Guidance with Organization and Assignment of Responsibilities
Organization and Assignment of Responsibilities – Rubric
Task List 20 points
Criteria Description
Task List
5. Excellent 20 points
Task List provides comprehensive information on kinds of tasks performed or
procedures
needed.
4. Good 17 points
Task List provides detailed information on kinds of tasks performed or procedures
needed..
3. Satisfactory 15 points
Task List provides general information on kinds of tasks performed or procedures
needed.
2. Less Than Satisfactory 13 points
Task List provides little or no useful information on kinds of tasks performed or
procedures needed.
Matrix Summary of Primary and Supporting Roles 30 points
Criteria Description
Matrix Summary of Primary and Supporting Roles
5. Excellent 30 points
Provides comprehensive information regarding primary and supporting roles.
4. Good 25.5 points
Provides detailed information regarding primary and supporting roles
3. Satisfactory 22.5 points
Provides general information regarding primary and supporting roles.
Collapse All
2. Less Than Satisfactory 19.5 points
Provides little or no useful information on primary or supporting roles.
1. Unsatisfactory 0 points
Not submitted.
Organization Chart Outlining Departmental Roles 30 points
Criteria Description
Organization Chart Outlining Departmental Roles
5. Excellent 30 points
Provides comprehensive information on agency departmental roles relating to
prevention
and protection activities.
4. Good 25.5 points
Provides detailed information on agency departmental roles relating to prevention
and protection activities.
3. Satisfactory 22.5 points
Provides general information on agency departmental roles relating to prevention
and protection activities.
2. Less Than Satisfactory 19.5 points
Provides little or no information on agency departmental roles relating to
prevention and protection activities.
Thesis Development and Purpose 10 points
Criteria Description
Thesis Development and Purpose
5. Excellent 10 points
Thesis is comprehensive and contains the essence of the paper. Thesis statement
makes the purpose of the paper clear.
4. Good 8.5 points
Thesis is clear and forecasts the development of the paper. Thesis is descriptive and
reflective of the arguments and appropriate to the purpose.
3. Satisfactory 7.5 points
Thesis is apparent and appropriate to purpose.
2. Less Than Satisfactory 6.5 points
Thesis is insufficiently developed or vague. Purpose is not clear.
1. Unsatisfactory 0 points
Mechanics of Writing (includes spelling, punctuation, grammar, language
use)
5 points
Criteria Description
Mechanics of Writing (includes spelling, punctuation, grammar, language use)
5. Excellent 5 points
Writer is clearly in command of standard, written, academic English.
4. Good 4.25 points
Prose is largely free of mechanical errors, although a few may be present. The
writer uses a variety of effective sentence structures and figures of speech.
3. Satisfactory 3.75 points
Some mechanical errors or typos are present, but they are not overly distracting to
the reader. Correct and varied sentence structure and audience-appropriate
language are employed.
2. Less Than Satisfactory 3.25 points
Frequent and repetitive mechanical errors distract the reader. Inconsistencies in
language choice (register) or word choice are present. Sentence structure is correct
but not varied.
1. Unsatisfactory 0 points
Surface errors are pervasive enough that they impede communication of meaning.
Paper Format (use of appropriate style for the major and assignment) 5 points
Criteria Description
Paper Format (use of appropriate style for the major and assignment)
5. Excellent 5 points
All format elements are correct.
4. Good 4.25 points
Appropriate template is fully used. There are virtually no errors in formatting style.
3. Satisfactory 3.75 points
Appropriate template is used. Formatting is correct, although some minor errors
may be present.
2. Less Than Satisfactory 3.25 points
Appropriate template is used, but some elements are missing or mistaken. A lack of
control with formatting is apparent.
1. Unsatisfactory 0 points
Total 100 points
Assessment Description
The purpose of this section is to create the organization and assignment of responsibilities section of the EOP basic plan. Write a description (750-1,000 words) that establishes the operational organization that will be relied on to respond to an emergency situation. Include the following components:
1. A succinct list of the kinds of tasks to be performed by the organization and individual positions, without all of the procedural details typically reserved for subsequent functional annexes.
2. A Yourtown tabular matrix of organizations and areas of responsibility (including functions to summarize the most likely primary and supporting roles
3. Organization charts, especially those depicting how your organization is implementing the ICS or Anytown Coordination System structure(s). This section should outline the primary Yourtown agency and departmental roles (Fire, Police, EMS) related to prevention and protection activities.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to LopesWrite. A link to the LopesWrite technical support articles is located in Class Resources if you need assistance.
Comprehensive
Emergency
Management Plan
Emergency Operations
January 2015
Fairbanks North Star Borough
Fairbanks North Star Borough Comprehensive Emergency Management Plan
O
n
71
o
a
n
Fairbanks North Star Borough
Emergency Operations Department
PO Box 71267, Fairbanks, AK 99707-1267
(907) 459-1481
Mayor
Luke Hopkins
Emergency Operations Director
David Gibbs
Emergency Manager
Craig Malloy
Fairbanks North Star Borough Comprehensive Emergency Management Plan
TABLE OF CONTENTS
T A B L E OF C O N T E N T S ………………………………………………………………………………………. I
P R O M U L G A T I ON D O C U M E N T / SI G N A T U R E P AG E . …………………………………. I I
A B O U T T H I S PL AN .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . I I I
PL AN DI ST RI B U T I ON .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . I I I
P L A N U P D A T E S A N D C H A N G E S …………………………………………………………………. IV
A C R O N Y M LI ST a nd GL O S S A R Y …………………………………………………………………. V
B A S I C P L A N …………………………………………………………………………………………………….. 13
A N N E X A: C O M M U N I C A T I O NS .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
A N N E X B: AL E R T AN D W A R N I N G ……………………………………………………………… 31
A N N E X C : E V A C U A T I O N A N D S H E L T E R I N G ………………………………………….. 34
A N N E X D : E M E R G E N C Y C O O R D I N A T I O N C E N T ER .. . . . . . . . . . . . . . . . . . . . . . . . . . . 43
A N N E X E : E M E R G E N C Y P U B L I C I N F O R M A T I O N ………………………………….. 50
A N N E X F : L O G I S T I C S A N D R E S O U R C E S U P P O R T ……………………………… 5 3
A N N E X G : F I N A N C E A N D A D M I N I S T R A T I O N …………………………………………. 58
A N N E X H : D A M A G E A S S E S S M E N T ……………………………………………………………. 61
A N N E X I : DI S A S T ER R E C O V E R Y ……………………………………………………………… 66
A N N E X J : P U B L I C H E A L T H A N D M E D I C A L S E R V I C ES .. . . . . . . . . . . . . . . . . . . . 76
A N N E X K : D E B R I S M A N A G E M E N T …………………………………………………………….. 80
A N N E X L : P R I V A T E S E C T O R C O O R D I N A T I ON .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . 86
A N N E X M : M U L T I J U R I S D I C T I O N A L C O O R D I N A T I O N …………………………… 91
H A Z A R D S P E C I F I C A N N E X 1 : E A R T H Q U A K E S …………………………………….. 92
H A Z A R D S P E C I F I C A N N E X 2 : F L O O D S …………………………………………………… 97
H A Z A R D S P E C I F I C A N N E X 3 : W I L D L A N D F I R E S ………………………………. 1 0 1
H A Z A R D S P E C I F I C A N N E X 4 : E N E R G Y E M E R G E N C Y ………………………. 1 0 7
H A Z A R D S P E C I F I C A N N E X 5 : P A N D E M I C I N F L U E N Z A P L A N ……….. 1 1 1
January 2015 Table of Contents – Version 1.0
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
PROMULGATION DOCUMENT / S IGN ATURE PAGE
The Fairbanks North Star Borough Comprehensive Emergency Management Plan (CEMP or
Plan) establishes a comprehensive emergency management system for emergencies and disasters
impacting the Fairbanks North Star Borough and its citizens.
The Plan is intended as a comprehensive framework for disaster prevention, preparedness,
response, and recovery. It details authorities, functions, and responsibilities to establish a
mutually cooperative plan of action between local, State and Federal, public, non-governmental,
and private sector organizations. The Fairbanks North Star Borough Emergency Operations
Department is responsible for coordinating such prevention, mitigation, preparedness, response,
and recovery activities, as well as publishing and distributing this Plan and changes, as required.
Every effort has been made to assure the Plan’s compatibility with planning guidance provided
by the Federal Emergency Management Agency and the State of Alaska Division of Homeland
Security and Emergency Management.
All jurisdictions, agencies and organizations in the Fairbanks North Star Borough should study
this Plan and be prepared to discharge their emergency responsibilities; or be prepared to support
the emergency responsibilities of others. All elected officials need to be familiar with this Plan.
In order to ensure a prompt response to, and timely recovery from emergencies and disasters,
each entity shall prepare, as appropriate, emergency operations plans for their jurisdictions, and
coordinate emergency response planning through the Fairbanks North Star Borough Emergency
Operations Department.
The Fairbanks North Star Borough Emergency Operations Department will be responsible for
coordinating maintenance of this Plan, and working with other levels of government to maintain
the organizational capabilities and resources necessary to effectively implement this Plan.
Citizens of the Fairbanks North Star Borough are requested to be prepared to do their part to
provide for self-protection and the protection of public and private property within the Borough.
The Fairbanks North Star Borough hereby adopts this Comprehensive Emergency Management
Plan.
Fairbanks North Star Borough Mayor Date
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
ABOUT THIS PLAN
The Fairbanks North Star Borough (FNSB) Comprehensive Emergency Management Plan
(CEMP) is made up of numerous sections, annexes, and stand-alone plans. Together, these
documents provide policy direction and operational guidance for the prevention, mitigation,
preparedness, response and recovery to emergencies that may impact the FNSB and its residents.
PLAN DISTRIBUTION
The following personnel, positions, departments, and agencies have copies of the CEMP.
Control
Number
Plan Holder
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
Control
Number
Plan Holder
20
21
22
23
24
25
26
27
28
29
30
PLAN UPDATES AND CHANGES
It is intended for this Comprehensive Emergency Management Plan to be placed in three-ring
binders to facilitate updating the plan. When any section is revised or added, a section revision
number shall be added to the page footer. It is the FNSB’s intent that this Plan will be reviewed
and updated annually.
