deliberately caused by vandalism, sabotage, or terrorism. 1 .3 Policies and Authorities The following policies and agreements are currently in place: Hazardous materials are discussed in Oregon Revised Statutes Chapter 453. 2. SITUATION AND ASSUMPTIONS i EMI. 2.1 Situation Substances classified as hazardous materials are used, stored, and transported in the City every day. The west side of the City houses industrial facilities, and the east side has auto body shops. Unknown quantities ■ of hazardous materials are transported through the City by road, rail, air, and pipeline. The Fire Department manages routine hazardous materials incidents in the City with local and mutual aid resources. The Clackamas County Fire Defense Board coordinates fire resources during a major emergency or disaster. (continued on next page) 213 Si m CO) TI EMERGENCY SUPPORT 0 City of Lake Oswego EOP o; FUNCTION ANNEX -- ESF 10-HAZARDOUS MATERIALSXI CI 2.1 Situation Continued The party responsible for the hazardous materials is also responsible for cleanup and disposal of any spill or E release. The following government agencies provide oversight and confirmation that cleanup and disposal are conducted safely according to applicable laws and regulations: m XI On State or federal property— the government agency having jurisdiction. Involving nuclear/radioactive materials — the Oregon Departments of Energy and Human Services. Involving military weapons/materials — U.S. Departments of Defense or Energy. y Involving spills in waterways — the U.S. Coast Guard, EPA, or Oregon Department of Environmental Quality. A hazardous materials incident involving a credible threat or a confirmed deliberate or terrorist/chemical, biological, radiological, nuclear, or explosive act involves multiple agencies,jurisdictions, and levels of government. 2.2 ASSUMPTIONS ESF 10 is based on the following planning assumptions: A natural or technological disaster could result in one or more situations in which hazardous materials are released into the environment. Fixed facilities (chemical plants,tank farms, laboratories, and industries operating hazardous waste sites that produce, generate, use, store, or dispose of hazardous materials) could be damaged so that existing spill control apparatus and containment measures are not effective. Hazardous materials that are transported may be involved in railroad accidents, highway collisions, waterway accidents, or airline incidents. Damage to, or rupture of, pipelines transporting materials that are hazardous if improperly released will present serious problems. Emergency exemptions may be needed for disposal of contaminated materials. Laboratories responsible for analyzing hazardous material samples may be damaged or destroyed in a disaster. 3. CONCEPTS OF OPERATIONS 3.1 General The City Emergency Operations Plan (EOP) has been developed to be consistent with the EOPs of Clackamas County and the State of Oregon. It describes the typical roles and responsibilities of responders. It identifies command functions and provides guidelines for coordinating local, state,federal, industry, and volunteer resources. The City will normally assume the lead role during the emergency phases of a hazardous materials incident. State and federal agencies shall provide technical support during the emergency phases of an incident. The County of incident, either Clackamas County or Multnomah County, can be called for assistance after local resources are exhausted. Cleanup is the responsibility of the spiller. Local, state, and federal agencies shall coordinate recovery activities. 214 � , m CO) TI EMERGENCY SUPPORT 0 City of Lake Oswego EOP o; FUNCTION ANNEX .D.s e c o is-- -- ` ESF 10-HAZARDOUS MATERIALSXP CP 3.2 Levels of Response Co For the purpose of emergency planning,training, and response, hazardous materials incidents are categorized in four levels, described below: ITI 3.2.1 Level 1 Emergency XI Level 1 describes an incident that is out of the ordinary and in which little or no hazardous materials are released. Public health and safety are not immediately threatened; however,the potential may exist for the y incident to escalate (e.g., a gasoline or diesel spill under 42 gallons, involving containers that have fallen but are not damaged or leaking). A hazardous materials incident classified as a Level 1 emergency may be handled within the normal organization and procedures of an emergency response agency and does not require implementation of this plan or notification of the Oregon Emergency Response System (OERS). 3.2.2 Level 2 Emergency Level 2 describes an incident resulting in a localized release of hazardous materials. The health and safety of people and emergency workers in the immediate area may be threatened if protective actions are not taken. A probable environmental impact exists (e.g., gasoline or diesel in excess of 42 gallons, involving a leak of any quantity of unknown contents). A hazardous materials incident classified as a Level 2 emergency has special or unique characteristics requiring resources outside the normal emergency organization of the City or response by more than one emergency response agency and may require partial implementation of this plan. 3.2.3 Level 3 Emergency Level 3 is an incident resulting in a large release of hazardous materials creating a serious threat to public health and safety. Such incidents may require relocation or sheltering of the affected population. A hazardous materials incident classified as a Level 3 emergency requires the coordinated response of all resources at all levels of government to save lives and protect property and will require implementation of this plan. Level 3 incidents may result in an emergency declaration at the local, state, and federal level. 3.2.4 Security Incident A hazardous materials incident classified as a security incident involves threatened or actual sabotage or demonstration of civil disobedience that, if carried out, may result in a release. These may include blockage of a shipment of hazardous materials or threatened or actual sabotage to the shipment. A security incident will primarily involve the law enforcement community in taking whatever steps are required to avoid a threat to the population. State and federal assistance will likely be required to abate the threat. 3.3 Basic Priorities IFE SAFETY PROTECTING THE ENVIRONMENT PROTECTING PROPERTY AND EQUIPTMENT In all hazardous incidents,the Protection of the environment Because the environment, like primary concern is life safety, should be considered ahead of human life, cannot be replaced, starting with the life safety of the protecting property and equipment protecting property and equipment emergency responders. because property and equipment is the lowest priority for an effective, can be replaced. properly handled response to a hazardous material incident. 215 m CO) TI ; � ° , EMERGENCY SUPPORT 0 City of Lake Oswego EOPrn or FUNCTION ANNEX • .°4e -- N ` F ' in-HAZARDOUS MATERIALS XI v 0 3.4 Information Sources Cl) 3.4.1 Chemical Transportation Emergency Center CHEMTREC (800-424-9300) provides 24- hour immediate advice by telephone with data on 350,000 m chemicals. XI Contact the shipper and manufacturer of the hazardous materials to advise them of 5 the spill. y Notify the National Response Center (NRC) IF REQUESTED CHEMTREC wil ' Can provide a phone-link between the HazMat Teams and several different chemical experts and send hard copy via computer or fax. Serve as the National Poison Antidote Center. By contacting CHEMTREC, a conference call can be established with toxicologists from several poison control centers. 3.4.2 National Response Center (NRP) The NRC (800-424-8802), which is operated by the U.S. Coast Guard, receives reports from spillers and acts as the notification, communications,technical assistance, and coordination center for the National Response Team. The NRC is a single access point for accessing all federal agencies involved with hazardous materials. Being operated by the U.S. Coast Guard, it is the contact point for accessing the Pacific Strike Team, a specially trained and equipped hazardous materials team with expertise in handling water related spills. 3.4.3 Oregon State Fire Marshal's Hazardous Substance Employer Survey OSFM can be reached through OERS. The OSFM maintains information from the State's Hazardous Substance Employer Survey, which annually inventories all businesses in the State for chemicals that are being manufactured, stored, and used at their locations. While this is good information, not all businesses have complied with regulations that require data to be sent to the State. Oregon Regional Response Teams will have this information available on their on-board computers. The OSFM provides an updated list of companies that have reported Extremely Hazardous Substances (EHS) in Lake Oswego Fire Department's area of coverage on an annual basis, which is available through the Fire Department. 3.4.4 Oregon Poison Control Center The Oregon Poison Control Center (503-494-8968 or 800-452-7165) Will provide 24-hour service with expertise on hazardous materials exposure. Has a Toxicologist available for consultation on chemical related health issues. The Oregon Poison Has familiarity with Regional HazMat Teams and their level of training. Control Center : Has excellent follow-up capability for patient treatment and care. Has the ability to get information on trade secrets in a timely manner Provides recommendations on decontamination procedures. 216 m CO) TI ; EMERGENCY SUPPORT 0 City of Lake Oswego EOP or FUNCTION ANNEX -- N F ' 10-HAZARDOUS MATERIALS XI v 3.4.5 Safety Data Sheets y Safety Data Sheets are required by the Occupational Safety and Health Administration (OSHA) as the primary F communications link between chemical manufacturers and users. They provide brief information about the hazards that may be anticipated in an emergency situation involving a particular substance. in Safety Data Sheets provide a good source of information, but definitive answers on toxicity and treatment for exposed victims should be sought from the Poison Control Center. 3.4.6 Printed Resources y There are many different guidebooks to cross reference starting with the Department of Transportation's Emergency Response Guidebook. Responders should use multiple sources as quickly as they can. The Department of Transportation's Guidebook is only useful for the first few minutes of an incident until more detailed information can be obtained from technical resources. 3.4.7 Computer Aided Management of Emergency Operations Computer Aided Management of Emergency Operations (CAMEO) is a collection of 22 integrated programs and databases developed by the National Oceanic and Atmospheric Administration for persons dealing with hazardous materials. CAMEO also has a plume modeling program to visualize vapor dispersion patterns. Most HazMat teams have CAMEO installed in vehicles. 3.5 Training Levels Per OSHA 29 Code of Federal Regulations 1910.120, City employees shall not work outside their scope of training, knowledge, and skill level. FIRST RESPONDER Individuals who are likely to witness or discover a hazardous substance AWARENESS LEVEL release. This group should include police officers and Public Works field personnel. FIRST RESPONDER Individuals that respond to releases. This would include Fire Department OPERATIONS LEVEL personnel. The Fire Department will have personnel trained at this level to respond and ON-SCENE INCIDENT take command of a hazardous materials incident as soon as possible. COMMANDER LEVEL Note: the first arriving unit will take command until personnel trained to the On- Scene Incident Commander level arrive. 3.6 Operational Guidelines Guidelines for hazardous material response operations are provided in Appendix C of this annex. 3.7 Disabilities, and Access and Functional Needs Provision of hazardous materials-related activities will take into account populations with disabilities, and access and functional needs. The needs of children and adults who experience disabilities or access and functional needs shall be identified and planned for as directed by policy makers and according to state and federal regulations and guidance. 217 Um. m CO) TI 'c EMERGENCY SUPPORT 0 City of Lake Oswego EOP 0 o; FUNCTION ANNEX -- N FQ' 10-HAZARDOUS MATERIALS XI v 3.8 Coordination with Other ESFs CO The following ESFs support hazardous materials—related activities: ESF 4 Firefighting. Provide resources to support SAR operations. ITI XI ESF 8 Health and Medical. Coordinate emergency medical services for disaster victims. y E Law Enforcement. Provide resources to support SAR operations. 4. DIRECTION AND CONTRO The Fire Department will assume command during the emergency phases of an incident. All other local responding agencies will provide support to the lead agency during the emergency phases of an incident. County, State, and federal agencies will be utilized according to the guidance set forth in the County and State EOPs. The Oregon Department of Environmental Quality shall assume the lead role for directing cleanup and site restoration. The property owner or hauler involved is legally responsible for reporting the spill, performing cleanup, or hiring a cleanup contractor and disposing of the spilled materials. Some volunteer organizations may be used to provide assistance to responding agencies. Requests for volunteers will be made through Clackamas County Disaster Management (CCDM). 5. ESF ANNEX DEVELOPMENT AND MAINTENANCE The Fire Department will ensure that this annex and supporting plans and documents are reviewed and updated at least every two years or when changes occur, such as lessons learned from exercises or actual incidents. 6. APPENDICE APPENDIX ESF 10—Resources APPENDIX B ESF 10— Responsibilities by Phase of Emergency Management APPENDIX C I City Operational Guidelines 218 ; � ° , EMERGENCY SUPPORT Z City of Lake Oswego EOP or FUNCTION ANNEX CI -_- ESF 10—RESOURCES rn The following resources provide additional information regarding ESF 10 and hazardous materials—related C issues at the local, state, and federal level: m to • None at this time. COUNTY lirI � I y • EOC Library • Fire Resource Management Plan (needs to be updated) • Companies Reporting Extremely Hazardous Substances (available on CD) • 2008 US Department of Transportation Emergency Response Guidebook • National Institute for Occupational Safety and Health Pocket Guide to Chemical Hazards STAT • Emergency Operations Plan • ESF 10—Hazardous Materials FEDERAL • National Response Framework • ESF 10—Oil and Hazardous Materials • Northwest Area Contingency Plan • National Contingency Plan 219 rl a I , EMERGENCY SUPPORT Z City of Lake Oswego EOP ; , or FUNCTION ANNEX ESF 10- PHASES OF EMERGENCY y 71 MANAGEMENT The following checklist identifies key roles and responsibilities for ESF 10 - Hazardous Materials. It is broken = out by phase of emergency management to inform tasked agencies of what activities they might be expected To to perform before, during, and after an emergency to support hazardous materials function. All tasked agencies should maintain agency-specific plans and procedures that allow them to effectively accomplish ITI y these tasks. PREPAREDNESS ' , SA iTi All Tasked Agencies ❑Develop operational plans for ESF 10 activities. If17 ❑Participate in ESF 10-related trainings and exercises as appropriate. () rn Fire Department ❑Coordinate regular review and update of the ESF 10 annex with supporting agencies. ❑Facilitate collaborative planning to ensure the City's capability to support ESF 10 activities. ❑Develop and maintain a Hazardous Materials Response Plan for the City. ❑Ensure that staff are identified and adequately trained to fulfill the finance function in the Emergency )10 Operations Center (EOC), including assets utilized during a hazardous materials response. RESPONS m All Tasked Agencies m ❑Provide situational updates to the EOC as required to maintain situational awareness and establish a Z common operating picture. 1 ❑Provide a representative to the EOC,when requested,to support ESF 10 activities. Fire Department ❑Identify material and determine appropriate protective measures and notifications. ❑Command firefighting forces and coordinate responding support forces;tactical units remain under the command of the responding command officers. ❑Coordinate decontamination and USAR operations. ❑Ensure that OERS is notified. ['Assist in warning, evacuation,traffic control, and staging; coordinate evacuation operations requiring specialized personal protective equipment and hazardous materials operations level training. Police Department ❑Attempt to identify material, if first on scene. ❑Provide law enforcement personnel to staff EOC positions. ❑Coordinate law enforcement response activities including traffic control, crowd control, and evacuation. ['Analyze law enforcement resource needs and request assistance through the EOC. ❑Provide explosive disposal unit expertise. ❑Provide/coordinate security for shelters, critical facilities, Point of Dispensation (POD) locations, and feeding centers. ❑Enforce mandatory public health and safety actions. 2zo a ; � ° , EMERGENCY SUPPORT Z City of Lake Oswego EOP or FUNCTION ANNEX CI ESF 10- PHASES OF EMERGENCY y 71 MANAGEMENT RESPONSE a Public Works Department m ['Attempt to identify material, if first on scene. y ❑Provide personnel to staff EOC positions. 0 71 Support decontamination, containment, USAR, evacuation, and debris removal operations as appropriate. m ❑Attempt to identify the source and route/speed of travel if the substance enters storm drains. ❑Provide damming and absorbent materials. m ❑Provide signs, barriers, equipment, and personnel to assist in traffic and crowd control; assist in road C') closures. Z Coordinate transportation routes and resources with adjacent cities and the Oregon Department of 0 Transportation. .< ['Monitor the condition of, and amount of traffic on, emergency transportation routes and implement emergency repairs to streets and bridges as necessary to support emergency operations and restore )10 essential traffic flow. Z Conduct preliminary assessment of wastewater and drainage systems and damage to structures, streets, )10 and utilities; conduct emergency repairs as appropriate. m Provide public works support for emergency operations as necessary, including heavy equipment and skilled equipment operators. m Public Affairs Z Staff the EOC Public Information Officer (PIO) position. ❑Develop general and agent-specific information for media and public, including exposure control and self- protection measures, and locations and hours for Points of Dispensation and other prophylaxis/treatment facilities. Ensure that updated information is distributed regarding incident status, evacuation routes and detours, traffic conditions,transportation options for those who need assistance, shelter locations and updates, and systems for locating family,friends, and pets, and other information needed for public safety and welfare. Work with local, County,State, regional and federal jurisdictions' PlOs, and with responder groups,to provide information to public and employees. Gather, prepare, and obtain on-scene and/or EOC Command approval for release of all communications sent to media,jurisdictions and employees. Emergency Medical Services ❑Provide triage,treatment, and patient ambulance transport. El Work closely with other emergency responders to coordinate care and transport of victims. American Red Cross ['Provide and manage shelter and mass care operations for victims of disaster, and feeding and support services for emergency responders. ['Manage inquiries from concerned family members outside the disaster area. ❑Coordinate with CCDM and the EOC regarding non-Red Cross shelters and shelters for pets. 221 a 'c EMERGENCY SUPPORT Z City of Lake Oswego EOP or FUNCTION ANNEX CI ESF 10- PHASES OF EMERGENCY y 71 MANAGEMENT RESPONSE CONTINUED _ -11 LOARES ❑Provide and manage emergency communications through its network of trained and licensed amateur y radio operators. 0 Private Industry 71 m ❑Be familiar with state and local government hazardous materials planning. Respond to emergencies, as required by law. Z Coordinate cleanup and site restoration, when required to do so by law. C) Provide expertise and resources to local government and/or state government to help mitigate the effects Z of a hazardous materials incident. ❑Provide resources, equipment, and knowledge on the removal and disposal of contamination. .< RECOVERY a All Tasked Agencies a ❑Demobilize response activities. ❑Maintain incident documentation to support public and individual assistance processes. m Fire Department m ❑Compile and keep all documentation collected relating to the management of hazardous materials Z response operations. Coordinate all after-action activities and implement corrective actions as appropriate. All after-action activities and implement corrective actions as appropriate. MITIGATION All Tasked Agencies ❑Participate in the hazard/vulnerability identification and analysis process. ❑Take steps to correct deficiencies identified during the hazard/vulnerability identification and analysis process as appropriate. 222 two- ° , EMERGENCY SUPPORT Z City of Lake Oswego EOP or FUNCTION ANNEX CI ESF 10-CITY OPERATIONAL GUIDE y 0 INITIAL RESPONDERS n Size-up/Identification ['Approach from up-wind, up-stream, and up-grade. ['Observe from safe distance. m ❑Use binoculars. ❑ Examine shipping papers or I.D. numbers. ❑ Examine placards/labels. Z [' Interview driver, conductors, dock manager, etc. ElRefer to Department of Transportation Guidebook or Fire Fighters' Handbook of Hazardous Materials. Use r of at least three different sources is preferable. G) ❑ Position apparatus pointing away from incident. C ❑ Determine routes of egress if emergency develops. m ❑Communicate these routes to all involved personnel. Isolate A—Avoid Contact with Materials, Fumes, Dust, etc. ❑ Eliminate or avoid ignition sources (no smoking or use of highway flares). ❑ Determine whether larger evacuation necessary to keep people away from chemicals. ❑ Establish a control line at a safe distance. Rescue Injured Person if Prudent ❑You may have to delay rescue to identify hazards. ❑ Identify all people who might have been injured or exposed. Notification and Technical Help ❑Alert dispatch operators or 9-1-1 to begin notifications ❑State agencies: OERS (1-800-452-031 1) ❑ Federal agencies: NRC (1-800-424-8802) n Industry: CHEMTREC (1-800-424-9300) ❑ Emergency medical advice: Poison Control Center (1-800--452-7165 or 225-8968 Useful Information ❑Your name, agency, location, and call back number ❑Type of material involved, amount spilled,when spilled, and how spilled ['Which Emergency Response Guide page you are using [' Name of shipper or manufacturer ['Container type [' Rail car or truck number [' Hazard involved (health, environment) ❑Actions underway ❑ Responsible party ❑ Local conditions 223 Imo a ; s ° , EMERGENCY SUPPORT Z City of Lake Oswego EOP or FUNCTION ANNEX CI ESF 10-CITY OPERATIONAL GUIDE y 0 INITIAL RESPONDERS n Establish Incident Command ['Determine who is the Incident Commander. 0 III Transmit size-up to responding crews and LOCOM. m ❑Set up field command post at safe location. ❑Tell dispatcher exact location of command post. ❑Establish communications with off-scene help. 0 ❑Pass command as appropriate. )10 ❑Brief new commander. F INCIDENT COMMANDE ' c Establish Incident Command m ❑Clearly identify yourself as commander. ❑Make sure the command post is at a safe location. ['Establish unified command, if appropriate,with agencies on scene. ❑Identify lead state agency, if any. Determine the Hazard ❑Check placards, shipping, etc. III Use reference books and off-scene help (e.g., OERS and CHEMTREC, Department of Transportation Guidebook) ['Determine downwind, downstream, and downslope exposures. ❑Identify ignition sources. ❑Determine winds speed and direction. ❑Use available detection equipment. ❑HazMat Teams have some testing equipment if product unknown. Notification and Technical Help egionaHazMat eams: 1-800-452-0311 1111 State agenks: %WI1-800-452-0311 El Federal agencies: NRC 1-800-424-8802 ir Industry: CHEMTREC - 1-800-424-9300 IIII Haz-Com data ' 1-503-378-2885 Emergency medical advic (Poison Control Center ) 1-800-452-7165 224 ; , EMERGENCY SUPPORT Z City of Lake Oswego EOP o; FUNCTION ANNEX ESF 10-CITY OPERATIONAL GUIDE y 0 INCIDENT COMMANDER n Assign Team Responsibilities ❑ Evacuation/shelter-in-place: ❑Rescue: 0 ❑ Traffic and crowd control: ❑Containment: m ❑ Fire suppression: ❑Public information: ❑ Communications: El Safety officer: ❑ Emergency medical: r Evaluate Control Line and Revise if Necessary ❑ Use tape, rope,fire hose, etc. ❑ Leave a margin of error. 0 m Decontamination ❑ Assign a decontamination team and officer: ❑ Check people and equipment. ❑ Set up decontamination procedures. Establish Staging Area for Medical Treatment ❑ See ESF 8 — Public Health and Medical Services EVACUATION/SHELTER-IN-PLA ' Determine Danger Area ❑ Determine size of spill. ❑ Determine plume direction. ❑ Identify people and facilities in danger area. Decide Between Evacuation or Shelter-in-place What will reduce exposure? ❑ Begin warning and/or evacuation procedures for those nearest the spill site. ❑ Work outwards from spill site. ❑ Inform evacuees to lock doors,taking small valuables and necessary medication. ❑ Provide information on safest evacuation route. Notify Those Who Need to Know ❑ Law enforcement agencies ❑ Emergency management (city, county, state), Red Cross ❑ County Health Officer ❑ Local TV and radio ❑ Dispatchers ❑ Other emergency relief organizations ❑ Transportation companies 225 Imo ; � EMERGENCY SUPPORT Z City of Lake Oswego EOP or FUNCTION ANNEX CI ESF 10-CITY OPERATIONAL GUIDE y 71 TRAFFIC CONTROL AND LAW ENFORCEMENT n ❑ Obtain guidance from the Incident Commander on the need for an exclusion perimeter, and the distances if so. 0 ❑ Establish the perimeter, using rope, barricades, vehicles, etc. (avoid flares if any indication that combustible/flammable chemicals are present.) ❑ Reroute pedestrians and vehicles around perimeter—keep onlookers, news media, and others from excluded area. ❑ Request additional assistance as needed. 0 ❑ Be prepared, at the request of the Incident Commander,to remove persons hindering emergency )10 operations. r PUBLIC INFO ' ' I I c What to do First ❑ Gather information from field PlOs or other reliable sources and disseminate messages approved by the Incident Commander. ❑ Set up press briefing if necessary. See ESF 14 for more information. Work with State PIO ❑ Communicate with the PIO from the Lead State Agency. Coordinate with State PIO before issuing updates, if appropriate. The State PIO will help provide information about health effects, environmental effects, State resources, etc. ❑ Set times for updates with State PIO and with on-scene press What to tell Reporters They will want to know: . Who had the accident? . What has been injured? . Who is the Incident Commander (name, rank, What is the material involved? . who he/she works for, etc.)? . What are the public safety or health hazards? . What is the estimated loss? . Where did the accident occur? . When did it occur? . How did it occur? Describe response actions. (Work with State PIO on describing health effects). Do not tell more than you know. Do not try to keep things from the press (except, of course, names of injured or dead before notification of families). Take notes about response actions and who you told what. The notes will help you later. NOTE: The media may be helpful in issuing emergency public announcements. 226 r ; 'c ° , EMERGENCY SUPPORT Z City of Lake Oswego EOP or FUNCTION ANNEX CI ESF 10-CITY OPERATIONAL GUIDE y 71 MEDICAL SERVICE/HEALTH OFFICER ❑ At incident scene: ['Be aware of dangers. ❑Take proper precautions to protect yourself when handling casualties. m ❑Coordinate actions with the Incident Commander. ❑Coordinate support activities as required with response agencies present. - ❑ Confirm health hazard. Q ❑ Investigate toxic levels of materials involved. ❑ Seek antidote options. r ❑ Confirm evacuation area perimeters (includes establishment of triage areas as required). C) ❑ Coordinate with hospitals involved. Advise them as to the probability of people self referring themselves C to hospitals. m ❑ Ensure that no etiological agents are involved. ❑ Coordinate with Reception and Care Coordinator regarding medical services required by evacuees. ❑ Decontaminate personnel/equipment as required. Hospital Ambulance ❑ Help question/examine responding personnel on state of health. Treat as required. ❑ Work with State Health Division and Department of Environmental Quality to address environmental health/sanitation impacts. Note: News releases are to be made by an authorized public information officer. Check with Incident Commander 227 THIS PAGE LEFT BLANK INTENTIONALLY 228 m CO) TI ; � o } EMERGENCY SUPPORT City of Lake Oswego EOP FUNCTION ANNEX ESF 11 - AGRICULTURE AND ANIMAL 0 PROTECTION The following checklist identifies key roles and responsibilities for ESF 11 response m (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) RESPONSE ALL AGENCIES v ❑ Provide situational updates to the City and/or County EOC, as required,to maintain situational awareness and foster a common operating picture. ❑ Provide a representative to the EOC, when requested,to support ESF 11 activities. RESPONSE PARKS AND RECREATION DEPARTMENT 12 12 ❑ Maintain awareness of County actions, recommendations, and activities during an Agriculture and Animal Protection emergency. ❑ Advise City Council,the City Manager, and the Emergency Management Executive Committee of status of the situation. -I RESPONSE AREA FARMERS AND AGRIBUSINESS ■ ' z ❑ Assess the impact of the emergency on agriculture. ❑ Report status agricultural operations and impacts to the County EOC y RESPONSE AREA VETERNIARIANS ■ ■ O ❑ Provide animal care and veterinary capabilities. CO) m 229 THIS PAGE LEFT BLANK INTENTIONALLY 230 m y 17 /o ° EMERGENCY SUPPORT City of Lake Oswego EOP FUNCTION ANNEX I � r ESF 11 -TABLE OF CONTENTS o n 1. Introduction 232 0 1.1 Purpose 232 1.2 Scope 232 Z 1.3 Policies and Authorities 232 2. Situation and Assumptions 233 2.1 Situation 233 2.2 Assumptions 233 3. Concepts of Operations 234 3.1 General 234 3.2 Agricultural Food Supply 234 3.3 Animal and Plant Disease and Health 234 3.4 Care and Assistance for Animals 235 3.5 Natural and Cultural Resources and Historic Properties 235 3.6 Disabilities, and Access and Functional Needs 236 3.7 Coordination with Other ESFs 236 4. Direction and Control 236 5. ESF Annex Development and Maintenance 236 6. Appendices 236 Appendix A: ESF 11 Resources 237 Appendix B: ESF 11 Responsibilities by Phase of Emergency Mngmt. Checklist 238 231 n® m CO) TI 'c EMERGENCY SUPPORT City of Lake Oswego EOP cr FUNCTION ANNEX a ESF 11 -AGRICULTURE AND ANIMAL 2 PROTECTION ESF 11 TASKED AGENCIES m Primary City Agency Parks and Recreation Department ):0 CP Supporting City Agency Police Department Community Partners Extension Office Hunt Club Z Clackamas County Disaster Management (CCDM) County Agency Business & Community Services (BCS) Health, Housing, and Human Services (H3S) State Agency Oregon Department of Agriculture (ODA) 0 Federal Agency U.S. Department of Agriculture m 1 . INTRODUCTION 1 .1 Purpose ESF 11 is intended to create awareness regarding the County's coordination of effective and humane responses involving animal and agricultural issues, and work to protect natural resources. 1 .2 Scope Activities encompassed within the scope of ESF 11 include awareness of County resources that may be called in to assist in an animal and agricultural issue within the City. 1 .3 Policies and Authorities The ODA, in accordance with Oregon State law, specifically Oregon Revised Statutes, Chapter 596 (Disease Control Generally) and Oregon Administrative Rules 603 Division 11, has the authority to: Declare an animal health emergency. Impose restrictions on importations of animals, articles, and means of conveyance. Quarantine animals, herds/flocks, parts of the State, and the entire State; create quarantine and isolation areas. Stop the movement of animals Require the destruction of animals, animal products, and materials. Specify the method for destruction and disposal of animals, products, and materials. Indemnify owners for animals destroyed. Employ deputy state veterinarians and livestock inspectors. Farm Service Agency (FSA) programs are administered through the U.S. Department of Agriculture (USDA) and are subsequently activated by the U.S. Secretary of Agriculture in support of a natural hazard event, such as drought. These include (continued on next page): Noninsured Assistance Program Emergency Conservation Program Emergency Conservation Reserve Program Haying and Grazing Emergency loans Assistance 232 m Cl, TI o } EMERGENCY SUPPORT City of Lake Oswego EOP FUNCTION ANNEX XI gar ESF 11 -AGRICULTURE AND ANIMAL PROTECTION 1 .3 Policies and Authorities Continued I" Not all FSA programs require a disaster declaration prior to activation. v The FSA has local offices throughout the State, including in Oregon City,that are often co-located with the Natural Resources Conservation Service and/or the local soil and water conservation district office. More Z information about programs administered by the FSA can be accessed via the following website: http:// disaster.fsa.usda.gov/fsa.asp 2. SITUATION AND ASSUMPTIONS 2.1 Situation 7° The City and County are faced with a number of hazards that may result in impacts to agriculture or natural m resources, as well as potentially impacting animals. The following considerations should be taken into 0 account when planning for and implementing ESF 11 activities: -I Numerous plant and animal diseases exist that could impact communities through natural, accidental, or intentional introduction. Drought and other severe weather may impact agriculture and animals throughout the City. Vulnerability of animals during disasters or emergencies can have impacts at both individual and commercial levels, with the potential for long-range effects on the local and state economies. An emergency may cause or be caused by the spread of a contagious disease through the food and water supply systems or from animals to people. Some animal diseases are very contagious (such as foot and mouth disease) and would be very difficult to identify, isolate, control, and eradicate. In addition, many agents are zoonotic, affecting both animals and people. Some plant diseases are highly infectious to other plants and can be very difficult to identify, isolate, control, and eradicate. Any displacement or evacuation of people from their homes may cause household pets and livestock to be placed at risk for food, shelter, and care. Local general population shelters are likely inadequately prepared for pets or livestock. 2.2 Assumptions ESF 11 is based on the following planning assumptions: The owners of pets and livestock,when notified of an impending emergency,will take reasonable steps to shelter and protect their animals. Livestock, wildlife, birds, and crops may be affected by a disease or insect outbreak. Plants and animals may die of such an outbreak or need to be destroyed/depopulated. Agricultural production capability and/or value may become severely limited. This could greatly impact the economic stability and viability of a community or region. (continued on next page) 233 m CO) TI 'c EMERGENCY SUPPORT City of Lake Oswego EOP cr FUNCTION ANNEX -°.seco . i 70 ESF 11 -AGRICULTURE AND ANIMAL 2 PROTECTION XP 2.2 Assumptions Continued a The time between the reporting of a disease and its identification as an emergency is critical. A highlyCP contagious disease could spread rapidly through a region via vectors, markets, product movement, and fomites (people,vehicles, etc.). z Z A community's resources would be rapidly depleted if the outbreak involved multiple facilities or large areas. E Aggressive and proactive actions by local, State, and (possibly) federal authorities will be required in order to r stop a highly contagious disease. ND XI Some land owners, individuals, or groups may strenuously object to depopulation of animals or destruction 0 of plants. Some people may not consider the threat of the disease spread valid and may take actions m counterproductive to control and eradication efforts. () First responders may not be familiar with the special conditions of an animal or plant health emergency. These include quarantine, isolation, security and bio-security precautions, personal protective equipment, O decontamination, etc. Volunteers will want to help and can make a significant contribution to response efforts. 3. CONCEPTS OF OPERATIONS 3.1 General CCDM and other County departments and organizations will coordinate and/or provide the agriculture and natural resources services they are equipped to and then coordinate with other emergency response partners, especially ODA and USDA, for emergencies that affect the local agricultural food supply, animal and plant health, and the well-being of animals in the County. If the provided services still are not adequate,the County can declare a state of emergency in accordance with the declaration requirements in the County EOP Basic Plan. If the County Emergency Operations Center(EOC) is activated, agriculture and natural resources services will be coordinated through the County EOC. 3.2 Agricultural Food Supply The County will coordinate with its emergency response partners regarding the safety and viability of locally grown food (including items grown in private gardens) potentially affected by an emergency event (such as drought, flooding, a terrorist act involving hazardous or radioactive materials, etc.). This will entail coordinating with ODA, USDA, County Health and Human Services, and others regarding the safety of the local food supply and, for a national emergency,the safety of the national food supply, in order to inform and protect persons in the County. 3.3 Animal and Plant Disease and Health Domestic animals, wild animals, plants, and the timber industry could be vulnerable to the spread of animal or plant diseases related to an emergency. The County has procedures and policies specific to managing disease control and the health of certain animals and plants affected by an emergency,which are referenced in Clackamas County's ESF 8 - Public Health and Medical Services. Important elements to consider include the identification and control of animal and plant diseases associated with or exacerbated by an emergency; (continued on next page) 234 m y 17 /o� E.os1. EMERGENCY SUPPORT City of Lake Oswego EOP �� ' a, FUNCTION ANNEX � ESF 11 -AGRICULTURE AND ANIMAL 2 PROTECTION 3.3 Animal and Plant Disease and Health Continued isolation or quarantine of animals; and the disposition of animals killed by the emergency or required to be Z destroyed as a result of the emergency. )20 The County will coordinate with emergency response partners for related information and services. With support from the Oregon Department of Human Services,the County will be the principal point of contact for 5 an outbreak of a highly infectious/contagious animal or zoonotic (capable of being transmitted from animals to people) disease posing potential impacts to human health. The ODA in particular has broad expertise with animal and plant diseases and health, including the authority to: 0 Declare an animal health emergency. Impose restrictions on importations of animals, articles, and means of conveyance. Quarantine animals, herds, parts of the State, and the entire State and create quarantine areas. Z Stop the movement of animals. Require the destruction of animals, animal products, and materials. Animal quarantine measures will be implemented through county Public Health Departments and do not require a court order. 3.4 Care and Assistance for Animals The County recognizes that care and concern for domestic animals might delay and affect emergency actions necessary for the well-being of humans. Animals in Disasters planning should address care and assistance for livestock, household pets, other domestic animals that are not household pets (e.g., horses), and wild animals affected by an emergency. This includes concerns such as sheltering them, evacuating them, and aiding injured or displaced animals. The County will coordinate with local emergency response partners to accomplish this, including the CCDM (which might open animal evacuation shelters, for instance, at a local school), local veterinarians,the ODA (for livestock and other domestic animals that are not pets), and Oregon Department of Fish and Wildlife (for wild animals). Persons in the City and County have the primary responsibility for the health and welfare of their livestock, household pets, and other domestic animals and will be encouraged to provide for their care in an emergency to the extent possible. This is best handled by public information campaigns as part of emergency preparedness. Additional information is provided in Clackamas County's EOP, Support Annex 3 —Animals in Disaster. 3.5 Natural and Cultural Resources and Historic Properties Local soil and water conservation districts and other state and federal organizations will take the lead for assessing threats to natural resources from an emergency, including water quality, air quality, forest land, fishing, wildlife, soil quality, and others. The County will coordinate with the State Historic Preservation Office _ and others regarding impacts to cultural resources and historic properties owned or managed by the County. (continued on next page) 235 m y 17 �0� os1.. EMERGENCY SUPPORT City of Lake Oswego EOP If- ��; a FUNCTION ANNEX � ESF 11 -AGRICULTURE AND ANIMAL 2 PROTECTION Important emergency response entities will include County and State Forestry Departments, local soil and water conservation districts, Oregon Department of Environmental Quality, Oregon Department of Fish and z Z Wildlife, and tribal organizations. 