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
ACRONYM LIST and GLOSSARY
Acronym List
ACOE Army Corps of Engineers
AKVOAD Alaska Volunteer Organizations Active in Disasters
ALMR Alaska Land Mobile Radio
ANAS Alaska Nurse Alert System
ARC American Red Cross
AS Alaska Statute
AST Alaska State Troopers
CEMP Comprehensive Emergency Management Plan
CFR Code of Federal Regulations
CIKR Critical Infrastructure and Key Resources
COG Continuity of Government
COOP Continuity of Operations Plan
CPG Comprehensive Preparedness Guide
DEC Department of Environmental Conservation
DFO Disaster Field Office
DHHS Department of Health and Human Services
DHS&EM Division of Homeland Security and Emergency Management
DOF Division of Forestry
DOT Department of Transportation
DOTPF Department of Transportation & Public Facilities
DSR Damage Survey Reports
EAS Emergency Alert System
ECC Emergency Coordination Center
EMS Emergency Medical Service
EOC Emergency Operations Center
EOP Emergency Operations Plan
EPA Environmental Protection Agency
FECC Fairbanks Emergency Communications Center
FEMA Federal Emergency Management Agency
FNSB Fairbanks North Star Borough
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
FNSBC Fairbanks North Star Borough Code
FNSBSD Fairbanks North Star Borough School District
FSA Fire Service Area
HAM Amateur Radio
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IMT Incident Management Team
JIC Joint Information Center
NAWAS National Alert and Warning System
NGO Non-Governmental Organization
NIMS National Incident Management System
NOAA National Oceanic and Atmospheric Administration
NRF National Response Framework
NWS National Weather Service
OSHA Occupational Safety and Health Administration
PDA Preliminary Damage Assessment
PIO Public Information Officer
PL Public Law
PO Purchase Orders
PPD Presidential Policy Directive
PSA Public Service Announcement
PSAP Public Safety Answering Point
RCC Recovery Coordination Center
SARA Superfund Amendment and Reauthorization Act
SEOC State Emergency Operations Center
SOP Standard Operating Procedures
TICP Tactical Interoperable Communications Plan
TDSR Temporary Debris Storage and Reduction
TSP Telephone Service Provider
UAF University of Alaska Fairbanks
USGS United States Geological Survey
WSP Wireless (telephone) Service Provider
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
Glossary
Annex: A detailed description of methods that government agencies and departments follow for
critical operational functions during emergency operations.
Checklist: Written (or computerized) enumeration of actions to be taken by an individual or
organization meant to aid memory rather than provide detailed instruction.
Concept of Operations: A broad picture of how an organization accomplishes a mission or set
of objectives in order to reach a desired end state. In broad terms, explains a decision maker’s or
leader’s intent with regard to an operation.
Cooperating Agency: For the purpose of this plan, a non-FNSB agency that has authority
and/or responsibility for a particular function or activity being described in this plan.
Disaster: The occurrence of widespread or severe damage, injury or loss of life or property
resulting from any natural or man-made cause determined by the Governor to require State
and/or Federal assistance or actions to supplement the recovery efforts of local governments in
alleviating damage, loss, hardship, economic impact or suffering.
Disaster Relief Fund: A fund established by State law that may be expended upon the
Governor’s approval for disaster relief, prevention, or mitigation according to AS.26.23.300.
Earthquake: The sudden motion or trembling of the ground produced by abrupt displacement
of rock masses, usually within the upper 10 to 20 miles of the earth’s surface.
Emergency: Any incident, whether natural or human-caused, that requires responsive action to
protect life, property and the environment.
Emergency Assistance: According to the National Response Framework, emergency
assistance is “assistance required by individuals, families, and their communities to ensure that
immediate needs beyond the scope of the traditional ‘mass care’ services provided at the local
level are addressed. “
Emergency Coordination Center: The physical location at which the coordination of
information and resources to support incident management (on-scene operations) activities
normally takes place. An Emergency Coordination Center may be a temporary facility or may be
located in a more central or permanently established facility, perhaps at a higher level of
organization within a jurisdiction.
Emergency Operations Plan: The ongoing plan maintained by various jurisdictional levels for
responding to a wide variety of potential hazards. It describes how people and property will be
protected; details who is responsible for carrying out specific actions; identifies the personnel,
equipment, facilities, supplies, and other resources available; and outlines how all actions will be
coordinated.
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
Evacuation: The organized, phased, and supervised withdrawal, dispersal, or removal of
civilians from dangerous or potentially dangerous areas, and their reception and care in safe
areas.
Evacuation Watch: Prepares a community or an affected area that there is a threat and the
possibility an evacuation may occur. It is not immediate but could be warranted within a
specified time period. This could also warrant voluntary evacuation for people who need extra
time to evacuate livestock, sled dogs, or have other special needs for evacuation.
Evacuees: All persons removed or moving from areas threatened or struck by a disaster.
Evacuee Collection Point: A location identified by on-scene emergency responders in
coordination with emergency managers where people are first directed in the event of an
evacuation. Public information and voluntary registration will be made available at this location.
Evacuee Collection Points are not for long term sheltering but constitute the interface between
emergency responders who are conducting field evacuations and supporting agencies who will
transport and/or shelter evacuees.
Flood: A general and temporary condition of partial or complete inundation of normally dry
land areas from overflow of inland or tidal waters, unusual or rapid accumulation or runoff
of surface waters, or mudslides/mudflows caused by accumulation of water.
Hazard: A natural, technological, or human-caused source or cause of harm or difficulty.
Hazardous Material: Any substance or material that, when involved in an accident and released
in sufficient quantities, poses a risk to people’s health, safety, and/or property. These substances
and materials include explosives, radioactive materials, flammable liquids or solids, combustible
liquids or solids, poisons, oxidizers, toxins, and corrosive materials.
Household Pet: According to FEMA Disaster Assistance Policy 9253.19, “[a] domesticated
animal, such as a dog, cat, bird, rabbit, rodent, or turtle, that is traditionally kept in the home for
pleasure rather than for commercial purposes, can travel in commercial carriers, and be housed
in temporary facilities. Household pets do not include reptiles (except turtles), amphibians, fish,
insects/arachnids, farm animals (including horses), and animals kept for racing purposes.” This
definition is used by FEMA to determine assistance that FEMA will reimburse and is the
definition used in the production of this Plan.
Incident: An occurrence or event—natural, technological, or human-caused—that requires a
response to protect life, property, or the environment (e.g., major disasters, emergencies,
terrorist attacks, terrorist threats, civil unrest, wildland and urban fires, floods, hazardous
materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes,
tropical storms, tsunamis, war-related disasters, public health and medical emergencies, other
occurrences requiring an emergency response).
Incident Action Plan: A document which covers the overall incident strategy and specific
action plans for an operational period.
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
Incident Command Post: The location where incident command functions are performed. The
incident command post may be co-located with the incident base or other facilities.
Incident Command System: A standardized organizational structure used to command,
control and coordinate the use of resources and personnel responding to an emergency.
Joint Field Office: A temporary Federal facility established to provide a central point for
coordination of State, Federal, local and tribal governmental disaster relief and recovery actions.
Joint Information Center: A facility established to coordinate all incident-related public
information activities. It is the central point of contact for all news media. Public information
officials from all participating agencies should co-locate at the Joint Information Center.
Jurisdiction: Jurisdiction has more than one definition. Each use depends on the context:
• A range or sphere of authority. Public agencies have jurisdiction at an incident related to
their legal responsibilities and authority. Jurisdictional authority at an incident can be political or
geographical (e.g. city, county, tribal, state, or Federal boundary lines) or functional (e.g. law
enforcement, public health).
• A political subdivision (e.g. federal, state, borough, municipality) with the responsibility
for ensuring public safety, health, and welfare within its legal authorities and geographic
boundaries.
Mass Care: The actions that are taken to protect evacuees and other disaster victims from the
effects of a disaster. Activities include mass evacuation, mass sheltering, mass feeding, access
and functional needs support, and household pet and service animal coordination.
Mitigation: To eliminate or lessen the effects of a hazard, or prevent or reduce the possibility of
an emergency or disaster situation.
Multi-Agency Coordination Group (MAC): The group of representatives of involved
agencies and/or jurisdictions who come together to make decisions regarding the prioritizing
of incidents, and the sharing and use of critical resources. The MAC organization is not part of
the on-scene ICS and is not involved in developing incident strategy or tactics.
National Incident Management System: A set of principles that provides a systematic,
proactive approach guiding government agencies at all levels, nongovernmental organizations,
and the private sector to work seamlessly to prevent, protect against, respond to, and recover
from domestic incidents.
National Response Framework: This document establishes a comprehensive, national, all-
hazards approach to domestic incident response. It serves as a guide to enable responders at all
levels of government and beyond to provide a unified national response to a disaster. It defines
the key principles, roles, and structures that organize the way U.S. jurisdictions plan and
respond.
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
Nongovernmental Organization: An entity with an association that is based on the 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 and are not for
private benefit. Examples of nongovernmental organizations include faith-based charity
organizations and the American Red Cross.
Planning Assumptions: Parameters that are expected and used as a context, basis, or
requirement for the development of response and recovery plans, processes, and procedures. If a
planning assumption is not valid for a specific incident’s circumstances, the plan may not be
adequate to ensure response success. Alternative methods may be needed. For example, if a
decontamination capability is based on the planning assumption that the facility is not within the
zone of release, this assumption must be verified at the beginning of the response.
Preparedness: Actions that involve a combination of planning, resources, training,
exercising, and organizing to build, sustain, and improve operational capabilities. Preparedness
is the process of identifying the personnel, training, and equipment needed for a wide range of
potential incidents, and developing jurisdiction- specific plans for delivering capabilities when
needed for an incident.
Recovery: 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 persons; additional measures for social,
political, environmental, and economic restoration.
Response: Immediate actions to save and sustain lives, protect property and the environment,
and meet basic human needs. Response also includes the execution of plans and actions to
support short-term recovery.
Risk: The potential for an unwanted outcome resulting from an incident or occurrence, as
determined by its likelihood and the associated consequences.
Service Animal: Any guide dog, signal dog, or other animal individually trained to assist an
individual with a disability.
Standard Operating Procedure/Guideline: A reference document or operations manual that
provides the purpose, authorities, duration, and details for the preferred method of performing a
single function or a number of interrelated functions in a uniform manner.
Unified Command: A team effort process, allowing all agencies with a responsibility for an
incident geographical, functional, or statutory, to establish a common set of incident objectives
and strategies that all can subscribe to. This is accomplished without losing or abdicating
agency authority, responsibility or accountability.
Vulnerability: A physical feature or operational attribute that renders an entity open to
exploitation or susceptible to a given hazard.
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
Warning: The alerting of emergency response personnel and the public to the threat of
extraordinary danger and the related effects that specific hazards may cause.
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
BASIC PL AN
I. Purpose
This Plan establishes a comprehensive emergency management system for emergencies
and disasters impacting the FNSB. This Plan describes the mechanisms and structures by
which public and private organizations will be requested to support and manage the
response and recovery from all hazards that may impact the FNSB.
The plan is also intended to do the following:
• Establish who is in command during a disaster.
• Designate disaster response related functions assigned to FNSB departments and
cooperating agencies.
• Describe the mechanisms for disaster response coordination.
The FNSB has limited operational capabilities and will generally provide leadership,
support and coordination during a local or regional event. This Plan incorporates
elements of both an Emergency Operations Plan (EOP) and a comprehensive emergency
management plan (CEMP) in a framework that is consistent with the Federal Emergency
Management Agency (FEMA) Comprehensive Preparedness Guide 101 (CPG 101).
The CEMP includes all of the key components of an EOP to help guide FNSB personnel
in their emergency management support roles, and serves as an umbrella document for
the many other emergency management plans and procedures in place within the FNSB.
The CEMP is first and foremost a strategic plan. This Plan incorporates some operational
planning as it relates to the support functions provided by FNSB departments during a
local emergency.