3.6 Disabilities, and Access and Functional Needs z Provision of ESF 11-related activities will take into account populations with disabilities, and access and functional needs. The needs of children and adults who experience disabilities and others who experience access and functional needs shall be identified and planned for as directed by policy makers and according to state and federal regulations and guidance. 3.7 Coordination with Other ESFs The following ESFs support ESF 11-related activities: m ESF 3 Public Works. Protect the historical structures. Mass Care. Coordinate shelter operations for persons with service animals. Assess the Z ESF 6 status of the food supply; coordinate food and water resources for animal shelter operations. ESF 8 Health and Medical. Assist in zoonotic disease surveillance and response; regulate food safety at restaurants. Hazardous Materials. Coordinate cleanup of hazardous materials incidents that impact natural resources. •F 1 Law Enforcement. Support enforcement of animal quarantine measures. SF 16 Volunteers and Donations. Coordinate volunteers and donated goods to support animal shelter operations. 4. DIRECTION AND CONTROL To minimize duplication of specialized duties,the Emergency Management Executive Committee will work closely with County response agencies to provide emergency services. The Emergency Management Executive Committee will notify the CCDM in the event of an agriculture and natural resource emergency. The Emergency Manager will notify members of the City emergency management organization as applicable. The Mayor and City Council may be required to declare a state of emergency to access County, State, and federal assistance. 5. ESF ANNEX DEVELOPMENT AND MAINTENANCE The Parks and Recreation Department will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks. 6. APPENDICES APPENDIX lM ESF 11—Resources APPENDIX ESF 11— Responsibilities by Phase of Emergency Management 236 o } EMERGENCY SUPPORT Z City of Lake Oswego EOP ! FUNCTION ANNEX CP D4EGots- � I ESF 11 —RESOURCES rn The following resources provide additional information regarding ESF 11 and agriculture and animal protection-related issues at the local, State, and federal level: m CITY o c • None at this time. COUNTY y • Emergency Operations Plan • SA 3—Animals in Disaster STATE • Emergency Operations Plan • ESF 11— Agriculture and Animal Protection • Oregon Animal Disease Emergency Management Plan FEDERAL • National Response Framework • ESF 11—Agriculture and Natural Resources 237 �0� os1.. EMERGENCY SUPPORT Z �~ City of Lake Oswego EOP ' ° FUNCTION ANNEX CCP / I ESF 11 - PHASES OF EMERGENCY y MANAGEMENT The following checklist identifies key roles and responsibilities for ESF 11 - Agriculture and Animal = Protection. It is broken out by phase of emergency management to inform tasked agencies of what activities To they might be expected to perform before, during, and after an emergency to support agriculture and animal function. All tasked agencies should maintain agency-specific plans and procedures that allow them to y effectively accomplish these tasks. PREPAREDNESS71 All Tasked Agencies ❑ Develop operational plans for ESF 11 activities. XI ❑ Participate in ESF 11-related trainings and exercises as appropriate. (� Parks and Recreation Department ❑ Coordinate regular review and update of the ESF 11 annex with supporting agencies. ❑ Facilitate collaborative planning to ensure capability to support ESF 11 activities. ❑ Maintain awareness of County-level plans related to Agriculture and Animal Protection. ❑ Identify pet boarding facilities and private organizations that may provide emergency shelters for animals. Z Area Farmers and Agribusiness ❑ Report potential or actual breaches of agricultural safety or threats to the food supply immediately. RESPONSE - m All Tasked Agencies -I ❑ Provide situational updates to the City and/or County EOC, as required,to maintain situational awareness and foster a common operating picture. ❑ Provide a representative to the EOC, when requested,to support ESF 11 activities. Parks and Recreation Departments ❑ Maintain awareness of County actions, recommendations, and activities during an Agriculture and Animal Protection emergency. ['Advise City Council,the City Manager, and the Emergency Management Executive Committee of status of the situation. Area Farmers and Agribusiness ['Assess the impact of the emergency on agriculture. ❑ Report status agricultural operations and impacts to the County EOC. Area Veterinarians ❑ Provide animal care and veterinary capabilities. RECOVERY All Tasked Agencies ❑ Demobilize response activities. ❑ Maintain incident documentation to support public and individual assistance processes. ❑ Participate in all after-action activities and implement corrective actions as appropriate. 238 a mcp o } EMERGENCY SUPPORT Z City of Lake Oswego EOP FUNCTION ANNEX CP �.�seco�`Ii CO ESF 11 - PHASES OF EMERGENCY m -n MANAGEMENT MITIGATION a All Tasked Agencies co) ❑ Participate in the hazard mitigation planning process for the City. N) ❑ Provide agency and incident data to inform development of mitigation projects to reduce hazard 0 vulnerability. m Area Farmers and Agribusiness ❑ Conduct agriculture restoration activities in a manner that reduces the likelihood and severity of future damages and enhances community resiliency. () m z z c) m m z 239 li® THIS PAGE LEFT BLANK INTENTIONALLY 240 m y TI � ° , EMERGENCY SUPPORT If.) City of Lake Oswego EOP u o; FUNCTION ANNEX ITI 0 ESF 12- =NFRGY The following checklist identifies key roles and responsibilities for ESF 12 response xp m (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) y RESPONSE ALL AGENCIE o ❑ Provide a representative to operate from the EOC or other command location to ensure coordination CO) with other agencies, as necessary. m R PONSE PUBLIC WORKS AN ' GIN RING ' 'A ' MENT ❑ Immediately recall off-duty personnel. ❑Assess critical generator requirements : drinking water, pump stations, lift stations for sewage/waste water. ❑ Relocate equipment as necessary. ❑ Inspect bridges, report other infrastructure for structural damage immediately following the occurrence of an emergency (Engineering) ❑Clear debris from roads, streets, culverts, and streams endangering bridges and other structures and coordinate with the EOC in matters of debris disposal. (Public Works) ❑ Perform temporary repairs of arterial routes and bridges. (PWD) ❑Coordinate restoration of public facilities, roads, and bridges. (Engineering) ❑ Demolish unsafe public works structures. (PWD) ❑ Furnish equipment and operators to assist fire and police in rescue operations. (PWD) ❑Support traffic control measures and provide signing for detours, shelters, routes, security,trespassing. (PWD) ❑ Document personnel and other costs related to the emergency or disaster response for possible federal disaster assistance reimbursement. ❑ Ensure that public works emergency response activities and emergency public information are coordinated with the EOC, when it is operational. ❑ Keep other City departments informed of public works—related aspects of the emergency or disaster. ❑ Prioritize response activities in support of developing the EOC Action Plan. ❑Support public messaging related to ESF-related activities. ❑ Report suspicious devices found on infrastructure to Incident Command. ❑ Provide personnel and equipment to support emergency operations. ❑ Establish a Public Works Branch in the EOC if needed. [' Provide damage assessment information to EOC, as applicable. RESPONS 'ARKS AND RECREATION DEPARTMENT ❑ Immediately recall off-duty personnel. ❑ Relocate equipment as necessary. ❑Clear debris from roads, streets, culverts, and streams that is endangering bridges and other structures and coordinate with the EOC in matters of debris disposal. 241 m y TI � ° , EMERGENCY SUPPORT If.) City of Lake Oswego EOP u o; FUNCTION ANNEX ITI 0 ESF 12— =NFRGY The following checklist identifies key roles and responsibilities for ESF 12 response xp m (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) y RESPONSE PARKS AND RECREATION DEPARTMEN illo z ❑Furnish equipment and operators to assist fire and police in rescue operations. N ❑Support traffic control measures and provide signing for detours, shelters, routes, security,trespassing, m etc. ❑Document personnel and other costs related to the emergency or disaster response for possible federal disaster assistance reimbursement. ❑Ensure that public works emergency response activities and emergency public information are coordinated with the EOC, when it is operational. ❑Keep other City departments informed of public works—related aspects of the emergency or disaster. ❑Prioritize response activities in support of developing the EOC Action Plan. ❑Support public messaging related to ESF activities. ❑Report suspicious devices found on infrastructure to Incident Command. ❑Provide personnel and equipment to support emergency operations. ❑Provide damage assessment information to the EOC, as applicable. RESPONSE BUILDING DEPARTMENTS ❑Conduct damage assessment ❑Work to stabilize damaged public and private structures to facilitate search and rescue and/or protect the public's health and safety. ❑Identify and label uninhabitable/unsafe structures. ❑Work with Public Works to close and repair transportation infrastructure. ❑Work with utilities to repair and restore operations (power, gas, telecommunications, water, wastewater, and storm water systems). ['Prioritize efforts to restore, repair, and mitigate damage to City infrastructure. RESPONSE EMERGENCY MANAGEMENT COMMITT ❑Emergency Management Executive Committee ['Regularly brief City Council on the developing situation. ['Collect resource requirement information from all City departments. ['Evaluate the situation and determine whether EOP implementation is called for. ❑Assess developing conditions; evaluate potential impact. ❑Research sources of needed resources. ❑Establish and maintain contact with the County; provide updates on conditions. ❑Consider activating the EOC. ❑Document actions taken and costs. 242 m y TI 'c ° , EMERGENCY SUPPORT If.) City of Lake Oswego EOP u o; FUNCTION ANNEX ITI 0 ESF 12— =NFRGY The following checklist identifies key roles and responsibilities for ESF 12 response m (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) y RESPONSE WATER TREATMENT PLAN al= z ❑Perform damage assessment on systems and identify problems or shortfalls in water supply. Report N findings to the EOC. m ❑Regulate water and utility usage in times of shortages, as appropriate, ensuring priority use set to meet immediate and essential emergency needs. ['Within available means, protect existing water supplies and restore damaged systems. ❑Prepare appropriate disaster assistance forms for submission to appropriate state and federal agencies. RESPONSE OTHER UTILITY PROVIDERS ❑Continue to operate in the tradition of self-help and inter-service mutual aid before calling for area, regional, or State assistance. ❑Comply with the prevailing priority systems relating to curtailment of customer demands or loads, restoration of services, and provision of emergency services for other utilities and systems. ❑In conjunction with the EOC Operations Section, determine priorities among users if adequate utility supply is not available to meet all essential needs. ❑Assess the affected areas to determine operational priorities and emergency repair procedures with utility field personnel. ❑Repair and restore lifeline utilities. ❑Report status of utility systems to the EOC. ❑Provide information necessary for compiling damage and operational capability reports. 243 m y II City of Lake Oswego EOP '', �n�, EMERGENCY SUPPORT IV o! FUNCTION ANNEX m 1 . 0 ESF-12 ENERGY 73 Xl m y Initial Response 0 Executive Group On-Scene EOC Incident Commander Structure (LEVEL 1 Z Incident y I m City Police Department City Public Works Department City Fire Department I ICS Structure Executive Group EOC Incident Commander (LEVEL 2 or 3 Incident Public Information Officer Liaison Officer ISafety Officer I LOperations Section Chief I Planning Section Chief Logistics Section Chief Financial/Admin Section Chief — City Police Department 1 City Public Works Department 1 City Fire Department 244 C)) THIS PAGE LEFT BLANK INTENTIONALLY 245 m y 17 EMERGENCY SUPPORT N City of Lake Oswego EOP or FUNCTION ANNEX ESF 12—TABLE OF CONTENTS 1. Introduction 247 Z 1.1 Purpose 247 m 1.2 Scope 247 1.3 Policies and Authorities 247 2. Situation and Assumptions 248 2.1 Situation 248 2.2 Assumptions 248 3. Concepts of Operations 249 3.1 General 249 3.2 Utilities 249 3.3 Repair and Restoration 249 3.4 Disabilities, and Access and Functional Needs 249 3.7 Coordination with Other ESFs 249 4. Direction and Control 250 5. ESF Annex Development and Maintenance 250 6. Appendices 250 Appendix A: ESF 12 Resources 251 Appendix B: ESF 12 Responsibilities by Phase of Emergency Mngmt. Checklist 252 246 O m CO) TI EMERGENCY SUPPORT N City of Lake Oswego EOP or FUNCTION ANNEX m IZTI 0 ESF 12—ENERGY XI ESF 12 TASKED AGENCIES Primary City Agency Public Works Department Facilities Division Supporting City - Parks Maintenance Community Partner Area Utilities Counilipenc Clackamas County Disaster Management State Agency Oregon Department of Energy Public Utility Commission Federal Agency Department of Energy 1 . INTRODUCTION 1 .1 Purpose Emergency Support Function (ESF) 12 describes how the City will coordinate plans, procedures, and resources to support response to and recovery from shortages and disruptions in the supply and delivery of energy during a major disaster or incident. 1 .2 Scope The following activities are within the scope of ESF 12: Coordinate with utilities operating in the City to ensure that the integrity of the supply systems is maintained during emergency situations and that any damages that may be incurred are repaired and services restored in an efficient and expedient manner afterward. Monitor and coordinate the availability of electric generating capacity and reserves,the availability and supply of natural gas, and the supply of generation fuels. Monitor and coordinate the restoration of utilizes for normal community functioning. Coordinate with private-sector providers of energy and transportation fuels such as propane, fuel oil, diesel fuel, and gasoline. Assist City departments and agencies in obtaining fuel for transportation, communications, emergency operations, and other critical functions. Help energy suppliers and utilities obtain equipment, specialized labor, and transportation to repair or restore energy systems. 1 .3 Policies and Authorities The following policies and agreements are currently in place: It is the policy of the City that all utilities, whether publicly or privately owned, be prepared to respond to needs caused by an emergency or disaster. The Public Works and Engineering Departments may establish a liaison with such utility providers to coordinate disaster and emergency needs and services. The City is a member of Oregon Water/Wastewater Agency Response Network (ORWARN),which is composed of member utilities providing voluntary emergency assistance to each other. ORWARN facilitates rapid and short-term deployment of emergency services in the form of personnel, equipment, and materials. 247 m CO) TI EMERGENCY SUPPORT N City of Lake Oswego EOP o; FUNCTION ANNEX ITI IZTI 7 O ESF 12—ENERGY 2. SITUATION AND ASSUMPTIONS 2.1 Situation The City is faced with a number of hazards that may require the rapid assessment, repair, and support of energy-related services. The following considerations should be taken into account when planning for and implementing ESF 12 activities: Emergencies, both natural and human-caused, can have significant effects on public and privately owned utilities in a community. The ability to quickly restore damaged water, power, natural gas,telephone, and sewer systems is essential to minimizing a disaster's impacts on the safety, public and environmental health, and economy of the area. The electrical power industry is organized into a network of public and private generation and distribution facilities. Through such networks,the electrical power industry has developed a capability to provide, reroute, and restore power under even the most extreme circumstances. A major disaster could destroy or disrupt all or a portion of the City's energy and utility systems. 2.2 Assumptions ESF 12 is based on the following planning assumptions: A major disaster could destroy or damage portions of a region's energy and utility systems and disrupt local petroleum supplies. Widespread and possibly prolonged electric power failures could occur in a major disaster. The transportation and telecommunications infrastructures will be affected. Delays in the production, refining, and delivery of petroleum-based products may occur as a result of transportation infrastructure problems and loss of commercial power. There may be extensive distribution failure in water, wastewater, and gas utilities. These may take hours, days, or even weeks to repair. There may be panic hoarding of fuel in areas served by severed pipelines or by individuals from neighboring jurisdictions where shortages have occurred. Natural gas lines may break, causing fire, danger of explosion, or health hazards such as inhalation of toxic substances. Water pressure may be low, hampering firefighting and impairing sewer system function. City departments, under an emergency proclamation, may require the authority to enter private property to evaluate and shut off utilities that jeopardize public and private property or threaten public health, safety, or the environment. It is preferred that City agencies coordinate with utilities as needed to evaluate shut off. Fire districts may receive guidance from the EOC to coordinate with water providers as needed to shut off water. 248 m CO) TI ; ' c° , EMERGENCY SUPPORT h.)City of Lake Oswego EOP ,,0 o; FUNCTION ANNEX ITI "....P.tEGotsl. IZTI Xi 0 ESF 12-ENERGY -GI < 3. CONCEPTS OF OPERATIONS . . 3.1 General Utility failures generally occur with little or no warning. Fortunately,they will likely be isolated to a portion of the City. If the incident involves a City utility, i.e.,water or sanitary sewer, Public Works and Engineering responsibilities cover all phases of the planning process, including the development and maintenance of each department's standard operating procedures. For other utility failures, such as natural gas, electrical power, and telephone service,the planning responsibility includes coordination with the utility(s) affected, as well as evacuation and shelter planning for the affected population. 3.2 Utilities UTILITY PROVIDERS FOR THE CITY Portland General Electric juila — NW Natural AM Glenmorrie Water District Lake Grove Water District Water Districts Palatine Hills Water District (only 2 homes are in L.O.) Rivergrove Water District L. Skylands Water Cooperative 3.3 Repair and Restoration If utility problems are created as a result of the disaster,the Public Works and Engineering Departments will coordinate with local utilities to repair and prioritize the restoration of vital utility services. If required,the Public Works Department will coordinate safety inspections with local utilities before the general public is allowed to return to impacted areas. 3.4 Disabilities and Access and Functional Needs Provision of ESF 12-related activities will take into account populations with disabilities, and access and functional needs (DAFN). The needs of children and adults who experience disabilities or access and functional needs shall be identified and planned for as directed by policy makers and according to state and federal regulations and guidance. 3.5 Coordination with Other ESFs Transportation: Identify impacts to the City's transportation infrastructure and develop priorities for repair and restoration. Communications: Identify impacts to the City's communication infrastructure and develop priorities for repair and restoration. (continued on next page) 249 O m CO) TI ; � - , , EMERGENCY SUPPORT h.)City of Lake Oswego EOP ,,0 o; FUNCTION ANNEX ITI "....P.tEGotsl. IZTI Xi 0 ESF 12-ENERGY 0 LAPublic Information: Provide situation status updates and subject matter expertise to inform development of public messaging. Business and Industry: Coordinate with private sector partners to support ESF 12 activities. I IRECTION AND CONTRO 1 Based on the duration of the utility supply disruption and the disruption's impact on life and property,the Emergency Manager will determine whether to implement this annex. If the Emergency Manager is not available,the Incident Command is authorized to make the determination. 5. ESF 12 ANNEX DEVELOPMENT AND MAINTENANCE The Public Works Department will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks. 6. APPENDIC APPENDIX A ESF 12—Resources •PPENDIX B ESF 12— Responsibilities by Phase of Emergency Management 250 a ; � ° rn , EMERGENCY SUPPORT Z City of Lake Oswego EOP or FUNCTION ANNEX CI 0 r�F 12-RESOURCES y The following resources provide additional information regarding ESF 12 and energy related issues at the local, state, and federal level. EMII Eli• ill • Emergency Response Plan for the Lake Oswego Water System n COUNTY 11IM • Emergency Operations Plan • ESF 12—Energy STATE 111M • Emergency Operations Plan • ESF 12— Energy • Energy Assurance Plan • Oregon Resiliency Plan FEDERAL .1=1 • National Response Framework • ESF 12—Energy 251 O a Eci ; � ° , EMERGENCY SUPPORT Z City of Lake Oswego EOP or FUNCTION ANNEX CI ESF 12— PHASES OF EMERGENCY y 71 MANAGFMFMT The following checklist identifies key roles and responsibilities for ESF 12 — Energy. It is broken out by phase = of emergency management to inform tasked agencies of what activities they might be expected to perform a before, during, and after an emergency to support the energy function. All tasked agencies should maintain agency-specific plans and procedures that allow them to effectively accomplish these tasks. y PREPAREDNESS I O All Tasked Agencies n ❑ Develop operational plans for ESF 12 activities. ❑ Participate in ESF 12-related trainings and exercises as appropriate. m Public Works and Engineering Department z ❑ Maintain liaison with local utilities, including the ability to contact them on a 24 hour a day basis. Z ['Work to pre-identify DAFN populations that require energy-related support, including home dialysis and oxygen patients, as well as healthcare facilities for priority restoration. ❑ Coordinate regular review and update of the ESF 12 annex with supporting agencies. )10 ❑ Facilitate collaborative planning to ensure the City's capability to support ESF 12 activities. Z ❑ Procure and maintain sources of backup power and fuel, including emergency generators. )10 ❑ Pre-identify public works and debris clearance priorities that will support restoration of lifeline utilities. m Water Treatment ❑ Maintain and control water. Other Utility Providers ❑ Develop response and restoration plans to ensure that lifeline utilities are restored as quickly as possible after a disruption. ❑ Establish an emergency management organization that is able to establish communication with the Emergency Operations Center (EOC). RESPON All Tasked Agencies [' Provide a representative to operate from the EOC or other command location to ensure coordination with other agencies, as necessary. Public Works and Engineering Department [' Immediately recall off-duty personnel. ['Assess critical generator requirements : drinking water, pump stations, lift stations for sewage/waste water. [' Relocate equipment as necessary. [' Inspect bridges, report other infrastructure for structural damage immediately following the occurrence of an emergency (Engineering) ❑ Clear debris from roads, streets, culverts, and streams endangering bridges and other structures and coordinate with the EOC in matters of debris disposal. (Public Works) 252 a ; � c° , EMERGENCY SUPPORT Z City of Lake Oswego EOP ,0 oni r FUNCTION ANNEX 0 0 ESF 12- PHASES OF EMERGENCY y 71 MANAGEMENT IIV RESPONSE To Public Works and Engineering Department Continued... m ❑ Perform temporary repairs of arterial routes and bridges. (PWD) y ❑ Coordinate restoration of public facilities, roads, and bridges. (Engineering) 0 71 ❑ Demolish unsafe public works structures. (PWD) ❑ Furnish equipment and operators to assist fire and police in rescue operations. (PWD) m ❑Support traffic control measures and provide signing for detours, shelters, routes, security,trespassing. m (PWD) M ❑ Document personnel and other costs related to the emergency or disaster response for possible federal m disaster assistance reimbursement. Z ❑ Ensure that public works emergency response activities and emergency public information are 0 coordinated with the EOC, when it is operational. ❑ Keep other City departments informed of public works—related aspects of the emergency or disaster. E ❑ Prioritize response activities in support of developing the EOC Action Plan. Z Z ❑Support public messaging related to ESF-related activities. )10 ❑ Report suspicious devices found on infrastructure to Incident Command. m ❑ Provide personnel and equipment to support emergency operations. 3 ❑ Establish a Public Works Branch in the EOC if needed. m Z ❑ Provide damage assessment information to EOC, as applicable. —I Parks and Recreation Department ❑ Immediately recall off-duty personnel. ❑ Relocate equipment as necessary. ❑ Clear debris from roads, streets, culverts, and streams that is endangering bridges and other structures and coordinate with the EOC in matters of debris disposal. ❑ Furnish equipment and operators to assist fire and police in rescue operations. ❑Support traffic control measures and provide signing for detours, shelters, routes, security,trespassing, etc. ❑ Document personnel and other costs related to the emergency or disaster response for possible federal disaster assistance reimbursement. ❑ Ensure that public works emergency response activities and emergency public information are coordinate• with the EOC,when it is operational. ❑ Keep other City departments informed of public works—related aspects of the emergency or disaster. ❑ Prioritize response activities in support of developing the EOC Action Plan. ❑Support public messaging related to ESF activities. ❑ Report suspicious devices found on infrastructure to Incident Command. ❑ Provide personnel and equipment to support emergency operations. ❑ Provide damage assessment information to the EOC, as applicable. 253 Q.) a ° , EMERGENCY SUPPORT Z City of Lake Oswego EOP or FUNCTION ANNEX CI 0 ESF 12- PHASES OF EMERGENCY y 71 MANAGEMENT IIV RESPONSE CONTINUED q _ Building Department m ['Conduct damage assessment Cl) ❑Work to stabilize damaged public and private structures to facilitate search and rescue and/or protect the �7 public's health and safety. m E Identify and label uninhabitable/unsafe structures. E ❑Work with Public Works to close and repair transportation infrastructure. Z ❑Work with utilities to repair and restore operations (power, gas,telecommunications,water, wastewater, C) and storm water systems). m ❑ Prioritize efforts to restore, repair, and mitigate damage to City infrastructure. Z o Emergency Management Committee [' Emergency Management Executive Committee E ❑ Regularly brief City Council on the developing situation. Z ❑Collect resource requirement information from all City departments. )10 ❑ Evaluate the situation and determine whether EOP implementation is called for. 0 m ❑Assess developing conditions; evaluate potential impact. 3 ❑ Research sources of needed resources. Z ❑ Establish and maintain contact with the County; provide updates on conditions. -I ❑Consider activating the EOC. ❑ Document actions taken and costs Water Treatment Plant ❑ Perform damage assessment on systems and identify problems or shortfalls in water supply. Report findings to the EOC. ❑ Regulate water and utility usage in times of shortages, as appropriate, ensuring priority use set to meet immediate and essential emergency needs. ❑Within available means, protect existing water supplies and restore damaged systems. ❑ Prepare appropriate disaster assistance forms for submission to appropriate state and federal agencies. Other Utility Providers ❑Continue to operate in the tradition of self-help and inter-service mutual aid before calling for area, regional, or State assistance. ❑Comply with the prevailing priority systems relating to curtailment of customer demands or loads, restoration of services, and provision of emergency services for other utilities and systems. ❑ In conjunction with the EOC Operations Section, determine priorities among users if adequate utility supply is not available to meet all essential needs. ❑Assess the affected areas to determine operational priorities and emergency repair procedures with utility field personnel. ❑ Repair and restore lifeline utilities. (continued on next page) 254 Q.) a 12 : , ° , EMERGENCY SUPPORT Z City of Lake Oswego EOP or FUNCTION ANNEX R 0 ESF 12- PHASES OF EMERGENCY y MANAGEMENT IIV 13 RESPONSE CONTINUED a Other Utility Providers m ['Report status of utility systems to the EOC. Cl) ['Provide information necessary for compiling damage and operational capability reports. 0 RECOVER • —.1 � All Tasked Agencies v ['Demobilize response activities. C) ['Maintain incident documentation to support public and individual assistance processes. m ❑Participate in all after-action activities and implement corrective actions as appropriate. n MITIGATION . I • I , All Tasked Agencies z ['Participate in the hazard mitigation planning process for the City. ['Provide agency and incident data to inform development of mitigation projects to reduce hazard m vulnerability. Water Treatment Plant m ['Identify potential areas for mitigation strategy. ['Conduct repair and restoration activities in a manner that reduces the likelihood and severity of future damages and enhance community resiliency. Other Utility Providers ❑Conduct repair and restoration activities in a manner that reduces the likelihood and severity of future damages and enhance community resiliency. 255 - THIS PAGE LEFT BLANK INTENTIONALLY 256 m y TI /oc os . EMERGENCY SUPPORT W City of Lake Oswego EOP ' O a, FUNCTION ANNEX .D.secot` ESF 13—Law Enforcement The following checklist identifies key roles and responsibilities for ESF 13 response n (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) 2 RESPONSE ALL AGENCIES 3 ❑ Provide situational updates to the City EOC as required to maintain situational awareness and 14. establish a common operating picture. XI ❑ Provide a representative to the City EOC,when requested,to support ESF 13 activities. RESPONSE POLICE DEPARTMENT ❑Serve as a member of Unified Command. ❑ Provide staff to support EOC operations. ❑Advise City Manager, City Council, and the Emergency Management Executive Committee on law enforcement aspects of the emergency and the need for an emergency declaration. ❑Advise staff to provide for safety of their families prior to reporting to their duty station. ❑ Provide traffic and crowd control, security to critical facilities and supplies, and control access to hazardous or evacuated areas. ['Assist with the dissemination of warnings and notifications as time and resources allow. ❑Coordinate criminal investigations and provide guidance to responders on preserving crime scenes. ❑Coordinate law enforcement agencies responding from outside the jurisdiction. ❑ Recall active duty personnel. ❑ Relocate equipment as necessary. RESPONSE FIRE DEPARTMENT ❑Coordinate fire response with law enforcement. ❑ Serve as a member of Unified Command. ❑ Provide staff to support EOC operations. ❑ Provide triage and first aid after the scene is secure. ❑Assist in warning, evacuation,traffic control, and staging as needed. RESPONSE PUBLIC WORKS ❑Serve as a member of Unified Command. ❑ Provide signs, barriers, equipment, and personnel to assist in traffic control. ❑Assist in road closures. ❑Coordinate with the Sheriff and other agencies. ❑Coordinate transportation routes and resources with adjacent cities, counties, and the Oregon Department of Transportation. ❑ Monitor condition and traffic on emergency transportation routes. RESPONSE PARKS AND RECREATION DEPARTMENT ❑Serve as a member of Unified Command. ❑Support Police Department as necessary. 257 m y TI ;; � o } EMERGENCY SUPPORT coCity of Lake Oswego EOP ° cr FUNCTION ANNEX ''...PEGo,s1. ....q 0 ESF 13- LAW ENFORCEMENT z 71 0 7v Initial Response 0 m Executive Group On-Scene EOC Incident Commander Structure (LEVEL 1 E Incident m —I 72 m y City Police Department City Public Works Department City Fire Department O I Zm ICS Structure m Executive Group EOC Incident Commander (LEVEL 2 or 3 Incident Public Information Officer Liaison Officer ISafety Officer I LOperations Section Chief I Planning Section Chief Logistics Section Chief Financial/Admin Section Chief — City Police Department 1 City Public Works Department 1 City Fire Department 258 /;'� THIS PAGE LEFT BLANK INTENTIONALLY 259 m y 17 EMERGENCY SUPPORT W City of Lake Oswego EOP ' or FUNCTION ANNEX ESF 13—TABLE OF CONTENTS 0 0 1. Introduction 261 0 1.1 Purpose 261 m 1.2 Scope 261 Z 1.3 Policies and Authorities 261 2. Situation and Assumptions 261 2.1 Situation 261 2.2 Assumptions 262 3. Concepts of Operations 263 3.1 General 263 3.2 Disabilities, and Access and Functional Needs 263 3.3 Coordination with Other ESFs 264 4. Direction and Control 264 5. ESF Annex Development and Maintenance 264 6. Appendices 264 Appendix A: ESF 13 Resources 265 Appendix B: ESF 13 Responsibilities by Phase of Emergency Mngmt. Checklist 266 260 m y 17 /oj os1. EMERGENCY SUPPORT W City of Lake Oswego EOP ' L a; FUNCTION ANNEX r ESF 13-LAW ENFORCEMENT 0 ESF 13 TASKED AGENCIES Primary City Agency Police Department m Public Works Department m Supporting City Agency Parks and Recreation Department (Ranger) Fire Department Community Partner Mutual aid partners County Agency Clackamas County Sheriff's Office State Agency Oregon State Police Federal Agency Department of Justice 1 . INTRODUCTION 1 .1 Purpose Emergency Support Function (ESF) 13 describes how the City will support law enforcement activities during a time of emergency. 1 .2 Scope The following activities are within the scope of ESF 13: Facilitate damage assessment of law enforcement facilities. Provide for the protection of life and property,traffic control, crowd control, communications, emergency first aid, site security, and security for vital City facilities and critical infrastructure. Provide access control/site security to support local efforts to control access to incident sites, critical facilities and/or critical infrastructure. Secure and escort key emergency resources and assets when deployed. Assist in the facilitation of evacuation operations. Military support to local law enforcement agencies is addressed in ESF 18 —Military Support. 1 .3 Policies and Authorities See Lexipol for the law enforcement policies, authorities, and Standard Operating Procedures. 2. SITUATIONS AND ASSUMPTIONS The City is faced with a number of hazards that may require law enforcement support. Considerations that should be taken into account when planning for and implementing ESF 13 activities include: Routine law enforcement emergencies are managed by the respective jurisdictional agency using internal and mutual aid resources. Law enforcement response priorities are to protect the safety of emergency responders,the public, and critical infrastructure and facilities, perform investigations, and to arrest and detain perpetrators. Routine law enforcement emergencies are managed by the respective jurisdictional agency using internal and mutual aid resources. Law enforcement response priorities are to protect the safety of emergency responders,the public, and critical infrastructure and facilities, perform investigations, and to arrest and detain perpetrators. (continued on next page) 261 m y TI ; o } EMERGENCY SUPPORT CAICity of Lake Oswego EOP FUNCTION ANNEX .D.s e c o ts- ESF 13—LAW ENFORCEMENT rn 0 2.1 Situation Continued xv Significant disasters and emergency situations have the ability to damage infrastructure and lifelines that m can overwhelm local abilities to meet basic human needs and enforce law and order. m Law enforcement may be faced with the tremendous challenge in meeting the increased need for public Z assistance and aid and maintaining community security. This is often exacerbated by the presence of personnel unfamiliar to the area and local customs. Emergency situations may lead to increased 9-1-1 call volume, injuries and fatalities of civilians, rescue requests, looting, and violent crime. Local law enforcement professionals may be preoccupied with securing their own family's situation and unable to fulfill their required functions during an event. This can also lead to increased mental fatigue and stress. The concentration of people in public shelters and other mass gathering spots may require law enforcement personnel to maintain security. Additional security may be required to prevent looting or other crimes and unlawful entry to areas or buildings in evacuated areas or to control crowds at incident locations. A health emergency may require security at hospitals, shelters, pharmaceutical supply sites, dispensing sites, morgues or other health care facilities. Civil disturbances and terrorist incidents may involve large angry crowds, explosives, and weapons of mass destruction, bomb threats, arson, kidnapping, or assassination threats or attempts. All incidents of this type may require resources that greatly exceed those available to the City on a day-to-day basis. The Terrorism Response and Recovery Plan is available in the Emergency Operations Center (EOC) library (controlled access). Routine law enforcement activities not directly related to life safety may have to be curtailed in a major emergency. Private security organizations may be used to supplement local law enforcement capabilities. 2.1 Assumptions ESF 13 is based on the following planning assumptions: General law enforcement problems are compounded by disaster-related community disruption, restriction of movement, impacted communications and facilities, and a shortage of law-enforcement resources. Generally, law enforcement within the disaster/emergency area remains the responsibility of local authorities along established jurisdictional boundaries, unless state assistance is requested or required by statute. The capabilities of local law enforcement agencies may be quickly exceeded. Supplemental assistance should be requested through local and State emergency management and mutual aid agreements. The availability of resources will have a profound effect on agencies' abilities to perform tasked activities. 3. CONCEPTS OF OPERATIONS 3.1 General Law enforcement emergency operations will be an extension of the normal responsibilities of the Police Department. All responding law enforcement agencies have the responsibility to ensure operational capabilities. (continued on next page) 262 m y 17 City of Lake Oswego EOP ;fog cQl EMERGENCY SUPPORT W r o FUNCTION ANNEX ESF 13-LAW ENFORCEMENT11 0 XI The Police Department is responsible for coordinating law enforcement services, including the following tasks: m Assess the situation, determine its impact on law enforcement operations, and identify additional resource needs. Secure the area to prevent additional injury or damage. —1 Provide traffic and crowd control. Evaluate the credibility of intelligence information. Investigate crime scenes. Coordinate warning and evacuation/shelter-in-place operations. Provide security for evacuated areas, critical facilities, and resources. Provide situation reports to the EOC. If so authorized, enforce mandatory health measures. Report road damage or blockage to EOC Damage Assessment Unit or C-COM. Establish traffic control points to divert traffic from damaged or overloaded roads. Deny entry to evacuated or dangerous areas by unauthorized persons. Provide additional security, if necessary, for: . Transportation and sheltering of prisoners from the jail and youth from Juvenile Department programs. . Public shelters or other mass care facilities. . Critical facilities such as field medical operations, health and medical providers, point-of-dispensing operations (including escorting Strategic National Stockpile supplies), chain of custody environmental samples, utility installations,food distribution centers, storage locations, distribution sites, and government offices. Coordinate with District Attorney and presiding judge(s) when incidents impact the arrest, prosecution, incarceration, or release of prisoners, or delay due process. When the need for multiple agency response becomes apparent or several jurisdictions become involved, Incident Command may transition from field operations to the EOC. If appropriate, a Unified Command will be established. EOC activities will be determined by the Incident Commander and may include: 1) identifying incident objectives and priorities; 2) assigning, monitoring and coordinating incident resources, and 3) determining the need for additional resources. 3.2 Disabilities, and Access and Functional Needs Provision of ESF 13-related activities will take into account populations with disabilities, and access and functional needs. The needs of children and adults who experience disabilities or access and functional needs shall be identified and planned for as directed by policy makers and according to state and federal regulations and guidance. 263 m y 17 /oc os1. EMERGENCY SUPPORT W City of Lake Oswego EOP ' FUNCTION ANNEX �.°seco C ESF 13-LAW ENFORCEMENT 0 3.3 Coordination with other ESFs The following Emergency Support Functions support ESF 13-related activities: Transportation: Support clearance of emergency transportation routes.ELL Z Public Works. Support crowd and traffic control operations. Military Support. Augment civilian law enforcement operations as needed. 