Each jurisdiction within the FNSB is urged to adopt a plan that defines how it will
coordinate its resources in response to an emergency/disaster within its territorial limits
and how it will coordinate its activities with the FNSB Emergency Coordination Center.
Each response agency with a role identified in the CEMP is urged to develop internal
policies and procedures that define in detail how they will carry out their assigned roles
in a coordinated way.
Supporting plans and procedures developed by participating agencies and FNSB
departments should be consistent with the CEMP.
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
II. Scope
This Comprehensive Emergency Management Plan is a borough-level emergency
management plan designed to describe the emergency/disaster response of the FNSB.
This CEMP contains elements that are both “generic” and “hazard specific” covering the
entire range of emergency and disaster situations from natural disasters to the
technological hazards present in the FNSB.
This CEMP is “all-hazard”, meaning that it is to be used during any type of disaster or
emergency that may impact the FNSB. Specifically, the plan describes:
• Functions and activities necessary to implement the five phases of emergency
management: prevention, mitigation, preparedness, response, and recovery.
• Responsibilities of FNSB departments as identified in Fairbanks North Star
Borough Code (FNSBC) and applicable laws.
The CEMP is modular in that it is comprised of multiple plans and annexes that are used
together or as stand-alone plans during various phases of emergency response.
This Plan is supplemented by the EOPs of other political subdivisions and jurisdictions
within the FNSB. The diagram below shows the hierarchy of emergency management
planning and how the CEMP relates to other plans and procedures.
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
III. Situation
The FNSB is located in the heart of Interior Alaska and is the second-largest population
center in the state. Fairbanks is approximately 55 minutes by air from Anchorage, at
approximately 64.83 degrees North Latitude and -147.72 degrees West Longitude. The
area encompasses 7,361.0 sq. miles of land and 77.8 sq. miles of water. Interior Alaska
experiences seasonal temperature extremes with January temperatures ranging from -66
to 50 °F, and July temperatures from 30 to 99 °F. Annual precipitation averages 10.37
inches with approximately 68 inches of snowfall. During the winter months, the area can
experience ice fog when temperature drops below -20 °F. Fairbanks is known for its
lingering summer days with more than 22 hours of daylight at Summer Solstice.
The FNSB is a second class borough with a 2010 U.S. Census population of
approximately 97,500 residents. Communities located within the FNSB include the cities
of Fairbanks and North Pole and census designated places of College, Eielson Air Force
Base, Ester, Fort Wainwright, Fox, Harding-Birch Lakes, Moose Creek, Pleasant Valley,
Salcha, and Two Rivers. Five fire service areas (FSAs) provide firefighting services to
residents in parts of the unincorporated area of the FNSB. These are: Chena-Goldstream
FSA, Ester FSA, North Star FSA, Steese FSA, and the University FSA. The FNSB
provides nonareawide emergency medical services, meaning all of the areas in the
borough located outside the military bases and the cities of North Pole and Fairbanks.
The cities and military bases provide emergency medical and fire protection services to
their residents.
The FNSB is exposed to many hazards, all of which have the potential for disrupting the
community, causing damage, and creating casualties. The major natural hazards that
occur in or around the FNSB are earthquakes, severe weather, floods, and wildland fires.
While other types of hazards – both natural and manmade – have the potential to impact
FNSB residents, this Plan focuses on the types of incidents that are severe enough to
require an ongoing and a potentially prolonged response from the borough.
IV. Planning Assumptions
Incidents are typically managed at the local government level.
The standards and practices of the NIMS/ICS will be the primary incident management
system for the management of emergency incidents in the FNSB.
Disasters may:
• Occur at any time with little or no warning.
• Involve single or multiple geographic areas.
• Span the spectrum of incident management to include mitigation, prevention,
preparedness, response, and recovery.
• Involve multiple, highly varied hazards or threats on a local, regional, or national
scale.
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
• Result in numerous casualties, fatalities, displaced people, property loss,
disruption of normal life support systems, essential public services, and basic
infrastructure, and significant damage to the environment.
Disasters will:
• Require significant information sharing across multiple jurisdictions and between
the public and private sectors.
• Impact critical infrastructure across all sectors.
• Require prompt and effective response and recovery operations by the FNSB,
cities, villages, state and federal agencies, disaster relief agencies, volunteer
organizations, and the private sector.
• Require multi-jurisdictional coordination, communications, and/or response.
Disasters in areas outside of the FNSB may affect the supply and distribution network for
necessary commodities (food, gasoline, heating oil, etc.) and may require the FNSB to be
self-sufficient and self-supporting for a prolonged period of time and may create resource
scarcities that could impact FNSB’s emergency management capacity.
Political subdivisions and military installations within the FNSB will provide most
emergency management planning and response services for their own residents.
Emergency plans and procedures will be prepared by those emergency response agencies
having primary operational responsibilities and will be routinely evaluated and updated.
The FNSB government will be unable to satisfy all emergency resource requests during a
major emergency or disaster and public expectations for government support during
disaster response may have to be tempered.
Rapid reestablishment of government essential functions and basic infrastructure, such as
utilities and transportation, will facilitate returning to pre-disaster conditions.
Some emergencies or disasters will occur with enough warning that appropriate
notification can be achieved to ensure some level of preparation. Other situations will
occur with little or no advanced warning.
A free market economy and existing distribution systems will be maintained as the
primary means for continuing operation of FNSB’s economic and private sector systems.
Normal business procedures may require modification to provide essential resources and
services.
Due to likely damage to transportation infrastructure, disaster response services and
supporting resources may be limited to those available locally for the initial days after the
occurrence of a disaster event.
Emergency medical facilities may be overloaded and a shortage of supplies may exist.
Shortages of emergency response personnel may exist, creating the need for auxiliary
support to augment government disaster response and recovery efforts.
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Technological incidents may occur at any time. The initial response to these incidents
will be by emergency responders (fire, police, emergency medical, and public works).
The FNSB Hazardous Materials Response Team will be overburdened if multiple
hazardous material spills occur.
Terrorist attacks in Interior Alaska are possible. Potential targets in or near FNSB include
two large military installations, the Trans-Alaska Pipeline, and a major University, as
well as many smaller local, state, and federal buildings and structures.
Emergency responders communicate through a mix of landline and cellular telephone
systems; fiber-optic and microwave networks; conventional radio systems and the Alaska
Land Mobile Radio (ALMR) system. These communications systems may suffer physical
damage or become loaded beyond their designed capacities.
V. Concept of Operations
General
The CEMP follows the National Response Framework (NRF) and the National Incident
Management System/ Incident Command System (NIMS/ICS). The CEMP embraces an
“all-hazards” principle: that most emergency response functions are similar, regardless of
the hazard.
It is the responsibility of FNSB government to prepare for disaster and coordinate
response. This Plan is based upon the concept that those emergency functions performed
by groups responding to an emergency will generally mirror their day-to-day functions.
Non-essential functions (those that do not contribute directly to response actions) may be
suspended for the duration of the emergency. The resources and efforts normally
required for those functions may be diverted to assist with the accomplishment of
emergency tasks by the FNSB.
A comprehensive emergency management plan is concerned with all types of hazards
that develop in the community. The CEMP focuses specifically on the emergency
support functions and activities that FNSB departments will undertake during the initial
phase of a disaster (the first 3-5 days).
This CEMP will be activated incrementally based on the type of hazard, location, and
scope. The Emergency Coordination Center (ECC) will be staffed in accordance with the
size and complexity of the incident.
Certain Emergency Operations staff has limited delegated spending authority for
incidents whether or not disaster declaration has yet been made.
The ECC will function to support field operations, media coordination, resource
acquisition, etc. It will also serve as the primary coordination point in complex multi-
agency or multi-jurisdictional incidents.
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The FNSB encourages all citizens to prepare emergency kits with enough food and water
for a minimum of seven days without resupply.
Emergency Management Coordination
The mayor has primary responsibility for supervision and control over the five phases
(prevention, mitigation, preparedness, response and recovery) of emergency management
within FNSB.
The Director of the Department of Emergency Operations is responsible to the mayor
with regard to all phases of emergency management in the FNSB.
The ECC may be activated by the mayor or Emergency Operations Director in
preparation for or during an emergency.
Emergency Response Priorities
The FNSB observes the following response priorities:
• Protection of human life
• Incident stabilization
• Preservation of public and private property
The FNSB encourages all citizens to be self-sufficient for up to seven days
should a disaster emergency occur.
General Emergency Management Policies
Maintenance of essential FNSB functions and/or their early restoration is a primary goal
of this Plan. Essential functions are those that enable the FNSB and/or its departments to:
• Provide vital services
• Exercise civil authority
• Maintain safety of the general public
• Sustain the FNSB’s economic base during an emergency
State support of FNSB emergency operations will be based on the principle of self-help.
The governmental entities within the FNSB should utilize all available local resources
prior to requesting assistance from either the FNSB or the State of Alaska. Requests for
assistance from the State of Alaska should be coordinated through the FNSB.
When an emergency or disaster situation exists, all borough departments will implement
their respective continuity of operations plans.
Incident situation and status reports will be prepared by incident management teams
based upon severity of the situation and will be forwarded to the Emergency Operations
Department.
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Access to emergency services will not be denied on the basis of race, color, national
origin, religion, gender, age or disability. Local activities pursuant to the Federal/State
Agreement for major disaster recovery will be carried out in accordance with Title 44,
CFR, Section 205.16 (Nondiscrimination). Federal disaster assistance is conditional on
full compliance with this rule.
VI. Emergency Management Responsibilities
General
Nothing in this Plan is intended to inhibit innovative and resourceful response by
jurisdictions and agencies in reaction to unique emergency needs. Expedient field activity
is appropriate, provided that the ultimate goal is to establish safe and coordinated actions.
No part of this Plan is intended to usurp or replace the command authority of any
participating agency or department but reflects how those authorities can unite and
coordinate their resources to their maximum collective advantage.
First Responders
Routine incidents are usually managed by the on-scene first responders (i.e. Fire, Police,
EMS), who are dispatched to deal with the emergency.
A local emergency responder, usually the person-in-charge from the responding
organization, acts as Incident Commander and leads the response effort at the scene. The
Incident Commander follows standard operating procedures and requests additional
assistance as appropriate.
FNSB Emergency Management
The FNSB is classified as a second-class borough and provides nonareawide emergency
management services. The Emergency Operations Department has the following
responsibilities:
• Develop and maintain emergency preparedness plans, including this CEMP as
required by state law.
• Coordinate the recruitment of volunteer personnel and agencies to augment the
personnel and facilities of the FNSB for disaster purposes.
• Develop and coordinate plans for the immediate use of the facilities, equipment,
manpower and other resources of the FNSB for the purposes of minimizing or
preventing damage to persons and property, and protecting and restoring to usefulness
governmental services and public utilities necessary for the public health and safety.
• Negotiate and conclude agreements with owners or persons in control of buildings or
other property for the use of such buildings or other property for disaster purposes
and designating suitable buildings as public shelters.
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• Through public informational programs, educate the public as to actions necessary
and required for the protection of their persons and property in case of disaster, as
defined in this chapter.
• Conduct exercises and training to ensure efficient operation of disaster response
forces.
• Coordinate with other private and public agencies engaged in disaster response
activities.
• Determine requirements of the FNSB for food and other necessities in the event of a
disaster emergency.
• Procure and pre-position supplies, materials and equipment.
• Determine requirements and standards for local disaster communications.
• Establish a manual of resources available on a voluntary or contractual basis for use
in a disaster emergency.
• Prepare, for issuance by the mayor, orders, proclamations and regulations as
necessary or appropriate in coping with disasters.
• Develop and carry out procedures and policies to effectively employ disaster relief
funds made available by the mayor’s authority or by special legislative action. These
procedures shall include application and documentation by disaster victims or
applicants, review, verification and funding approval, and processing of appeals.
FNSB Departments
Each director of a FNSB department is responsible for ensuring that their department
completes the following:
• Develop continuity of operations plans for the continuation of essential departmental
services and functions during and after a disaster.
• Provide for the identification and preservation of essential department records.
• Appoint a liaison and alternates to work with the Emergency Operations Department
in the development and maintenance of this Plan and agency procedures.
• Assign personnel to the ECC.
• Establish 24-hour departmental contacts.
• Plan for the capability to continue operations in an emergency/ disaster and to carry
out the responsibilities outlined herein.
• Develop guidelines and/or policies that address the following:
o The department’s chain of command
o The resources needed to manage departmental operations during an emergency
o The information needed to manage departmental operations during an emergency
and how it will be obtained
o The department’s role(s) in the ECC
o A complete list of departmental resources (using the NIMS/ICS type and kind
designations)
o How the department will coordinate with the ECC
o Ensure that department staff are aware of the department’s emergency plans and
procedures and the contents of this CEMP
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Cities of Fairbanks and North Pole
The City of Fairbanks and the City of North Pole are responsible for emergency
management services within their jurisdictions, except where contracts or agreements
with FNSB are in place for such services. Since emergency response is first and
foremost a local function, the CEMP is intended to integrate with existing city response
plans. Requests for disaster assistance outside of the cities should be routed through the
FNSB Emergency Operations.
State of Alaska
The Alaska Division of Homeland Security and Emergency Management (DHS&EM) is
responsible for preparing and maintaining a state emergency plan and keeping it current.
When a disaster response exceeds local capabilities, the FNSB may request assistance
from the state of Alaska. The State expects the FNSB to work directly with the
communities within the FNSB. For example, the State expects each borough to assemble
damage assessment information from the communities within the borough and then
provide the consolidated information to the SEOC. The state of Alaska intends to have
direct contact with local or tribal governments only if they are in an unorganized borough.
Responsibility for Procedural Annexes
This CEMP consists of thirteen annexes that address different emergency management
functions that will be common to most incidents. While incident specifics will dictate
which agencies are more actively engaged in emergency management activities, the
following matrix provides a general guideline to show which FNSB departments have a
primary and support role for various CEMP functions. Key Cooperating Agencies are
also identified. For the purposes of this Plan, Cooperating Agencies mean non-FNSB
agencies that have some degree of authority and responsibility for the particular
function or activity being described in the plan. State and federal emergency
management agencies (e.g. DHS&EM and FEMA) are not listed outright in this table, but
it is presumed that they will play a supporting role during all large incidents. For the full
name of cooperating agencies, see the Acronym List in the introduction to this plan.
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Procedural Annex Primary Responsibility Support
Responsibility
Cooperating
Agencies
Annex A
Communications
Emergency Operations
Fairbanks Emergency
Communications Center
(FECC )
TSPs
WSPs
HAM
Annex B
Alert and Warning
Emergency Operations
FECC
Local Law Enforcement
NWS
AST
City of Fairbanks
City of North Pole
Annex C
Evacuation and
Sheltering
Emergency Operations
School District
Parks and Recreation
Animal Control
ARC
AST
DOT
DHHS
DOF
AKVOAD
Local Law
Enforcement and Fire
Departments
Annex D
Emergency Coordination
Center
Emergency Operations
All FNSB departments
with staff assigned to the
ECC
Human Resources
Incident Specific:
State, Federal, Local,
Private and
Nonprofits.
Annex E
Emergency Public
Information
Mayor’s Office
Emergency Operations
NWS
JIC (Multiple
Agencies)
City of Fairbanks
City of North Pole
Annex F
Logistics and Resource
Support
Emergency Operations
General Services
Transportation
Public Works
Finance
School District
City of Fairbanks
City of North Pole
Contractors
Private vendors
AKVOAD
Annex G
Finance and
Administration
Mayor’s Office
Financial Services
General Services
Human Resources
Emergency Operations
Annex H
Damage Assessment
Office of the Assessor
Emergency Operations
Public Works
Community Planning:
(Flood Plain
Administrator)
City of Fairbanks
City of North Pole
DOT
ACOE
Private Sector
Annex I
Disaster Recovery
Emergency Operations
Mayor’s Office
All impacted agencies &
departments
State and federal
agencies (disaster
recovery framework)
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Annex J
Public Health and
Medical Services
Emergency Operations
Emergency Medical
Services
Fairbanks Memorial
Hospital
ARC
Local health care
providers
Alaska Division of
Public Health
Annex K
Debris Management
Emergency Operations
Public Works
General Services
Land Management
Finance
Contractors
Private vendors
Annex L
Private sector
coordination
Emergency Operations
Private Sector
Organizations and
Businesses
VII. Limitations
No guarantee of a perfect response system is expressed or implied by this Plan. Because
FNSB assets and systems are vulnerable to natural and technological disaster, they could
be overwhelmed. The FNSB can only attempt to make a reasonable effort to respond
based on the situation, information, and resources available at the time of the disaster.
In the event of severe devastation throughout the FNSB region or beyond, fundamental
resources such as water, food, first aid supplies, utilities, fuel, shelter, sanitation supplies,
and basic survival supplies will be needed. FNSB may not have sufficient supplies and
equipment on hand for an extended response.
Arrival of state and/or federal assistance will likely be delayed for several days after an
incident.
The disaster response and recovery activities of the FNSB will be limited by:
• Inability of the general citizenry to be self-sufficient for more than seven days
without additional supplies of food, water, medical, and shelter resources.
• Lack of police, fire, emergency medical, public works, water supply, regional
transportation, and waste management services due to damage to facilities and
equipment and shortages of personnel.
• The shortage of critical drugs and medicines at medical facilities and clinics due to
reduced emergency storage capacities.
• The shortage of trained response personnel and equipment to respond to requests for
assistance for fire, emergency medical, police, public works, and hazardous materials
releases. The impact of these shortages will be felt immediately because of increased
need and the necessity for twenty-four hour operations sustained over long periods of
time.
• Damage to lifelines, such as road, rail, air transportation routes, utilities, petroleum
pipelines, and communications networks.
• Impacts to the social and economic infrastructure of the FNSB due to lack of or
reduction to the normal distribution system.
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• Damage to responder communications due to equipment damage as well as
overloading of landlines and cellular telephone lines into 911 centers.
• Large movements of displaced people into the FNSB which will stress all resource
systems, particularly shelter, food, water, and medical.
• Emergency services are limited in some areas of the FNSB. While EMS is provided
for all residents on the road system, some FNSB residents reside outside of Fire
Service Areas (FSAs).
• Federal assistance should also be supportive of State and local efforts, not a substitute
for them.
VIII. Direction and Control
Policies
The FNSB will provide overall direction, control and coordination of FNSB disaster
emergency support functions through the ECC. The FNSB Emergency Operations
Department is responsible for establishing the ECC based on the incident needs and
available infrastructure.
The National Incident Management System/Incident Command System (NIMS/ICS) will
be the doctrine followed for incident coordination and will be used at all levels of the
FNSB’s incident response organization. For large-scale or widespread disasters,
simultaneous NIMS/ICS organizations are anticipated.
Multi-agency and multi-jurisdictional response will necessitate special protocols to
ensure close cooperation between all participants and optimize the use of resources.
Mayor
In accordance with FNSBC 2.28.041, the authority and responsibility for the direction
and control of emergency management activities within the FNSB rests with the FNSB
mayor. This authority may be delegated to the director of emergency operations or other
designee. In the event of the mayor’s absence or inability to perform the duties of the
office of mayor during a disaster, succession is determined through a designation by the
mayor, subject to assembly approval per FNSBC 2.04.050.
Borough Assembly
The primary role of the FNSB Assembly in a disaster or emergency is to consider and
vote on emergency proclamations and disaster declarations issued by the mayor.
The FNSB Assembly may convene within seven days of a declared emergency in order
to extend, amend, or cancel emergency proclamations.
Director of the Emergency Operations Department
The director of the Department of Emergency Operations has the following
responsibilities and authorities:
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• The director shall be responsible to the mayor with regard to all phases of emergency
management in the FNSB.
• Under the supervision of the mayor, the director shall maintain liaison with the state
and federal authorities and the authorities of other nearby political subdivisions so as
to ensure the most effective operation of the CEMP.
Incident Command (IC)/ Unified Command (UC)
All incidents will be managed by an Incident Commander (IC). In multi-jurisdictional
cases, several agencies may join together in Unified Command (UC). This will allow for
improved coordination and a uniform set of objectives for all personnel assisting with the
management of the incident. The IC/UC will have responsibility for managing all
operations on the incident scene to include tactical operations, assessments, planning and
logistical support.
Policy Group
The mayor may create an internal policy group during large or complex incidents. The
policy group will include key senior and elected FNSB officials who will establish
community goals, make strategic policy decisions and set priorities while considering the
economic, legal, political and social implications of the incident and maintaining the
public trust.
The policy group will assist the mayor with the development of a delegation of authority
for incident management teams managing large and/or complex incidents on behalf of the
FNSB.
Multi-agency Coordination (MAC) Group
Multi-agency Coordination (MAC) Groups are essential in situations where federal, state,
local and private sector agencies/organizations have significant statutory responsibilities
and/or vested interests. The MAC Group is made up of top management personnel from
stake-holding agencies, organizations and jurisdictions supporting or impacted by the
event. MAC Group representatives are fully authorized to represent and fiscally commit
their parent agencies or organizations. The MAC Group accomplishes high-level
interagency coordination and priority setting.
Disaster Declarations
A declaration of a local disaster emergency by the FNSB is required to:
• Access additional FNSB funding
• Expedite procurement of FNSB response resources
• Access state and federal disaster assistance
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The declared local disaster emergency will authorize the emergency powers for the
period set forth in the disaster declaration. The declaration of a local disaster emergency
must:
• Indicate the nature of the disaster
• Identify the area or areas threatened or affected
• Describe the conditions which have brought it about or which make
possible the termination of the disaster emergency
If State or Federal assistance is needed, the FNSB must also declare that all appropriate
and available local resources have been expended, and contain a request to the Governor
for the type of assistance required.
A copy of all proclamations issued must be filed as promptly as possible with the Alaska
DHS&EM and the FNSB clerk.
Requests for damage assessment and disaster recovery assistance must be routed through
the DHS&EM.