4. DIRECTION AND CONTROL The City Police Chief is responsible for directing the City's law enforcement response to a major emergency and coordinating response activities with the EOC. The Chief, or a designated representative, shall serve as the EOC Law Enforcement Branch Chief coordinating the flow of law enforcement information and processing requests for and allocating additional law enforcement resources, as appropriate. 5. ESF ANNEX AND DEVELOPMENT AND MAINTENANCE The Police Department will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks. 6. APPENDICES APPENDIX A ESF 13—Resources APPENDIX B ESF 13— Responsibilities by Phase of Emergency Management 264 c s1. EMERGENCY SUPPORT Z City of Lake Oswego EOP '5 ' O a, FUNCTION ANNEX ESF 13-RESOURCES 11 The following resources provide additional information regarding ESF 13 and law enforcement related issues CA) XI at the local, state, and federal level: CITY o c • See Lexipol for more information. XI n • Police Department Continuity of Operations Plan y • Police Department Procedure #22, Disaster COUNTY • Emergency Operations Plan • ESF 13—Law Enforcement • Technical Interoperable Communications Plan • Regional CBRNE Response Plan STATE • Emergency Operations Plan • ESF 13—Law Enforcement FEDERAL • National Response Framework • ESF 13—Public Safety • Terrorism Incident Law Enforcement and Investigation Annex (https://www.fema.gov/media-library/ assets/documents/25560) 265 �....� City of Lake Oswego EOP ;fog crQl EMERGENCY SUPPORT Z FUNCTION ANNEX C CCP l t x ESF 13— PHASES OF EMERGENCY y 71 MANAGEMENT The following checklist identifies key roles and responsibilities for ESF 13 — Law Enforcement. It is broken 'CP out by phase of emergency management to inform tasked agencies of what activities they might be expected I to perform before, during, and after an emergency to support the law enforcement function. All tasked agencies should maintain agency-specific plans and procedures that allow for them to effectively accomplish m these tasks. y PREPAREDNESS 0 All Tasked Agencies ❑Develop operational plans for ESF 13 activities. Z ❑Participate in ESF 13 related trainings and exercises as appropriate. Police Department ❑Coordinate regular review and update of the ESF 13 annex with supporting agencies. ❑Facilitate collaborative planning to ensure the City's capability to support ESF 13 activities. ❑Ensure the availability of necessary equipment to support law enforcement activities, as resources allow. ❑Coordinate and maintain liaison with support agencies and state and federal law enforcement agencies. RESPONSE All Tasked Agencies ❑Provide situational updates to the City EOC as required to maintain situational awareness and establish a Z common operating picture. ❑Provide a representative to the City EOC,when requested,to support ESF 13 activities. Police Department ❑Serve as a member of Unified Command. ❑Provide staff to support EOC operations. ['Advise City Manager, City Council, and the Emergency Management Executive Committee on law enforcement aspects of the emergency and the need for an emergency declaration. ['Advise staff to provide for safety of their families prior to reporting to their duty station. ❑Provide traffic and crowd control, security to critical facilities and supplies, and control access to hazardous or evacuated areas. ['Assist with the dissemination of warnings and notifications as time and resources allow. ❑Coordinate criminal investigations and provide guidance to responders on preserving crime scenes. ❑Coordinate law enforcement agencies responding from outside the jurisdiction. ❑Recall active duty personnel. ❑Relocate equipment as necessary. Fire Department ['Coordinate fire response with law enforcement. ['Serve as a member of Unified Command. ['Provide staff to support EOC operations. 266 /oc s . EMERGENCY SUPPORT Z City of Lake Oswego EOP ' O or FUNCTION ANNEX CP CCP ESF 13- PHASES OF EMERGENCY 71 MANAGEMENT RESPONSE CONTINUED -co Fire Department Continued... y ['Provide triage and first aid after the scene is secure. ❑Assist in warning, evacuation,traffic control, and staging as needed. 0 Public Works 7' ❑Serve as a member of Unified Command. ❑Provide signs, barriers, equipment, and personnel to assist in traffic control. Z ❑Assist in road closures. ❑Coordinate with the Sheriff and other agencies. ❑Coordinate transportation routes and resources with adjacent cities, counties, and the Oregon n Department of Transportation. ❑Monitor condition and traffic on emergency transportation routes. Parks and Recreation Department El Serve as a member of Unified Command. ❑Support Police Department as necessary RECOVERY All Tasked Agencies ['Demobilize response activities. ['Maintain incident documentation to support public and individual assistance processes. Emergency Management Executive Committee ❑Compile and keep all documentation collected relating to the management of law enforcement operations and the assets utilized. ['Coordinate all after-action activities and implement corrective actions as appropriate. MITIGATION All Tasked Agencies ❑Participate in the hazard/vulnerability identification and analysis process. ❑Take steps towards correcting deficiencies identified during the hazard/vulnerability identification and analysis process as appropriate. 267 THIS PAGE LEFT BLANK INTENTIONALLY 268 m CO) TI EMERGENCY SUPPORT a. City of Lake Oswego EOP o; FUNCTION ANNEX ESr " -BUSINESS AND INDUSTY m The following checklist identifies key roles and responsibilities for ESF 14 response y y (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) RESPONSE ALL AGENCIES ' Z ['Provide situational updates to the EOC as required to maintain situational awareness and establish a Z common operating picture. v ❑Provide a representative to the EOC,when requested,to support ESF 14 activities. y RESPONSE CITY MANAGER'S OFFICE ['Coordinate with the EOC Planning Section to determine the impacts to the City's business community. ❑Establish a Liaison Officer in the City EOC if needed to outreach to business and industry partners. ❑Coordinate with business and industry partners around opportunities for private-sector support to response operations. ❑Request support for business and industry-related activities through the State Emergency Coordination Center. RESPONSE AREA BUSINESS AND INDUSTRY ❑Assess the impact of the emergency on business. ❑Provide goods and services through contractual arrangements or government purchases, or, where appropriate, mutual support agreements with impacted communities. ❑Utilize existing agreements and contracts to obtain needed resources. ['Implement business continuity plans. ❑Report status of business operations and impacts to the City EOC. 269 THIS PAGE LEFT BLANK INTENTIONALLY 270 m y 17 ; � ° , EMERGENCY SUPPORT 4. City of Lake Oswego EOP or FUNCTION ANNEX ESF 14-TABLE OF CONTENTS o 0 0 1. Introduction 272 1.1 Purpose 272 1.2 Scope 272 -I 1.3 Policies and Authorities 272 2. Situation and Assumptions 273 2.1 Situation 273 2.2 Assumptions 273 3. Concepts of Operations 273 3.1 General 273 3.2 Disabilities, and Access and Functional Needs 274 3.3 Coordination with Other ESFs 274 5. ESF Annex Development and Maintenance 274 6. Appendices 274 Appendix A: ESF 14 Resources 275 Appendix B: ESF 14 Responsibilities by Phase of Emergency Mngmt. Checklist 276 271 m CO) TI ; EMERGENCY SUPPORT City of Lake Oswego EOP , ith or FUNCTION ANNEX CO .°$fG0t-,t y GESF 14-BUSINESS AND INDUSTRY rn y ESF 14 TASKED AGENCIES a Primary City Agenc City Manager's Office C City Attorney v Supporting City Agency Community Development Department C Redevelopment Agency Area Businesses and Industry Community Partners Lake Oswego Chamber of Commerce County Age Business and Economic Development State Agen Business Oregon Federal Agency Economic Development Association (EDA),Small Business Administration 1 . INTRODUCTION 1 .1 Purpose Emergency Support Function (ESF) 14 describes how the City will provide immediate and short-term assistance to local private-sector entities; stabilize the local economy; and effectively utilize local private- sector assets in response operations following a large-scale incident. 1 .2 Scope Activities encompassed within the scope of this function include: Fostering solid partnerships among private (business and industry) and public (local, regional, state, federal) sector emergency management organizations throughout all phases of the emergency management cycle. Identifying and addressing any private-sector resource/capability shortfalls with the potential to destabilize the local economy if left unmet/unaddressed. Identifying, coordinating, mobilizing,tracking, and demobilizing private-sector-owned and -operated resources utilized during incident response operations. Assist in conducting initial economic damage assessments for impacted areas. Activities outside the scope of this function and not covered by this ESF include: Developing and/or implementing private-sector business continuity plans/continuity of operations plans. Developing and/or implementing plans to identify and thwart terrorist plots targeting facilities federally defined as Critical Infrastructure or a Key Resource (CIKR). Private-sector entities providing critical/essential services (private utilities, hospitals, etc.) and/or operating a CIKR-designated facility are specifically addressed within an appropriate corresponding ESF Annex (e.g., privately owned hospitals are addressed in ESF 8 — Health and Medical; privately owned power/electricity utility companies are addressed in ESF 12 — Energy; etc.). 1 .3 Policies and Authorities None at this time. 272 m Cr, TI ° EMERGENCY SUPPORT ith City of Lake Oswego EOP o; FUNCTION ANNEX CO ESF 14-BUSINESS AND INDUSTRY y 2. SITUATIONS AND ASSUMPTIONS 2.1 Situation o The City is faced with a number of hazards, each with the potential to significantly impact its economic 0 stability. Incidents significantly impacting the local economy will likely require the City to support the resource/capability needs of critical private-sector partners and coordinate the utilization of privately owned Cl) and operated assets utilized as part of response operations. The following planning considerations should be 'I made in preparing for the processes by which the City will coordinate with its private-sector partners to stabilize the local economy following a large-scale incident. Large-scale incidents may result in extensive damage to privately owned property (commercial and residential) and may: Reduce or suspend local private-sector business operations,thereby: . Destabilizing the overall local economy. . Delaying the individual citizen's ability to regain normalcy and autonomy. Overwhelm the City's capacity to conduct damage assessment activities. Delay or hamper the community's ability to transition from incident response operations to incident recovery operations. 2.2 Assumptions ESF 14 is based on the following planning assumptions: Research affirms the correlation between the efficacy of a local jurisdiction's response/ recovery operations and the strength of relationships between the public and private sectors (public-private partnerships). The successful implementation of all activities included within the scope of this function is predicated upon trust between public-/private-sector entities, and a willingness to redefine the nature of existing relationships. . Historical data show the nation's economy to be relatively stable (despite the occasional poor performance of one or more "economic indicators");therefore,this ESF assumes the City will likely mobilize and initiate ESF 14 activities in the context of a stable economy. Private-sector entities are responsible for and will provide the means to repair, restore, and secure self- owned and/or operated properties with damage resulting from a hazard's impacts. Some private-sector entities may routinely conduct disaster preparedness activities and have either developed/or will develop the necessary disaster preparedness plans to ensure the safety of staff, customers/clients, and guests; sustain business operations and provide continuity of services; and augment the City's response operations with pre-identified resources and assets. Private-sector entities pre-identified as owning and/or operating potentially useful response equipment are responsible for addressing matters related to maintenance, safety, and training. 3. CONCEPTS OF OPERATIONS 3.1 General All ESF 14-related activities will be performed in a manner that is consistent with the NIMS and the Robert T. Stafford Disaster Relief and Emergency Assistance Act. (continued on next page) 273 m CO) TI EMERGENCY SUPPORT ith City of Lake Oswego EOP o; FUNCTION ANNEX CO ESF 14-BUSINESS AND INDUSTRY rn co) In accordance with the Basic Plan and this ESF Annex,the City Manager's Office is responsible for Z coordinating ESF 14-related activities. Plans and procedures developed by the primary and supporting C agencies provide the framework for carrying out those activities. Requests for assistance with business and industry will first be issued in accordance with mutual aid p agreements, if established; once those resources have been exhausted, a request may be forwarded to the y County Emergency Operations Center (EOC). The EOC will provide guidance for the coordination of business and industry resources. 3.2 Disabilities, and Access and Functional Needs Provision of ESF 14-related activities will take into account populations with disabilities, and access and functional needs. The needs of children and adults who experience disabilities or access and functional needs shall be identified and planned for as directed by policy makers and according to state and federal regulations and guidance. 3.3 Coordination with Other ESFs The following ESFs support ESF 14-related activities: 2 Communications. Coordinate with private-sector telecommunications providers. 3 Public Works. Coordinate with private sector infrastructure partners. Health and Medical. Coordinate with private sector healthcare providers. SF 10 Hazardous Materials. Coordinate with private sector partners that handle, store, or transport hazardous materials. SF 11 Agriculture and Animal Protection. Coordinate with agriculture and agribusiness industry partners. ESF 12 Energy. Coordinate with private-sector energy utilities. . ESF ANNEX DEVELOPMENT AND MAINTENANCE The City Manager's Office will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks. 5. APPENDICES APPENDIX A mil ESF 14—Resources APPENDIX B ESF 14— Responsibilities by Phase of Emergency Management 274 a ITI ; � ° , EMERGENCY SUPPORT Z City of Lake Oswego EOP o; FUNCTION ANNEX CP m ESF 14-RESOURCES TI The following resources provide additional information regarding ESF 14 and law enforcement related issues at the local, state, and federal level: m CITY o c • None at this time. n COUNTY y • Emergency Operations Plan • ESF 14—Business and Industry STATE • Emergency Operations Plan • ESF 14—Business and Industry FEDERAL • Federal Emergency Management Agency • National Response Framework US Small Business Administration 275 a ; EMERGENCY SUPPORT Z City of Lake Oswego EOP or FUNCTION ANNEX CP Ca ESF 14- PHASES OF EMERGENCY y 71 MANAGEMENT The following checklist identifies key roles and responsibilities for ESF 14 - Business and Industry. It is 'CP broken out by phase of emergency management to inform tasked agencies of what activities they might be = expected to perform before, during, and after an emergency to support the business and industry function. All CO) tasked agencies should maintain agency-specific plans and procedures that allow them to effectively m accomplish these tasks. Cl) PREPAREDNESS71 All Tasked Agencies ❑ Develop operational plans for ESF 14 activities. Z ❑ Participate in ESF 14-related trainings and exercises as appropriate. City Manager's Office ❑Coordinate regular review and update of the ESF 14 annex with supporting agencies. 0 ❑ Facilitate collaborative planning to ensure the City's capability to support ESF14 activities. ❑ Maintain operational capacity of the City EOC to support business and industry-related activities. )10 ❑ Provide private-sector partners with vetted, pertinent, and useful preparedness information or emergency Z management organizations throughout all phases of the emergency management cycle. )10 ❑ Promote policies that encourage community-wide emergency preparedness, including business and m industry partners. rn Area Businesses and Industry ❑ Establish an emergency management organization to facilitate interaction, communication, and coordination with local,tribal, and state partners. ❑ Develop,validate, exercise, and implement security and business continuity plans to ensure their capability to deliver goods and services. Plans should include procedures to: ❑Determine the impact of an incident on the business involved, as well as forecast cascading effects of interdependencies among sectors. ❑Facilitate a shared situational awareness with local,tribal , and state emergency management organizations. ❑Coordinate and set priorities for incident management support and response, and the rationing or prioritizing of the delivery of goods and services after an incident. ❑Inform State decision-makers to help determine appropriate recovery and reconstitution measures, particularly in cases where they may result in indemnity, liability, or business losses for the private sector. ❑Support local,tribal, and state partners to obtain goods and services necessary for the restoration and recovery of impacted business and industry on a priority basis. ❑Conduct assessments of, and develop contingency plans for, supply chain disruption. ❑ Maintain business interruption insurance. ❑Coordinate plans for security and continuity/contingency programs with local,tribal, and state partners. 276 a ; EMERGENCY SUPPORT Z City of Lake Oswego EOP o; FUNCTION ANNEX CP Ca .0 ESF 14- PHASES OF EMERGENCY y 71 MANAGEMENT RESPONSE All Tasked Agencies [' Provide situational updates to the City EOC, as required,to maintain situational awareness and a foster a y common operating picture. ❑ Provide a representative to the City EOC,when requested,to support ESF 14 activities. 771 City Manager's Office ❑Coordinate with the EOC Planning Section to determine the impacts to the City's business community. Z ❑ Establish a Liaison Officer in the City EOC if needed to outreach to business and industry partners. ❑Coordinate with business and industry partners around opportunities for private-sector support to Z response operations. ❑ Request support for business and industry-related activities through the State Emergency Coordination .< Center. Area Businesses and Industry ❑Assess the impact of the emergency on business. ❑ Provide goods and services through contractual arrangements or government purchases, or, where C) appropriate, mutual support agreements with impacted communities. ❑Utilize existing agreements and contracts to obtain needed resources. m ❑ Implement business continuity plans. Z ❑ Report status of business operations and impacts to the City EOC. "I RECOVERY All Tasked Agencies ❑ Demobilize response activities. ❑ Maintain incident documentation to support public and individual assistance processes. ❑ Participate in all after-action activities and implement corrective actions as appropriate. MITIGATION All Tasked Agencies ❑ Participate in the hazard mitigation planning process for the City. ❑ Provide agency and incident data to inform development of mitigation projects to reduce hazard vulnerability. Area Businesses and Industry ❑Conduct business restoration activities in a manner that reduces the likelihood and severity of future damages and enhance community resiliency. THIS PAGE LEFT BLANK INTENTIONALLY 278 m Cl) TI EMERGENCY SUPPORT UI City of Lake Oswego EOP c.1 FUNCTION ANNEX C� .DREGot-0 / SST — -PUBLIC INFORMAT ION The following checklist identifies key roles and responsibilities for ESF 15 response Z (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) TI RESPONSE ALL AGENCIES ❑Provide situational updates to the EOC, as required,to allow for the development of timely and accurate public messaging. ❑Provide a representative to the EOC, when requested,to support ESF 15 activities. O RESPONSE PUBLIC AFFAIRS Z ❑Serve as the lead/EOC PIO. ❑Advise On-Scene and EOC Command regarding all public information issues. ❑Coordinate timely, consistent information with participating agencies and jurisdictions. ❑Provide staff for field PIO and Joint Information Center (JIC) activities. ❑Provide public information support for the City Manager and City Council, as directed by the Incident Commander. ❑Develop and operate the JIS. ❑Prepare and obtain EOC Command approval for all incident information releases sent to media, employees, and city and regional partners. ['Keep employees and the public updated on incident status. RESPONSE LOCOM ['Provide public safety answering point back-up services to C-COM. ❑Back up C-COM as the County Warning Point. ❑Operate the Public Alerts (Everbridge) community notification system for the LOCOM areas that contract for those services. RESPONSE FIRE DEPARTMENT ['Participate in on-scene PIO and EOC JIC activities. ['Assist in disseminating emergency public information. ❑Collaborate with PIO staff to develop and disseminate alert and warning messages. RESPONSE POLICE DEPARTMENT ❑Participate in on-scene PIO and EOC JIC activities. ['Assist in disseminating emergency public information. ['Collaborate with PIO staff to develop and disseminate alert and warning messages. RESPONSE CITY MANAGER AND STAFF ['Coordinate preparation for media interviews and press conferences with the Incident Commander and PIO. RESPONSE CITY EMPLOYEES ❑Refer all requests for incident information to the PIO. ❑Do not offer personal opinions, conjecture, or off-the-record comments regarding any aspect of the incident or related activities. 279 m y TI 1 ;2s. E City of Lake Oswego EOP EMERGENCY SUPPORT c FUNCTION ANNEX !ED �1 .° eco • C CO 0 ESF-15 PUBLIC INFORMATION 5 z 71 0 Initial Response 7a Executive Group On-Scene EOC Incident Commander Structure (LEVEL 1 Incident I o Z XI City Police Department City Public Works Department City Fire Department Cl) I 0 Z CO ICS Structure M m Executive Group EOC Incident Commander (LEVEL 2 or 3 Incident Public Information Officer Liaison Officer ISafety Officer I LOperations Section Chief I Planning Section Chief Logistics Section Chief Financial/Admin Section Chief — City Police Department 1 City Public Works Department 1 City Fire Department 280 0 THIS PAGE LEFT BLANK INTENTIONALLY 281 m y TI 1 °s EMERGENCY SUPPORT W City of Lake Oswego EOP c� FUNCTION ANNEX I ESF 15—TABLE OF CONTEP`'Te o n 1. Introduction 283 1.1 Purpose 283 1.2 Scope 283 1.3 Policies and Authorities 283 y 2. Situation and Assumptions 283 2.1 Situation 283 2.2 Assumptions 284 3. Concepts of Operations 285 3.1 General 285 3.2 Disabilities, and Access and Functional Needs 285 3.3 Joint Information System 285 3.4 Working with Media 286 3.4.1 Media Briefing Facilities 286 3.4.2 Medica Access to the Scene 286 3.5 Alert and Warning 286 3.5.1 Emergency Operations Center (EOC) Activation 287 3.5.2 Employee Notification 287 3.5.3 Public Notification 287 3.5.4 National Warning System 287 3.6 Dissemination of Ongoing Emergency Public Information 287 3.7 Training Recommendations for PlOs 288 3.8 Regional Emergency Public Information 288 3.9 Coordination with Other ESFs 288 4. ESF Annex Development and Maintenance 288 5. Appendices 288 Appendix A: ESF 15 Resources 289 Appendix B: ESF 15 Responsibilities by Phase of Emergency Mngmt. Checklist 290 282 �:i m CO) TI j °s EMERGENCY SUPPORT UI City of Lake Oswego EOP c FUNCTION ANNEX 0 ESF 15-PUBLIC INFORMATION ESF 15 TASKED AGENCIES Tt O Primary City Agency Public Affairs Department XI Supporting City Agencull All other departments )10 Community Partner Lake Oswego Review County A. cy Public and Governmental Affairs Z State Agency Oregon Department of Emergency Management (OEM) Federal Agency Department of Homeland Security/Federal Emergency Management Agency (FEMA) 1 . INTRODUCTION 1 .1 Purpose Emergency Support Function (ESF) 15 describes how the City will disseminate information to the public and other partners during times of emergency (e.g., evacuation/shelter-in-place orders, boil water notices, emergency sheltering information, situational awareness notifications, etc.). 1 .2 Scope The following activities are within the scope of ESF 15: Support City departments in the timely and accurate dissemination of information to the public, media, and other partners. Lead the development and dissemination of consistent and accurate messaging. 1 .3 Policies and Authorities None at this time. 2. SITUATIONS AND ASSUMPTIONS 2.1 Situation The City is faced with a number of hazards that may necessitate the dissemination of information to the public and other partners. The following considerations should be taken into account when planning for and implementing ESF 15 activities: The ability to disseminate information to the public during a disaster can be hampered by a variety of things, including power outages and damage to telecommunication infrastructure. Providing information to the public during a disaster or emergency event can be crucial in reducing loss of life and property damage and avoiding panic situations. It can also reduce the effect of secondary threats or cascading impacts so that the public is able to take preventative measures. The National Emergency Alert System (EAS) is the principal method for the dissemination of emergency warnings and providing instruction to the public. This system relies on telecommunication infrastructure that can be damaged or destroyed during a large scale emergency. Detailed instructions for the activation and use of the Emergency Broadcast System are outlined in the Clackamas County EAS Plan. (continued on next page) 283 0 m CO) TI EMERGENCY SUPPORT fJ1 City of Lake Oswego EOP c FUNCTION ANNEX 0 ESF 15-PUBLIC INFORMATION 2.1 Situation Continued... 0 During emergencies,the Public Information Officer (PIO) will vary depending on the type of emergency. PlOs XI reside within the City Manager's Office, Fire Department, Police Department and Parks & Recreation Department. The PIO will coordinate with On-Scene Command and EOC staff to deliver timely and accurate )10 emergency public information to inform the community, minimize confusion, recommend protective C measures, and quell rumors. Z The City will use all available communication methods to provide timely and consistent information to City officials and employees, individuals with disabilities or access and functional needs (DAFN), community members and neighboring jurisdictions. The City may use print and/or electronic media, such as Clackamas County Public Alerts,for dissemination of emergency warning and providing instruction to the public. Electronic media enable rapid public notification of impending threats and recommended protective actions. These systems rely on telecommunication infrastructure to function, which can be damaged or destroyed during a large-scale emergency. 2.2 Assumptions ESF 15 is based on the following planning assumptions: Emergencies and disasters may occur without warning at any time of day or night and may cause mass casualties. An effective public education and information program will help save lives and property during emergencies and disasters. In an emergency situation,the public will demand information about the emergency and the protective actions being taken. The City has no control over how print and broadcast media will cooperate in broadcasting, publishing, and posting on the web detailed disaster-related instructions for the public. Normal means of communications in the affected areas may be either destroyed or largely incapacitated; therefore, only limited and incomplete information is anticipated from the disaster area until communications can be restored. Responding agencies will provide information to reduce public concerns about the incident and the response activities. Sufficient numbers of trained support personnel will be available to help coordinate public information and interface with the media and appropriate agencies. Demands for information from media outside the jurisdiction will be significantly increased in a disaster. Rumors often abound and information is usually sketchy at best. It may be hours before officials know the facts. Rumor control procedures will be directed by the designated City PlOs and will help prevent incorrect information from affecting emergency response activities. The City PlOs maintain a listing of media contacts to disseminate emergency public information. In a major emergency or disaster, a Joint Information Center (JIC) may be set up to help facilitate the information flow between agencies and the general public. (continued on next page) 284 0 m y TI EMERGENCY SUPPORT ui City of Lake Oswego EOP c� FUNCTION ANNEX 0 ESF 15-PUBLIC INFORMATION The lack of information or contradictory information may cause confusion. The public may accept as valid XI rumors, hearsay, and inaccurate information that may cause unnecessary fear and confusion. 3. CONCEPTS OF OPERATIONS 3.1 General Z Until the EOC is opened,the PIO on scene provides information to the media, with the approval of the Incident Commander. Once the EOC is activated, PIO functions are directed from the EOC. The on-scene PIO will continue to provide information regarding response activities. The PIO in the EOC will be the Lead PIO. Under the command and management structure of the Incident Command System (ICS),the Lead PIO is part of the Command Staff supporting the Incident Command structure. The PIO works directly for the Incident Command and also coordinates public information support for the City Manager, Mayor, and City Council. PlOs working the incident handle all media and public inquiries, emergency public information and warnings, rumor monitoring and response, media monitoring, and other functions required to coordinate, clear with appropriate authorities, and disseminate accurate and timely information related to the incident. 3.2 Disabilities, and Access and Functional Needs Populations The PIO coordinates information outreach activities to DAFN populations with agencies/organizations that have an ongoing relationship with these groups and service their functional needs on a day-to-day basis. These organizations assist in disseminating alert and warning and ongoing emergency information to the elderly, hearing or vision impaired, non- English-speaking, homeless, and community members who have physical or mental challenges, are homebound, or have other access or functional needs. Lake Oswego Communications (LOCOM) has teletype/telecommunications device for the deaf(TTY/TDD) capability,text to 9-1-1 and access to language line services for communicating with non-English-speaking individuals on a one at a time basis (not a wholesale notification method). 3.3 Joint Information System Depending on the extent of an emergency or disaster, information may be disseminated to the public through LEAD PIO RESPONSIBILTIES a Joint Information System (JIS) that begins when an emergency occurs and ends when the City's response is Coordinate information-sharing among the larger complete. In a major incident involving multiple PIO network. agencies or jurisdictions,the Incident Commander or Develop and distribute materials to the general PIO may establish a JIC. When established,the JIC public and media partners. becomes the primary location for facilitating the JIS and Implement information clearance processes set by providing the news media with a single, reliable source EOC Command. of information. Schedule media briefings in a designated location Depending on the size and nature of an incident,the JIC away from the EOC and other emergency opera- may be co-located with an existing EOC/command post tions. or could be designated as an independent facility. A lead PIO, representing the lead agency for the response, will be assigned to the incident. 285 0 m CO) TI j °s EMERGENCY SUPPORT ui City of Lake Oswego EOP c� FUNCTION ANNEX 0 ESF 15-PUBLIC INFORMATION 3.4 Working with Media 0 3.4.1 Media Briefing Facilities During a major emergency or disaster, media briefing areas may be established in a facility that is capable of handling them. The media briefing area should always be coordinated with the EOC Incident Command and C placed some distance away from the incident location and separated from the EOC to keep critical activities Z free from media interference. 3.4.2 Media Access to the Scene The PIO will allow escorted media access to the EOC only under limited, controlled circumstances and only with the prior approval of the Incident Commander. Before being admitted to the EOC, media representatives shall display appropriate identification and shall be escorted by a member of the Public Information staff at all times. In cooperation with the EOC and the Safety Officer,the on-scene Incident Commander may allow media representatives restricted access to the scene, accompanied by a member of the Public Information staff. This should be done with consideration for the safety of media personnel,the impact on response, and the wishes and concerns of the victims. If it is not safe or practical to admit all media representatives to the scene, a media "pool" may be created, in which media representatives select one camera crew to take video footage for all. If even such controlled access is impractical, a "staged" photo opportunity to tape response vehicles or support activities may satisfy the media's need for video footage. Response personnel must be protected from unwanted media intrusion. Off-shift personnel should be provided uninterrupted rest. It may be necessary to provide security to facilities where response personnel are housed and disconnect the telephones to ensure privacy. The media may be allowed access to response personnel, at the discretion of the on-scene Incident Commander, only if such an interview does not interfere with response efforts. Victims and families should be provided access to public officials without having to face media, as appropriate. When an incident takes place on private property, access will be coordinated with the owners of the site, if possible. If the situation should get out of control, law enforcement officials have the authority to arrest and remove members of the press (and any other unauthorized persons) who are interfering with the safe management of the incident or whose actions represent a threat to the safety of themselves, responders, or the public. Response personnel will not comment on the incident without the consent of the Incident Commander. Inquiries should be directed to the designated PIO, with approval of the EOC Command. 3.5 Alert and Warning Local, State, and/or federal authorities may issue alert and warning messages to warn officials, County and City employees, residents, neighboring jurisdictions, and others of an impending emergency or disaster. Clackamas County Communications Center (CCOM) is the primary 24/7 Warning Point for Clackamas County. LOCOM is the 24/7 Warning Point for the City of Lake Oswego. When LOCOM receives warning of severe weather or other potential hazards, it notifies appropriate officials such as (continued on next page) 286 0 m CO) TI j °s EMERGENCY SUPPORT UI City of Lake Oswego EOP c.1 FUNCTION ANNEX (41) FRF 15—PUBLIC INFORMATION Police, Fire and emergency medical responders, Public Works, City Manager and Emergency Management staff, and PIO. XI 3.5.1 Emergency Operations Center (EOC) Activation LOCOM notifies the City's Emergency Management team for emergencies that may require activation of the City's EOC. O 3.5.2 Employee Notification Z When necessary,the City Manager or designee will provide emergency information to City employees. ployee-only Emergenc Employees call a pre-designated phone number for recorded emergency information messages. itywide Email City Manager or designee, sends an email message to all personnel in the system. ublic Alerts LOCOM can use the Public Alerts system (Everbridge)to send an urgent • message to the City's Executive Team, who will, in turn, notify appropriate staff. 3.5.3 Public Notification The City uses the Public Alerts system to notify the public about imminent threats to health and safety as well as for informational notifications. Clackamas County Disaster Management (CCDM) and the OEM provide back-up activation capability. Other notification tools include door-to-door warnings and the use of social media platforms. The City will also post warnings and ongoing emergency information on the City website. Community members are encouraged to monitor local radio and television broadcasts for emergency information and, for weather events,to monitor NOAA's (National Oceanic and Atmospheric Administration) National Weather Radio. 3.5.4 National Warning System The National Warning System (NAWAS) is a government-to-government warning system that connects the National Warning Center to each state and, in turn,to the designated warning points in each county. As the Primary 24/7 Warning Point for Clackamas County, CCOM continuously monitors NAWAS and shares critical information with LOCOM when necessary. 3.6 Dissemination of Ongoing Emergency Public Information PIO is res• • t '• • fo • A single telephone number for the public to Collecting, coordinating, and disseminating emergency call for emergency information may be activated to assist in preventing or information. correcting public misinformation about an Advising on-scene and EOC Command on information and incident. This line is staffed by call-takers media issues. trained to handle public calls and Advising City officials. knowledgeable about current incident Responding to media and public inquiries. status. Using an established JIS structure and procedures to Information will be released using guidelines coordinate incident information. and procedures found in the City's Public Information Manual or as directed by the Staffing the JIC based on incident-specific needs. Incident Commander. 287 Il; m CO) TI j °s EMERGENCY SUPPORT cri City of Lake Oswego EOP c FUNCTION ANNEX 0 ESF 15-PUBLIC INFORMATION 3.7 Training Recommendations for PIOs o During an emergency or disaster, PlOs must be able to assemble information quickly, organize it, and use it to XI develop effective messages for release to the public. They must understand the ICS and how they work together to coordinate information for the public through a JIS and JIC. )10 To ensure that PlOs possess the needed skills and background to perform these critical duties,the City Q recommends that all PlOs complete the following training in order to qualify for JIC duty: Z FEMA Public Information Officer Awareness IS-29.A FEMA Introduction to Incident Command System training IS-100 FEMA National Incident Management System (NIMS) and Introduction training IS-700 FEMA National Incident Management (NIMS) Public Information Systems training IS-702 3.8 Regional Emergency Public Information Within the region, PlOs have committed to using the Portland Metropolitan Region Emergency Public Information ConOps Plan to conduct and coordinate crisis communications during emergency response and other situations in which multiple organizations need to collaborate to provide timely, useful, and accurate information to the public and other stakeholders. This plan: Provides implementing procedures for the operation of a regional joint information system in the event of a major emergency or disaster. Guides city, county, and special district crisis communications within the Portland Metropolitan Region, comprising all local jurisdictions within and including the city of Portland and Clackamas, Clark, Columbia, Multnomah, and Washington Counties. Applies to major emergencies and disasters,to the extent that the coordination of public information is necessary. These emergencies or disasters could start within the region, start elsewhere and impact the region, or occur outside the region, but require the support of PIO resources from within the region. For more information regarding the development and maintenance of this plan please visit the Regional Disaster Preparedness Organization (PDPO) -Public Information Work Group 3.9 Coordination with Other ESFs The following ESFs support ESF 15-related activities: ALL ESFs All functions will provide situation status updates and subject matter expertise to inform development of public messaging as well as disseminate approved messaging. 4. ESF ANNEX DEVELOPMENT AND MAINTENANCE Public Affairs will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks. 5. APPENDICES APPENDIX A ESF 15—Resources APPENDIX B ESF 15— Responsibilities by Phase of Emergency Management 288 0 EMERGENCY SUPPORT v City of Lake Oswego EOP c� FUNCTION ANNEX roc 0 ESF 15—RESOURCESrn 71 The following resources provide additional information regarding ESF 15 public information- related issues N at the local, state, and federal level: m CITY c • Emergency Operations Plan • ESF 2 - Communications m y • Lake Oswego Public Information Manual (For Official Use Only) COUNTY • Emergency Operations Plan • ESF 2 - Communications • ESF 15 - Public Information • PIO Handbook/JIS Plan (For Official Use Only) • EAS Activation Protocol (For Official Use Only) • Clackamas County Communications (C-COM)/Clackamas County Disaster Management Community Alerting System Policy STATE • Emergency Operations Plan • ESF 2 - Communications • ESF 15 - Public Information FEDERAL • National Response Framework • ESF 2 - Communications • ESF 15 - External Affairs • Federal Integrated Public Alert and Warning System 289 0 a EMERGENCY SUPPORT Z City of Lake Oswego EOPCP 0 c� FUNCTION ANNEX CP co 0 ESF 15— PHASES OF EMERGENCY y 71 MANAGEMENT Ul The following checklist identifies key roles and responsibilities for ESF 15 — Public Information. It is broken 'CP out by phase of emergency management to inform tasked agencies of what activities they might be expected I to perform before, during, and after an emergency to support the public information function. All tasked CO) agencies should maintain agency-specific plans and procedures that allow them to effectively accomplish m these tasks. CI) PREPAREDNESS71 All Tasked Agencies ❑ Develop operational plans for ESF 15 activities. m ❑ Participate in ESF 15-related trainings and exercises as appropriate. Public Affairs ❑Coordinate regular review and update of the ESF 15 annex with supporting agencies. 