IX. Authorities
Fairbanks North Star Borough
• Fairbanks North Star Borough Code Chapter 2.28
State of Alaska
• AS 26 Chapter 20 (Civil Defense Act)
• AS 26 Chapter 23 (Alaska Disaster Act)
• AS 29 Chapter 25 (Emergency Ordinances)
• AS 29 Chapter 35 (Emergency Disaster Powers)
• AS 46 Chapter 9 (Hazardous Substance Release Control)
• State of Alaska 2011 Emergency Operations Plan
• Alaska Federal/State Preparedness Plan for Response to Oil and Hazardous Substance
Discharges and Releases (Unified Plan) and Subarea Plans (also Federal Authority)
Federal
• PL 81-920 (Civil Defense Act of 1950, as amended)
• PL 93-288 (Stafford Act, as amended)
• PL 96-342 (Improved Civil Defense 1980)
• PL 99-499 (Emergency Planning and Community Right-to-Know Act of 1986, SARA
Title III)
• National Security Decision Directive # 259
• Homeland Security Presidential Directive (HSPD)
• Presidential Policy Directive (PPD)
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• National Contingency Plan (1994)
• National Response Framework (2008)
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Annex A: Communications
ANNEX A: COMMUNICATIONS
I. Responsible Agencies
Primary
Emergency Operations
Support
Fairbanks Emergency Communications Center
Cooperating
Telephone Service Providers (TSPs)
Wireless Service Providers (WSPs)
Amateur radio (HAMs)
II. Introduction
Purpose
The purpose of this Annex is to organize, establish, and maintain the communications
capabilities necessary to meet the operational requirements of the FNSB and neighboring
jurisdictions in preparing for, responding to, and recovering from emergencies and
disasters.
Scope
This Annex discusses the use and maintenance of communications systems for
emergency management functions within the FNSB government during times of disaster.
Specific operating procedures and protocols for radio communications are addressed in
the Region “D” Tactical Interoperable Communications Plan (TICP).
III. Policies
Priority in establishing or re-establishing communications systems within the FNSB is
given to support the following activities:
• Communications systems that directly impact life safety (e.g. 911, fire/EMS/law
enforcement radio systems, etc.)
• Communications systems that support critical government functions (e.g. emergency
management, public transit, etc.)
• Communications systems that support the protection of public property, the economy
and the environment.
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Annex A: Communications
IV. Situation
Emergency/Disaster Conditions and Hazards
The FNSB will periodically experience emergency situations, when heavy use of
communications devices overwhelms the ability of communications systems to support
disaster-related messages.
Some types of natural or technological disasters will damage communications systems so
that when the need for communications equipment is highest, limited resources will
dictate a need for reprioritization or reallocation of working systems.
Planning Assumptions
Communications systems are vulnerable and can be damaged, destroyed, or overwhelmed
during and following an emergency or disaster. Due to disrupted transportation routes,
weather conditions, a lack of resources, or the level of damage, repairs to
communications equipment and the infrastructure could take days, weeks, or months.
Initially, the FNSB will focus on coordinating lifesaving activities and reestablishing
communications and control in the disaster area.
Alternate communications systems such as amateur radio may be used in place of normal
communications channels in the event of a major emergency.
V. Concept of Operations
General
Reliable communications capabilities are necessary for day-to-day government
operations, management of response and recovery efforts, search and rescue missions,
and coordination with other organizations. Communications capabilities must be
available for emergency management functions.
Alaska Land Mobile Radio (ALMR)
The FNSB will operate using the Alaska Land Mobile Radio (ALMR) network as its
primary radio communications system. The FNSB will maintain an emergency
management zone with nine talk groups available for incident communications. The ECC
will prepare an Incident Communications Plan (ICS-205) when assigning two or more of
the emergency management talk groups to an incident.
Emergency Operations will maintain a conventional radio system as a back-up to the
ALMR.
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Annex A: Communications
VI. Responsibilities
Primary Agency
Emergency Operations will:
• Coordinate closely with the FECC to conduct tests and exercises of communications
systems, including testing with other jurisdictions and agencies involved in disaster
response and recovery.
• In the event of a communication systems failure, work with the FECC and private
communications providers to prioritize the re-establishment of systems that have been
identified as a critical business application and those which are required by incident
life-safety priorities.
• Initiate and Coordinate requests for amateur radio service to support disaster
management.
• Coordinate with federal and state agencies regarding the use of state and federal
communications assets during emergencies and disasters.
• Maintain priority access status for wireless and wireline telephones used by the ECC
and field personnel.
Support Agency
The Fairbanks Emergency Communications Center will:
• Coordinate the maintenance and continued operations of FNSB communication
systems during times of disasters.
• Develop and maintain appropriate plans and procedures to ensure, to the extent
practicable, the integrity of communications systems.
• Develop procedures to share disaster related information with the FNSB ECC, when
activated.
• Manage the ALMR trunked radio system resources along with subscribers maintained
by individual agencies. If disaster conditions cause the radio system to fail, the first
priority will be to re-establish the system.
• Serve as the primary Public Safety Answering Point (PSAP) for incoming 9-1-1 calls.
• Manage the assignment of the nine regional tactical talk groups to first response
agencies.
Cooperating Agencies
Private Communications Companies
There are a growing number of telecommunications companies serving the FNSB region
and its residents. In the event of a widespread communications outage, the Emergency
Operations Department will work with these private vendors to establish restoration
priorities for residential and wireless phone service, cable television, and Internet service.
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Annex B: Alert and Warning
ANNEX B: ALERT AND WARNING
I. Responsible Agencies
Primary
Emergency Operations
Support
Fairbanks Emergency Communications Center (FECC)
Local Law Enforcement
Cooperating
National Weather Service
Alaska State Troopers
City of Fairbanks
City of North Pole
II. Introduction
Purpose
The purpose of this Annex is to describe the framework for alerting and warning
residents of the FNSB to prepare for and respond to, hazardous situations.
Scope
This Annex discusses emergency alert and warning systems only. Emergency public
information is discussed in Annex E.
III. Policies
The FNSB will provide timely emergency alert and warning information to the public
using best available method.
The FNSB will prioritize warnings to those areas facing the greatest threat.
The FNSB will utilize the local media, the Internet, and potentially social media to
provide updates and supplemental information to residents following the dissemination of
a warning message.
The FNSB will coordinate alerts and warnings with adjacent jurisdictions.
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Annex B: Alert and Warning
IV. Situation
Emergency/Disaster Conditions and Hazards
The FNSB will periodically experience emergency situations that require alert and
warning to part or all of the local population.
Planning Assumptions
In some types of disasters, public warning might well be the only operational response
possible.
Disaster warnings will be issued by emergency response agencies in the FNSB region for
any hazard posing a threat to public safety. However, no single warning system can
guarantee contact with all vulnerable residents for every hazard. Therefore, jurisdictions
throughout the region must jointly participate in a comprehensive warning system
including multiple methods of receiving and disseminating warning messages.
No single warning system exists in the FNSB region that will alert all citizens of every
threatening disaster or emergency situation. There will be occasions when there is no
time or mechanism to provide warning.
The National Weather Service – Fairbanks is the primary originator of weather related
warnings, including flood warnings, for all jurisdictions in the FNSB.
V. Concept of Operations
National Alert and Warning System/Emergency Alert System
The National Alert and Warning System (NAWAS) is the primary system used by the
Federal government to disseminate warnings. Warnings may originate from a variety of
Federal agencies and are received at the City of Fairbanks Police Dispatch Center,
Fairbanks Post of the Alaska State Troopers (AST), and the Fairbanks forecast office of the
National Weather Service (NWS), all 24-hour operations. In addition, the NWS initiates
warnings over NAWAS. Warnings via NAWAS are disseminated to the FNSB and other
local jurisdictions, via direct communications (for example, telephone, NOAA Weather
Radio, e-mail, or fax) and when time-sensitive, broadcast over the Emergency Alert
System (EAS).
There may be emergencies where the NWS Forecasting Desk does not receive direct
notification through the federal NAWAS or when NWS generate their own message
based on their own monitoring of flooding or other dangerous weather conditions. During
all types of incidents, the NWS forecast office is the lead agency between emergency
managers and the EAS for communication of alert, warnings, and emergency public
information, as detailed in the document “The Emergency Alert System (EAS) Procedures
for the Fairbanks, Alaska EAS Local Area”.
Emergency Operations may request EAS activation for a non-weather related emergency
notification by contacting the NWS forecast office.
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Annex B: Alert and Warning
The FNSB’s Community Notification System (aka Reverse 911) will be used for
localized area notifications or for notifications in areas which are sparsely populated.
The NWS forecast office monitors hazardous weather conditions for the region
(including river flooding), and is in regular contact with the FNSB Emergency
Management during times of high flood risk.
For all types of emergencies, NWS provides the initial public warning messages via EAS
and/or other established channels (NAWAS, NOAA Weather Radio, website, email
distributions), and the FNSB and partner jurisdictions support the NWS with field
updates to improve situational awareness of actual conditions.
Other Methods of Notification
When an imminent threat precludes the dissemination of a warning through EAS or the
Community Notification System, response agencies will provide emergency notifications
to citizens by door-to-door contact, mobile loud speakers, sirens, or any other means
available.
Following the issue of a warning message Emergency Management will coordinate with
the on-scene command to formulate follow-up information for residents.
VI. Responsibilities
Primary Agency
Emergency Operations will develop and transmit emergency public information and
warning messages to FNSB residents.
Support Agencies
The FECC will disseminate warning information through available mechanisms (e.g.
Community Notification System). The contents of emergency messages will be
developed in consultation with the Emergency Operations.
The Cities of Fairbanks and North Pole will coordinate with the FNSB for inclusion of
city-specific information in public alert and warning messages.
Cooperating Agencies
The AST and other local law enforcement agencies will disseminate warning information
to field units.
The NWS is the lead agency for dissemination of emergency messages through the
Emergency Alert System (EAS).
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Annex C: Evacuation and Sheltering
ANNEX C: EVACU ATION AND SHELTERING
I. Responsible Agencies
Primary
Emergency Operations
Support
School District
Parks and Recreation
Animal Control
Cooperating
American Red Cross (ARC)
Alaska State Troopers (AST)
Local law enforcement agencies
Alaska Department of Transportation and Public Facilities (DOT)
Alaska Department of Health and Social Services (DHHS)
Local Fire Departments
Alaska Division of Forestry (DOF)
Alaska Volunteer Organizations Active in Disasters (AKVOAD)
II. Introduction
Purpose
The purpose of this Annex is to:
• Describe the roles of FNSB and cooperators in preparing for and conducting
evacuations of FNSB residents impacted by disasters or emergencies.
• Define the FNSB’s post-evacuation roles and responsibilities for mass care,
emergency assistance, housing and human services to residents of the FNSB.
• Comply with the requirements of the Pets Evacuation and Transportation Standards
Act of 2006 which requires that local governments take into account the needs of
individuals with household pets and service animals prior to, during and following a
major disaster or emergency. It also requires the provision of essential assistance (e.g.
rescue, care, shelter and basic needs) to individuals with household pets and service
animals, and to their animals, following a disaster.
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Scope
• Describes the roles and responsibilities of FNSB government, the School District, the
ARC, law enforcement, fire services, and other agencies and organizations with a role
in mass evacuations and/or mass care sheltering.
• Mass care services include sheltering for people and animals, emergency feeding and
relief supplies, first aid, and disaster welfare information. This may also include
vulnerable populations, special/specific needs and medically fragile individuals.
Housing services may include provisional assistance for short and long-term needs.
Human services may include related recovery efforts such as counseling, benefit
claims assistance, identification and postal services, financial services and associated
human services that can be delivered through disaster assistance service centers, as
needed. Annex I – Disaster Recovery – addresses these long-term community
recovery issues.
• Evacuation and sheltering of large numbers of FNSB residents during an emergency
will quickly drain the limited mass care resources available within the FNSB. Cities
are expected to develop evacuation and sheltering plans for their own residents in
cooperation with the FNSB. This Annex is intended to be coordinated with other
local, state, and federal plans.
III. Policies
FNSBC 2.28.021(e) (4) Confers upon the FNSB mayor the “authority to issue evacuation
advisories and warnings and to prescribe routes, modes of transportation and destinations
in connection with evacuations.”
Implementation of evacuation authority resides with the FNSB Emergency Operations
Director who will make evacuation recommendations to residents affected or threatened
by a disaster.
An evacuation may also be initiated within the FNSB by a Fire Chief of a fire department
recognized by the State Fire Marshal or by a state or federal official with the authority to
do so.
• The FNSB will issue evacuation advisories and recommendations for residents as
soon as possible after identifying a threat to human life or safety.
• The FNSB will coordinate and support law enforcement and fire agencies evacuating
residents in the FNSB.
• The FNSB will assist IMTs operating within the FNSB with evacuation planning.
The FNSB will maintain a list of evacuee collection points, shelters and staging areas for
the personal property of evacuees.
The following terminology will be used for evacuations within the FNSB:
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Evacuation Command Post: the location where the evacuation command takes place.
Generally, an Evacuation Command Post is established only when evacuation is a
separate operational function from the rest of the incident (e.g. wildland fire).
Evacuation Watch: There is a possibility of the need to evacuate. An Evacuation Watch
is intended to prepare residents for the need to evacuate. An Evacuation Watch may
initiate a voluntary evacuation by residents who need extra time to evacuate livestock,
sled dogs, or have other special needs for evacuation.
Evacuation: There is an immediate threat and the need to remove people from a hazard
area is imminent or immediate. It is the withdrawal, dispersal or removal of civilians
from dangerous or potentially dangerous areas. Residents are advised to evacuate and not
return until informed by emergency response personnel.
Evacuee Collection Point: A location identified by on-scene emergency responders in
coordination with FNSB Department of Emergency Operations where people are first
directed in the event of an evacuation. Public information and voluntary registration will
be made available at this location. Evacuee Collection Points are not for long term
sheltering but provide the interface between emergency responders who are conducting
field evacuations and supporting agencies who will transport and/or shelter evacuees.
Evacuation Shelters: Provides for the immediate survival needs of disaster victims.
Services provided at an evacuation shelter may include evacuee housing, feeding,
registration and disaster information. Shelters will remain open during and immediately
after a disaster until individual services can be provided.
Evacuated Pet Shelter: Provides for the immediate needs of evacuees’ pets, livestock,
and sled dogs.
IV. Situation
Emergency/Disaster Conditions and Hazards
Situations will periodically occur in the FNSB that require the evacuation and sheltering
of the local population.
Planning Assumptions
• Other local jurisdictions in the FNSB are expected to plan for and execute the
evacuation and sheltering of their own residents and pets.
• Disasters that cause the need for mass evacuations and sheltering may be preceded by
an evacuation watch or may occur with little or no warning.
• Some residents will not receive evacuation related emergency messages.
• Some residents will spontaneously evacuate.
• Some residents will not evacuate regardless of the hazards.
• There are large numbers of domestic pets, livestock and sled dogs within the FNSB.
• Evacuation activities will be difficult to coordinate in cases when local and regional
utilities, communications networks, and transportation systems sustain damage.
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• Public, private, volunteer organizations and the general public may have to use their
own resources and be self-sufficient following a disaster. All residents will be
encouraged to prepare emergency kits with at least seven days’ worth of food, water
and supplies.
• Sheltering large segments of the population will quickly overwhelm mass care
resources available to the FNSB and will require coordination with other local
jurisdictions, state and federal agencies and non-governmental organizations. Mutual
aid resources may be used for small incidents but may be unable to meet the needs of a
large-scale emergency or disaster.
• Shortages of emergency response personnel may create a need for auxiliary public
safety agency support.
• Individuals with specific/special needs and issues such as cognitive disabilities,
communication disabilities, physical disabilities and medical concerns, environmental
or chemical sensitivities, hearing loss, those on life support systems, mobility
concerns, psychiatric disorders, visual disabilities, and individuals with service
animals may need to be sheltered or evacuated.
• Planning for the evacuation and sheltering of patients in medical facilities is the
responsibility of the medical facilities but implementation will require assistance from
multiple agencies in coordination with the Cities and the FNSB.
• Planning for the evacuation and sheltering of the prison populations is the
responsibility of the Department of Corrections.
• The FNSB serves as the commercial and logistical hub for much of interior Alaska and
as such may be called upon to assist in the sheltering of evacuees from jurisdictions
located outside the FNSB.
V. Concept of Operations
Evacuation
Unified command will always be required to successfully implement evacuations in the
FNSB due to overlapping authorities and jurisdictions. Agencies participating in unified
evacuation command shall co-locate in either the incident command post or an
evacuation command post if established.
A large-scale evacuation impacting large segments of the FNSB and partner jurisdictions
will require multijurisdictional coordination and assistance from the State of Alaska, the
National Guard, Department of Homeland Security, and members of other state and
federal agencies. The FNSB may request evacuation assistance through the SEOC during
a declared disaster.
Evacuations will be issued using the Alert and Warning methods discussed in Annex B.
Other forms of evacuation notification may include door-to-door notification, mobile
sirens, public address systems, distribution of evacuation cards, and tagging homes.
Voluntary registration of potential evacuees will be made during the Evacuation Watch
phase when possible. If pre-evacuation voluntary registration is not possible, provisions
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for evacuee registration will be made at Evacuee Collection Points and/or Evacuation
Shelters.
Depending upon the scale and type of disaster, evacuated persons may require short- or
long-term sheltering. Information about the establishment of mass care shelters will be
communicated using available emergency public information channels, as described in
Annex E. The Incident Commander (IC) will make the decision to recommend
evacuation and communicate this decision to the FNSB. An IC working for an agency
with the authority to initiate an evacuation must document that decision in writing.
Evacuated areas will need to be evaluated for hazardous conditions by appropriate
officials before residents are allowed to return.
Evacuated populations must be notified of an “all clear” to return with planned phasing to
reduce traffic congestion and accidents.
Evacuated populations may require transportation to return.
Evacuation Sheltering (Mass Care)
Shelter-in-Place will always be evaluated as an option if it is safe and feasible to do so.
Shelter-in-Place is most commonly used during hazardous materials incidents or terrorist
chemical attacks, where there is not enough time or resources to move a population for a
short duration incident.
Emergency Public Information (Annex E) and Alert Systems (Annex B) will be used to
communicate Shelter-in-Place messages to the public. Mass care provides for the
immediate survival needs of disaster victims through collective services and facilities.
Mass care will normally be carried out during and immediately after a disaster until
individual services can be provided.
The ARC is the primary resource for carrying out mass care activities in accordance with
national, state and local agreements. The FNSB has an agreement with the ARC to
manage mass care sheltering.
During minor incidents when the ECC is not activated, the ARC, in partnership with the
School District, will provide shelter and mass care service coordination through the
Fairbanks chapter, in accordance with their local shelter agreement.
When the ECC is activated, a shelter liaison may be assigned to the ECC. Location,
coordination, operations, and support of shelters will be a cooperative effort between the
ECC, the ARC and other social service agencies.
Requests for shelters and disaster assistance service centers will be coordinated through
the ECC during a major disaster. Shelter requests will be prioritized and coordinated by
the FNSB Department of Emergency Operations in consultation with the shelter liaison.
Shelter location will be determined by the FNSB Department of Emergency Operations
in consultation with the School District and the ARC.
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Public agencies and private vendors may supply additional supplies such as water,
portable toilets, generators, etc.
Special Populations
Special populations that are not able to self-evacuate and/or that require additional
support resources at mass care shelters will create challenges for the FNSB and partner
jurisdictions. The following table summarizes the types of special populations that will
require additional evacuation planning in the FNSB.
Special
Populations
Specific Facilities or
Characteristics Considerations
Correctional
facilities
Fairbanks Correctional Center –
1931 Eagan Ave., Fairbanks
Fairbanks Youth Facility – 1502
Wilbur St., Fairbanks
Adult prison population
approximately 450-500. Youth
Facility capacity for 20 detainees and
20 in treatment. Prison has some
disaster planning in place but has not
pre-identified evacuation logistics or
a shelter location for the prison
population.
Home care
patients
Unknown number throughout the
FNSB
May include patients on ventilators
or other life support systems
Public Health Nursing has
information on vulnerable
populations that they update
biannually. Public Health will be
requested to participate in all special
population evacuation planning.
Alternative
housing
residents
A growing number of group homes
and transitional housing for
individuals with developmental
disabilities, those in recovery from
addiction, domestic violence
shelters, many of which do not want
their location and numbers known
Will present added challenges for
evacuation and sheltering because the
locations are not always publicized.
Residents will require special
assistance or consideration in mass
care shelters.
Seasonal camps,
campgrounds,
parks, hostels
Several in the FNSB– seasonal,
locations not always known,
capacity unknown
Will add to sheltering needs above
year-round population levels.
Senior housing
residents Several in the FNSB Will require additional assistance for
evacuation and sheltering.
Patients of
medical
facilities
Fairbanks Memorial Hospital Hospital has Alternate Site Plan for
relocation of patient population.
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Special
Populations
Specific Facilities or
Characteristics Considerations
Itinerant tourist
population
Throughout the city, concentrated
during summer months, total
numbers are unknown but will
number in the thousands.
Many elderly with medical needs,
private vehicles, tour buses, Alaska
Railroad. Some tourists will be non-
English speaking.
Evacuated Pet Shelters
Residents may be reluctant to follow a recommendation to evacuate without assurance
that their household pets and livestock will be adequately cared for. The Pets Evacuation
and Standards Act of 2006 requires that local governments plan for the sheltering and
care of household pets and service animals during emergencies in which shelters are
established.
The FNSB will maintain an emergency shelter plan for domestic pets and livestock for
instances when owners cannot shelter their pets and livestock.
The FNSB will maintain an inventory of facilities that are available for use as emergency
shelters for domestic animals.
The FNSB will consider opening shelter facilities to receive and hold household pets any
time a mass care shelter is opened.
Owners will be responsible for arranging transport of domestic animals to pet shelters or
animal holding facilities.
Owners will be encouraged to assist with the care and feeding of their sheltered pets.
The sheltering and protection of domestic animals (including livestock) are first and
foremost the responsibility of their owners.