0 ❑ Participate in required trainings and exercises to develop the skill sets required to effectively serve as the jurisdiction's PIO. ❑Coordinate and operate a JIC to support the coordination of public messaging among multiple response Z partners. )10 ❑ Maintain a media contact roster. ❑ Facilitate collaborative planning to ensure the City's capability to support ESF 15 activities. ❑ Develop pre-scripted warning messages for known hazards. m ❑ Develop methods for distributing materials to the public, including materials for non- English-speaking Z groups, if appropriate. ❑ Establish and maintain systems to support public information. RESPONSE All Tasked Agencies ❑ Provide situational updates to the EOC, as required,to allow for the development of timely and accurate public messaging. ❑ Provide a representative to the EOC, when requested,to support ESF 15 activities. Public Affairs ❑Serve as the lead/EOC PIO. ❑Advise On-Scene and EOC Command regarding all public information issues. ❑Coordinate timely, consistent information with participating agencies and jurisdictions. ❑ Provide staff for field PIO and JIC activities. ❑ Provide public information support for the City Manager and City Council, as directed by the Incident Commander ❑ Develop and operate the JIS. ❑ Prepare and obtain EOC Command approval for all incident information releases sent to media, employees, and city and regional partners. ❑ Keep employees and the public updated on incident status. 290 0 a EMERGENCY SUPPORT v City of Lake Oswego EOP c FUNCTION ANNEX CP Ca 0 ESF 15— PHASES OF EMERGENCY m 71 MANAGEMENT RESPONSE CONTINUED... 111Mir -In 'CP LOCOM ❑ Provide public safety answering point back-up services to C-COM. CO) ❑ Back up C-COM as the County Warning Point. y [' Operate the Public Alerts (Everbridge) community notification system for the LOCOM areas that contract Q for those services. 71 Fire Department ❑ Participate in on-scene PIO and EOC JIC activities. If19 ❑Assist in disseminating emergency public information. C) ❑ Collaborate with PIO staff to develop and disseminate alert and warning messages. m Police Department n ❑ Participate in on-scene PIO and EOC JIC activities. ❑Assist in disseminating emergency public information. ❑ Collaborate with PIO staff to develop and disseminate alert and warning messages. a City Manager and Staff a [' Coordinate preparation for media interviews and press conferences with the Incident Commander and m PIO. City Employee z ❑ Refer all requests for incident information to the PIO. ❑ Do not offer personal opinions, conjecture, or off-the-record comments regarding any aspect of the incident or related activities. RECOVER All Tasked Agencies [' Demobilize response activities. [' Maintain incident documentation to support public and individual assistance processes. ❑ Participate in all after-action activities and implement corrective actions as appropriate. MITIGATION All Tasked Agencies [' Participate in the hazard mitigation planning process for the City. ❑ Provide agency and incident data to inform development of mitigation projects to reduce hazard vulnerability. CCDM [' Conduct public education programs as an ongoing activity. 291 THIS PAGE LEFT BLANK INTENTIONALLY 292 m Cl) TI EMERGENCY SUPPORT O+ City of Lake Oswego EOP c.1 FUNCTION ANNEX .°ReGor / 0 0 , ESF 16-VOLUNTEER AND DONATION MANAGEMEN' m The following checklist identifies key roles and responsibilities for ESF 16 response Z (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) cP RESPONSE ALL TASKED AGENCIES o ['Provide situational updates to the EOC as required to maintain situational awareness and establish a common operating picture. ❑Provide a representative to the EOC, when requested,to support ESF 16 activities. RESPONS MERGENCY MANAGEMENT EXECUTIVE COMMITTEE Z ❑Coordinate with the EOC Planning Section to identify unmet needs. ❑Establish a Volunteers and Donations Branch in the EOC if needed. ❑Designate a Volunteer Manager and coordinate establishment of a volunteer reception center or facility to facilitate the receiving, registering, and referral of spontaneous/ unaffiliated volunteers. m ❑Designate a Donations Manager and coordinate establishment of donations reception points/staging areas, as needed. m ❑Coordinate with community and faith-based partners to facilitate the matching of volunteers and "I donations with unmet needs. ❑Coordinate with community and faith-based partners to facilitate the distribution of donated relief supplies. ❑Track the use of volunteers and donated resources through the EOC Finance Section. ❑Communicate information to the public about how to volunteer and/or donate through the Public Information Officer. ❑Activate LOARES and CERT through Public Alerts, email lists, and Fire Department website, as appropriate. ❑Request support for volunteers and donations activities through the County EOC. RESPONSE FINANCE DEPARTMENT ['Manage the receipt and use of unsolicited and/or undesignated monetary donations in accordance with City, County, state, and federal statutes. RESPONSE COMMUNITY AND FAITH-BASED ORGANIZATIONS ❑Assist with the delivery of food, shelter, fuel, clothing,transportation,financial assistance, victim registration and inquiry, and other essential services. 293 eij THIS PAGE LEFT BLANK INTENTIONALLY 294 m y -n ; °s EMERGENCY SUPPORT O► City of Lake Oswego EOP c� FUNCTION ANNEX ESF 16-TABLE OF CONTENTS n 1. Introduction 296 1.1 Purpose 296 1.2 Scope 296 1.3 Policies and Authorities 297 y 2. Situation and Assumptions 297 2.1 Situation 297 2.2 Assumptions 297 3. Concepts of Operations 298 3.1 General 298 3.2 Disabilities, and Access and Functional Needs 298 3.3 Coordination with Other ESFs 298 4. ESF Annex Development and Maintenance 298 5. Appendices 298 Appendix A: ESF 16 Resources 299 Appendix B: ESF 16 Responsibilities by Phase of Emergency Mngmt. Checklist 300 295 m y TI EMERGENCY SUPPORT C' City of Lake Oswego EOP 0 c� FUNCTION ANNEX ESF 16-VOLUNTEER AND DONATION (117) m MANAGEMENT y ESF 16 TASKED AGENCIES a Primary City Ag Emergency Management Executive Committee CP CP Parks and Recreation Department Supporting City Agency Library Department ZZ Fire Department American Red Cross O Community Partners Local faith-based organizations Z Lake Oswego Amateur Radio Emergency Services (LOARES) Community Emergency Response Team (CERT) ounty Agency Clackamas County Disaster Management a State Agenc Oregon Department of Emergency Management m Federal Agency Federal Emergency Management Agency 1 . INTRODUCTION 191. 1 .1 Purpose Emergency Support Function (ESF) 16 describes how the City will coordinate with community and faith-based organizations to: Effectively coordinate the activities/management of pre-identified and established affiliated volunteers and solicited donations. Coordinate with community and faith-based groups to manage spontaneous and/or unaffiliated volunteers, as well as unsolicited donations (physical and monetary). 1 .2 Scope The following activities are within the scope of ESF 16: Coordinate the disaster response activities of volunteers affiliated with City-recognized community and faith- based groups. Coordinate and/or provide guidance on the management and/or utilization of solicited donations (physical and monetary) received by City-recognized community and faith- based groups. Managing spontaneous/unaffiliated volunteers and unsolicited donations and referring those resources to appropriate City-recognized community and faith-based groups. Providing guidance to community and faith-based groups engaged in the management of spontaneous/ -p unaffiliated volunteers and/or unsolicited donations as requested. This annex does not supersede the plans, policies, or procedures of voluntary organizations, nor does it affect donations or volunteer assistance offered directly to voluntary agency partners. This annex also does not address organized volunteer resources that have been pre-vetted to support a specific function. 296 m y TI j °s EMERGENCY SUPPORT C' City of Lake Oswego EOP c.1 FUNCTION ANNEX ESF 16-VOLUNTEER AND DONATION m MANAGEMENT y 1 .3 Policies and Authorities z None at this time. CP 2. SITUATIONS AND ASSUMPTIONS g 2.1 Situation The City is faced with a number of hazards that may require coordination of volunteers and donations to support response and recovery activities. The City is also supported by numerous community- and faith- based partners who are able to assist facilitating volunteer support and donations management to address y unmet needs. The following considerations should be taken into account when planning for the coordination z and management of volunteers and donations: During large-scale incidents, a surge of spontaneous/unaffiliated volunteers and/or unsolicited donations Z may jam distribution channels, overwhelm City government and volunteer agencies, and hamper City response operations. m Despite good intentions, spontaneous/unaffiliated volunteers and unsolicited donations during a disaster are E often underutilized and can be problematic for established response agencies. The lack of an organized system to manage physical donations (i.e., receiving, sorting, prioritizing, and " distributing) has the potential to severely reduce the effectiveness of City response operations. Careful planning reduces problems associated with spontaneous, unaffiliated volunteers. The timely release of information to the public regarding needs and collection points is essential to the management of donated goods and services. Coordinating the efforts of multiple volunteer agencies is necessary to avoid duplication of effort and redundancy in the provision of services. Reducing the potential for unethical management of monetary donations will be important in a disaster. 2.2 Assumptions ESF 16 is based on the following planning assumptions: The arrival of spontaneous/unaffiliated volunteers is expected. Donations of unsolicited, non-useful, and unwanted goods can be expected. The City is responsible for coordinating response activities within the City, including the management of volunteers and donations. Many community and faith-based organizations are experienced in managing volunteers and donations and have the capacity to receive, process, and deliver goods and services to the affected population;therefore, the City will look to those organizations to implement their existing plans, policies, and procedures to assist the City in volunteers and donation management. LOARES and CERT may self-activate in large-scale events. 297 m CO) TI EMERGENCY SUPPORT C' City of Lake Oswego EOP O c.1 FUNCTION ANNEX ESF 16-VOLUNTEER AND DONATION m MANAGEMENT y 3. CONCEPTS OF OPERATIONScP 3.1 General v All ESF 16-related activities will be performed in a manner that is consistent with the National Incident 0 Management System and the Robert T. Stafford Disaster Relief and Emergency Assistance Act. ZZ Requests for assistance with volunteer and donations management will first be issued in accordance with established mutual aid agreements; once those resources have been exhausted, a request may be forwarded 5 to the County Emergency Operations Center (EOC). cn Z 3.2 Disabilities, and Access and Functional Needs 0) Provision of ESF 16-related activities will take into account populations with disabilities, and access and functional needs. The needs of individuals who experience disabilities or access and functional needs shall Z be identified and planned for as directed by policy makers and according to state and federal regulations and a guidance. m 3.3 Coordination with Other ESFs The following ESFs support ESF 16-related activities: Transportation: Coordinate transportation of donated goods and volunteers to impacted "I areas. Mass Care: Identify unmet community needs and coordinate distribution of goods and services to impacted populations. Logistics Management& Resource Support: Identify resource needs and coordinate with ESF 16 to address them. Health and Medical. Coordinate with private sector healthcare providers. Search and Rescue: Coordinate with volunteer organization (e.g.,for light search and rescue needs) Agriculture and Animal Protection. Coordinate with agriculture and agribusiness industry partners. Public Information: Inform the public of how to effectively support response and recovery Allikthrough volunteering and donations. 1+'1i_11I1I*.41]*1l!s]J►ll II,,1 ICI r.iI►IICI1►[I The Emergency Management Executive Committee will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks. 4. APPENDICES APPENDIX A 1 ESF 16—Resources APPENDIX : ESF 16— Responsibilities by Phase of Emergency Management 298 ND ;; � °s EMERGENCY SUPPORT Z City of Lake Oswego EOP FUNCTION ANNEX CP (17) ESF 1 6—RESOURCES rn The following resources provide additional information regarding ESF 16 and law enforcement related issues at the local, state, and federal level: m CITY o c • None at this time COUNTY y • Emergency Operations Plan • ESF 16—Volunteer and Donations STATE • Emergency Operations Plan • ESF 16—Volunteers and Donations FEDERAL • National Response Framework 299 a EMERGENCY SUPPORT Z City of Lake Oswego EOP FUNCTION ANNEX CP ci co rid ESF 16— PHASES OF EMERGENCY y 71 MANAGEMENT The following checklist identifies key roles and responsibilities for ESF 16 — Volunteers and Donations. It is 'CP broken out by phase of emergency management to inform tasked agencies of what activities they might be = expected to perform before, during, and after an emergency to support the volunteers and donations y function. All tasked agencies should maintain agency specific plans and procedures that allow them to m effectively accomplish these tasks. Cl) PREPAREDNESSTI ITI All Tasked Agencies ❑ Develop operational plans for ESF 16 activities. Z ❑ Participate in ESF 16-related trainings and exercises as appropriate. Emergency Management Executive Committee z ❑ Coordinate regular review and update of the ESF 16 annex with supporting agencies. 0 ❑ Facilitate collaborative planning to ensure the City's capability to support ESF 16 activities. ❑ Develop and maintain a Volunteers and Donations Plan for the City that includes procedures for addressing: )10 ❑Spontaneous/unaffiliated volunteers )10 ❑Unsolicited donations (physical and monetary) m ['Coordination with community- and faith-based partners ❑ Maintain operational capacity of the EOC to support volunteers and donations activities. Z ❑ Ensure that staff are identified and adequately trained to fulfill the finance function in the EOC to include tracking of volunteers and donations, including monetary gifts. ❑ Facilitate, in coordination with community emergency preparedness organizations (e.g., Community Emergency Response Team),the recruitment,training, and equipping of a cadre of disaster relief volunteers. Finance Department ❑ Establish financial protocols for the management of monetary donations. City Attorney ❑ Advise on the legal implications and liability issues arising from volunteer and donations management. Community and Faith-Based Organizations ❑ Maintain an inventory of available volunteer and material resources to support response and recovery activities. RESPONSE All Tasked Agencies ❑ Provide situational updates to the EOC as required to maintain situational awareness and establish a common operating picture. ❑ Provide a representative to the EOC, when requested,to support ESF 16 activities. (continued on next page) 300 a EMERGENCY SUPPORT Z City of Lake Oswego EOP FUNCTION ANNEX CP co INV ESF 16- PHASES OF EMERGENCY y 71 MANAGEMENT RESPONSE CONTINUED Emergency Management Executive Committee y [' Coordinate with the EOC Planning Section to identify unmet needs. y ❑ Establish a Volunteers and Donations Branch in the EOC if needed. 0 ❑ Designate a Volunteer Manager and coordinate establishment of a volunteer reception center or facility TI to facilitate the receiving, registering, and referral of spontaneous/ unaffiliated volunteers. m ❑ Designate a Donations Manager and coordinate establishment of donations reception points/staging areas, as needed. Z ❑ Coordinate with community and faith-based partners to facilitate the matching of volunteers and donations with unmet needs. m ❑ Coordinate with community and faith-based partners to facilitate the distribution of donated relief Z supplies. ['Track the use of volunteers and donated resources through the EOC Finance Section. ❑ Communicate information to the public about how to volunteer and/or donate through the Public a Information Officer. Z ❑Activate LOARES and CERT through Public Alerts, email lists, and Fire Department website, as )10 appropriate. m ❑ Request support for volunteers and donations activities through the County EOC. Finance Department Z ❑ Manage the receipt and use of unsolicited and/or undesignated monetary donations in accordance with -I City, County, state, and federal statutes. Community and Faith-Based Organizations ❑Assist with the delivery of food, shelter, fuel, clothing,transportation,financial assistance, victim registration and inquiry, and other essential services. RECOVERY All Tasked Agencies ❑ Demobilize response activities. ❑ Maintain incident documentation to support public and individual assistance processes. ❑ Participate in all after-action activities and implement corrective actions as appropriate. Emergency Management Executive Committee ❑ Coordinate the demobilization of the volunteer reception center. ❑ Coordinate the demobilization of any donations reception points/staging areas, etc. ❑ Compile and keep all documentation collected relating to the management of spontaneous volunteers and unsolicited donations. ❑ Coordinate the disposition of unused donations. ❑ Coordinate all after-action activities and implement corrective actions as appropriate. (continued on next page) 301 �1�;J a ;; � °s City of Lake Oswego EOP EMERGENCY SUPPORT ZFUNCTION ANNEX CP co ESF 16- PHASES OF EMERGENCY y MANAGEMENT RECOVERY CONTINUED Community and Faith-Based Organizations y ❑ Distribute surplus items through existing charitable networks. y MITIGATION ° All Tasked Agencies m ❑ Participate in the hazard mitigation planning process for the City. m [' Provide agency and incident data to inform development of mitigation projects to reduce hazard vulnerability. +n ❑Conduct public information campaigns, and continuously remind and encourage community members, Z to: 0 ❑ Join recognized community and faith-based organizations' cadre of disaster volunteers before a '4 disaster strikes. 7.a ❑ Contribute financial/monetary donations rather than physical donations unless otherwise )10 requested. Z ❑ Give charitable donations directly to disaster relief organizations rather than to the City. m m z 302 m y TI EMERGENCY SUPPORT V City of Lake Oswego EOP o; FUNCTION ANNEX ESF 17-CYBER AND INFRASTRUCTURE RESPONSE ALL AGENCIES ❑ Provide a representative to operate from the EOC or other command location to ensure coordination 71 with other agencies, as necessary. R SPONSE IT DEPARTMENT I ❑ Immediately recall off-duty personnel. ❑Assess the situation and categorize it to support the ICT Infrastructure. Is a specific department 0 effected? C ['Assess ability to sustain extended operations. [' Support the incident IT needs, secure network, and tactical incident operational communication needs. ❑ Relocate equipment as necessary. ❑Assess and categorize incident between Communication Support, Information Technology Support, and Cybersecurity Support. ['Assess scope of the incident to provide equipment to EOC, support a specific city department, and/or recall Cybersecurity Insurance specialists. ❑ Ensure communications are established at the EOC. El Provide radio equipment if internal city communication is inoperable. ❑ Relocate equipment as necessary. ['Assist in restoring communications as needed. ❑ Provide Law Enforcement support for Cybersecurity investigations, evidence collection, and jurisdiction authority assessment. 303 m y TI 1 :Q City of Lake Oswego EOP '' �n�, EMERGENCY SUPPORT V o! FUNCTION ANNEX CCP n ESF 17—CYBER AND INFRASTRUCTURE a z v Initial Response — Z7 Executive Group On-Scene EOC Incident Commander Structure (LEVEL 1 I Incident —I CA C City Police Department City Public Works Department City Fire Department C IXI ICS Structure Executive Group EOC Incident Commander (LEVEL 2 or 3 Incident Public Information Officer Liaison Officer ISafety Officer I LOperations Section Chief I Planning Section Chief Logistics Section Chief Financial/Admin Section Chief — City Police Department 0 ICT Branch splits Logistics into traditional and IT based needs/ operations. —I City Public Works Department 0 The IT Department is available for the IT functions of the EOC. 1 City Fire Department 304 0 THIS PAGE LEFT BLANK INTENTIONALLY 305 m y -Ti ; � ° , EMERGENCY SUPPORT V City of Lake Oswego EOP or FUNCTION ANNEX ESF 17—TABLE OF CONTENTg m cp 1. Introduction 307 Z 1.1 Purpose 307 m 1.2 Scope 307 1.3 Policies and Authorities 308 2. Situation and Assumptions 308 3. Concepts of Operations 308 3.1 General 308 3.2 Cyber Incident Management Phases 309 3.3 Incident Response Team 310 3.4 Cyber Incident Response Lines of Effort 310 3.5 Disabilities, and Access and Functional Needs 311 3.6 Coordination with Other ESFs 311 4. ESF Annex Development and Maintenance 312 5. Appendices 312 Appendix A: ESF 17 Resources 313 Appendix B: ESF 17 Cyber-Incident Severity Matrix 314 306 m CO) TI EMERGENCY SUPPORT V City of Lake Oswego EOP o; FUNCTION ANNEX n CCI ESF 17-CYBER AND INFRASTRUCTURE C ESF 17 TASKED AGENCIES 71 Primary ' IT Department orting City Agenc City Manager's Office y Community Partne Cyber Security Insurance (Team of Recovery Efforts) County Agency Clackamas County Technology Services (TS) 0 State Agenc Oregon Department of Energy Public Utility Commission C Federal Agency Federal Bureau of Investigations (FBI) m 1 . INTRODUCTION 1 .1 Purpose Emergency Support Function (ESF) 17 is facilitate effective and coordinated State and local government response and recovery activities to cyber incidents. This Annex discusses policies, organization, actions, and responsibilities for a coordinated, multidisciplinary, broad-based approach to prepare for, respond to, and recover from cyber-related incidents. These may be either statewide or national cyber-incidents impacting critical processes or economic activity. Refining inter-agency and cross-sector information coordination, encouraging information sharing, and performing threat analysis; Sharing information in a way that protects privacy, confidentiality, and civil liberties; Establishing and maintaining the Incident Response Team (IRT) to detect, report, and respond to cyber incidents; and Developing a statewide cybersecurity strategy that advances Oregon's cyber capabilities. 1 .2 Scope In the event of a significant cybersecurity incident, ESF 17 provides a centralized entity for responding to a cyber-incident that affects the City. ESF 17 provides a means of defining, specifying, and maintaining the functions and resources required to ensure timely and consistent actions, communications, and response efforts. Additionally, ESF 17 ensures appropriate coordination and inclusion of necessary state,federal, local agencies and private agencies, in order to minimize the impact of a cybersecurity incident. Significant cybersecurity incidents may occur independently or in conjunction with disaster emergency operations and potentially could impact public health, safety, or critical infrastructure. ESF 17 stakeholders coordinate in accordance with relevant statutory and regulatory authorities during all phases of emergency management. ESF 17 stakeholders coordinate with state and local departments and agencies during response, but do not supersede the authority of these entities. ESF 17 and relevant state and local entities work together to protect life and property in the State of Oregon. 307 m CO) TI EMERGENCY SUPPORT V City of Lake Oswego EOP o; FUNCTION ANNEX n .D.s e c o'tCCI •i m ESF 17-CYBER AND INFRASTRUCTURE C _ z 1 .3 Policies and Authorities 11 The Oregon State Legislature set forth policies in Chapter 276A — Information Technology. Below are Oregon Revised Statutes (ORS)that are particularly relevant to cyber and infrastructure security: y ORS 276A.300 ORS 276A.326 ORS 276A.30 0RS276A.329 ORS 276A.306 ORS 276A.332 ORS 276A.323 ORS 276A.335 m 2. SITUATION AND ASSUMPTIONS The response to and recovery from a cyber-incident must consider existing challenges to the effective management of significant cyber incidents and the resulting physical effects of such cyber incidents and of cyber consequences of physical incidents. Such consideration allows resources to be appropriately channeled into resolving identified challenges. Assumptions and identifiable challenges include but not limited to: Management of Multiple Cyber Incidents: The occurrence or threat of multiple cyber incidents may significantly hamper the ability of responders to adequately manage the cyber incident. Strategic planning and exercises should be conducted to assist in addressing this problem. Availability and Security of Communications: A debilitating infrastructure incident could impede communications needed for coordinating response and recovery efforts. Flexible secure, reliable communication systems are needed to enable public and private-sector entities to coordinate efforts in the event that routine communications channels are inoperable. Availability of Expertise and Surge Capacity: State and Federal agencies must ensure that sufficient technical expertise is developed and maintained within the Government to address the wide range of ongoing cyber incidents and investigations. In addition,the ability to surge technical and analytical capabilities in response to cyber incidents that may occur over a prolonged period must be planned for, exercised, and maintained. Coordination with the Private Sector: Cyberspace is largely owned and operated by the private sector; therefore,the authority of the State and Federal Government to exert control over activities in cyberspace is limited. 3. CONCEPTS OF OPERATIONS lib lib JIM di 3.1 General The Department of Administrative Services (DAS) is the primary agency that plays a significant role in managing intergovernmental (Federal, State, Local, and Tribal) and, where appropriate, public-private coordination in response to cyber-incident. Responsibilities including: Providing indications and warning of potential threats, incidents, and attacks; Information-sharing both inside and outside the government, including best practices, investigative information, coordination of incident response, and incident mitigation; Analyzing cyber-vulnerabilities, exploits, and attack methodologies; (continued on next page) 308 m CO) TI , EMERGENCY SUPPORT V City of Lake Oswego EOP O o; FUNCTION ANNEX n CCI ESF 17-CYBER AND INFRASTRUCTURE C 3. CONCEPTS OF OPERATIONS 71 3.1 General Continued y Providing technical assistance; Conducting investigations and forensics analysis; C Defending against the attack; Leading city-level recovery efforts. m These activities are the product of, and require, a concerted effort by Federal, State, local, and tribal governments, and nongovernmental entities such as private industry and academia. Not all national level cyber incidents will have statewide significance. A statewide incident may not have national significance. Statewide cyber emergencies may include: Cyber incidents determined to be severe enough to be a declaration by the Governor under the provisions of ORS 401.165. Cyber incidents either intentional or unintentional, which threatens Oregon's economic prosperity through a loss of confidentiality, integrity, or availability of the communications, data or information infrastructure. 3.2 Cyber Incident Management Phases Cyber incidents require the involvement of both information technology experts and emergency management. To provide clarity to all sides of the multi-faceted response partners, the following matrix (Figure Pictured Below) depicts the overlap between emergency management activities and information technology activities, using terminology familiar to each set of stakeholders. Figure 17-1. Cyber-Incident Management Process in Relation to Emergency Management Phases PREPAREDNESS(Freya n fian, RESPONSE RECOVERY Prelection) 1111 II I II 0 MITIGATION n rr, 0 o m - Z A ki tz) -' - Z A 5:1 m Ln 309 m y TI ; 'c EMERGENCY SUPPORT V City of Lake Oswego EOP o; FUNCTION ANNEX n CCI ESF 17-CYBER AND INFRASTRUCTURE C 3. CONCEPTS OF OPERATIONS 71 3.3 Incident Response Team cn The Incident Response Team (IRT) can be established and facilitated by local, state, and federal agencies. During the initial conference between the affected entity,the Chief Information Security Officer will appoint team members as needed. C Upon activation,the IRT will be responsible for: 0 Implementing tactical response operations to detect, analyze, contain, eradicate, and recover from an C incident within their respective line(s) of effort XI _ m Receiving strategic direction and guidance from governing authorities and aligning response actions appropriately Coordinating with public and private sector entities within the state to implement proper threat detection, reporting, and response procedures Establishing a regular reporting schedule to provide updates to governing authorities to create and maintain situational awareness and support operational coordination and coordinating with Emergency Operations Command to: . Conduct briefings or share information with non-state partners . Provide recurring reporting to Federal entities using designated reporting procedures to meet regulatory requirements, and create and maintain situational awareness at the federal level . Providing support to law enforcement agencies responsible for criminal investigation during cyber incidents and state agencies responsible for advancing information security . Facilitating the collection and proper handling of evidence . Providing technical support to the affected entity to facilitate cyber incident resolution 3.4 Cyber Incident Response Lines of Effort As described in Table 17-1 below,there are four lines of effort in cyber incident response: Threat Response, Asset Response, Intelligence Support, and Affected Entity Response. These concurrent lines of effort provide the foundation required to synchronize various response efforts before, during, and after a cyber incident, as defined below. Activities include the appropriate law enforcement investigative activities for: . Collecting evidence and gathering intelligence to provide attribution Threat Response • Linking related incidents and identifying additional possible affected entities • Identifying threat pursuit and disruption opportunities . Developing and executing courses of action to mitigate the immediate threat and facilitating information sharing and coordination with Asset Response efforts Table continues on next page... 310 m y mini ; � c° , EMERGENCY SUPPORT V City of Lake Oswego EOP ,,0 o; FUNCTION ANNEX n m ESF 17—CYBER AND INFRASTRUCTURE a co 3. CONCEPTS OF OPERATIONS -n Line of Effort Definition _ al y .41 Activities include furnishing technical assistance to affected entities to protect their assets, 7a mitigate vulnerabilities, and reduce impacts of cyber incidents by: C ▪ Identifying other entities possibly at risk and assessing their risk to the same or similar 0 vulnerabilities C Asset Response . Assessing potential risks to the sector or region, including potential cascading effects, and MI developing courses of action to mitigate these risks m • Facilitating information sharing and operational coordination with Threat Response Providing guidance on how best to utilize state and local resources and capabilities in a timely, effective manner to speed recovery Facilitates the building of situational threat awareness and sharing of related intelligence to: Intelligence 01. Create an integrated analysis of threat trends and events Support Identify and assist with the mitigation of knowledge gaps • Suggest methods to degrade or mitigate adversary threat capabilities • Highly encouraged to share information surrounding the event with other cybersecurity specialists to assist with the investigative,analysis, response,and recovery phases of cyber Affected Entity incident response Response . The affected entity is the data owner and retains responsibilities to ensure appropriate actions i4 and safeguards are in place to remediate threats and secure their information 3.5 Disabilities, and Access and Functional Needs Provision of ESF 17-related activities will take into account populations with disabilities, and access and functional needs. The needs of individuals who experience disabilities or access and functional needs shall be identified and planned for as directed by policy makers and according to state and federal regulations and guidance. 3.6 Coordination with Other ESFs The following ESFs support ESF 17-related activities: rESF 1 Transportation: Coordinate transportation of donated goods and volunteers to impacted areas. ESF Communications. Augment communications resources to county, local, state, and federal agencies. E Law Enforcement. Provide support for law enforcement resources, investigations, and reports. 311 m CO) TI ; * .. , EMERGENCY SUPPORT VCity of Lake Oswego EOPor FUNCTION ANNEX 0 CCI ESF 17-CYBER AND INFRASTRUCTURE a z C 4. ESF ANNEX DEVELOPMENT AND MAINTENANCE The Technology Services Department will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and y procedures that address assigned tasks. 73 5. APPENDICE ` eimorI 1.1 C APPENDIX A ESF 17—Resources C XI APPENDIX B ESF 17— Cyber Incident Severity Matrix m 312 0 a ; ° , EMERGENCY SUPPORT Z City of Lake Oswego EOP or FUNCTION ANNEX CP ricTi ESF 17- -RESOURCES m The following resources provide additional information regarding ESF 17 related issues at TI the local, state, and federal level: COUNTY/STATE//FEDERAL _ �o m Clackamas County ESF 17 coordinates across a diverse group of stakeholders and entities, with the y Clackamas County Chief Information Security Officer (CISO) serving in a role to facilitate information and C resource sharing among ESF partners. CISO facilitates cyber coordination among state, local, and federal governmental partners, emergency management, State Threat Assessment Center (STAC), and Regional 0 Fusion Centers (RFCs). While Clackamas County CISO has a formal role in coordinating with federal partners, y state and local emergency management, and the STAC, its role in coordination with RFCs is based on requests for support and information sharing. Regional Fusion Centers request state support for cyber-driven incidents through Clackamas County CISO, as stipulated by Oregon State law. Beyond this relationship, RFCs can also look to Clackamas County CISO as a resource for information and resources that may be needed to respond to and recover from a cyber-incident. CISO's connections with diverse cyber, law enforcement, and emergency management partners allow it to act as a conduit of needed intelligence, equipment, expertise, and staff between partners. In this way, ESF 17 coordinates through the Clackamas County CISO as the main resource for information and resources during a cyber-incident involving response from Clackamas County ESF 17 partners. REGIONAL 111..11 Successful operation of the Clackamas County ESF 17 requires coordination with a diverse group of stakeholders, including regional partners. RFCs in particular, play a key role in cyber incident response at the regional level. Fusion centers provide intelligence and response capabilities that can contribute to the ESF 17. FUSION CENTER RESPONSIBILITIES As a key member of Clackamas County ESF 17, a primary responsibility for RFCs is to provide situational awareness on incidents to the CISO. These fusion centers can provide situational awareness updates to CISO even when they are not requesting support from state entities. This one-way communication allows CISO to remain aware of ongoing threats and provide expeditious support when requested. Fusion centers may also request state-level incident response support from CISO, including support for information and resource sharing. When support is requested, CISO can leverage state resources as well as connect regional entities to other actors with a given set of specialized skills or resources. FUSION CENTER RESPONSIBILITIES imp If requested and available, Clackamas County CISO may support response to cyber incidents occurring within non- state entities. The following conditions and actions are associated with assistance to non-state entities: Monitor the status of the external, non-state entity's cyber incident throughout the event lifecycle Provide Clackamas County and state leadership periodic updates on the external, non- State entity's cyber incident and whether any aspects of it are\can\may adversely affect Oregon digital technologies, systems, operations, or services Initiate the recommendation for IRT stand up if the external, non-state entity's cyber incident reaches a point where it adversely affects Oregon digital technologies, systems, operations, or services up to Level 2 (Medium) or higher 313 EMERGENCY SUPPORT Z City of Lake Oswego EOP L or FUNCTION ANNEX CP 17151 ESF 17 CYBER INCIDENT SEVERITYrri 71 MATRIX OREGON CYBER LEVEL OF EFFORT m INCIDENT SEVERITY DESCRIPTION DESCRIPTION OF ACTIONS 0 C Level 0—Steady State Unsubstantiated or inconsequential Steady State, which includes routine watch event. and warning activities. m Requires coordination among State Unlikely to impact public health or Departments and State, Local,Tribal, and Level 1—Low safety, national security,economic Territorial (SLTT) governments due to minor security,foreign relations, civil to average levels and breadth of damage. liberties, or public confidence. Typically,this is primarily a recovery effort with minimal response requirements. Requires coordination among Victim May impact public health or safety, Departments, Victim Agencies, or SLTT Level 2—Medium national security, economic security, governments due to minor to average levels foreign relations, civil liberties, or and breadth of cyber related impact or public confidence. damage. Typically, this is primarily a recovery effort. Likely to result in a demonstrable Requires elevated coordination among State impact to public health or safety, Departments, State Agencies, or SLTT Level 3— High national security, economic security, governments due to moderate levels and foreign relations, civil liberties, or breadth of damage. Potential involvement of public confidence. FEMA and other federal agencies. * Requires elevated coordination among State Likely to result in a significant Departments, State Agencies, or SLTT Level 4—Severe impact to public health or safety, governments due to moderate levels and ational security, economic security, breadth of cyber impact or damage. reign relations, or civil liberties. Involvement of Federal Partners if needed for incident. Due to its severity, size, location, actual or potential impact on public health, welfare, or Poses an imminent threat to the infrastructure, the cyber incident requires an provision of wide scale critical extreme amount of State assistance for Level 5—Emergency infrastructure services, State incident response and recovery efforts, for government security, or the lives of which the capabilities to support do not exist Oregon community members. at any level of State government. Involvement of Public Private Partnerships if needed for incident. 314 m CO TI ; � ° , EMERGENCY SUPPORT co City of Lake Oswego EOP , or FUNCTION ANNEX 5. p ESF 18-MILITARY SUPPORT 73, a The following checklist identifies key roles and responsibilities for ESF 18 response mg (Excerpt:Appendix B, Responsibilities by Phase of Emergency Management) y C RESPONSE ALL AGENCIE ` AM 0 ❑ Provide situational updates to the EOC, as required, to maintain situational awareness and foster a Xl common operating picture. —I ❑ Provide a representative to the EOC, when requested, to support ESF 18 activities. RESPONSE POLICE DEPARTMEN ❑ Coordinate with the EOC Planning Section to determine the operational status and posture of National Guard assets. ❑ Establish a Military Support Branch in the EOC if needed. ❑ Request support for military-related activities through the State ECC. RESPONSE OREGON MILITARY DEPARTMEN ❑Work in concert with local emergency management and other local level officials to maintain local level operational control of incident response activities. 315 yr t / R m Cl) TI 1 :Q� City of Lake Oswego EOP '',O�sn} EMERGENCY SUPPORT CO or FUNCTION ANNEX ..pseco' �` r 0ESF 18-MILITARY SUPPORT a Cl) C Initial Response Executive Group On-Scene EOC Incident Commander Structure (LEVEL 1 0 I Incident 72 City Police Department City Public Works Department City Fire Department I ICS Structure Executive Group EOC Incident Commander (LEVEL 2 or 3 Incident Public Information Officer Liaison Officer ISafety Officer I LOperations Section Chief I Planning Section Chief Logistics Section Chief Financial/Admin Section Chief — City Police Department 1 City Public Works Department 1 City Fire Department 316 0. THIS PAGE LEFT BLANK INTENTIONALLY 317 m CO 17 ; � ° , EMERGENCY SUPPORT CO City of Lake Oswego EOP .0 or FUNCTION ANNEX I .