The FNSB will shelter dogs and cats only, no “exotic” pets such as ferrets, birds, or
reptiles.
The FNSB will consider sheltering livestock if appropriate facilities are available.
Mass care shelters operated by the ARC shelters will not accept household pets, with the
exception of service dogs.
Coordination between mass care and evacuated pet shelters will be necessary so that
owners can visit with and assist with caring for their animals.
The pet shelter manager will work with the public information officer to craft messages
that includes the location of pet shelters and an overview of the policies that govern the
operation of pet shelters.
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VI. Responsibilities
Primary
Emergency Operations will:
• Coordinate the selection of evacuee collection points, evacuation routes, and mass
care and animal shelter locations to which impacted populations will be directed.
• Notify jurisdictions and organizations that will receive or “pass through” evacuees.
• Notify support jurisdictions and organizations that will be responsible for movement
support, sheltering, emergency medical services, law enforcement, fire service, public
health, medical care, and public utilities.
• Delegate authority to evacuate to IMTs when appropriate to do so.
• Coordinate with IMTs to develop evacuation plans, evaluation points and evacuation
facilities, and evacuation related messaging.
Support Agencies
The Mayor’s Office (Public Information) will disseminate emergency public
information regarding evacuation areas, mass care shelters, and pet shelters.
The School District makes recommendations regarding shelter location availability
based on the time of year, condition of school facilities, and nature of the incident.
Throughout the shelter operations, School District staff will continue to provide building
maintenance and sanitation services.
Parks & Recreation will make facilities available for mass care if requested by the ECC.
The Fairbanks Emergency Communications Center will disseminate information
through the Community Notification System and coordinate requests for evacuation
assistance from residents.
Cooperating Agencies
The Alaska State Troopers will direct traffic and staff checkpoints. They will work
with other local law enforcement agencies to secure evacuated areas and manage check
points. On some incidents AST or other law enforcement agencies may conduct house to
house evacuations.
The Alaska Department of Transportation and Public Facilities will manage road
closures during emergencies that will require public evacuation. They will coordinate
with the State Troopers and FNSB Department of Emergency Operations regarding
evacuation route signage.
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The American Red Cross (ARC) will maintain agreements for shelter primary and
alternate locations, which include schools as well as churches and community buildings.
The ARC will open and staff shelters and mass feeding stations as needed. The ARC will
be responsible for the initial processing and check-in of evacuees and shelter residents.
The Salvation Army may provide mobile kitchen and feeding support to evacuees.
Other local law enforcement agencies may assist the Alaska State Troopers with
evacuation, check point staffing and security.
Volunteers in Policing will assist with registration, checkpoints, security and traffic
control.
The Alaska Division of Forestry will request evacuation of populated areas that are
threatened by wildland fire. In some cases they will order IMTs that will be delegated
various authorities that may include evacuation as well as fire suppression.
Fire Departments and emergency medical services may assist with evacuation of
vulnerable populations.
Alaska Volunteer Organizations Active in Disaster (AKVOAD) will provide
sheltering, care or comfort resources to residents and emergency response personnel and
their families. They may also assist with providing childcare for children of emergency
responders.
The Fairbanks Memorial Hospital will implement its alternate site plan in the event
that relocation of the hospital population is needed.
Army Community Services will provide support services to active duty and retired
military personnel and their families.
The Alaska Department of Health and Social Services will provide any necessary
public health functions to shelter residents. Public Health resources are requested through
the SEOC. They will also coordinate crisis counseling by contracted community mental
health providers and the ARC.
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Annex D: Emergency Coordination Center
ANNEX D: EMERGENCY COORDIN ATION CENTER
I. Responsible Agencies
Primary
Emergency Operations
Support
All FNSB departments
Human Resources
Cooperating
Local, state and federal agencies with emergency management roles and responsibilities
as outlined in this CEMP.
II. Introduction
Purpose
The purpose of this Annex is to define the role of the FNSB Emergency Coordination
Center (ECC).
Scope
This Annex is applicable to all Emergency Operations Staff, FNSB employees, liaisons,
agency representatives, and volunteers who staff the ECC during activation, including all
levels of FNSB government.
III. Policies
The FNSB ECC will function to coordinate information and resources to support incident
management activities.
IV. Situation
Emergency/Disaster Conditions and Hazards
FNSB will periodically experience emergency situations, which require activation of the
ECC.
Planning Assumptions
• All FNSB departments have responsibility for ensuring that adequate disaster supplies
and equipment are available for department staff (preparedness).
• The ECC may be unable to satisfy all emergency resource requests during a major
emergency or disaster.
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• The receipt, analysis, and dissemination of accurate disaster information is necessary
to provide local, state, and federal governments with a basis for determining
priorities, needs, and the availability of resources.
• Early in an incident little information will be available and initial information
received may be vague or inaccurate.
• Communications outages may hamper the collection and dissemination of accurate
disaster information.
V. Concept of Operations
General
The ECC will be the focal point of incident direction, control and support for the FNSB’s
emergency response activities and will function to support field operations, media
coordination and resource acquisition. It will also serve as the primary coordination point
in complex multi-agency or multi-jurisdictional incidents.
The ECC centralizes incident support and:
• Provides a central point where all incident relevant information is received and
analyzed, priorities are determined, strategies are developed, and critical resources
are assigned to tactical operations.
• Provides a central location for planning meetings, strategy development (if directly
managing an incident), shift and media briefings, press conferences, public
information releases, and other information dissemination.
• Facilitates efficient and effective communications.
• Enhances coordination among agencies by co-locating agency representatives in
the ECC, providing scheduled points of contact, and establishing effective
communication lines to facilitate interaction.
• Provides continuity using round-the-clock staffing and a systematic means to brief
members of the IMT or ECC staff through shift change briefings.
Location
The ECC is located at:
Primary: 800 William C. Leary Lane, Steese VFD Fire Station #61
Alternate: 3175 Peger Road, Emergency Operations Department, Conference Room
Organization
The ECC is organized in accordance with the National Incident Management System
(NIMS). The ECC organizational structure uses Command and General Staff positions
for incident support.
The role of the ECC is typically one of support and coordination rather than operational
management. Operations will normally be managed by a separate Incident Management
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Team (IMT), which is typically staffed by personnel from agencies with emergency
response operations responsibilities using their own personnel and resources. ECC duties
may include direct support of the IMT which includes providing resources that are not
available through normal dispatch protocols (e.g. mutual aid between fire departments).
When resource ordering outside of normal dispatch protocols is necessary, there needs to
be clear transfer of that function from FECC (or other dispatch center). There may be
instances, however, when the ECC directly manages an incident or multiple incidents. In
this case the organizational elements may stay the same but the ECC assumes a greater
operational role.
ECC organization
An example of the FNSB ECC organization is shown as follows:
Fairbanks North Star Borough Comprehensive Emergency Management Plan
Annex D: Emergency Coordination Center
Assignments
Assignment of personnel to ECC roles will vary based on the incident type and available whether
or not an IMT is assigned.
The following table describes how ECC positions might be staffed for most types of incidents:
ECC Position Responsibilities Assignment
Mayor or
Designee
Policy/MAC
Group
Policy direction
Member of MAC group
May not be at ECC except to receive
briefing, update, or other short-term visit.
Provide strategic direction to the overall
response and recovery effort.
FNSB Mayor
May delegate to Emergency
Operations Director
Liaisons from stakeholder
agencies empowered to commit
agency to a course of action
ECC
Manager
Direct and manage ECC
Establish objectives for ECC
May serve as Incident Commander on
some incidents
FNSB Emergency Manager
Public
Information
Officer
Disseminate public information &
warning messages
Develop Media releases
Conduct public briefings
Works from JIC if established; visit ECC
for operational briefings
Mayor’s Office
Liaison
Officer
Assist in establishing and coordinating
interagency contacts
Keep supporting agencies aware of
incident status
Conduct stakeholder meetings as
appropriate
Emergency Operations
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ECC Position Responsibilities Assignment
Planning
Section
Prepare daily Action Plan
Acquire and disseminate incident
situational information and intelligence
Track resources
Conduct planning meetings and briefings
Provide long-range planning
Maintain documentation
Incident-specific. May be filled
by staff from any FNSB
department
Technical
Specialists
Provide specialized knowledge and
expertise to ECC staff
Incident-specific. Generally
filled by outside agencies such as
ADEC, ADOF, ADOT or the
NWS
Logistics
Section
Provide for the logistical needs of ECC
staff.
May provide a single ordering point for
field elements
Coordinate the acquisition of resources,
transportation and housing
May coordinate communications
Incident-specific. May include
these or other departments:
Emergency Operations, General
Services, State agencies, Public
Works, Transportation, other
liaisons
Operations
Section
Operational support function
Coordinate tactical operations and
resources
Incident-specific. May include
these or other departments:
Emergency Operations, General
Services, State agencies, Public
Works, Transportation, other
liaisons
Finance/Adm
inistration
Section
Tracks costs
Procures goods and services in support of
the ECC and field elements
Maintains financial records
Incident-specific. Generally
filled by Finance
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Additional positions consistent with a standard NIMS ICS organization may be added if
warranted by the incident being supported or if the incident complexity changes. Conversely, all
positions need not be filled depending on incident complexity.
Preparedness Levels
The ECC uses preparedness levels to determine the complexity and size of the organization that
will staff the ECC during an incident. These levels are similar to those in place at the State
Emergency Operations Center (SEOC). Preparedness levels are based on incident severity with
Preparedness Level 1 being the least severe (routine operations) and Preparedness Level 4 means
that a significant incident has occurred.
Preparedness
Level Description ECC Staffing
Level 1
Level 1 indicates routine operations.
No ECC activation
Level 2
Indicates a heightened sense of
awareness. Occurring or forecasted
events include a potential or present
threat.
ECC activation is determined by
incident complexity and needs.
Level 3 Indicates an actual event occurred or
may be imminent.
ECC activation is determined by
incident complexity and needs.
Level 4
Indicates a complex incident or event
posing a significant risk to life and/or
property.
ECC is activated and most or all
positions are likely to be filled.
Procedure
Disaster information will be obtained through all means available including, but not limited to,
damage and situation reports from field units, the FECC, residents, other jurisdictions, FNSB
agencies, the media and the Joint Information Center (JIC).
Information will be analyzed, evaluated, and made available to appropriate ECC staff for the
purposes of developing the incident action plan (IAP), allocating of resources, briefing elected
officials, and providing overall situational awareness to the state and federal governments.
Methods of dissemination will be through displays, situation reports, Internet postings, email,
operational briefings, the JIC, and public information outlets (media partners).
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All documents generated by the ECC will be reviewed and approved by the ECC Manger or
delegate prior to release.
All public information documents will be reviewed and approved by the Lead PIO or their
delegate prior to publication.
All incident documents must be retained for a minimum of seven years after the activation.
Operational briefings will be held at established intervals as determined by the ECC Manager.
VI. Responsibilities
Primary Agency
Emergency Operations will coordinate activities in connection with emergency
management and disaster operations and will manage and control the ECC.
Support Agencies
Assessing will coordinate the compilation of damage assessments of private properties.