° e - CO % r RI ESF 18-TABLE OF CONTENTS o C) 1. Introduction 319 0 Z 1.1 Purpose 319 m 1.2 Scope 319 Z 1.3 Policies and Authorities 319 y 2. Situation and Assumptions 319 2.1 Situation 319 2.2 Assumptions 320 3. Concepts of Operations 320 3.1 General 320 3.2 Coordination with Other ESFs 321 4. ESF Annex Development and Maintenance 321 5. Appendices 322 Appendix A: ESF 18 Resources/Military Support Overview 323 Appendix B: ESF 18 Phases of Emergency Management 325 318 m CO) TI ; ' c° , EMERGENCY SUPPORT CO City of Lake Oswego EOP ,,O or FUNCTION ANNEX 1 �.Pecot`/ F q a ESF 18-MILITARY SUPPORT C ESF 18 TASKED AGENCIES 0 •rimary City Agency Emergency Management Executive Committee 73 Parks and Recreation Department Library Department Supporting City Agency Fire Department Police Department American Red Cross ommunity Partners Local faith-based organizations Lake Oswego Amateur Radio Emergency Services (LOARES) Community County , Clackamas County Disaster Management pp State Agenc Oregon Department of Emergency Management Federal Agency Federal Emergency Management Agency 1 . INTRODUCTION I 1 .1 Purpose Emergency Support Function (ESF) 18 is intended to create awareness regarding the State's coordination of military support to civil authorities in times of emergency. See the State of Oregon's ESF 18 — Military Support for more information. 1 .2 Scope Activities within the scope of ESF 18 include awareness of Oregon National Guard (ORNG) forces and military resources that may be called in to assist civil authorities with the protection of life and property and to maintain peace, order, and public safety. 1 .3 Policies and Authorities None at this time. 2. SITUATION AND ASSUMPTIONS 2.1 Situation The City is faced with a number of hazards that may require the National Guard to support civil authorities. The following considerations should be taken into account when planning for and implementing ESF 18 activities: A significant disaster or emergency event may result in widespread damage to existing civil infrastructure and displace great numbers of people,thus requiring a rapid, self- contained, self-sufficient deployment of skilled personnel and equipment. (continued on next page) 319 0 m CO) TI ; � ° , EMERGENCY SUPPORT CO City of Lake Oswego EOP or FUNCTION ANNEX ESF 18—MILITARY SUPPORT 2. SITUATION AND ASSUMPTIONS111. -12 2.1 Situation Continued The National Guard is the only U.S. military force that operates across both state and federal responses, leveraging State Active Duty (SAD), Full-Time National Guard Duty (Title 32), and Active Duty (Title 10) personnel. While SAD,Title 32, and Title 10 are different statuses and roles,they provide mutually supporting capability. When Army and Air National Guard units are not under federal control,the Governor is the commander-in- chief of the State of Oregon. The National Guard is supervised by the Adjutant General (TAG) of the State, who also serves as the Director or Commanding General of the State military forces. The Governor can activate National Guard personnel to SAD in response to natural or man-made disasters or Homeland Defense missions. 2.2 Assumptions ESF 18 is based on the following planning assumptions: National Guard assets are available for state missions. It is understood that the federal wartime mission of all Department of Defense assets takes priority over state missions. If the National Guard is federalized, it will not be available for state tasking. Post-disaster impact/needs assessments are an ongoing process, as needs cannot be fully determined in the initial response phase of a major disaster. 3. CONCEPT OF OPERATIONS 3.1 General The Oregon Military Department is the headquarters for the Army and Air National Guard and supervises all matters pertaining to personnel administration, support, and logistical support of the National Guard, State Defense Force, Oregon Department of Emergency Management, and all state-owned or leased armories, posts, camps, military reservations, and rifle ranges. National Guard units are trained and equipped to aid in providing law enforcement, medical care,traffic control,firefighting support, resource distribution, potable water transportation, mass feeding of disaster victims, establishing communications networks with fixed and mobile radios, providing aerial surveillance of a disaster area, and the provision of limited electric power from portable generators. The National Guard may also assist in search and rescue, lifesaving, and air ambulance missions. In peacetime,the National Guard is under the command of the Governor, with its active command and administration vested in the Adjutant General. When directed by the Governor through a declaration of a state of emergency,the National Guard may be placed in Active Duty status,with the State bearing financial responsibility for the committed forces to include wages, fuel, equipment maintenance, and other expenses. It is the policy of the Governor and the Adjutant General to mobilize only the National Guard resources necessary to respond to the emergency situation. (Continued on next page) 320 m y TI ; � ° , EMERGENCY SUPPORT CO City of Lake Oswego EOP O o! FUNCTION ANNEX a ESF 18—MILITARY SUPPORT 73, 3. CONCEPT OF OPERATIONS .41 Ic 3.1 General Continued 0 The Oregon Military Department operates a Joint Domestic Operations Center (JDOC) that controls the response activities of all National Guard units. The Oregon Military Department maintains a presence in the State Emergency Coordination Center (ECC) whenever the ECC is activated. Specific emergency management restrictions: No State agency or local jurisdiction may employ National Guard assets without the State ECC approval. The exception to this rule is that area Commanders may render immediate aid to save lives and protect property under the circumstances outlined in National Guard Regulation 500-1, Military Support to Civil Authorities. In general terms, Guard assets may be deployed under the following conditions: ▪ The situation is beyond the control of local authorities, and formal assistance has been requested through the declaration process. • Requested resources are not available from commercial sources and are deployed to supplement, not replace, local efforts. • Assistance is limited to tasks that the Guard can accomplish more effectively or efficiently than another State agency. Guard resources specifically requested by State agencies or local jurisdictions will generally be provided on a cost reimbursable basis. 3.2 Coordination with Other ESFs The following ESFs support ESF 18-related activities: Transportation: Assist in transportation of military personnel to impacted areas. Communications. Augment communications resources. Public Works. Assist in damage assessment, debris management, and infrastructure restoration. Hazardous Materials. Provide support for Chemical, Biological, Radiological, Nuclear, and Explosive (CBRNE) incidents. AZ& Law Enforcement. Provide support for law enforcement agencies. 4. ESF ANNEX DEV OPMENT AND MAINTENANC : The Police Department will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks. 321 m y TI ° , EMERGENCY SUPPORT 02 City of Lake Oswego EOP Ainew or FUNCTION ANNEX r o a ESF 18-MILITARY SUPPORT 73, 5. APPENDICES ESF 18—Resources APPENDIX A . Attachment 1 — Military Support Overview APPENDIX B ESF 18— Responsibilities by Phase of Emergency Management 322 ; � ° , EMERGENCY SUPPORT Z City of Lake Oswego EOP p u or FUNCTION ANNEX 6 I ESF 1 8-RESOURCES rri The following resources provide additional information regarding ESF 18 and law enforcement related issues at the local, state, and federal level: CITY o c • None at this time COUNTY y • None at this time STATE • Emergency Operations Plan • ESF 18—Military Support FEDERAL • Legislation • Posse Comitatus Act (Title 18, U.S. Code, Section 1385) • National Response Framework • National Incident Management System NONPROFIT NON-GOVERNMENTAL ORGANIZATION • National Emergency Management Association • State Emergency Management Agency Handbook 323 a ma City of Lake Oswego EOP ;�� c „}I EMERGENCY SUPPORT Z FUNCTION ANNEX CI � tr i ESF 18-MILITARY SUPPORT OVERVIEW 71 Ail-of-Nation approach to incident management r The military's primary contribution is fin national preparedness doctrine) defense support of civil authorities (DSCA). • Support provided by U.S. Federal military forces, Department of Defense • civilians. Department of Defense contract personnel, Department of Cl) E Defense Component assets. and National Guard forces (when the a Secretary of Defense, in coordination with the Governors of the affected ma - 4 -0 States, elects and requests to use those forces in title 32, United States 0 Q Code, status)in response to requests for assistance from civil authorities co for domestic emergencies, law enforcement support, and other domestic ❑ activities, or from qualifying entities for special events. (DODD 3025.18) 0 • Save lives m Primary purposes •Alleviate suffering • Protect property m • State and federal laws define how military forces support civil authorities. • Civil authorities are in charge, and military Primary forces support them. characteristics • Military forces depart when civil authorities are able to continue without military support. • Military forces must document costs of all direct and indirect support provided. a) State governors command Army State National Guard forces Q N organization a) (National Guard in title 32 duty status) — a) President commands Federal military forces ' (National Guard in title TO duty status. Regular Army, and Army Reserve) i- • Provide support for domestic disasters. Primary • Provide support for domestic CBRN incidents. Army tasks • Provide support for domestic civilian law enforcement agencies. • Provide other designated support. CBRN incident chemical, biological, radiological, or nuclear incident DODD Department of Defense directive 324 a j °srn EMERGENCY SUPPORT Z City of Lake Oswego EOP FUNCTION ANNEX CP ci .D.tEGoo: co ESF 18- PHASES OF EMERGENCY y 71 MANAGEMENT CO The following checklist identifies key roles and responsibilities for ESF 18 — Military Support. It is broken out by phase of emergency management to inform tasked agencies of what activities they might be expected to = perform before, during, and after an emergency to support the military function. All tasked agencies should CO) maintain agency-specific plans and procedures that allow them to effectively accomplish these tasks. m y PREPAREDNESS71 All Tasked Agencies ❑ Develop operational plans for ESF 18 activities. Z ❑ Participate in ESF 18 related trainings and exercises as appropriate. Emergency Management Executive Committee ❑ Maintain operational capacity of the Emergency Operations Center (EOC) to support the integration, C'0 direction, and control of the Guard during emergency response operations. RESPONSE All Tasked Agencies a ❑ Provide situational updates to the EOC, as required,to maintain situational awareness and foster a C) common operating picture. ITI ❑ Provide a representative to the EOC, when requested,to support ESF 18 activities. m Police Department ❑Coordinate with the EOC Planning Section to determine the operational status and posture of National Guard assets. ❑ Establish a Military Support Branch in the EOC if needed. ❑ Request support for military-related activities through the State ECC. Oregon Military Department ❑Work in concert with local emergency management and other local level officials to maintain local level operational control of incident response activities. RECOVERY All Tasked Agencies ❑ Demobilize response activities. ❑ Participate in all after-action activities and implement corrective actions as appropriate. MITIGATION ❑ Participate in the hazard mitigation planning process for the City. ❑ Provide agency and incident data to inform development of mitigation projects to reduce hazard vulnerability. 325 c) THIS PAGE LEFT BLANK INTENTIONALLY 326 Cl) a City of Lake Oswego EOP (� n' SUPPORT ANNEXES a m EVACUATION TABLE OF CONTENTS c 0 1. Introduction 328 Z Z 1.1 Purpose 328 m 1.2 Scope 328 Z 1.3 Policies and Authorities 328 CA I 2. Situation and Assumptions 329 2.1 Situation 329 2.2 Assumptions 329 C 3. Concepts of Operations 330 a 3.1 General 330 O 3.2 Notifications 330 Z 3.3 Disabilities, and Access and Functional Needs 330 4. Direction and Control 331 5. ESF Annex Development and Maintenance 331 6. Appendices 331 Appendix A: SA 1 Resources 332 Appendix B: SA 1 Responsibilities by Phase of Emergency Management 333 327 SA y City of Lake Oswego EOP r SUPPORT ANNEXES .D.se c o, / 0 C 7VACUATION Z SA-1 TASKED AGENCIES Z City Manager's Office (Emergency Manager) Z Primary City Agenc Police Department Fire Department Supporting City Aged. Public Works Department Community Partne American Red Cross County Agency Sheriff's Office State Agenc Oregon State Police Federal Agency US Department of Transportation 1 . INTRODUCTION 1 .1 Purpose This Support Annex (SA) establishes the framework for the City to plan and conduct evacuation of individuals and families from at-risk hazard areas to a safe location. 1 .2 Scope Small-scale evacuations, such as those occurring during local fires, at crime scenes, or due to a localized hazardous materials spill will be managed by local fire or law enforcement responders,typically without activation of the Emergency Operations Center (EOC) or this plan. This annex focuses on medium-to-large- scale evacuations. 1 .3 Policies and Authorities The designated On-Scene Incident Commander or EOC Command both have authority to order evacuations after determining that shelter-in-place or other protective actions will not adequately ensure the safety and welfare of the at-risk population. Lake Oswego Municipal Code 12.20.830 guides City evacuation operations. Oregon Revised Statute 401.309 authorizes the City to order mandatory evacuation only after a state of emergency has been declared and only when necessary for the public safety. The Pets Evacuation and Transportation Standards Act of 2006 requires State and local governments to include evacuation,transport, and care of household pets and service animals in their disaster or emergency plan. The City will coordinate animal evacuation and shelter needs with the County. 2007 House Bill 2371 requires operators of care facilities to develop plans and train employees to evacuate clients/residents to a place of safety when conditions of imminent danger require relocation. 328 SA y City of Lake Oswego EOP � ', SUPPORT ANNEXES C EVACUATION 2. SITUATION AND ASSUMPTIONS 2.1 Situation The City is faced with a number of hazards that may require evacuation of an area including hazardous materials release, flooding,fires, police activity, and earthquakes. 2.2 Assumptions SA 1 is based on the following planning assumptions: Most evacuations are limited to a defined geographic area and coordinated by law enforcement and/or fire responders at the scene. Most instances that would require a medium-to-large scale evacuation will have some warning and therefore some pre-event activities accomplished, which may include establishing an Evacuation Planning Team, activating the Joint Information Center, and using pre-developed evacuation plans for a limited number of high or frequently at risk areas. Shelter-in-place may be a better alternative for some types of emergencies, as mass evacuations pose inherent risks, especially in moving the medically fragile. Decisions to evacuate or shelter in place will be based on situational analysis, with factors including the type and duration of threats, roadway conditions, health and safety issues, and sheltering capacity. The City has primary responsibility to plan and conduct evacuations that occur within its municipal boundaries. If requested, Clackamas County Disaster Management may assist the City with evacuation planning and coordination. On-Scene Command decides whether shelter-in-place or evacuation is the most appropriate protective measure, and ensures that appropriate implementation actions are taken. If decontamination is needed, evacuees (including pets and service animals) will be decontaminated prior to being transported from the incident area. Evacuations present special challenges because of the time limitations that may exist for planning and implementation, significant interdependencies among affected jurisdictions,transportation difficulties, functional needs considerations, and other variables. The City will activate the EOC as needed to support planning and coordination for a major evacuation involving large numbers of people and/or a large geographic area. Evacuation operations include: . Safe movement of people and pets/service animals from the at-risk area. . Shelter and mass care for evacuees. . Security of evacuated areas. . Return of evacuees when it is safe to do so. (continued on next page) 329 SA y o'c City of Lake Oswego EOP SUPPORT ANNEXES r, -. 0 C EVACUATION Responders, residents, animals, and/or equipment may need to be decontaminated in incidents involving hazardous materials. Z If given advance warning, residents will frequently leave the at-risk area (self-evacuate) before told to do so; Z other residents may refuse to evacuate when instructed to do so. The City may order mandatory evacuation if it is authorized as an emergency measure by an Emergency Declaration. Residents may refuse or delay evacuation unless they can take their pets with them. On-Scene Command may need additional resources for safe evacuation,transport, and shelter for people with disabilities, and access and functional needs (e.g., children;the elderly; individuals with physical impairments, disabilities, or other medical conditions; homeless or transient populations; and individuals with limited English proficiency). Operators of licensed care and congregate facilities (e.g. hospitals, child care center, nursing and group homes, schools) and detention facilities are responsible for implementing their plans for evacuating clients/ residents in an emergency and relocating them to alternate facilities. All participating agencies will need to closely coordinate and cooperate during an evacuation that crosses jurisdictional boundaries to ensure that evacuee safety and welfare are not compromised. 3. Concepts of Operations 3.1 General The Fire and Police Departments are the primary agencies responsible for coordinating evacuation and population protection activities. Standard operating procedures (SOPs) developed by the primary agency and supporting agencies provide the framework for carrying out those activities. Requests for assistance will be generated one of two ways. The request will be forwarded to the EOC, or will be made in accordance with established mutual aid agreements. 3.2 Notifications The individual activating the EOC (see the Basic Plan for more information) will notify the primary and supporting agencies of EOC activation and request that representatives report to the EOC to coordinate evacuation and population protection activities. As additional EOC staffing needs become apparent, other support and partnering agency personnel may be asked to report to the EOC to assist with evacuation and population protection activities. 3.3 Disabilities, and Access and Functional Needs Provision of evacuation-related activities will take into account populations with disabilities and access and functional needs (DAFN). The needs of children and adults who experience disabilities or access and functional needs shall be identified and planned for as directed by policy makers and according to state and federal regulations and guidance. 330 SA y City of Lake Oswego EOP SUPPORT ANNEXES C CVACUATION o 4. Direction and Control The City will activate their own resources and EOC for an evacuation of their communities based on the local situation. In most cases, evacuations will require activation of the County EOC to support the movement of evacuees due to limited local resources. The County has jurisdictional authority and primary incident management responsibility for health emergencies countywide. If the incident impacts both the unincorporated and an incorporated area,the County and the impacted city share responsibility. The County will respond to the City's requests for assistance, manage critical resources, and coordinate with outside agencies, adjoining counties, and the Oregon Office of Emergency Management. 5. ESF Annex and Development and Maintenance The City Manager's Office, in coordination with the Police and Fire Departments,will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks. 6. Appendices APPENDIX A SA 1 Resources APPENDIX B SA 1 Responsibilities by Phase of Emergency Management 331 SA a City of Lake Oswego EOP ;' 41' SUPPORT ANNEXES p SA- 1 RESOURCES a The following resources provide additional information regarding evacuation issues at the local, state, and m federal level: O CITY c • Emergency Operations Plan m • ESF 1 -Transportation • ESF 6 - Mass Care • ESF 15- Public Information COUNTY • Clackamas County Emergency Operations Plan • ESF 1 -Transportation • ESF 6- Mass Care • ESF 15- Public Information • SA 1- Evacuation STATE • Oregon Emergency Operations Plan • ESF 1 -Transportation • ESF 6- Mass Care • ESF 15- Public Information • SA F-Evacuation FEDERAL • Mass Evacuation Incident Annex • National Mass Evacuation Tracking System 332 SA City of Lake Oswego EOP �' SUPPORT ANNEXES CrC � o: l °.seco,` CD SA- 1 'HASES OF EMERGENCY MANAGEMFNT a The following checklist identifies key roles and responsibilities for SA-1 Evacuation. It is broken out by phase of emergency management to inform tasked agencies of what activities they might be expected to perform before, during, and after an evacuation. All tasked agencies should maintain agency-specific plans and procedures that allow them to effectively accomplish these tasks. PREPAREDNESScn I z All Tasked Agencies ❑Develop plans and procedures for SA 1 activities, as appropriate. ❑Participate in SA-1 related trainings and exercises, as appropriate. "I ❑Coordinate regular review and update of the SA 1 annex with supporting agencies. y ❑Facilitate collaborative planning to ensure the City's capability to support SA 1 activities. W RESPONSE All Tasked Agencies ['Provide situational updates to the City EOC as required to maintain situational awareness and establish a m common operating picture. ❑Provide a representative to the City EOC, when requested,to support SA 1 activities. 71 On-Scene Incident Command (may be set up by either LO Fire or LO Police) ▪Coordinate evacuation planning with City EOC and American Red Cross officials. Xl ❑Designate boundaries of evacuation area. ❑Request City authority if evacuation is mandatory. ❑Designate evacuee destination(s). C') ❑Establish and operate evacuation routes. ❑Develop evacuation instructions for residents. ❑Develop and implement an evacuation notification plan. ❑Ensure that evacuation plans include DAFN populations, as well as pets and service animals. ❑Ensure evacuee safety and welfare (unless responsibility has been transferred). Secure the evacuated area and establish criteria/procedures for re-entry. Emergency Management Executive Committee Assist On-Scene Command. Activate the EOC. City Emergency Operations Center ❑Identify an On-Scene Incident Commander for the evacuation. ❑Coordinate planning and support for evacuations that occur in unincorporated areas. ❑Provide planning support and coordinate activities for evacuations affecting neighboring jurisdictions. ['Respond to requests for evacuation assistance from On-Scene Command. ❑Coordinate resource requests and public information activities. ❑Coordinate with the American Red Cross to provide shelter. (continued on next page) 333 m City of Lake Oswego EOP SUPPORT ANNEXES Cr C o: — 1 °.seco,` W SA- 1 PHASES OF EMERGENCY MANAGEMENT a RESPONSE City Emergency Operations Center cn ❑Ensure that pet shelter is established. 0 El Activate hazard evacuation pre-planning team, if time permits. ❑Initiate re-entry into evacuated areas. co Police Department ❑Coordinate evacuation route planning and related logistical and operational support. ❑Direct and coordinate evacuation of jail and other detention facilities. Cl) ❑Provide traffic and crowd control. W ▪Secure evacuated area. -4 Fire Department The Lake Oswego Fire Department has the primary responsibility for planning, coordinating and Cl) conducting evacuations in hazardous materials environment requiring specialized protective equipment. m Assist law enforcement in planning and conducting evacuation. C TI ❑Conduct decontamination operations, if required. m ❑Provide emergency medical services (EMS) at evacuation staging areas and along evacuation routes. Public Works Department XI ❑Coordinate evacuation routes, detour options, and enroute resource requirements with stakeholder m transportation agencies. Assist law enforcement to establish at-risk area perimeter. .< ❑Provide signs, barricades, personnel, and equipment along evacuation routes and at designated replenishment stations. ▪Assist in finding transportation for evacuees with pets or service animals. Za American Red Cross c) ❑Provide a Red Cross liaison to the EOC to coordinate shelter and mass care services. ❑Provide interim assistance to evacuees at gathering points and evacuation routes. ❑Coordinate transfer of responsibility for evacuee safety and welfare with On-Scene —1 ❑Command, City, service agencies, and shelter operators. RECOVERY All Tasked Agencies Assist residents re-entering the community. ❑Demobilize response activities. ❑Maintain incident documentation to support public and individual assistance processes. ❑Participate in all after-action activities and implement corrective actions as appropriate. ❑Provide support to recovery planning. 334 SA ma City of Lake Oswego EOP SUPPORT ANNEXES p �.�seco�`Ii W SA- 1 PHASES OF EMERGENCY MANAGEMENT a MITIGATION All Tasked Agencies ❑Participate in the hazard/vulnerability identification and analysis process. 0 ❑Take steps to correct deficiencies identified during the hazard/vulnerability identification and analysis y process as appropriate. 2 y 2 co) m 0 m m m C) m z 0 a z c) m m z 335 SA THIS PAGE LEFT BLANK INTENTIONALLY 336 Cl) a s City of Lake Oswego EOP - � SUPPORT ANNEXES 1k o; W . f m 0 ■ONG-ARM COMMUNITY RECOVERY 1. Introduction 338 0 Z 1.1 Purpose 338 m 1.2 Scope 338 Z 1.3 Policies and Authorities 338 —1 y 2. Situation and Assumptions 338 2.1 Situation 338 0 2.2 Assumptions 339 Z 3. Roles and Responsibilities 339 0 3.1 EOC Staff 339 m 3.2 City Departments 340 3 4. Concepts of Operations 340 4.1 General 340 0 O 4.1.1 Federal Recovery Efforts, National Disaster Recovery Framework (NDRF) 341 E 4.2 Readiness 341 E 4.3 Short-Terms Recovery Activities 341 Z Z 4.4 Intermediate Recovery 342 q 4.5 Long-Term Recovery Activities 342 -< 4.6 Requests for County, State and Federal Assistance 343 m 4.6.1 Local Emergency Declaration 343 0 4.6.2 Local Request for County or State Assistance 343 C 4.7 Damage Assessment 343 m 4.7.1 Windshield Surveys 343 .< 4.7.2 Initial Damage Assessment (IDA) 344 4.7.3 Preliminary Damage Assessment 345 4.8 Public Assistance 345 4.8.1 Eligible Entities and Projects 345 4.8.2 Request for Public Assistance 345 4.8.3 Steps to Obtain Disaster Assistance 346 4.9 Individual Assistance 346 4.9.1 Insurance 346 4.9.2 Voluntary Agency Assistance 346 4.9.3 Disaster Recovery Centers 347 4.10 Disabilities, and Access and Functional Needs 347 5. ESF Annex Development and Maintenance 347 6. Appendices 347 Appendix A: SA 3 Resources 348 337 y City of Lake Oswego EOP k +; SUPPORT ANNEXES C C) m LONG-TERM COMMUNITY RECOVERY 70 SA-2 TASKED AGENCIES O O Primary City Agency Emergency Management Executive Committee Police Department C Supporting City Agency Fire Department Public Works Department Community Partners Local volunteer and faith-based organizations m County Agency Clackamas County Disaster Management 0 State Agency Oregon Department of Emergency ManagementXI Federal Agency Federal Emergency Management Agency (FEMA) 1 . INTRODUCTION 1 .1 Purpose The purpose of the Long-Term Community Recovery Support Annex is to provide a strategy for the City to coordinate its recovery efforts with its partners at the County and State level. 1 .2 Scope The recovery phase of an emergency follows the response period, when actions are taken to help residents return to normal, or safer, life as soon as possible following an emergency. Recovery is both a short-term and a long-term process. In the short term, emphasis is on the restoration of vital services to the community and identifying and providing basic needs to the public. Long-term recovery restores the community to its normal, or ideally an improved, state. It is at this point that knowledge gained through the incident is converted into mitigation measures for future hazard risks. 1 .3 Policies and Authorities None at this time. 2. SITUATION AND ASSUMPTIONS 2.1 Situation Local, County, State, and the federal government are responsible for assisting the public and private sectors in disaster recovery. A widespread disaster may affect the functionality of business, disrupt employment, interrupt government services, and impact tax revenue. Recovery is an emergency management function undertaken during and after an event, along with the response. Expeditious recovery will limit costs, damages, and long-term impacts on the community. In most cases, recovery begins during an event's response phase, when damage is identified and assessed. Damages are classified as being in the private or public sector. The extent of damages in dollars will determine what, if any County, State, or federal assistance may be available during the recovery phase. To request this assistance, a local proclamation of emergency must be made and communicated to the County, then to the Governor. Good record keeping and mitigation planning will support (continued on next page) 338 SA y a City of Lake Oswego EOP ;' ten' SUPPORT ANNEXES 0 °' z .°se c o,`�i +C0 1 I—.ONG—TERM COMMUNITY RECOVERY m efforts and ensure proper post-emergency compensation. In addition to assistance available from governments, private nonprofit organizations support recovery as 0 well. The American Red Cross and Salvation Army are examples of those involved in such efforts. The 3 Governor can also request direct assistance from selected federal agencies without a formal presidential E declaration. C Z A comprehensive guide to Community Recovery in the State of Oregon can be found at the Oregon q Department of Emergency Management. .< 2.2 Assumptions m Major emergencies or disasters will occur in the City. 0 Recovery activities will be initiated concurrently with response and will occur in short, intermediate, and long- < term phases, with the initial focus on population protection. M Prompt and effective recovery operations will require coordination across the whole community, including emergency services, disaster relief,volunteer organizations,the private sector, and the public. All entities z requested to assist will do so to the fullest extent of their ability. 1 Z Z Recovery will be managed at the local level,with County, and State support provided as local capabilities or resources are exceeded. Environmental,technological, and civil emergencies may be of a magnitude and severity that require federal assistance. 3. ROLES AND RESPONSIBILITIES 3.1 EOC Staff During recovery, many of the Section Chiefs' responsibilities and activities continue, but sometimes with a change in focus. These include the following: Demobilization of resources. Documentation of emergency activities. Planning Section Situation status reports. Coordination of resource management with Logistics Section and Incident Commander. Mapping; and Initial Damage Assessment. Arrangements for Disaster Recovery Center for FEMA. Logistics Section Document emergency activities. Temporary housing and feeding of displaced persons; and Coordinate resource management with Planning and Finance Sections. Record keeping of all costs incurred; Documentation of emergency activities; r ance Section Preparation of documents for submission to State and federal government; and Damage Assessment Coordination/Documentation. Iublic Information Dissemination of public information; and Officer Documentation of all emergency activities. 339 SA y a I City of Lake Oswego EOP ;' n' SUPPORT ANNEXES 0 c, z .°.se c o,`�i +C0 1 —I I-.ONG-TERM COMMUNITY RECOVERY m 3.2 City Departments n ▪ Activate the disaster assessment team or process. Ensure that damage 0 information is received from private nonprofit organizations; 3 ▪ Receive and compile disaster information to: c C • Share the information with the appropriate County and municipal Z agencies; -I • Prioritize response and recovery activities; • Determine if additional resources are needed; and n • Submit forms to the City EOC as needed. 0 • Coordinate with appropriate agencies to address unmet needs; C Emergency Management . Receive and disseminate information to decision makers to prioritize Executive Committee recovery efforts and determine the need for State or federal assistance; 72, • Coordinate the involvement of community response partners regarding z the Preliminary Damage Assessment (PDA) and disaster declaration Z process; • Assist County, State and federal agencies with conducting PDAs; • Ensure documentation of disaster-related response and recovery costs; and • Coordinate with local officials to identify and recommend mitigation projects. • Assist with the damage assessment process and disaster declaration process, as requested; Other City Agencies • Document disaster-related response and recovery costs; and • Coordinate with local officials to identify and recommend mitigation projects. 4. CONCEPTS OF OPERATIONS 4.1 General y" NATIONAL DISASTIR 41(OYTRY ZN • IIIANMORNINDRI) any AZ Ay Disaster recovery is a TA' continuum of overlapping Ao activities and efforts. These „a efforts include pre-disaster �N LI planning and short, '/! !! A intermediate, and long-term PREPAREDNESS SHORT-TERM LONG-TERM ONGOING DAYS WEEKS-MONTHS MONTHS-TEARS recovery activities, as outlined in this section. 340 SA y a City of Lake Oswego EOP (f- j SUPPORT ANNEXES C 1 LONG-TERM COMMUNITY RECOVERY 4.1 .1 Federal Recovery Efforts, National Disaster Recovery Framework (NDRF) 0 The NDRF advances the concept that recovery extends beyond simply repairing damaged structures. It also includes the continuation or restoration of services critical to supporting the physical, emotional, and financial well-being of impacted community members. Recovery includes the restoration and strengthening C of key systems and resource assets that are critical to the economic stability,vitality, and long-term Z sustainability of the communities themselves. These include health (including behavioral health) and human services capabilities and networks, public and private disability support and service systems, -< educational systems, community social networks, natural and cultural resources, affordable and accessible housing, infrastructure systems, and local and regional economic drivers. Together,these elements of m recovery contribute to rebuilding resilient communities equipped with the physical, social, cultural, 0 economic, and natural infrastructure required to meet future needs. m Community recovery assistance from the federal levels is outlined in the National Preparedness System. XI The National Preparedness System integrates efforts across five preparedness mission areas—Prevention, Protection, Mitigation, Response, and Recovery—in order to achieve the goal of a secure and resilient Nation. For information regarding County recovery procedures, refer to the County Emergency Operations Z Plan (EOP). Information at the federal level can be found at National Disaster Recovery Framework FEMA.gov 4.2 Readiness 4/ir Preparing Ongoing Readiness efforts that build community and organization resiliency are paramount to the initiation, implementation, and success of recovery efforts. Specific efforts that must be undertaken in the readiness phase include: Pre-disaster planning, including maintenance and improvements of this plan, as well as local and tribal recovery plans, based on lessons learned and after action reports. Mitigation planning and project implementation at all levels for natural,technological, and human-caused disasters. (continued on next page) Building community capacity, including policy development and implementation, resource management, community education, infrastructure protection, recovery organization maintenance, and whole community planning and coordination. Conduct disaster readiness exercises and after action meetings. 4.3 Short-Terms Recovery Activities Stabilizing Days to weeks Short-term recovery focuses on stabilizing communities. This phase of recovery addresses health and safety needs beyond rescue,the assessment of damages and needs,the prioritization and restoration of basic infrastructure, and the mobilization of recovery organizations and resources. Short-term recovery activities may include: (continued on next page) 341 SA y a o City of Lake Oswego EOP If- c SUPPORT ANNEXES 1 LONG-TERM COMMUNITY RECOVERY XI Mass care and sheltering. C) Removal of debris on primary transportation routes. 0 Support businesses with temporary infrastructure. Ongoing surveillance and response to the public health impacts of a disaster. C Identifying those in need of emotional/psychological support. Emergency and temporary medical care. Assessment and understanding of risks and vulnerabilities to mitigate impacts. m Short-term recovery activities, which are guided by the EOP and coordinated through the EOC. 0 4.4 Intermediate Recovery Rebuilding Weeks to Months XI Intermediate recovery focuses on rebuilding the community. This phase of recovery involves returning individuals, families, critical infrastructure, and essential government or commercial services to a functional, if not pre-disaster, state. Such activities are often characterized by temporary actions that provide a bridge to permanent measures. Intermediate recovery activities may include: Provision of interim housing. Repair and restoration of infrastructure. Support to reestablish businesses. Engaging of support networks to provide ongoing emotional/ psychological support to those in need. Ensuring continuity of public health and health care services. Social services assistance to vulnerable populations, including food programs, unemployment programs, and self-sufficiency programs. Mitigation of future impacts through education of the community on ways to rebuild stronger. 4.5 Long-Term Recovery Activities Revitalizing Months to years Long-term recovery focuses on revitalizing the community. This phase of recovery may continue for months or years and addresses complete redevelopment and revitalization of the impacted area; rebuilding or relocating damaged or destroyed social, economic, natural, and built environments; and the transition to self- sufficiency, sustainability, and resilience. Long-term recovery activities may include: Implementation of long-term housing solutions. Rebuilding of infrastructure to meet future needs. Long-term economic revitalization. Ongoing psychological/emotional support. (continue on next page) 342 SA y a City of Lake Oswego EOP If- c ,r '' SUPPORT ANNEXES C i ^ LONG-TERM COMMUNITY RECOVERY XI Reestablishment of disrupted public health and health care resources. Ensuring continuation of key social services to support vulnerable populations. Q Implementation of long-term mitigation strategies. 4.6 Requests for County, State and Federal Assistance c z 4.6.1 Local Emergency Declaration When the City is faced with an emergency or disaster condition that requires a coordinated response -< beyond that which occurs routinely, and the required response is not achievable solely with the added m resources acquired through mutual aid or cooperative assistance agreements,the Mayor (or designee) may 0 decide to declare a local emergency. A local emergency declaration provides City officials with the additional authority that may be needed toXI m address emergency conditions; facilitate large-scale evacuations; and, once the appropriate response is beyond the capability of the County, can set the stage for requesting State assistance. )20 See Section 1. Introduction of the Basic Plan for procedures for declaring a state of emergency. 4.6.2 Local Request for County or State Assistance If an emergency has occurred wholly REQUEST FOR ASSISTANCE within the boundaries of the City, a MUST INCLUDE: request for assistance from the County . The type of emergency or disaster and/or State must be submitted to the , The location(s) affected County for transmittal to OEM. The , Deaths, injuries, and population still at risk State has a reasonable expectation , The current emergency conditions or threat that counties will endeavor to assist cities within their jurisdictions before . An initial estimate of the damage and impacts turning to the State and/or federal . Actions taken and resources committed by local governments government for assistance. . Specific information about the assistance being requested 4.7 Damage Assessment Damage assessment is conducted in two phases: Initial Damage Assessment (IDA) and Preliminary Damage Assessment (PDA). The initial assessment, a Planning Section responsibility, provides supporting information for the disaster declaration and is the responsibility of the City. The PDA is an in-depth analysis of long-term effects and costs of the emergency and is performed with the combined efforts of local, state, and federal agencies and the American Red Cross. 4.7.1 Windshield Surveys During the initial phase of an event with widespread property damage (such as windstorm, earthquake,train derailment, etc.), normal communication links may not exist. It will be important to get an account of the damage as soon as possible so resources can be assigned as priorities dictate. Immediately after the event, Fire Department units are to begin a process called "Windshield Surveys." The Senior Officer is to assign someone as the Damage Report Sector. The Damage Report Sector will set up a communication center in the Fire Station to record incoming damage reports and coordinate the field units. (continued on next page) 343 SA y �� _.off City of Lake Oswego EOP SUPPORT ANNEXES C � ' .ONG-TERM COMMUNITY RECOVERY XI Fire Department personnel should not wait to be toned out because of possible damage to the radio communication system. (� Windshield surveys consist of a Fire Department apparatus driving throughout the City in a systematic manner looking for damage. When damage is discovered, a description of the situation is to be relayed to the Damage Report Sector. Units are not to stop at incidents unless an immediate life hazard exists c C because a delay might hinder help from being dispatched to a more important situation. The goal is to get a Z quick overview of the entire situation and then assign resources to the priority situations. 4.7.2 Initial Damage Assessment (IDA) During an emergency or disaster, local governments conduct a quick initial assessment of damages and m impacts, sometimes as part of a request for State or federal resources to augment local ones. The C Emergency Manager coordinates this assessment and usually assigns some IDA responsibilities to other departments of local government. m The IDA evaluates the damages and costs related to a disaster;the impact of the disaster on the community; and which State, federal, or volunteer agency programs might be appropriate for providing a needed assistance. With respect to federal assistance, a determination during the IDA of the extent of Z affected homes, businesses, and public facilities assists State officials to determine whether they need to Z follow-up with other damage or impact assessments, including perhaps a PDA for Individual Assistance, Public Assistance, or both. As soon as it can safely be done during or following the event, local officials should complete the Initial Damage Assessment Summary Report Form and forward it to the County. Counties should forward the completed form to OEM. The City's priorities for damage assessment is as follows (Note: Each facility should be analyzed on structural integrity, safety, functional capability, and estimated costs to repair or replace.): PRIORITY 1: PUBLIC SAFETY AND RESTORATION OF VITAL SERVICE EOC • Fire Stations EMERGENCY OPERATIONS • Police Department/Lake Oswego Communications (LOCOM) . City Facilities . Hazardous occupancy industry HAZARDOUS INDUSTRIES ' . Natural gas pipelines ▪ Electrical power stations and other similar facilities UTILITIES AND TRANSPORTATION • Sanitary sewer INFRASTRUCTURE ▪ Storm and water lines . Bridges and overpasses ▪ Mass care and shelter facilities MEDICAL FACILITIES • Medical clinics . Schools and other public facilities OTHER VITAL PUBLIC SERVICES Food supplies . Other major businesses 344 SA y �� _.off City of Lake Oswego EOP SUPPORT ANNEXES C � 1 . Z 1 LONG-TERM COMMUNITY RECOVERY XI PRIORITY 2: 0 ssessment of Damage to Support Emergency or Major State of Emergency Declaration 0 MULTI-FAMILY COMPLEXES SINGLE-FAMILY RESIDENCES ' Z OTHER BUSINESSES wall 4.7.3 Preliminary Damage Assessment m The IDA should provide the basis for subsequent assessment activities. PDAs most often occur during the (") recovery phase after initial response activities have taken place. Finance Section personnel should be able C to perform the tasks outlined below. Xl Identify damaged facilities and lead State and federal damage assessment teams to them. Document expenditures in response to events for which a declaration has been requested. The State of Oregon standard for cost estimating is contained in the State Forestry Fire Plan. If the City can Z document actual costs,these should be used to develop accurate cost estimates. In the event that the Finance Section is not staffed,the City Manager (or designee will) coordinate this activity. The City Public Works Department will provide personnel to lead damage assessment teams. Volunteers may be trained and can be expected to lead damage assessment teams for Priority #2 Initial Damage Assessments. Additional support may be available from the County. 4.8 Public Assistance Requests for Public Assistance for the City will be coordinated with Clackamas County Disaster Management. 4.8.1 Eligible Entities and Projects Eligible applicants under the Public Assistance Program are units of local government, state agencies, organizations and agencies of native peoples, and private nonprofit organizations that meet certain criteria. Public Assistance does not provide assistance to individuals or families (see Individual Assistance). To be eligible for assistance, a project must result from a Presidentially declared emergency or major disaster, must lie within the designated disaster area, must be the responsibility of an eligible applicant, and must not fall within the authority of another federal agency. 4.8.2 Request for Public Assistance Filing a Request for Public Assistance ("Request") form is an applicant's official notification to FEMA of their intent to apply for Public Assistance. The form outlines general information identifying the applicant, including the applicant's name, address, and primary and secondary contacts. If the applicant is unable to submit the Request to OEM at the Applicants' Briefing, the applicant must submit the form within 30 days of the date of designation of the county for Public Assistance. An applicant need not wait until all damage is identified before requesting assistance. State and federal personnel will review each Request to ensure applicant eligibility. Once a Request has been submitted,the project formulation process can begin. 345 y City of Lake Oswego EOP (f- j SUPPORT ANNEXES C 1 LONG-TERM COMMUNITY RECOVERY XI 4.8.3 Steps to Obtain Disaster Assistance There are five primary steps to obtaining public disaster assistance: Request for Public Assistance is submitted by the applicant. Request for Public Assistance (fema.gov) Public Assistance Coordinator (PAC) is assigned to each applicant. The applicant presents a list of damages to the PAC at the kickoff meeting. This list is the basis for building project worksheets. The applicant then has 60 days from the date of the kickoff meeting to report or identify m damages to FEMA Region X. 0 The PAC and State staff work with the applicant/subgrantee to identify any special considerations, ensure that all damage and emergency work costs are identified, and ensure that the scope-of-work on project m worksheets is eligible and complete. Upon approval of project worksheets,the funds are obligated to OEM, who is the grantee and will disburse Public Assistance funds to the subgrantee. Federal funds for small projects will be disbursed after approval, Z and federal funds for large projects will be disbursed as work is accomplished. Z 4.9 Individual Assistance Individual Assistance programs strive to meet the disaster-related needs of individuals and families while utilizing disaster assistance resources as efficiently as possible. Disaster recovery officials especially strive to avoid duplication of benefits. Efficient use of recovery resources is also aided by providing assistance through a sequence of programs. Those with serious unmet disaster-related needs proceed through each step until all avenues, public and private, have been explored to meet those needs. 4.9.1 Insurance Claims should be made in accordance with appropriate insurance policies in effect for the peril that caused the disaster. Disaster assistance programs are not a replacement for proper insurance, nor can any disaster assistance program provide cost recovery for those affected by disaster as good as that provided by insurance. Also, most natural disasters that affect an individual or family are not widespread enough to result in the implementation of federal disaster assistance programs. Hence, in the vast majority of cases, insurance and voluntary agency assistance are the only avenues for helping families and individuals recover. 4.9.2 Voluntary Agency Assistance Many voluntary agencies provide disaster recovery assistance to individuals and families. Like insurance, voluntary agencies should be viewed as having resources that are utilized prior to governmental disaster assistance programs. In cases for which there is a Presidential declaration, access to some voluntary agency assistance may be gained at or through Disaster Recovery Centers. Most voluntary agency assistance is intended to meet immediate disaster-related needs such as shelter;food; clothing; health and medical care, including counseling and mental health assistance; essential household furnishings; bedding; transportation; and, sometimes,temporary assistance to rent housing. 346 SA .o City of Lake Oswego EOP SUPPORT ANNEXES 0 .°4eGork/i Y+ LONG-TERM COMMUNITY RECOVERYXl 4.9.3 Disaster Recovery Centers 0 Local, State, and federal entities will: 0 If individual assistance is authorized, establish a local disaster recovery assistance center to assist qualified residents with filing claims for financial or housing assistance; C If public assistance is authorized, dispatch assessors to develop, in coordination with local representatives, disaster survey reports for public damage and response costs; I 74 Provide technical assistance and advice regarding recovery and mitigation activities to both residents and public agencies, as appropriate; m Coordinate public information and assistance activities with the EOC Public Information Officer; and keep 0 local authorities informed of assistance provided to local residents, businesses, and local entities; and Identify and establish a location for the Disaster Recovery Center. 4.10 Disabilities, and Access and Functional Needs Provision of recovery-related activities will take into account populations with disabilities and access and Z functional needs. The needs of children and adults who experience disabilities or access and functional Z needs shall be identified and planned for as directed by policy makers and according to State and federal regulations and guidance. 5. ESF Annex Development and Maintenance The Emergency Management Executive Committee will be responsible for coordinating regular review and maintenance of this annex. Each primary and supporting agency will be responsible for developing plans and procedures that address assigned tasks. 6. Appendices APPENDIX A SA 2 Resources 347 SA City of Lake Oswego EOP �' SUPPORT ANNEXES pza ' SA-2 RESOURCES a The following resources provide additional information regarding recovery issues at the local, state, and XI federal level: C CITY xi • None at this time n COUNTY y • Clackamas County Emergency Operations Plan STATE • Oregon Recovery Plan FEDERAL • National Disaster Recovery Framework 348 SA y 0, e_Q> _ s City of Lake Oswego EOP � '��' SUPPORT ANNEXES —1 � . a °seco C A m HEALTH TABLE OF CONTENTS 0 C, 1. Introduction 350 0 1.1 Purpose 350 1.2 Scope 350 1.3 Policies and Authorities 351 -I 1.4 Organizational ICS/EOC Structure and Assignment Responsibilities 352 1.4.1 Command/Emergency Management Executive Committee 352 1 .4.2 Public Information Officer (P10)/Joint Information Center (JIC) 352 W 1 .4.3 Planning 353 1 .4.4 Operations 353 n 1 .4.5 Logistics 353 = 2. Situation and Assumptions 353 2.1 Situation 353 2.2 Assumptions 357 = 3. Concepts of Operation at the County Level 357 3.1 General 357 3.2 Roles and Levels of Response 358 3.2.1 Clackamas County Public Health Department Agency Role 358 3.2.2 Levels of Response 359 3.3 Impact Assessment 360 3.3.1 Epidemiological Investigation/Disease Surveillance 360 3.3.2 Environmental Health Hazard Assessment 361 3.3.3 Community Needs Assessment 361 3.3.4 Healthcare System Assessment 361 3.4 Risk Communication 362 3.5 Implementation of Preventative Measures 362 3.5.1 Mass Medication/Prophylaxis 362 3.5.2 Isolation, Quarantine and Social Distancing 362 3.5.3 Environmental Health Controls 362 3.6 Resource Management 363 3.7 Policy Determinations 364 4. Emergency Coordination 364 5. ESF Annex Development and Maintenance 365 6. Authorities and References 365 6.1 Authorities 365 6.2 References 365 5. Acronyms and Explanation of Terms 365 349 y /o w City of Lake Oswego EOP SUPPORT ANNEXES C w C, PUBLIC HEALTH ANNEX SA-3 TASKED AGENCIES Primary City Agency City Manager's Officer (Emergency Manager) Supporting City Agency All Departments �7Z7 Community Partners American Red Cross 7� County Agency Clackamas County Public Health Department State Agency Oregon Health Authority Federal Agency Centers for Disease Control 1 . INTRODUCTION 1 .1 Purpose The purpose of this annex is to outline how the City of Lake Oswego will respond to public health emergencies caused by existing or emerging health threats such as communicable diseases, which include water-, vector-, and food-borne diseases;toxins; bioterrorism events; natural disasters and technological disasters. The plan establishes the framework within which the Clackamas County's public health staff will work to ensure that appropriate and coordinated public health measures are implemented in a timely and effective manner to support the City of Lake Oswego when requested. The Clackamas County and City of lake Oswego emergency response plans are all-hazards response plans. Frequently during the initial response to an emergency (whether a natural disaster, an accident, or a purposeful act of terrorism) there is not a specific Public Health role in the immediate aftermath and response. At these times, Health and Medicine Departments and Professionals in Lake Oswego may support the overall City response as needed, and when requested by the Emergency Operations Center (EOC). Once the initial response has passed, and impacts and implications to the health of the public are anticipated,the Clackamas County plan will be implemented to support respective cities and jurisdictions in the county. This annex is written from the jurisdictional authority at the county level and above, each section contains recommendations the City of Lake Oswego can utilize in the event of a major public health event or pandemic. 1 .2 Scope For the purpose of this annex,the following incidents are included under public health: Endemic and pandemic outbreaks Contamination concerns Biological — Chemical terrorism. Each public health incident may have its own characteristics, including interaction with other hazards identified in this annex. For example,water contamination could be the result of massive flooding. The nature of the public health incident will determine agency involvement, but it is anticipated that County Health, Housing, and Human Services (H3S) will serve as the lead agency. (continued on next page) 350 SA y Chl City of Lake Oswego EOP SUPPORT ANNEXES C OD C, PUBLIC HEALTH ANNEX Due to the limited medical resources and professional staff readily available to the City of Lake Oswego,this 'I support annex is written with Clackamas County, State, and federal resources available for pandemic events to support the City of Lake Oswego. It is anticipated that County Health, Housing, and Human Services (H3S) will serve as the lead agency. Z Z 1 .3 Policies and Authorities The City of Lake Oswego has primary responsibility for the safety and well-being of their citizens and for resource allocation and emergency operations within their jurisdiction. To minimize duplication of specialized duties,the City of Lake Oswego acknowledges that the Public Health Officer of Health, Housing, and Humas Services (H3S) is responsible for ensuring the public health/mental health services required to cope with disasters in any urban or rural area and coordinating other medical services as required. During an emergency,the H3S Director will be incorporated into the City's Emergency Management Organization and will coordinate the provision of public health and medical services for the City. The Emergency Manager or other member of the Emergency Management Executive Committee will liaise with H3S to provide local agency support of public health and medical service support functions. The City of Lake Oswego must also consider the following statutes and Presidential Decision Directives during all phases of emergency management for response to public health emergencies. Chapter 431 of the Oregon Revised Statutes (ORS Chapter 431) and Chapter 333 of the Oregon Administrative Rules (OAR Chapter 333) address the administration and enforcement of public health programs and laws at the state and local levels. Under ORS 431.110,the Oregon Health Authority (OHA) has full power in the control of communicable diseases. All state and local public health officers and employees, including peace officers, are authorized to enforce rules adopted by OHA relating to public health and other health matters subject to state authority. County governments and health districts established under ORS 431.443 are the local public health authorities responsible for management of local public health services. The County Board of Health (the Board of County Commissioners for Clackamas County) is the County policymaking body in implementing the duties of local departments of health. Activities include epidemiology, control of preventable diseases and disorders, and environmental health services. All County public health administrators (including the Director of the Clackamas County Department of Health and Human Services, and the Division Manager for the Public Health Division, who is the delegated Public Health Authority for the county) possess the powers of constables or other peace officers in all matters pertaining to public health (ORS 431.440). In accordance with ORS 433.441,the Governor may declare a state of public health emergency to protect the public health. Such a declaration gives power to the Oregon Department of Human Services pursuant to ORS 433.443(2)to order, authorize, and adopt reporting requirements, diagnostic and treatment protocols; order, or authorize local public health administrators to order, public health measures appropriate to the public health threat presented; authorize pharmacists licensed under ORS chapter 689 to administer vaccines to persons who are three years of age or older; and to impose civil penalties for non-compliance. Pursuant to Presidential Decision Directive 39,the Federal Bureau of Investigation (FBI) has lead responsibility for investigation of terrorist acts. An actual or suspected terrorist act involving a biological agent (e.g., anthrax) will require a coordinated investigative (continued on next page) 351 SA y City of Lake Oswego EOP ' SUPPORT ANNEXES C t w .D.s e c o's: C) PUBLIC HEALTH ANNEX investigative and epidemiological response between the FBI,the CDC, local law enforcement, and local public = health officials. a Many agencies in Clackamas County and the State of Oregon support public health emergency response. Z Agencies coordinate for various aspects of a public health response, including command and control, Z detection, investigation, communication, containment and prevention, and recovery. 1 .4 Organizational ICS/EOC Structure and Assignment Responsibilities Major public health events such as pandemics, are long term events that require active participation in all phases of response, and the following responsibilities are organized by EOC division within the ICS structure. 1 .4.1 Command/Emergency Management Executive Committee ['Strategically manage public and environmental health resources countywide ❑ Formalize and release risk communication messages ❑ Maintain operational capacity of the EOC to support Public Health Activities ❑ Ensure that staff are identified and adequately trained to fulfill their various EOC positions. ❑Coordinate with private sector healthcare executives and elected officials at the local, county, regional, state, and federal level as appropriate for the event. ❑Communicate with CCPHD for possible notifications for Oregon Emergency Management's Emergency Coordination Center of the possible need for the Strategic National Stockpile, if local medical supplies are anticipated to be exhausted [' Notify Oregon Emergency Management's Emergency Coordination Center of the possible need for NDMS services, personnel, and/or materials, if local medical resources are anticipated to be exhausted ❑ For preplanning and initial phases of response, Identify a liaison for communication with CCPHD to ensure communication and updates to the City of Lake Oswego EOC of: County level developed recommendations for crisis standards of care, mass prophylaxis and treatment priorities, social restrictions, animal vaccinations, and vector and disease control in consultation with state, regional, and other public health officials and healthcare providers. El Updated Public health impact assessment process,the epidemiological investigation and the implementation of preventive measures. ❑Updated public health situation and tactical resource statuses, and available resources for the planning Section at the City EOC. 1 .4.2 Public Information Officer (P10)/Joint Information Center (JIC) ❑ Formalize and release risk communication messages ❑ Develop content for risk communication messages in collaboration with the county or regional or state Joint Information Center/Joint Information System. ❑Analyze data collected from impact assessment processes and provide summary reports to the EOC, healthcare providers, and OHA. ❑ Request activation of the County Public Inquiry Center if needed to support risk communication efforts. (continued on next page) 352 SA y /o w City of Lake Oswego EOP SUPPORT ANNEXES C w C, PUBLIC HEALTH ANNEX ❑Assist the County EOC, as appropriate, with the distribution of incident-related information to the public. ❑Receive offers of health-related assistance (volunteer services and/or donations) and coordinate a response to those offers with the County EOC, as appropriate. Z 1 .4.3 Planning Z ❑Receive public health informational and strategic resource status updates from the County. ❑Assess impacts to public health and healthcare system infrastructure and resources. ❑Strategically manage public and environmental health resources city wide. ❑Distribute epidemiological summary reports and protective measure recommendations to local governments, businesses, and other affected organizations. 1 .4.4 Operations ❑Assess impacts to public health and healthcare system infrastructure and resource. ❑Strategically manage public and environmental health resources city wide. ❑Formalize and release risk communication messages. ❑Distribute epidemiological summary reports and protective measure recommendations to local governments, businesses, and other affected organizations. ❑Communicate with CCPHD for possible notifications for Oregon Emergency Management's Emergency Coordination Center of the possible need for the Strategic National Stockpile, if local medical supplies are anticipated to be exhausted. ❑Notify Oregon Emergency Management's Emergency Coordination Center of the possible need for NDMS services, personnel, and/or materials, if local medical resources are anticipated to be exhausted. 1 .4.5 Logistics ❑Receive and process resource requests from healthcare providers. ❑Strategically manage public and environmental health resources city wide. ❑Communicate with CCPHD for possible notifications for Oregon Emergency Management's Emergency Coordination Center of the possible need for the Strategic National Stockpile, if local medical supplies are anticipated to be exhausted. ❑Notify Oregon Emergency Management's Emergency Coordination Center of the possible need for NDMS services, personnel, and/or materials, if local medical resources are anticipated to be exhausted. 2. SITUATION AND ASSUMPTIONS 2.1 Situation The City of Lake Oswego is subject to a number of natural and technological hazards such as disease outbreaks, severe earthquakes, and acts of terrorism that could significantly affect the health of the public and place extraordinary demands on the delivery of public and environmental health services. In the case of a pandemic, duration, geographical distribution and the population affected will influence the availability of state or federal resource support. (continued on next page) 353 SA / • w City of Lake Oswego EOP ;' ��4_ ' SUPPORT ANNEXES .P.seco" •i r C) PUBLIC HEALTH ANNEX The City of Lake Oswego will be reliant on the Clackamas County Public Health Division for it's very broad responsibility and specific legal authority for protecting the population (including residents and visitors) of a the County from public health threats. Clackamas County public health services are provided as a function of z County government and are delivered countywide. The county's cities, special districts, non-governmental Z organizations, businesses, and residents are dependent upon those services on a daily basis and during emergency response and recovery operations. During emergencies affecting public health,the County's unique role in the delivery of public health services greatly increases the need for effective situation, information, resource, and policy coordination. At the county level,the public health plan can be activated by the Board of County Commissioners,the Director of the Clackamas County Department of Health, Housing and Human Services, and the Division Director for the Public Health Division. The County Department of Health, Housing and Human Manages its public health responsibilities and authorities on a daily basis Services through its Public Health Division. Employs staff from a wide variety of disciplines with a variety of technical expertise: • Nurses • disease intervention specialists • Physicians • Epidemiologists • Dietitians • certified environmental health practitioners The Public Health Division • community health workers (referred to in this plan as • health educators CCPHD) • nutrition technicians • program coordinators • data analysts, and • administrative support. A number of CCPHD staff are also bilingual,with Spanish fluency being the most common. CCPHD staff oversees and provides public health services for all Clackamas County residents. They maintain a small inventory of medical supplies and routine vaccines. Responsible for: • monitoring disease outbreaks and patterns . conducting disease investigations, and Infectious Disease Control and • developing appropriate recommendations to protect public health. During a disease investigation, an epidemiologist defines the population at Prevention risk (who is getting the disease and where they live and work), and then uses the information to develop and implement appropriate recommendations regarding prevention, control and treatment of the disease for those exposed, healthcare providers, and the public. 354 SA Cl) o� o� w City of Lake Oswego EOP �' SUPPORT ANNEXES CCP � o: C PUBLIC HEALTH ANNEX Includes a staff of environmental health specialists and health educators responsible for: ▪ monitoring environmental health conditions Z ▪ conducting inspections intended to prevent outbreaks of water-, food-, or Z vector-borne diseases, and ▪ educating the public about environmental health issues and problems. The staff: The Clackamas County ▪ inspects food preparation and handling practices at restaurants and Environmental Health (EH) other public eating facilities Program approves septic systems ▪ inspects and tests small public water supply systems, public swimming pools and fountains ▪ responds to and investigates animal bites ▪ monitors for vector-borne diseases such as West Nile Virus, and ▪ Inspects general sanitation within emergency shelters to include,water and food safety, proper sewage and solid waste disposal, and animal and insect control. Clackamas County's Infectious Disease Control and Prevention staff routinely collaborate with neighboring counties during an outbreak to identify contacts and provide appropriate prophylaxis and information to control the spread of disease. They also routinely collect specimens and transport them to the Oregon State Public Health Laboratory (OSPHL). Infectious Disease Control and Prevention works closely with the Oregon Health Authority's Acute and Communicable Disease Prevention (ACDP) section during disease outbreaks. ACDP provides consultation, expertise, and occasional staffing assistance when requested. ACDP also provides assistance in coordinating multi-county outbreaks and is often the agency that recognizes an outbreak is occurring in more than one county. In very large or unusual events,the federal Centers for Disease Control and Prevention (CDC) are also consulted for information and technical assistance. Data on diseases and outbreaks are routinely transmitted from ACDP to the CDC. In addition to its Infectious Disease and Control staff, the Oregon Health Authority provides several other services and has specific operational responsibilities that work in support of the County's public health program. These services and responsibilities include: • Receipt, staging, storage, and delivery of the Strategic National Stockpile (SNS), a federal asset with significant pharmaceutical and medical supplies. Oregon Health Authority • Maintaining and updating the Health Alert Network (HAN), a secure website where alerts and warnings regarding health and security issues are posted, as well as an alerting and notification system for public health and other officials. (continued on next page) 355 SA y a w City of Lake Oswego EOP SUPPORT ANNEXES C OD C, PUBLIC HEALTH ANNEY . Operating the state's Radiation Protection Services,which works to protect Oregonians from unnecessary exposure to radiation. . Operating the state's Drinking Water Program (DWP),which administers z and enforces drinking water quality standards for public water systems Z Oregon Health Authority in the state of Oregon. The DWP focuses resources in the areas of highest public health benefit and promotes voluntary compliance with state and federal drinking water standards. The DWP also emphasizes prevention of contamination through source water protection, provides technical assistance to water systems, and provides water system operator training. The OSPHL provides laboratory testing to support the state and local health departments. The lab performs the following tasks: . Provides specified laboratory testing. . Provides printed and Web-based instructions on specimen collection and evidence-control for health care providers. . Provides specimen collection material, as needed. . Refers selected specimens to the CDC as appropriate. . Communicates testing results to clinicians and to local, state, and Oregon State Public Health federal health officials. Laboratory(OSPHL) • Participates in the state's Laboratory Response Network(LRN). . Assists public and private sentinel laboratories by providing training and support in specimen collection, storage, and shipment, evidence-control measures, and recognition of chemical and biological terrorism agents. . Collaborates with the World Health Organization (WHO) and CDC laboratory network. . Develops and distributes novel disease testing criteria in collaboration with ACDP and CDC. The CDC and other divisions of the U.S. Department of Health and Human Services, along with the U.S. Department of Homeland Security, support and maintain a number of national resources that are available to support state and local public health operations during major emergencies and disasters. These resources include: The Strategic National Stockpile of medical supplies and pharmaceuticals. The National Disaster Medical System (NDMS),which has three components: response (including specialty teams like DMAT and VMAT), forward movement of casualties, and definitive care for inpatients. Disaster Medical Assistance Teams (DMAT) - highly trained and equipped medical and public health professionals that can assist in the handling of medical/hospital surge events. Veterinary Medical Assistance Teams (VMAT) - highly trained and equipped veterinary professionals who can provide care to pets and other animal populations in affected areas. 356 SA City of Lake Oswego EOP ;' �4_ ' SUPPORT ANNEXES " cr W C) PUBLIC HEALTH ANNEX 2.2 Assumptions All government agencies will maximize use of their own human, material, and financial resources before requesting assistance from another unit of government. Mutual aid agreements with neighboring cities, and counties, will be invoked as needed for localized �71 incidents/emergencies. �C Use of mutual aid agreements in widespread emergencies will be minimized to facilitate the allocation of resources to the highest priority incidents by county, regional, state, and/or federal incident managers. A portion of the City's and County's public health staff will be affected by the emergency and will not be available to respond. However, CCPHD has developed a robust Continuity of Operations Plan that is web- based, and exists in paper copies to assist programs to continue necessary operations. Outside public health resource support may be available to assist the City's health staff except in catastrophic or other emergencies with broad geographic and/or transportation impacts. Federal resources generally will not be available for 24-72 hours from the time of request. Physicians, nurses, and other medically trained residents will volunteer to assist. They may do so through the organized and pre-identified Clackamas County Medical Reserve Corps or in a spontaneous, non-affiliated way. However, concerns about personal safety and/or family welfare may limit the number of medical personnel willing to volunteer in certain incidents. Residents will volunteer to assist public agencies. However, concerns about personal safety and/or family welfare may limit the number of volunteers willing to provide assistance. 3. CONCEPTS OF OPERATIONS AT THE COUNTY LEVEL 3.1 General During an emergency, CCPHD serves as the local lead agency in any incident involving an outbreak of infectious disease (including pandemic influenza,foodborne illness,vaccine- preventable disease or emerging infectious disease), a bioterrorism event (although the FBI would be the overall lead agency) and any emergency response actions primarily affecting the health and wellness of the population of Clackamas County. When CCPHD is the local lead agency, and when the county Emergency Operations Center(EOC) is activated,the Public Health Director or designee will act as the primary Incident Commander in the county's EOC. In all situations where it serves as local lead agency, CCPHD will prioritize those actions that decrease population morbidity and mortality. Such actions may include: Epidemiological Investigation and Surveillance Public Notification and Health Education Environmental Health Disaster Response (for instance, coordinating the restoration of disrupted drinking water systems or monitoring sanitary conditions in emergency shelters) Mass Prophylaxis/Vaccination Isolation, Quarantine and Social Distancing Measures 357 SA y /o w City of Lake Oswego EOP SUPPORT ANNEXES C w C, PUBLIC HEALTH ANNEX In situations other than those listed above, CCPHD will not serve as the local lead agency. Instead, CCPHD will support the efforts of Clackamas County Disaster Management (DM) and the county's EOC to successfully coordinate multi-agency response to, recovery from, and mitigation of the incident. In all major Z and catastrophic events, key CCPHD staff will integrate into the county's EOC. Z In addition, CCPHD always bears the following responsibilities in emergency response: To adhere to NIMS standards and guidelines To implement clear command and control in an emergency or disaster by using the Incident Command System To provide accurate, honest and up-to-date information about the incident to response partners and to the public, using the principles of risk communication To abide by applicable state and national laws To honor and uphold residents' right to due process, per state and federal law and the Constitution of the United States, in situations where CCPHD must exercise its legal authority for conducting emergency health measures such as mandatory isolation and quarantine, closure of public venues, or other aggressive disease control actions. 3.2 Roles and Levels of Response Clackamas County public health emergency response operations are framed by both the nature and extent of public health impacts. The local (i.e., county) public health authority (LPHA) may play a lead or supporting role depending on the nature or type of the incident/event and may manage response to an incident on an internal basis or as part of a larger countywide, regional, or national response depending on the extent of incident impact. 3.2.1 Clackamas County Public Health Department Agency Role CCPHD has the legal authority and responsibility for managing public health incidents such as bioterrorism or a pandemic that threatens or impacts the residents of the County. They will share incident management (i.e. unified command) with local and/or federal law enforcement officials when the public health incident creating the threat or impact involves terrorism or other criminal action. The incident may originate from one or CCPHD will assume a supporting agency role when adverse more of the following sources: health threats or impacts result from other incidents such communicable disease as: vector-borne disease natural disasters (e.g., floods,fires, earthquakes, and volcanic eruptions) food-borne illness water borne illness technological disasters (e.g., intentional or accidental hazardous material toxins of biological origin incidents and significant power outages) intentionally caused disease (bioterrorism) 358 SA y a City of Lake Oswego EOP SUPPORT ANNEXES CCP C, PUBLIC HEALTH ANNEX 3.2.2 Levels of Response Whether acting in a lead or supporting role,the public health response will be tied to the scope or severity of )20 an event. TYPE I Incidents comprise normal daily activities that are manageable by division resources (ROUTINE without the need for higher-level coordination. Type I incidents are not addressed in this OPERATIONS) plan. An incident that is larger in scope than those typically occurring on a day-to-day basis. This TYPE II may be confined to a small area of the County, present few, if any, operational or policy issues, generate little or no media interest, and can be handled with CCPHD resources (COMPLEX following internal procedures. The event may affect multiple counties and the State may ROUTINE also be involved, but the public health impact is still limited in scope. Coordination with EVENT) local governments is accomplished through direct contact with impacted/affected agencies. Type II incidents are not addressed in this plan. An event that is confined to the County but which has the potential to expand. It may also affect other counties, but the public health impacts are still limited in scope. The event involves minor operational and/or policy issues and generates local media interest, and TYPE III could require some outside assistance from the State or other local health departments. More intense staff time, and the involvement of other County departments is necessary to (MINOR deal with the policy, resource management, and/or media issues generated by the EVENT) emergency and to more efficiently coordinate with impacted/affected local governments. Activation of the County Public Inquiry Center (PIC) may also be necessary to assist with public and media inquiries and the Joint Information Center may also be activated to deal with media inquiries. An emergency that broadly affects the County or multiple counties, has significant operational and/or policy issues, and generates heavy media interest. The emergency cannot be handled with normal CCPHD resources and,therefore, requires the activation of additional internal resources and substantial assistance (both in staff and other resources) from other agencies. Other emergency response disciplines may also be heavily impacted, thereby increasing the need for multi-discipline and multi-agency coordination. The County EOC is activated as is the County Joint Information Center (JIC) and the County PIC. TYPE IV Coordination of public health policy, operational, and media issues is handled at the County (MAJOR EOC. The involved regional public health administrators may coordinate and form a Multi- EMERGENCY) Agency Coordinating (MAC) group. During a Type IV event, it may be necessary to activate a regional Multi-Agency Coordination System and a regional JIC to coordinate and unify policy, resource, and information management activities. The State ECC and Oregon Health Authority (OHA) Agency Operations Center (AOC) are activated to support county operations. A federal Joint Field Office (JFO) is activated if needed to coordinate federal resource support. If the emergency involves actual or suspected terrorism,the FBI's Joint Operations Center (JOC) is activated to coordinate investigative (and crisis management) activities. 359 SA CA Chl City of Lake Oswego EOP SUPPORT ANNEXES C OD C, PUBLIC HEALTH ANNEX 3.2.2 Levels of Response An emergency that broadly affects the region or state or an even larger portion of the country. The event has extraordinary policy and operational issues and generates national z and possibly international media interest. CCPHD and other emergency responder �71 resources are overwhelmed and substantial assistance from the State and the Federal �C TYPE V Government is needed. The County EOC is activated as is the County JIC and the County PIC. Coordination of public health policy, operational, and media issues are handled at the (DISASTER/ County EOC. If public health is the lead agency for a Type V event,the involved regional CATASTROPHIC public health administrators will coordinate and form a MAC group. A regional EOC and a EMERGENCY) regional JIC will be activated to coordinate and unify policy, resource, and information management activities. The State ECC and OHA AOC are activated to support county operations and a federal JFO is activated to coordinate federal resource support. If the emergency involves actual or suspected terrorism,the FBI's JOC is activated to coordinate investigative (and crisis management) activities. 3.3 Impact Assessment The City of Lake Oswego can request support CCPHD for impact assessments. For a number of years, Clackamas County has conducted a thorough analysis of the natural and technological hazards that can affect the jurisdiction. In response to the identified hazards, public health has developed a Hazard Response Checklist, for use in responding to emergencies. One of the first public health actions taken during any emergency is to assess public and environmental health impacts. The assessment looks at the incidence and prevalence of disease and the environmental hazards threatening public health. The purpose of the assessment is to evaluate existing, emerging, and potential health threats to the community so that appropriate corrective and preventive actions can be initiated. The Hazard Response Checklist can be used to inform the appropriate corrective and preventive actions. 3.3.1 Epidemiological Investigation/Disease Surveillance During a major public health event,the City of Lake Oswego will need assistance with epidemiological surveillance and investigation. Such assistance can be provided at the county level working under the direction of the Infectious Disease Control and Prevention Manager and County Health Officer,the group will take the following steps as appropriate for the emergency: Notify the State and initiate collaboration with neighboring or other impacted counties; Continue passive surveillance and initiate or expand active surveillance, including active surveillance at shelters, if appropriate; Conduct epidemiological investigations. Also partners with environmental health staff for food-borne illnesses and facility outbreaks; Conduct epidemiological investigations in partnership with the FBI and/or local law enforcement for criminal incidents; and (continued on next page) 360 SA y /o � w City of Lake Oswego EOP �� ', SUPPORT ANNEXES C w C, PUBLIC HEALTH ANNEX Where lab testing is an integral component of the event characterization process, support the sample = collection and tracking process in close coordination with the OSPHL. In a criminal incident, or act of terrorism,the FBI will also be involved in evidence collection and chain of custody procedures. Z 3.3.2 Environmental Health Hazard Assessment The City of Lake Oswego may have the resources to conduct some of the environmental health hazard assessment tasks below; however, coordination must occur with the CCPHD to ensure proper scope and procedural guidance is followed. Working under the direction of the Environmental Health Program Manager, the Environmental Health team will take the following actions as appropriate for the emergency: Conduct field surveillance to assess damage to food facilities; Conduct environmental health assessments at sites where epidemiological investigation has identified suspected cases of food-borne illness; Contact water purveyors in damaged areas to determine if water service has been affected by the emergency; Determine the availability of laboratories to conduct water system testing; Determine the operational condition of public sewer systems; Determine if normal solid waste collection services are available and assess the storage and disposal needs of mass feeding sites, hospitals, mass care centers, and other public places; Determine the location, capacity, and condition of all significant or strategic emergency mass shelters and assess food handling and sanitation at those facilities; and Assess the effect of the emergency on known vector populations and the impacts those effects may have on human populations. 3.3.3 Community Needs Assessment During a Type II emergency, if appropriate, and during every Type I emergency,the Infectious Disease Control and Prevention program will conduct a Community Assessment for Public Health Emergency Response (CASPER). This randomized sampling of households in affected areas of the County helps identify public health, social service, and other community impacts and assists with identification of resource needs. The CDC has standardized this community needs assessment, and put together the CASPER Toolkit. RAID and PHEP have customized the CASPER toolkit for use in Clackamas County. 3.3.4 Healthcare System Assessment At the City level and county levels, during any emergency when the EOC is activated,the EOC staff will assess impacts to healthcare system infrastructure and resources. This assessment will focus primarily on the City and County's hospitals and healthcare systems. 361 SA y /o w City of Lake Oswego EOP SUPPORT ANNEXES C w C, PUBLIC HEALTH ANNEX 3.4 Risk Communication Risk communication is an important part of public health response and recovery operations. It is a vital component of keeping the public, local governments, and others informed regarding events, and decreasing Z rumors and misinformation. Recognizing that the City of Lake Oswego is part of the greater Portland metro Z area's media market, risk communication regarding any impact affecting the region must be developed in collaboration with the region's other public health agencies. The City of Lake Oswego will use its Public Information Officer,the County Public Inquiry Center,the County or regional Joint Information System,the Health Alert Network, and other communications tools and resources as appropriate to deliver risk communication messages. Key risk communication responsibilities include: Identifying the nature of the hazard, potentially affected populations, and audiences to whom public communication will be directed; Developing and issuing public health advisories and alerts, recommending public protective actions, and disseminating other important public health messages including those specifically addressing the needs of special populations; and Recommending protective actions for emergency responders and providing other important public health information to local governments,first responders, and medical providers. 3.5 Implementation of Preventive Measures Working through the County EOC, CCPHD will initiate or expand preventive measures to limit or contain the impacts of the emergency. These measures may include: 3.5.1 Mass Medication/Prophylaxis Recommending activation of the Strategic National Stockpile (SNS) to support mass prophylaxis operations ; and Activating Point of Dispensing (POD) operations as needed to facilitate mass prophylaxis (medication or immunization) of the public. This will include the activation of county "Push Partners,"which are organizations which have elected to put together plans and operations to provide needed prophylaxis to their employees and identified others. 3.5.2 Isolation, Quarantine and Social Distancing Making recommendations to local elected officials to control the spread of disease (e.g., school closures); and Issuing isolation/quarantine orders and coordinating enforcement with the Sheriff's Office and other local law enforcement agencies. 3.5.3 Environmental Health Controls The City of Lake Oswego will work with local and county water providers to notify the public of community water system conditions and any protective actions necessary: (continued on next page) 362 SA y /o w City of Lake Oswego EOP SUPPORT ANNEXES C w C, PUBLIC HEALTH ANNEX including "boil water" or"do not use" orders; Assisting with arrangements for distribution of emergency drinking water supplies; Providing technical information on water disinfection and storage including information for homeowners Z whose wells may be contaminated; Z Notifying the public of the availability and location of potable water; If the normal solid waste collection, storage, and disposal system is not available, preparing instructions for disposal including special handling of infectious or hazardous wastes; Providing environmental health consultation and assistance to mass feeding sites; Providing food safety information to assure that contaminated food is properly disposed of or salvaged; Assisting with emergency sewage and liquid waste disposal capabilities at hospitals and other healthcare facilities, emergency medical facilities, evacuation shelters, emergency operations centers, local government facilities, and affected neighborhoods; Advising the public to avoid contaminated areas; Applying vector control measures according to the vectors,the health risk they pose, and environmental conditions; Terminating use/stopping operations at non-compliant or unsanitary facilities; Requiring occupants to vacate premises where appropriate; and Requiring cleanup, repair, or correction of identified problems. 3.6 Resource Management Based on its impact assessments,the Lake Oswego Emergency Operations Center must identify resource needs, request appropriate resources to meet those needs, and manage the resources assigned. Resource management activities may include: Mobilizing and orienting pre-identified and pre-credentialed medical volunteers (e.g., Medical Reserve Corps). Organizing and managing emergent volunteers in support of POD or other emergency response and recovery operations; can include collaboration with cities to use CERT teams and other volunteers. Assess possible need for NDMS services, personnel, and/or materials, if local medical resources are exhausted or anticipated to be exhausted. Supporting acquisition of healthcare resources when hospitals and healthcare providers are unable to acquire those resources through their local suppliers or system/network providers. Requesting from County EOC Command to order medical countermeasures from the State of Oregon. Needed surge staffing will be given Just in Time Training. If needed by the City of Lake Oswego,the CCPHD does maintain a small supply of personal protective equipment (PPE) and other materials that can be utilized when responding to public health emergencies. The department also maintains a public health supplies connex that may utilized for additional PPE and other public health supplies. 363 SA y w �� .off_ City of Lake Oswego EOP SUPPORT ANNEXES CCP � o: C PUBLIC HFALTH ANNEY 3.7 Policy Determinations Under emergency conditions,the City of Lake Oswego may be faced with a number of significant public health policy issues. These conditions may require extraordinary actions to control the spread of disease and Z maximize the efficacy of the public health and healthcare systems. Such policy actions should be Z appropriately coordinated with local, county, regional, and state elected officials and public and private senior executives. Such actions may include: Implementing crisis standards of care across the healthcare system; Developing event-specific priorities for mass prophylaxis and treatment operations; Implementing appropriate social distancing measures to control the spread of disease (e.g., closing schools; restricting travel; limiting social gatherings; etc.); Identifying alternative treatment center locations and operations, including mass clinics; Implementing appropriate vector control measures; and In collaboration with the OHA Acute and Communicable Disease Prevention (ACDP) program, making animal vaccination recommendations to veterinarians to deal with zoonotic diseases. 4. EMERGENCY COORDINATION 4.1 General When the City of Lake Oswego activates the EOC for public health emergencies, it is important to note that the CCPHD Director,the CCDM Director,the H3S Department Director, and the Board of County Commissioners all have the authority to activate the Public Health support annex 04 of the county emergency response plan. The Board of County Commissioners provides overall guidance for the management of county resources, establishes policy, coordinates with other local elected officials, and supports County's response and recovery operations. In their capacity as the incident Policy Group, the County Administrator and department directors provide strategic direction to the Incident Commander regarding management of county resources, availability of funds for resource acquisition, and support to other jurisdictions. They keep the County Commissioners informed of resource requirements and policy and funding issues, and are responsible for continued oversight of day-to-day county government functions. Priorities for allocation and application of public and environmental health resources are established by the County EOC Incident Commander based on recommendations provided by CCPHD and the Health Officer,the Department of Health and Human Services, local healthcare providers,the EOC Command and General Staff, and the Policy Group. Tactical control of public and environmental health resources is exercised by CCPHD except in circumstances where those resources are temporarily assigned to another organization or incident commander. 364 y E_Q- w City of Lake Oswego EOP ;' r ��' SUPPORT ANNEXES " cr W C) 3UBLIC HEALTH ANNEX 5. ANNEX DEVELOPMENT AND MAINTENANCE The City Manager (Emergency Manager) will be responsible for coordinating regular review and maintenance Z of this annex. All departments at the city level will be responsible for participating in revisions, assessments, and updates to this annex. Updates, modifications, and after action reviews of this annex will include Clackamas County Public Health Department to ensure accurate jurisdictional authority and policy updates. The Annex will be implemented in exercises and real events, in which After Action Reviews (AARs) will be conducted in order to analyze the response, and identify both strengths and areas for improvement. This input then drives revision of emergency response plans. 6. AUTH I RITIES AND REFERENCES 6.1 Authorities Oregon Revised Statutes Chapters 431 and 433 Ore on Administrative Chapter 333 Rules 6.2 References • American Red Cross Shelter Handbook • CDC Bioterrorism Agents/Diseases • CDC Bioterrorism Response Planning • CDC Interim Smallpox Response Plan Guidelines • CDC Guidelines for Pandemic Flu Planning • FEMA, Guide for All-Hazard Emergency Operations Planning (SLG-101) • National Response Plan (NRP), ESF #8, Health and Medical Services • National Incident Management System (NIMS) • Clackamas County Mass Fatality Incident Plan (MFI Plan) • Interim Oregon Crisis Care Guidance,Jan. 06, 2022 • Oregon Emergency Operations Plan 7. ACRONYMS AND EXPLANATION OF TERMS ACDP Acute and Communicable Disease Prevention section within the Center for Public Health Practice of the Oregon Health Authority AOC Agency Operations Center (state agency) DCAP Disease Control and Prevention DM Disaster Management DMAT Disaster Medical Assistance Team (a federal asset of trained medical professionals) 365 SA w City of Lake Oswego EOP �' SUPPORT ANNEXES C) I IC HEAL TH ANNEX DOC Department Operations Center (county or other local department) ECC Emergency Coordination Center EOC Emergency Operations Center FBI Federal Bureau of Investigation or Foodborne Illness HAN Health Alert Network JIC I. Joint Information Center LPH Local Public Health Authority LRN Laboratory Response Network (statewide) NDM National Disaster Medical System EM Oregon State Public Health Laboratory Oregon Public Health Division, a division of the Oregon Health Authority PIC Public Inquiry Center Point of Dispensing Personal Protective Equipment (e.g., masks and gloves) Strategic National Stockpile (a federal asset with large quantities of medicines and medical supplies) MAT Veterinary Medical Assistance Team (a federal asset of trained veterinary professionals) Clackamas County Public Health Division (the local public health authority in Oregon for Clackamas County) W World Health Organization Definitions and Explanations of Terms Epidemiology The study of health and disease in populations Isolation The sequestration of individuals or groups of people who are ill with an infectious disease in order to prevent transmission of that disease to others. Mutual Aid Written agreements between agencies and/or jurisdictions to assist one another on request by furnishing personnel, equipment, and/or expertise in a specified manner. •phylaxis A preventive measure used to maintain health and prevent disease. Social Distancing Measures used to restrict when and where people can gather, in order to stop or slow the spread of an infectious disease. Surge Capacity Ability of the healthcare system (hospitals, clinics, etc.) to deal with a substantial increase in patient load that cannot be supported by routine methods. The sequestration of well individuals or groups of people identified as having been Quarantine exposed to an infectious disease, in order to prevent the spread of that disease to others. Vector A carrier of a disease (for instance, mosquitoes are the vector that carries West Nile Virus) Zoonotic Diseases Infectious diseases of animals transmitted to humans. 366 SA City of Lake Oswego EOP '� �' INCIDENT ANNEX W 'kr14.Na; r O NCIDENT ANNEX TABLE OF CONTENTS S 0 1. Hazard Description 369 1.1 Earthquake 369 1.2 Major Fire 369 -I 1.3 Severe Weather 370 y 1.4 Volcano 370 1.5 Hazardous Materials 370 C) 1.6 Transportation Accidents (including Air, Rail and Road) 371 m 1.7 Terrorism 371 Z 1.8 Utility Fire 371 2. Pre-Incident Actions 371 2.1 General 371 Z 2.2 Earthquake 372 2.3 Major Fire 372 2.4 Severe Weather 373 2.4.1 Flooding 373 2.4.2 Drought 373 2.5 Volcano 374 2.6 Transportation Accident (Including Air, Rail and Road) 374 2.7 Terrorism 374 2.8 Utility Failure 374 3. Response Phase Actions 375 3.1 General 375 3.2 Earthquake 376 3.3 Major Fire 376 3.4 Severe Weather 376 3.4.1 Flooding 377 3.4.2 Drought 377 3.5 Volcano 377 3.6 Hazardous Materials 378 3.7 Transportation Accidents (Including Air, Rail and Road) 379 3.8 Terrorism 380 3.9 Utility Failure 380 4. Recovery/Demobilization Phase Actions 381 5. Resources 381 5.1 Earthquake 381 5.2 Major Fire 382 367 IA City of Lake Oswego EOP ;' INCIDENT ANNEX W 0 I NCIDENT ANNEX 5.3 Severe Weather 382 5.4 Volcano 382 Z 5.5 Hazardous Materials 383 5.6 Transportation Accidents 383 5.7 Terrorism 383 Z 5.8 Utility Failure 383 v a 368 IA s Cr of Lake Oswego EOP �' INCIDENT ANNEX � Z INCIDENT ANNEX 1 . HAZARD DESCRIPTION The following incidents are included within this annex and include action items and information specific to the incident type. NM" Earthquake Major Fire ▪ Public Health Incident NATURAL HAZARDS Severe Weather (including thunderstorm and lightning,tornado, windstorm, hailstorm, severe winter storm, landslide, generalized flooding, and drought) ▪ Volcano ▪ Hazardous Materials HUMAN-CAUSED AND • Transportation Accidents (including air, rail, and roads) L TECHNOLOGICA Terrorism Utility Failure 1 .1 Earthquake An earthquake of 5 or greater on the Richter Scale may or may not cause widespread damage, but it is a situation that may warrant activation of the Emergency Operations Center (EOC) to better coordinate the flow of information and damage assessment needs. Initially,the lead agencies for earthquake response will be the Police and Fire Departments. As the initial assessment to determine the extent of damage, injury, and loss of life has been accomplished,the EOC's Operations Section lead may be transitioned to the Fire Department. As emergency response transitions from rescuing casualties to restoring critical services,the Public Works Department may be expected to assume the role of lead department in the Operations Section for the City's earthquake response. Public Works Department efforts in this response and early recovery phase of the disaster will likely concentrate on reestablishment of public infrastructure facilities. See the Natural Hazard Mitigation Plan for more information. 1 .2 Major Fire A major fire is an instance of uncontrolled burning that may involve grasslands, brush, or woodlands, as well as multiple structures. There is an increasing vulnerability to such fires, due to the increasing number of homes in fire-prone areas. The costs of fighting wildland fires today, including using heavy equipment, helicopters, office and communications equipment, and feeding and housing responders, can easily exceed expectations. Fuel, slope, weather, and development are key components in wildfire hazard identification. The lead agency for major fire response will be the Fire Department, with support from the Police Department to control traffic. See the Natural Hazard Mitigation Plan for more information. 369 IA CP City of Lake Oswego EOP ', INCIDENT ANNEX Z INCIDENT ANNEX 1 .3 Severe Weather For the purpose of this annex,the following individual hazards are included under severe weather: Flooding(generalized) Tornado Hailstorm Windstorm Landslides Drought—areas that may experience impacts Thunderstorms and lightening Severe winter storm Each hazard may have its own characteristics, including the time of year it is most likely to occur, severity, and associated risk; however, many hazards are interrelated. For example,wind is a factor in thunderstorms and severe winter storms and hailstorms and rain can contribute to landslides. The nature of the severe weather will determine agency involvement, but the Public Works Department will be heavily involved in leading operations. See the Natural Hazard Mitigation Plan for more information. 1 .4 Volcano Oregon's vulnerability to volcanic events varies statewide. The Cascade Mountains, which separate Western Oregon from Central Oregon, pose the greatest threat of volcanic activity. Regions that include the Cascade Mountains are most vulnerable to the effects of a volcanic event. Within the State of Oregon,there are several volcanoes that may pose a threat of eruption—most notably, Mount Hood, which most recently erupted about 200 years ago, as well as the Three Sisters, and Mt. Jefferson, which have not erupted for about 15,000 years but are not considered extinct. Initially,the lead agencies for volcano response will be the Police and Fire Departments. After the initial assessment to determine the extent of damage, injury, and loss of life has been accomplished,the EOC's Operations Section lead may be transitioned solely to the Fire Department. As emergency response transitions from rescuing casualties to restoring critical services,the Public Works Department may be expected to assume the role of lead department in the Operations Section for the City's volcano response. Public Works Department efforts in this response and early recovery phase of the disaster will likely concentrate on reestablishment of public infrastructure facilities. See the Natural Hazard Mitigation Plan for more information. 1 .5 Hazardous Materials Hazardous materials are stored, used, and transported using roads, rail lines, pipelines, or flight paths. Numerous industries and businesses use chemicals that pose a threat to their own private property and employees. In addition, in some instances where a hazardous materials plume is released, it may affect neighboring businesses and communities. The lead agency for hazardous materials response will be the Fire Department, with support from the Police Department to control traffic. 370 IA Cr City of Lake Oswego EOP INCIDENT ANNEX o °.seco . Z IIJIIDFt1T ANNEX 1 .6 Transportation Accidents (including Air, Rail, and Road) The Federal Aviation Administration and National Transportation Safety Board (NTSB) have the authority and responsibility to investigate all accidents involving aircraft. It is NTSB policy to be on the scene of a major accident as soon as possible. In minor aircraft accidents,the Federal Aviation Administration may respond to the scene instead of the NTSB. The Department of Defense has the authority to investigate any accident involving military aircraft. The NTSB has the authority and responsibility to investigate accidents involving selected rail accidents. The Federal Railroad Administration monitors the occurrence of train accidents and incidents 24 hours a day, seven days a week, 365 days a year. Motor vehicle accidents that occur on roadways within the City would not normally constitute a major emergency under the EOP, unless hazardous materials or mass casualties/fatalities complicate the incident. The City Fire and Police Departments will assume initial command if the transportation accident involves a fire and/or casualties and to secure the incident site. 1 .7 Terrorism This annex can be applied to incidents involving weapons of mass destruction and chemical, biological, radiological, nuclear, and explosive (CBRNE) materials. The City Police Department has the lead role in terrorism crisis management within the City and the County Sheriff's Office maintains authority in unincorporated segments of the County. The lead agencies for the State and federal government are the Oregon State Police and the Federal Bureau of Investigation (FBI), respectively. The laws of the United States assign primary authority to state and local governments to respond to the consequences of terrorism;the federal government provides assistance as required. The City and County EOCs typically will be activated and have the lead role in terrorism consequence management for most types of terrorist incidents, but H3S will be assigned the lead local role in terrorism consequence management for incidents involving biological agents. The Oregon Office of Emergency Management and Federal Emergency Management Agency are the State and federal consequence management leads. 1 .8 Utility Failure A utility failure can happen at any time and is a disruption to the normal operations of electricity, water, gas, ■ and telephone services. While causes of these shortages may be natural or human- caused,the severity of the incident must be measured by how seriously the shortage amount and duration impacts life and property. The type of utility will determine agency involvement, but the Public Works Department will be heavily involved in leading operations. Involvement from utility companies will be required to ensure service restoration. 2. PRE-INCIDENT ACTIONS 2.1 General The following pre-incident action items are appropriate to most incidents; however,the actions should be evaluated for appropriateness in any given situation and do not replace common sense or standard operating procedures (SOPs). (continued on next page) 371 CP City of Lake Oswego EOP ' INCIDENT ANNEX Z INCIDENT ANNEX Determine the key stakeholders that should be notified of the arising situation. Consider limited activation of the EOC. Conduct pre-incident planning for protective actions (e.g., sheltering-in-place, evacuation, activation of warming shelters). Identify and review established evacuation routes and alternate routes for areas vulnerable to the incident. Prepare public information materials to inform residents and businesses of protective measures. Utilize multiple media types, including print,television, radio, and social media. Identify and review existing agreements for mutual support and identify additional community partners, including local contractors,vendors, and private organizations that may be able to assist. Anticipate potential unmet needs or resource shortfalls and identify strategies for meeting those needs. Identify and review procedures for registering mutual aid and other first responders as they arrive on the scene and receive deployment orders. Identify and review existing SOPs and agency-specific protocols specific to the incident. Ensure that copies of all documents are available to response personnel as necessary. Ensure that all departments are notified to provide situational awareness to the Emergency Management Executive Committee and/or the EOC if activated. Prepare disaster declaration materials if appropriate. Brief key leadership. Conduct just-in-time training based on incident requirements. 2.2 Earthquake In addition to the pre-incident actions listed in Section 2.1,the following action items may be appropriate: Monitor the Pacific Northwest Seismic Network Identify potential protective measures, including: . Pre-identified evacuation routes and alternate routes for areas vulnerable to earthquakes to ensure accuracy. . Appropriate infrastructure protection measures in landslide-prone areas. Evaluate current resources and identify potential needs and shortfalls (e.g., bridge-free evacuation routes, assembly sites,viable shelter locations). 2.3 Major Fire In addition to the pre-incident actions listed in Section 2.1,the following action items may be appropriate: Monitor updated fire danger ratings detailing weather trends,fuel types, and likely fire characteristics. Identify potential protective measures, including: . Pre-identified evacuation routes and alternate routes for areas vulnerable to the fire. . Relocation of equipment and personnel out of vulnerable areas. Evaluate current resources and identify potential needs and shortfalls (e.g.,water sources, equipment, personnel). 372 IA CP City of Lake Oswego EOP INCIDENT ANNEX .D.seco + Z INCIDENT ANNEX 2.4 Severe Weather In addition to the pre-incident actions listed in Section 2.1,the following action items may be appropriate: Monitor weather reports (National Weather Service, NOAA-Storm Prediction Center). Identify potential protective measures, including: . Review pre-identified cooling center locations. . Review pre-identified warming center locations. . For precipitation and flooding, identify areas that will likely need sandbagging to protect residents and property. Evaluate current resources and identify potential needs and shortfalls (e.g., cooling centers, warming centers, alternative water sources, sandbags). Participate in severe weather preparedness activities, seeking an understanding of interactions with participating agencies in a severe weather scenario. 2.4.1 Flooding In addition to the pre-incident actions listed in Sections 2.1 and 2.4,the following action items may be appropriate: Monitor expected rainfall and river, creek, and tributary levels. Identify potential protective measures, including: . Pre-identified evacuation routes and alternate routes for areas vulnerable to flooding. . Appropriate infrastructure protection measures in landslide/flood-prone areas (coordinate with the Engineering Division to establish procedures). Evaluate current resources and identify potential needs and shortfalls (e.g., sandbags, equipment, clear evacuation routes, assembly sites, shelter locations). Become familiar with flood-prone areas and the challenges they face. Ensure that sandbags and other necessary equipment and supplies are prepared and ready to use. 2.4.2 Drought In addition to the pre-incident actions listed in Section 2.1 and 2.4,the following action items may be appropriate: Monitor rainfall,weather, crop conditions, and water availability. Identify potential protective measures, including: . Identify alternative sources of drinking water. . Work with Water Treatment Plant to implement water conservation efforts. . Work with local farmers to implement herd management strategies. Evaluate current resources and identify potential needs and shortfalls (e.g., potable water,water for agricultural needs, financial support). Pre-designate alternative sources of drinking water in case of drought or other water shortage event. 373 IA CP City of Lake Oswego EOP ' INCIDENT ANNEX Z INCIDENT ANNEX 2.5 Volcano In addition to the pre-incident actions listed in Section 2.1,the following action items may be appropriate: Monitor volcanic activity and wind direction. Identify potential protective measures, including: • Pre-identified evacuation routes and alternate routes for areas vulnerable to projected ash fall. • Implement shelter-in-place plans. ▪ Identify traffic control needs. Identify potential resource needs (e.g., ash removal equipment, masks, shelters). 2.6 Transportation Accident (Including Air, Rail, and Road) In addition to the pre-incident actions listed in Sections 2.1,the following action items may be appropriate: Monitor weather reports for severe weather that may make it challenging for drivers, pilots, and rail operators to see and/or control their vehicles, aircraft, and railcars (e.g., excessive rainfall, fog, snow, ice). Identify potential protective measures, including: • Assess the City's transportation infrastructure (e.g., roads, bridges, and traffic control devices) and implement an emergency transportation route plan. . Close roads or bridges that are experiencing flooding or icy conditions. Evaluate current resources and identify potential needs and shortfalls (e.g.,traffic management supplies, personnel, mass fatality and mass casualty needs). Ensure that City personnel are aware they should not attempt to remove accident-related debris from the accident area except as necessary to facilitate fire suppression, rescue, and emergency medical care. 2.7 Terrorism In addition to the pre-incident actions listed in Section 2.1,the following action items may be appropriate: Monitor social media and other avenues for potential terrorism-related threats. Identify potential protective measures, including: ▪ Shelter-in-place resources and activities. ▪ Pre-identified evacuation routes and alternate routes for potential targets of terrorist activity. Evaluate current resources and identify potential needs and shortfalls (e.g., personnel trained in hazardous materials response, shelter-in-place supplies). Ensure that City personnel have a basic awareness of hazardous materials response and whom to contact. 2.8 Utility Failure In addition to the pre-incident actions listed in Section 2.1,the following action items may be appropriate: Monitor severe weather reports that may affect utilities (e.g., high winds, drought, flooding). Identify potential protective measures, including: ▪ Remove tree branches or trees from power line areas. (continued on next page) 374 IA CP City of Lake Oswego EOP INCIDENT ANNEX Z INCIDENT ANNEX . Coordinate with schools, daycare centers, nursing homes, rest homes, hospitals, etc. in determining proper precautions and emergency actions prior to a utility failure. . Confirm emergency contact information for each utility that provides service in the area. . Check emergency generators to ensure they are in working condition. . Review hazard information for vital facilities and the impact of a major utility failure on one or more of those facilities. . Coordinate with utilities to procure and produce information for distribution to the public (e.g., "What to Do When the Lights Go Out"). Evaluate current resources and identify potential needs and shortfalls (e.g., generators, equipment for clearing roads of debris, personnel). 3. RESPONSE PHASE ACTIONS 3.1 General The following response action items are appropriate to most incidents; however,the actions should be evaluated for appropriateness in any given situation and do not replace common sense or SOPs. Activate local warning/alert systems as appropriate. Assist the EOC Safety Officer in ensuring that actions are taken to protect personnel and emergency equipment from possible damage by the incident. Conduct EOC operations in accordance with the Incident Action Planning process. For more information on the Incident Action Planning Process, click here. Activate mutual aid as needed including placing backup teams on standby. Ensure that all required notifications have been completed. Consider the following: . Local, regional, state, and federal agencies/entities that may be able to mobilize resources to support local response efforts . Mutual aid partners . Private-sector partners with which existing contracts are in place . Adjacent jurisdiction EOCs . Agency operations centers Coordinate resource access, deployment, and storage in the operational area and track resources as they are dispatched and/or used. Determine the need for an emergency/disaster declaration and submit as needed. Facilitate public information through the Public Information Officer (PIO) with approval by the EOC Incident Commander. If appropriate, establish and/or participate in a Joint Information Center and designate a lead PIO for the City. Maintain incident documentation, including financial records, for potential reimbursement. (continued on next page) 375 IA CP City of Lake Oswego EOP INCIDENT ANNEX Z INCIDENT ANNEX Develop appropriate reports to maintain situational awareness, including, but not limited to: . Damage assessment . Repair and restoration of essential services and vital systems needed . Injuries and deaths . Major equipment damage accrued during response activities Develop and delivery situation reports (recurring action at regular intervals). [ICS Form 209 - Incident Status Summary] Develop and regularly update the Incident Action Plan (recurring action). [ICS Form 202 - Incident Objectives, ICS Form 203 - Organization Assignment List, ICS Form 205 _Incident Radio Communications Plan, ICS Form 206 - Medical Plan, ICS 208 - Safety Message, Incident Map] 3.2 Earthquake In addition to the pre-incident actions listed in Section 3.1,the following action items may be appropriate: Continue to monitor the Pacific Northwest Seismic Network for aftershocks. Monitor secondary hazards associated with earthquakes (e.g., ruptured utility lines, hazardous spills,fires, building collapses, landslides). Implement protective measures (e.g., evacuation, assembly sites, shelter activation,traffic control, search and rescue). Coordinate debris management activities (e.g., clear right-of-way, establish temporary debris storage sites). Identify transportation resources to move people and equipment as necessary. 3.3 Major Fire In addition to the pre-incident actions listed in Section 3.1,the following action items may be appropriate: Continue to monitor weather reports, including wind, expected rainfall, and thunderstorm reports. Monitor secondary hazards associated with fires (e.g., public health, erosion, landslides, introduction of invasive species, changes in water quality). Implement protective actions (e.g., evacuations, relocation of equipment and personnel). Coordinate debris management activities (e.g., clear right-of-way, establish temporary debris storage sites). 3.4 Severe Weather In addition to the pre-incident actions listed in Section 3.1,the following action items may be appropriate: Continue to monitor weather reports to project potential damage and determine the affected areas. Monitor secondary hazards associated with severe weather (e.g., landslides, agricultural water needs, transportation infrastructure damage). Implement protective measures (e.g., activate warming or cooling centers, provide sandbag materials and equipment,traffic control measures). Coordinate debris management activities (e.g., clear right-of-way, establish temporary debris storage sites). 376 IA CP City of Lake Oswego EOP ' INCIDENT ANNEX Z INCIDENT ANNEX 3.4.1 Flooding In addition to the response actions listed in Section 3.1 and 3.5,the following action items may be appropriate: Continue to monitor expected rainfall and river, creek, and tributary levels. Monitor secondary hazards associated with flooding (e.g., landslides, infrastructure damage, soil erosion and land degradation, epidemic diseases, poisoning, unhygienic conditions, sedimentation,traffic accidents, water pollution, waterlogging/salinity). Implement protective measures, including: . Coordinate debris removal from necessary areas (e.g., storm drains, bridge viaducts, main arterial routes, public rights-of-way, dams). . Activate law enforcement resources (e.g., curfew enforcement, road closures, security). . Establish infrastructure protection measures in landslide/flood-prone areas. Identify resource needs (e.g., sandbags, equipment, assembly sites, shelters) and request additional support through mutual aid, private contractors, and the County. Activate search and rescue operations as necessary. 3.4.2 Drought In addition to the response actions listed in Section 3.1 and 3.4,the following action items may be appropriate: Continue to monitor rainfall,temperatures, crop conditions, and water availability. Monitor secondary hazards associated with drought (e.g.,wildfires, economic). Implement protective measures (e.g.,water conservation efforts,voluntary or mandatory water use restrictions, herd management strategies). Work with the PIO and local extension office to provide information and advice to farmers affected via media releases and increase drought education and outreach to the general public. Identify resource needs (e.g., potable water, support to farmers). 3.5 Volcano In addition to the pre-incident actions listed in Section 3.1,the following action items may be appropriate: Continue to monitor volcanic activity and wind direction to project potential spread of ash,fires, and/or gases. Monitor secondary hazards associated with volcanic activity (e.g., ground deformation, lahars, landslides, building roof collapses). Implement protective measures (e.g., evacuations, shelter-in-place,traffic control, promote wearing masks, promote staying indoors, open shelters). Identify resource needs (e.g., ash removal equipment, masks,fire suppression equipment). Work with the PIO to provide information to the public regarding health protective measures and appropriate ash removal methods. 377 IA v City of Lake Oswego EOP - INCIDENT ANNEX � o INCIDENT ANNEX 3.6 Hazardous Materials In addition to the response actions listed in Section 3.1,the following action items may be appropriate: Monitor current and forecasted weather to project a potential spread of the hazardous materials plume (recurring action). Activate the Regional Hazardous Materials Team through the Oregon Emergency Response System (OERS) at 1-800-452-0311 for technical assistance. Determine the type, scope, and extent of the hazardous materials, incident (recurring action). Verify reports and obtain estimates of the area that may be affected. [ICS Form 209: Status Summary] • Notify 911 dispatch, supporting agencies, adjacent jurisdictions, and liaisons of the situation. ▪ Assess the type, severity, and size of the incident. If possible, characterize the hazardous material(s) of concern and determine appropriate personal protection equipment requirements. • Ensure that a health and safety plan is developed by the designated Safety Officer, including monitoring first responders in accordance with applicable guidance. Ensure that proper containment methods have been implemented by first responders until hazardous materials response teams arrive. Establish a safe zone and determine a location for on-site staging and decontamination. Reevaluate as the situation changes. Provide support for implementation of applicable Geographic Response Plans established by the Oregon Department of Environmental Quality to guide activities throughout the duration of the incident. Support access control to the incident site through local law enforcement agencies. If applicable, establish immediate gross decontamination capability for victims. Notify hazardous materials supporting agencies. Ensure that all required hazardous notifications have been completed. REQUIRED NOTIFICATION The Oregon Department of Transportation should be contacted for incidents occurring on state highways. Appropriate key stakeholder and partners for incidents that pose an actual or potential threat to state parks, recreational areas, historical sites, environmental sensitive areas,tourist routes, or other designated areas. If agricultural areas and livestock are potentially exposed or impacted, notify local extension services (Oregon State University), Oregon Department of Agriculture, and the State Veterinarian. Coordinate with the responsible party (if known) and the Oregon Department of Environmental Quality on using private contractors for clean-up. 378 IA CP City of Lake Oswego EOP ' INCIDENT ANNEX INCIDENT ANNEX 3.7 Transportation Accidents (Including Air, Rail, and Road) In addition to the response actions listed in Section 3.1,the following action items may be appropriate: Continue to monitor weather reports for severe weather. Conduct a scene assessment to determine appropriate level of emergency medical,transportation, and hazardous materials response. Based on the location of the accident, mass casualty, and/or evacuation procedures may be required. [ICS Form 209: Status Summary] Implement protective measures (e.g., road/bridge closures, alternate routes). Identify resources needed to support the incident (traffic management supplies, personnel, mass fatality and mass casualty support). Secure the crash site to maintain integrity of the accident site (after fire suppression and victim rescue operations are completed). Ensure that all required notifications have been completed. REQUIRED NOTIFICATION . Federal Aviation Administration . Contact the National Transportation Safety Board prior to removing deceased Aircraft Accident victims or moving aircraft wreckage. (Safety Office, 425- 227-2000, 24 hours) . Oregon Department of Transportation (State Highways) . Prior to removing any victims or wreckage,the Incident Commander or EOC Railroad Accident Incident Commander should contact the railroad company's emergency response center, as well as the National Transportation Safety Board. State HWY Accident • Oregon Department of Transportation Appropriate key stakeholder and partners for incidents that pose an actual or potential threat to state parks, recreational areas, historical sites, environmental sensitive areas,tourist routes, or other designated areas. If agricultural areas and livestock are potentially exposed or impacted, notify local extension services (Oregon State University), Oregon Department of Agriculture, and the State Veterinarian. Coordinate the collection, storage, and disposition of all human remains and their personal effects from the accident site. Coordinate provision of up-to-date information to friends and family of victims (if not already being handled by another agency). Consideration should be given to keeping the friends and family of the victims in a central location, protected from the press, and where information can be provided to them as it becomes available. . Allow the rail company, airline, or agency affected by the accident to confirm casualties and to notify the next of kin via prescribed methodology. Support the removal of debris in coordination with, or under the direction of, investigating agencies such as the Transportation Security Administration, NTSB, and FBI. Coordinate with the American Red Cross to provide shelter and family referral services through the EOC. 379 IA CP City of Lake Oswego EOP ' INCIDENT ANNEX INCIDENT ANNEX 3.8 Terrorism In addition to the response actions listed in Section 3.1,the following action items may be appropriate: Continue to work with County, State, and FBI resources to monitor terrorist activities. Mobilize appropriate emergency personnel and first responders. When necessary, send fire services, emergency medical services, hazardous materials, law enforcement, public health, and others to the site. Determine responder activities and establish non-contaminated areas prior to mobilizing resources. Ensure that all required notifications have been completed. REQUIRED NOTIFICATION Notification of the Oregon State Police and the Federal Bureau of Investigation is required for all terrorism incidents. If an incident occurs on state highways, ensure that the Oregon Department of Transportation has been notified. Notification of appropriate key stakeholders and partners is required for incidents that pose an actual or potential threat to state parks, recreational areas, historical sites, environmental sensitive areas,tourist routes, or other designated areas. If agricultural areas and livestock are potentially exposed or impacted, notify local extension services (Oregon State University), Oregon Department of Agriculture, and the State Veterinarian. Activate and participate in Unified Command. Unified Command may consist of City, County, regional, state, and federal crisis management and consequence management agencies. Evaluate the safety of emergency personnel. Initiate development of site- and agent- specific health and safety plan. Implement protective actions (e.g., evacuations, sheltering). Refer to the United States Department of Transportation Emergency Response Guidebook for determining the appropriate evacuation distance from the source. Activate public notification and advisory procedures Clear immediate area and notify appropriate first responders if an explosive device is found. ▪ Be cognizant of any secondary devices that may be on site. ▪ Be cognizant that CBRNE agents may be present. Control and investigate the crime scene and collect evidence, photographs, and video recordings. See Section 3.5 for hazardous materials specific information. 3.9 Utility Failure In addition to the response actions listed in Section 3.1,the following action items may be appropriate: Continue to monitor severe weather reports that may affect utilities. Monitor secondary hazards associated with utility failure (e.g.,traffic accidents due to signals being out, public health concerns, communication difficulties, heating and cooling difficulties). (continued on next page) 380 IA 0 City of Lake Oswego EOP INCIDENT ANNEX Z INCIDENT ANNEX Implement protective measures (e.g., utilize backup generators, clear debris from roads). Identify the following: . General boundary of the affected area . Extent of utility disruption . Immediate needs of response forces or utilities . Estimated time of repair or duration of outage . Estimated population affected Coordinate with the American Red Cross to open shelters as appropriate. Establish communication with and request a liaison from the utility as appropriate. 4. RECOVERY/DEMOBILIZATION PHASE ACTIONS Recovery/demobilization actions begin once the threat to public safety has been eliminated. The following recovery action items are appropriate to most incidents; however,the actions should be evaluated for appropriateness in any given situation and do not replace common sense or SOPs. Continue to monitor incident-specific secondary hazards. Coordinate with the American Red Cross to determine how long shelter operations will be continued, if activated during the incident. Implement intermediate and long-term recovery activities. Develop a strategy for transitioning the coordination and communication mechanisms for ongoing recovery efforts (e.g., role of the EOC, situational awareness updates, and communications protocols). Consider long-term environmental impacts and remediation needs and implement actions. Develop a Demobilization Plan to assist in an orderly demobilization of emergency operation. [ICS Form 221 - Demobilization Plan] Deactivate/demobilize the EOC, agency operations centers, and command posts. Conduct post-incident debriefing(s) to identify success stories and opportunities for improvement. Develop an After Action Report based on these debriefings. Develop recommendations and correct any deficiencies reflected in the After Action Report regarding changes in planning, zoning, and building codes/ordinances to lessen the impact of future emergencies related to this type of incident. Revise any applicable emergency response plans based on the success stories and/or lessons learned during the response. 5. RESOURCES 5.1 Earthquake • Cascadia Playbook Cascadia Playbook V3.PDF (oregon.gov) • United States Geological Survey(USGS) Earthquake Hazards Program (continued on next page) 381 IA C) City of Lake Oswego EOP INCIDENT ANNEX Z INCIDENT ANNEX • Catalog of FEMA Earthquake Resources • Resident Guidance from FEMA • County EOP, Incident Annex (IA) 2 - Geologic Emergencies • State of Oregon EOP, IA 2 - Earthquake • Oregon Resilience Plan 5.2 Major Fire • Fire Agency List by Name • United States Forest Service Wildland Fire Assessment System, Fire Danger Rating • Resident Guidance from FEMA • County EOP, IA 1 - Weather Emergencies • State of Oregon EOP • ESF 4 - Firefighting • IA 5 - Wildland Fire 5.3 Severe Weather • National Oceanic and Atmospheric Association's National Climatic Data Center • United State Drought Monitor, updated weekly • Resident Guidance from FEMA (Ready.gov) • Severe Weather • Drought • Floods • Snowstorms and Extreme Cold • Thunderstorms and Lightening • Extreme Heat • County EOP, IA 1 - Weather Emergencies • State of Oregon EOP • IA 1 - Drought • IA 3 - Flood • IA 7 - Severe Weather • USGS River Stream Flow data 5.4 Volcano • Mount Hood Coordination Plan,June 2013 • U.S. Geological Survey Volcano Hazards Program • Resident Guidance from FEMA • County EOP, IA 2 - Geologic Emergencies • State of Oregon IA 6 - Volcano 382 IA C) City of Lake Oswego EOP ;'A, n' INCIDENT ANNEX Z .D.s e c o of INCIDENT ANNEX 5.5 Hazardous Materials • Northwest Area Contingency Plan • Pipeline and Hazardous Materials Safety Administration • Chemicals and Hazardous Materials Incidents I Ready.gov • County EOP—ESF 10 - Hazardous Materials Response • State of Oregon Emergency Operations Plan, ESF 10 - Hazardous Materials 5.6 Transportation Accidents (Including Air, Rail, and Road) • Oregon Department of Transportation Trip Check • Oregon Department of Aviation : Oregon Airports : Oregon Airports : State of Oregon • Individual airport emergency response plans • Individual railroad emergency response plans • State of Oregon Disaster Aviation Annex 5.7 Terrorism • County EOP, IA 3 - Terrorism • State of Oregon EOP • IA 8 - Terrorism • IA 10 - Cyber Security 5.8 Utility Failure • State of Oregon EOP, ESF 12 - Energy • Electrical company emergency response plans • Natural gas company emergency response plans • Cell phone company emergency response plans • Telecommunications company emergency response plans 383 IA THIS PAGE LEFT BLANK INTENTIONALLY 384 9.1 o�� s� COUNCIL REPORT � o OREGO\-\ Subject: Code Amendments Relating to Stormwater Meeting Date: June 4, 2024 Staff Member: Sonja Johnson, PE, Associate Engineer Report Date: May 24, 2024 Department: Public Works - Engineering Action Required Advisory Board/Commission Recommendation ❑ Motion ❑ Approval ❑ Public Hearing ❑ Denial ❑ Ordinance ❑ None Forwarded ❑ Resolution ❑X Not Applicable ❑X Information Only Comments: Code amendments targeted for public ❑ Council Direction hearing and tentative approval on October 1, with ❑ Consent Agenda ordinance adoption on October 15, 2024, for effective date by December 1, 2024. Staff Recommendation: Receive study session presentation of proposed stormwater amendments to City Code; identify any questions or concerns to be addressed at future public hearings. Recommended Language for Motion: N/A Project/ Issue Relates To: Ensuring compliance with the City's stormwater permit (NPDES MS4) and enforcement of requirements of the stormwater permit. Issue before Council (Highlight Policy Question): ❑Council Goals/Priorities ❑Adopted Master Plan(s) ❑x Not Applicable EXECUTIVE SUMMARY The Oregon Department of Environmental Quality (DEQ) re-issued the City's NPDES-MS4 (stormwater) permit in October 2021. The permit requires that the City provide authority to enforce the requirements of the permit by December 1, 2024. Because staff are currently updating the City's Stormwater Management Manual (SWMM) so that it complies with the Respect. Ex-ellence. Trust. Servi::e. 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY Page 2 stormwater permit, the proposed code changes incorporate changes that are being made to the SWMM. Most of the code amendments will update text and remove outdated document references. LOC Chapters 52 (Erosion Control) and 38 (Utility Code) contain the bulk of the code changes. • For LOC Chapter 52, changes include: o Updates that conform with current Erosion and Sediment Control (ESC) program procedures. o Moving to an enforcement procedure that complies with escalating enforcement requirements of the new stormwater permit. • For LOC Article 38.25, the changes include: o Referencing all of the documents that concern stormwater requirements, such as the Engineering Design Standards in addition to the currently mentioned SWMM. o Providing clarity to the variance procedures and when a project is exempt. o Moving the maintenance requirements for stormwater facilities into one place. o Moving to an enforcement procedure that complies with escalating enforcement requirements of the new stormwater permit. o Removing text that is: ■ not driven by regulations but is process-oriented, such as the stormwater review process, ■ already covered by other Chapters, such as Erosion Control (LOC Ch. 52), ■ the responsibility of State agencies, e.g., DEQ, to enforce, and ■ not likely to become a program in the near future (such as City ownership of private facilities). BACKGROUND The Oregon Department of Environmental Quality (DEQ) re-issued the City's NPDES-MS4 (stormwater) permit in October 2021. The permit requires the City to provide authority to enforce its requirements through the City Code. Because staff are currently updating the City's Stormwater Management Manual (SWMM) so that it complies with the stormwater permit, the proposed code changes incorporate changes that are being made to the SWMM. DISCUSSION Text Updates Many of the text amendments relate to changing "storm sewer" to "stormwater system". This is an industry-wide practice to change the public perception that stormwater is treated in the same way as wastewater. Stormwater is either sent without treatment to streams, is infiltrated to groundwater, or is filtered for solids before being discharged to the stream. Stormwater is not treated to the same level as wastewater. Respect, Excellence. Trust. Service. 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO,OR 97034 WWW.LAKEOSWEGO.CITY Page 3 The City has a surface water management system that includes streams, ponds and other water bodies, in addition to the public stormwater system. The proposed text updates reinforce that distinction. "Surface water runoff," "storm runoff," and "storm water runoff" are outdated and redundant terms. The proposed text replaces these terms with "stormwater." In addition, the outdated "erosion control" term is being proposed for replacement by the more accurate term, "erosion and sediment control". In many cases "storm drain" refers to the public stormwater system. The proposed changes update "storm drain" to "stormwater system", "stormwater conveyance", or "stormwater structures" where appropriate. References to professionals such as engineers are being proposed to reflect the appropriate discipline, such as geotechnical, stormwater, or civil engineers. The requirement to be licensed or certified was added where appropriate. Proposed Technical Updates to LOC Chapter 38 (Utility Code) Most of the proposed changes are in LOC Chapter 38 and, more specifically, in LOC Article 38.25 (Stormwater Management Code). Several definitions are being proposed for addition. Staff are proposing definitions that are already part of another code section, conform with regulatory definitions, or are industry-standard definitions. In general, proposed deletions to the code are for sections that are: • not driven by regulations but are process-oriented, such as the stormwater review process, • covered by other Chapters, such as LOC Ch. 52 Erosion Control, • the enforcement responsibility of State agencies, such as DEQ, or • not likely to become a program in the near future, e.g., City ownership of private facilities. Changes to Chapter 38 include: • Referencing all of the documents that concern stormwater requirements, such as the Engineering Design Standards in addition to the currently mentioned SWMM. • Providing clarity to the variance procedures and exemptions. • Moving the maintenance requirements for stormwater facilities into one place. • Moving to an enforcement procedure that complies with escalating enforcement requirements of the new stormwater permit. Proposed Technical Updates to LOC Chapter 52 (Erosion Control) Several new definitions are being proposed; the terms are similar to, or the same as, terms already defined by LOC Chapters 38, 45, and 50 or to technical documents such as the SWMM. Other proposed changes include: Respect, Excellence. Trust. Service. 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO,OR 97034 WWW.LAKEOSWEGO.CITY Page 4 • Updates that conform with current Erosion and Sediment Control (ESC) program requirements. • Moving to an enforcement procedure that conforms with the Oregon Revised Statutes to comply with escalating enforcement requirements of the new stormwater permit. Other Proposed Technical Updates In LOC Chapter 42 (Streets, Sidewalks, Public Rights-of-Way and Public Easements), the sections on drainage requirements generally refer back to LOC Article 38.25. In LOC Chapter 45 (Building Code), proposed changes involve clarifications and requirements when applicable that are already present in LOC Article 38.25 and LOC Chapter 52. In LOC Article 50.06 (Community Development Code— Development Standards), a proposed reference back to LOC Article 38.25 instead of stating the stormwater requirement. In LOC Article 50.07 (Community Development Code— Review and Approval Procedures), a reference back to Article 38.25 instead of stating the stormwater requirement. In LOC Article 50.10 (Community Development Code— Definitions), the only definition changes, unrelated to language updates, was to the term "Manhole" and "Drainage Pattern." Public Outreach and Engagement In late July (after the Council and Planning Commission workshops), articles will be placed in LODown and HelloLO to explain the changes. Social media will include posts on the proposed changes and staff will request an article in the Chamber of Commerce's newsletter. An online comment form on the City's stormwater webpage will be available in August for residents and business owners to provide comment on the proposed changes, in addition to the public comment periods available during Planning Commission and City Council hearings. Post-Study Session Actions/ Public Hearings After the Planning Commission and City Council study sessions, the proposed code changes for Chapter 50 or other sections that are incorporated as land use review criteria will be presented to the Planning Commission in August for a public hearing and recommendation to the Council. Code changes for all chapters will then be presented to the City Council. The proposed changes are expected to be presented for public hearing before the Council on October 1 for tentative approval, with ordinance adoption on October 15, in order to be effective as of December 1, 2024, thereby meeting the requirements of the City's stormwater permit. Respect, Excellence. Trust. Service. 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO,OR 97034 WWW.LAKEOSWEGO.CITY Page 5 Summary The City's NDPES-MS4 permit (stormwater permit) requires that the City provide authority to enforce the requirements of the permit by December 1, 2024. Because staff are currently updating the City's Stormwater Management Manual (SWMM) so that it also complies with the stormwater permit, the proposed code amendments reflect changes that are being made to the SWMM. ALTERNATIVES OR ADVANTAGES AND DISADVANTAGES The changes are to comply with the City's NPDES-MS4 (stormwater) permit. FISCAL IMPACT There is no fiscal impact for making these changes to City Code. RECOMMENDATION Provide input to staff on any information or concerns to address in a public hearing draft. Respect. Ex-ellence. Trust. ServHe. 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY 9.1 PUBLIC W O 04 il kl Oi E0�Jt� U —W O °ReGoa W CODE UPDATE _STORM June 4 , 2023 DRIVERS : NPDES- MS4 ( Stormwater ) Permit ✓ Regulatory Authority Stormwater Management Manual -SWMM ✓ Reduce Conflicts ,,tc; LLE GP) Respect. Excellence. Trust. Service. Chapter 38 ( Utility Code ) • Removed Sections � Processes ( Now in SWMM ) � Erosion & Sediment Control � State/ Federal Program Enforcement � Programs Not Implemented • Simplified Enforcement C � �o, lmproved Definitions Respect. Excellence. Trust. Service. Chapter 52 ( Erosion and Sediment Code ) • Updated to match Current Policy Minimum Requirements 4Plan Review 4Inspections • Simplified Enforcement ---p,---t.-, • Improved Definitions Section (i! --/GN cGP) Respect. Excellence. Trust. Service. Other Chapters • Minor Changes � Clarified Language � Updated Document References � Improved Definitions • Referencing Chapter 38/52 � Not listing requirements C � "�o� Reduces Future Conflicts Respect. Excellence. Trust. Service. Chapter 37 ( Street Maintenance Fee ) • Clarified Language Chapter 39 ( System Development Charges ) • Clarified Language r Respect. Excellence. Trust. Service. Chapter 42 ( Streets, Sidewalks, Public Rights-of-Way and Public Easements) • Clarified Language • Reference Technical Documents vs Requirements • Updates to Stormwater Sections to match Engineering Design Stds and SWMM (17:) :10) Respect. Excellence. Trust. Service. Chapter 45 ( Building Code ) • Updated Definitions • 1200- C Permit ( 1 acre vs 5 acres ) • Modified Technical Report Information • Clarified Groundwater Disposal Respect. Excellence. Trust. Service. Chapter 50 ( Development Code ) • Clarified Language • Reference Chapter 38 vs Requirements • Updated Definitions Respect. Excellence. Trust. Service. Chapter 51 ( Utility Facilities in Public Right- of-Way) • Clarified Language Chapter 55 (Tree Code ) • Clarified Language Lc-77.) Respect. Excellence. Trust. Service. Public Outreach • Avenues VSocial Media ✓ Newsletters � HelloLO, LODown , Chamber of Commerce • On line Comment Form • Timeline ((E � o, Early August to Early September Respect. Excellence. Trust. Service. Post-Workshop Actions • Planning Commission Hearing 4 August • City Council Hearing 4 September/October • Code Adoption V' Effective December 1 , 2024 Respect. Excellence. Trust. Service. --- OP It•• glo. . .. A / . 4" °It i • 4„ .7 f.'eak - '' • • 11 F.' . ' IV -4. 'fir rr "I' 4 , , r ..r... ' sr. .. ...„ -- . . _. ... . . ... IP oik,,,- 4,,,•%I:04•..-...,...ell; . _ 7 • r:P. . .15-4.1r: • -^ , ddf _. Arir ' ,.. ler 1 P ..10%, VX E ...L. _) ‘,. .. . 4 eqr •• , e- , i ---, - .• , - ' ' 1., ..... • -,.. ...ii''. • ,....• , It ". tk, . . fitl, 4. % - ..•. ' Aar frolk .4100. .." ; sr 410" ./4.. Zr 011111 . . .• 1 aw. "44 11'• - -•••• ,, - 4/.•:1( I•We - •••..iiive ,4 - ', .106 , • " illa .-:1- ..." , , ....r. ... f i il Cus) .1 - t. • LI) ° .... , ...,... ... . _ .... ,. A i •••'.reAf. _1;0. AV* 1 V :111111111ref . 1111111~ .... • - • e4'• - .... „....4" •P • ? 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Service. 9.2 o�� s� COUNCIL REPORT � o OREGO\-\ Subject: Electric Vehicle Charging Strategy Meeting Date: June 4, 2024 Staff Member: Amanda Watson, Sustainability Program Manager Report Date: May 24, 2024 Department: City Manager's Office Action Required Advisory Board/Commission Recommendation ❑ Motion ❑ Approval ❑ Public Hearing ❑ Denial ❑ Ordinance ❑ None Forwarded ❑ Resolution ❑X Not Applicable ❑ Information Only Comments: ❑X Council Direction ❑ Consent Agenda Staff Recommendation: Provide direction to staff on strategies to expand access to electric vehicle charging infrastructure in support of Lake Oswego's transportation electrification goals. Recommended Language for Motion: N/A Project/ Issue Relates To: Sustainability and Climate Action Plan Issue before Council (Highlight Policy Question): ❑X Council Goals/Priorities ❑X Adopted Master Plan(s) ❑Not Applicable ISSUE BEFORE COUNCIL How should the City of Lake Oswego expand access to electric vehicle (EV) charging infrastructure and advance EV adoption goals? EXECUTIVE SUMMARY Staff seek City Council's direction on potential strategies to advance electric vehicle (EV) adoption in Lake Oswego by expanding access to EV charging infrastructure, in line with goals and strategies in the City's Sustainability and Climate Action Plan. Respect. Ex-ellence. Trust. Servi::e. 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY Page 2 EV adoption in Lake Oswego currently outpaces the state as a whole. However, several factors, including lack of familiarity with the technology, higher upfront costs of electric vehicles, and insufficient access to EV charging infrastructure, pose barriers to more widespread adoption of EVs beyond early adopters. The EV Charging Strategy will identify how the City can address one of those barriers by promoting equitable access to EV charging infrastructure in Lake Oswego. Residents of multifamily buildings, particularly low-income residents and renters, have less access to convenient low-cost EV charging compared with single-family homeowners. More workplace and public charging infrastructure is needed to serve these residents, as well as the commuters and visitors to Lake Oswego. The City has a range of strategies it can consider pursuing to expand access to EV charging in Lake Oswego, including facilitating private investment in charging through targeted education and outreach, regulatory approaches, and/or incentives, and by deploying public charging infrastructure. BACKGROUND The City's 2020 Sustainability and Climate Action Plan identifies transportation electrification as a key strategy to reduce greenhouse gas (GHG) emissions from the transportation sector, which is the second largest source of GHG emissions in Lake Oswego. Electric vehicle adoption provides multiple benefits to communities, not only contributing to lower communitywide GHG emissions but also improving local air quality. EVs also have a lower total cost of ownership compared with similar gasoline-powered vehicles and can be a tool to reduce transportation cost burden for car-dependent households. The Sustainability and Climate Action Plan sets a goal of increasing EV adoption in Lake Oswego to 60% of new vehicles sales in 2040, from approximately 2.5% in 2018. It also includes several strategies related to EV charging infrastructure, including installing EV charging stations for City owned vehicles at a majority of City facilities and parks (EV2) and partnering with developers, large landowners, and PGE to expand charging opportunities (EV3, EV5). Developing a citywide EV charging strategy was one of the recommended next steps for implementation identified in the 2023 SCAP progress report. The progress report recommended a strategy that would identify specific needs related to EV charging in the community, outline the role of the City and identify opportunities to partner with other organizations and businesses partners to meet those needs, and position the City and partners to access local, state, and federal incentives and grant opportunities for charging infrastructure. About EV Charging Equipment There are three main types of electric vehicle charging equipment, characterized by their output power levels. The table below summarizes different types of charging equipment, their associated charging speeds for light-duty EVs, and average costs to deploy. Charging speeds vary on vehicle-specific factors like the battery capacity and state of charge in addition to the type of charger used. Data on costs to deploy each type of charger, which includes equipment and installation costs, but not costs of utility-side electrical upgrades that may be required, is Respect, Excellence. Trust. Service. 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO,OR 97034 WWW.LAKEOSWEGO.CITY Page 3 from the Oregon Department of Transportation and is based on national and Oregon-specific data.' Table 1. EV Charging Equipment Types and Characteristics Charging Type Input Output Power Vehicle Charging Deployment Cost Per Voltage Level Time" Unit Level 1 (L1) 110 or 120V 1 to 2 kW Up to 12+ hours $855—$1,280 5 miles of range per hour Level 2 (L2) 220 or 240V 3 to 19 kW 6 to 8 hours $16,150- $22,850 25 miles of range per hour Direct Current 480- 1000V 20 to 500 kW 20 to 45 minutes $280,000—$306,000 Fast Chargers (150, 350 kW 200-400 miles of for 150 kW chargers (L3 or DCFC) are most range per hour common) $470,000-$515,000 for 350 kW chargers The typical use cases for different types of EV charging equipment are based on the charging speed, with lower output levels better suited to uses and sites where vehicles can be parked for an extended period of time. • L1 chargers are most practical for residential charging and in some workplace settings. L1 chargers also support electric micromobility devices such as e-bikes and scooters. • L2 chargers are common for residential charging, workplace, and public charging stations. • L3 chargers are primarily suited for public charging along busy travel routes like highways or in commercial areas like shopping centers or grocery stores where vehicles are parked for a shorter amount of time. EVs and EV Charging in Lake Oswego According to data from the Oregon Department of Transportation, there were 2,770 registered EVs in Lake Oswego as of December 31, 2023, representing 7.7% of all light-duty vehicles registered in the city."' EV adoption in Lake Oswego currently outpaces that of the state as a whole; EVs made up 2%of all registered light-duty vehicles in Oregon in 2023.1" In Fall 2023, the City conducted a survey of Lake Oswego residents to understand EV charging habits and preferences and attitudes towards electric vehicles. The survey garnered 490 responses, and while not statistically representative, still provides insight into the current state of charging in Lake Oswego. 87% of survey respondents who owned EVs said that they most often charged their vehicle at home. This aligns with national surveys that have found over 90% of EV drivers prefer at-home charging and that the lower cost and convenience of being able to charge overnight at their place of residence is an important factor in consumers' decisions to purchase an electric vehicle." Respect, Excellence. Trust. Service. 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO,OR 97034 WWW.LAKEOSWEGO.CITY Page 4 Most respondents to the 2023 Lake Oswego survey who owned EVs reported that they used public charging stations a few times a month for a quick charge, between 10 minutes to an hour. Although at-home charging is the preferred option for most EV drivers, public charging stations play an important role in supporting EV adoption by alleviating "range anxiety"—the worry from prospective EV drivers that they will not be able to get to their destination without running out of power—and by providing access to charging infrastructure for people who lack it at their place of residence. Public charging stations also serve commuters and visitors to the city. The Alternative Fuels Data Center's Electric Vehicle Charging Station Locations map shows there are currently 45 Level 2 charging ports and 8 DCFC ports in Lake Oswego that are accessible to the public.'This includes 10 publicly available charging ports at stations owned by the City of Lake Oswego. Attachment 1 shows the locations of public charging stations in Lake Oswego. State and Federal Context The State of Oregon and the federal government have adopted transportation electrification goals and programs that will support Lake Oswego meeting its goals. In 2022, the Oregon Department of Environmental Quality adopted the Advanced Clean Cars II rules requiring all new car sales to be battery electric or plug-in hybrid electric starting in 2035. State Climate- Friendly Equitable Communities rules also require new developments in Oregon with 5 or more residential units to be built with at least 40% of parking spaces ready for charging stations to be installed, and allow local jurisdictions to adopt regulations requiring a higher percentage of EV- ready spaces.v" The Biden administration has a goal for 50% of all new vehicle sales be electric by 2030, and has dedicated significant federal funding towards that goal. Oregon's Clean Vehicle Rebate Program and federal clean vehicle tax credits established through the Inflation Reduction Act aim to support increased adoption of electric vehicles by reducing upfront costs. There are also several state, federal, and utility programs focused on improving access to charging infrastructure, including charging station rebates offered by PGE to residential and business customers, the Oregon Department of Transportation's Community Charging Rebate Program that provides funding for workplace and public charging stations, and the National Electric Vehicle (NEVI) program, through which Oregon is receiving$52m to install public fast-charging stations along highways that are designated alternative fuel corridors.vi"The City has opportunities to leverage these supportive state and federal policies and resources to expand access to EV charging in Lake Oswego. DISCUSSION Access to convenient and reliable charging infrastructure is critical for the widespread adoption of electric vehicles. Although Lake Oswego has many early adopters of EVs, additional charging infrastructure will be needed to meet the City's EV adoption goals and ensure everyone can benefit from the transition to electric vehicles. Gaps in Access to EV Charging Respect, Excellence. Trust. Service. 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO,OR 97034 WWW.LAKEOSWEGO.CITY Page 5 An equitable approach to meeting Lake Oswego's EV adoption goals will address gaps in access to charging to ensure that everyone has EV charging options that meet their needs. While at- home charging is the most popular, not everyone has the ability to charge their vehicle at their place of residence. In particular, residents of multifamily housing and renters are less likely to have access to convenient, low-cost residential EV charging. Commuters and visitors who make up Lake Oswego's daytime population also face gaps in access to public EV charging, with some areas of the city lacking any publicly available charging stations. "Right to Charge" laws in Oregon give owners of units in a condominium the right to install an EV charging station for their own personal use and for tenants to do the same provided the building has at least one parking space per dwelling unit.'X However, low-income homeowners and renters may lack the funds to install charging infrastructure, and multifamily housing residents do not always have dedicated parking spaces. Spaces that do exist may not have access to an outlet for charging. Adding EV charging stations to an existing parking garage or lot at a multifamily building can also require costly electrical upgrades, which building owners may be unwilling to pay for. While some multifamily building owners see EV charging stations as an amenity that can help to attract buyers or tenants, especially for properties in the higher price ranges and newer developments, for many existing buildings installing EV charging stations is seen as being too costly or too complicated. Types of Charging Needed Until the majority of multifamily buildings provide EV charging stations for residents, workplace charging and public charging stations will play an important role in addressing the gap in access to charging for multifamily residents and renters. Workplace and public charging will also support Lake Oswego's significant daytime commuting population. The Oregon Department of Transportation projected charging infrastructure needs across the state to meet the legislature's 2035 EV adoption goal through the Transportation Electrification Infrastructure Needs Analysis (TEINA), most recently updated in 2022. The TEINA report found that urban areas would need to see a five-fold increase in public charging—including workplace L2, public L2, and DCFC—between 2025 and 2030. ODOT's analysis found that most of the charging stations that are needed are workplace and public L2 charging stations. Workplace charging was emphasized because it allows for longer dwell times, enabling lower-level, lower- cost charging that workers who lack access to home charging can rely on, and also provides a benefit to the electric grid by helping distribute electricity demand more evenly throughout the day. Public charging stations serve multifamily residents who do not have at home charging, especially when those stations are accessible for overnight parking, support visitors, and help to drive EV adoption by increasing public confidence in the availability of charging. ODOT's TEINA report notes that DCFC "hubs" offering multiple ports could also serve EV drivers who lack home or workplace charging. However, costs for drivers to charge at DCFC tend to be higher than L2 chargers, making them less suitable for meeting the everyday charging needs of multifamily residents. Respect, Excellence. Trust. Service. 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO,OR 97034 WWW.LAKEOSWEGO.CITY Page 6 The different types of EV charging needed to address gaps and expand access to charging in Lake Oswego will require different deployment strategies and different ownership models. For example, because they are so expensive to install, DCFC stations are most commonly owned by private EV service providers. Private businesses will also need to take the lead in installing workplace charging for their employees, although the City could help to incentivize this investment and encourage businesses to make workplace charging available to residents after business hours. The City can take the lead in providing public L2 charging at City facilities and other publicly accessible parking areas nearby multifamily housing. ALTERNATIVES There are a range of strategies the City Council can consider to expand access to EV charging in Lake Oswego. These are organized below based on the primary role of the City: educate— conducting education and outreach efforts; enable—requiring or facilitating private investment in EV charging deployment where gaps currently exist; and install—directly investing in deploying public charging infrastructure. Educate • Conduct targeted outreach and education, focusing on multifamily building residents and owners and large employers, about the benefits and types of EV charging and available local, state, federal financial incentives for installing charging infrastructure. Enable • Develop criteria to identify priority locations for charging infrastructure and guidelines for charging station accessibility, reliability, interoperability, and signage. • Install EV charging wayfinding signage for publicly accessible chargers. • Adopt EV-ready codes that require new developments to provide for more parking spaces with charging infrastructure than the minimum required by State codes, as allowed under Climate-Friendly and Equitable Communities rules. • Require developers to provide for EV charging in the right-of-way when a housing project will not provide any parking. • Explore options to provide incentives, such as technical assistance or electrical permit fee reductions, for private businesses and building owners to install publicly available charging stations on their property. • Develop a right-of-way charging program that permits businesses to install curbside charging stations and/or allows residents to extend a charging cord from house to curb using a cord cover. Install • Deploy EV charging at City facilities and public parking lots. Consider different ownership models, such as City-owned stations or contracting for charging-as-a-service. • Partner with PGE to deploy pole-mounted charging or other pilot projects for public curbside charging. Respect, Excellence. Trust. Service. 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO,OR 97034 WWW.LAKEOSWEGO.CITY Page 7 FISCAL IMPACT Fiscal impacts will depend on the specific strategies and level of investment in EV charging deployment the City decides to pursue. RECOMMENDATION Staff recommend working with community partners to conduct targeted outreach and education to multifamily communities and large employers. The Lake Oswego Sustainability Network has expressed interest in doing outreach to multifa