Computer Services will assign a GIS mapping and/or Information Technology Technical
Specialist(s) to the ECC to assist with map production and other IT needs.
Public Works will coordinate the compilation of damage assessments of FNSB and other
public properties.
Financial Services will staff the ECC Finance Section, Cost Unit and Claims Unit (if
filled).
General Services will staff the Procurement Unit (if filled) at the ECC.
Mayor’s Office will coordinate public information and facilitate the activities of the
Policy Group.
Transportation will coordinate the Logistics Section(s) (if filled).
Human Resources will work with the ECC Manager to support staffing needs at the
ECC.
Cooperating Agencies
Local, State and Federal Agencies may assign liaisons and other staffing to the FNSB
ECC depending upon the nature and scope of the incident.
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Annex E: Emergency Public Information
ANNEX E: EMERGENCY PUBLIC INFORMATION
I. Responsible Agencies
Primary
Emergency Operations
Mayor’s Office
Support
Cooperating
National Weather Service
City of Fairbanks
City of North Pole
II. Introduction
Purpose
The purpose of this Annex is to describe the framework for dissemination of emergency
public information to residents of the FNSB in preparing for, responding to, and
recovering from emergencies and disasters.
Scope
This Annex discusses the process of formulating public messages and communicating
emergency public information during all phases of an emergency. Annex B addresses
alert and warning of FNSB residents.
III. Policies
The FNSB will release timely and accurate emergency information to the public
concerning emergency preparedness, response and recovery.
The FNSB will assign a Public Information Officer (PIO) to coordinate public
information and messaging.
The FNSB will establish a Joint Information Center (JIC) whenever management of an
incident involves multiple agencies.
IV. Situation
Emergency/Disaster Conditions and Hazards
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FNSB will periodically experience emergency situations, which require the ongoing
dissemination of emergency public information.
During multijurisdictional, multi-agency and region-wide disasters, the coordinated flow
of public information and facts concerning the event and respective responses are needed
to protect the safety and well-being of the public. Before its release, participating
agencies’ disaster information will be coordinated to the maximum extent possible to
ensure consistency and accuracy.
Planning Assumptions
• In the response phase, coordinated, accurate, consistent, timely, and easily understood
public information can directly affect the safety of affected populations, and can
contribute to the overall safety and well-being of the community. Individual and
regional public information functions and actions before, during and following any
emergency will be determined not only by the severity of the emergency and the
involved agencies and organizations, but also by the perceptions of the public.
• During recovery, emergency public information can be critical for helping people put
their lives back in order.
• The public information function for many organizations is performed by a limited
number of individuals within the organization, or may be a part-time duty for persons
with other responsibilities. Personnel resources available to respond to larger events
that attract significant attention or last longer than 8-12 hours will be severely limited.
• Rumors or misinformation can cause unnecessary distress among the public, provoke
counter-productive public actions, and impede response and recovery efforts. Public
information personnel must focus on addressing these rumors by providing accurate
and timely information, which is coordinated with other affected response agencies.
• Social media may provide an avenue to rapidly disseminate information to the public
and its use will be considered during all emergency incidents.
V. Concept of Operations
Public Information Officer
The FNSB will designate a Public Information Officer (PIO) to serve as the lead for the
coordination of emergency public information and media relations during an emergency.
The PIO, or designee, will report to the ECC for the purpose of preparing and
disseminating public information. The primary means to communicate with the public
will be via direct contact with the media.
Public information shall be coordinated with the IMT to ensure accuracy.
During incidents when the ECC has not yet been activated, the public information
function of individual organizations will be phased in accordance with the size and scope
of the emergency situation. As the incident grows or there are multiple incident sites, the
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public information function will be coordinated through the Emergency Coordination
Center (ECC), local Emergency Operations Centers (EOCs) or both.
The Mayor’s Office will coordinate providing incident-related information to elected
officials.
Joint Information Center
A Joint Information Center (JIC) will be established to provide a single location for the
release of incident related information by organizations impacted by a disaster or
participating in the management of the disaster. The JIC will be in direct contact with the
ECC. Responding organizations will work collaboratively to coordinate their respective
agencies’ actions with other responding organizations. The JIC provides a location for
organizations participating in the management of an incident to work together to ensure
that timely, accurate, easy-to-understand, and consistent information is disseminated to
the public.
JICs may be established at the following locations
Primary: FNSB Administrative Center, Salcha Conference Room
Alternate: Emergency Operations Offices, Conference Room
VI. Responsibilities
Primary Agencies
Emergency Operations will develop emergency public information for FNSB residents.
The Mayor’s Office will coordinate contacts with the media and releasing information to
the public.
Cooperating Agencies
The Cities of Fairbanks and North Pole will coordinate content and timing of the
release of public information with the FNSB Mayor’s Office.
The National Weather Service Forecast Office provides information and analysis to
Emergency Operations in support of public information regarding weather-related
hazards.
Local, State and Federal Agencies may elect to participate in a Joint Information Center
if one is established.
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Annex F: Logistics and Resource Support
ANNEX F: LOGISTICS AND RESOURCE SUPPORT
I. Responsible Agencies
Primary
Emergency Operations
General Services
Transportation
Support
Public Works
School District
Finance
City of Fairbanks
City of North Pole
Cooperating
AKVOAD
II. Introduction
Purpose
The purpose of this Annex is to provide guidance for the emergency acquisition, staging,
distribution, conservation, and use of essential resources.
Scope
The functions covered in this Annex are:
• The acquisition of essential resources
• Coordination of resource transportation
• Bulk food and water supplies
• Coordination of volunteer and religious organizations active in disasters
III. Policies
Resource Priorities
It is the policy of the FNSB to use available resources in coordination and response to
disasters. Resource allocations will be prioritized to:
• Protect health and safety
• Support disaster/incident stabilization
• Protect property/environment
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Resource Supplies
It is the policy of the FNSB to use equipment, supplies, and personnel from FNSB
departments, regular supply chains, and local sources first.
Mutual aid and other available local intergovernmental assistance will be used. Resource
needs not available locally will be requested through the State Emergency Operations
Center.
Resource procurement, tracking, and documentation will be performed in a manner that
maximizes the FNSB’s eligibility for disaster assistance. The General Services and
Financial Services departments will operate under existing authorities and regulations.
IV. Situation
Emergency/Disaster Conditions and Hazards
A major emergency or disaster will seriously disrupt the normal sources of food, water
and essential goods and services.
Disasters can have an immediate impact on local resources depending on the type and
size of the disaster, and the size and capability of the affected organization. Specialized
equipment and resources will also be required to save lives, and protect and restore
property during response operations. Expeditious identification, procurement, and
allocation of resources are vital to ensure effective emergency response operations. A
significant emergency or disaster may severely damage and limit access to the resource
infrastructure.
Planning Assumptions
• During a significant incident, the FNSB’s support of response to an emergency or
disaster event will be severely impacted.
• The scope of emergencies for which this plan will be activated may overwhelm local
mutual aid resources.
• Specific resources may be exhausted due to impacts of disasters. Extraordinary
measures may have to be taken in order to resupply departments.
• Not all resource support needs can be met in every occasion.
• The normal forms of communication and utilities may be severely interrupted during
the early phases of an emergency or disaster.
• Weather conditions, damage to transportation routes, damage to distribution facilities,
and other factors may affect the availability and distribution of essential supplies and
equipment.
• Following an emergency or disaster, there may be a need to provide resources, goods,
and services to affected areas.
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• Essential resources such as water, food, first aid, shelter and sanitation supplies, fuels,
and hand tools will be needed. FNSB does not have sufficient supplies and equipment
on hand for long-term use.
• There may be delays in providing critical services such as police, fire, EMS, public
works, transportation, and water/sewer and utilities response due to damage to
facilities and equipment and shortages of personnel.
• There may be shortages of critical drugs and medicines at medical facilities due to
limited storage capacities.
• The management and logistics of resource support is highly situational and is
dependent upon the event, resource accessibility, transportation systems availability,
and location of vendors and suppliers.
• The cost of responding to an incident should not inhibit the actions necessary to
address the situation or circumstance.
• Resource inventories will vary, and maintaining current resource lists will be most
effectively managed at the department level first.
• After a major disaster has occurred, outside resources may be sent to the FNSB. The
Planning section within the ECC will track these resources. All responding resources
will be utilized under the NIMS compliant ICS.
V. Concept of Operations
General
When the FNSB ECC is activated for emergencies or disasters, it will be the focal point
for resource ordering and tracking within the FNSB.
Department representatives in the ECC will serve as specialists and advisors for their
respective departments. They will assist with the coordination, management, distribution,
and conservation of supplies and resources necessary to FNSB government’s response
and recovery operations.
All departments should maintain vendor and supply lists of the most critical supplies,
equipment, and services to operate under disaster conditions.
When resource requests exceed the capability of FNSB government to fill them, the ECC
Manager and general staff will coordinate requisitions and requests for supplemental
supplies, equipment, and personnel through mutual aid agreements, private contractors
and local vendors. The determination of whether to use public or private sector resource
providers is based on critical need, availability, and delivery times of the particular
resource. When all local resources (public and private) are depleted, the FNSB ECC
Director or designee will request support from the SEOC.
Resource requests from the cities of Fairbanks and North Pole should be routed through
the FNSB ECC.
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Organization
The Logistics Section at the ECC will coordinate the acquisition and distribution of
essential resources. Procurement of goods and services will be conducted by the Finance
Section (Procurement Unit, if activated) in the ECC.
Procedures
Each jurisdiction shall be responsible for its own disaster related expenses.
Donated goods will not be accepted by the ECC due to the high overhead costs and staff
time required for processing.
Resources ordered through the ECC shall be approved by the ECC Manager and routed
through the Logistics Section. Resource requests that require local purchase will be
forwarded to the Finance Section for procurement.
Normal procurement procedures will be used whenever possible. The Mayor may
authorize emergency procurement processes during a disaster emergency. Any
emergency procurement shall be completed in accordance with FNSB code.
VI. Responsibilities
Primary
Emergency Operations will oversee the resource ordering and tracking system for the
FNSB and will be responsible for submitting requests for outside assistance to the SEOC.
General Services will have primary responsibility for staffing the Procurement Unit
within the Finance Section of the ECC and to procure goods and services in support of
ECC operations.
Transportation will have primary responsibility for coordinating ground transportation
resources to support an incident.
Support
Public Works will provide assistance in activating Road Service Area contractors to
assist with the response efforts.
FNSB School District could/may provide food resources to support the incident in the
case of a scarcity of food or need to feed large numbers of responders or shelter
residents.
Financial Services has primary responsibility for staffing other positions within the
Finance Section of the ECC to track incident expenditures and maintain financial records
in accordance with FNSB, state and federal guidelines.
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All departments are expected to:
• Cross-train to ensure that personnel are available to perform essential duties during an
emergency.
• Develop procedures that increase capabilities to respond to and recover from
emergencies and disasters. The procedures will include the identification and
notification of critical staff, allocating equipment and supplies, preparedness training
of employees, and procurement and storage of emergency supplies, and inventory of
resources by department.
• Develop a list of vendors with whom blanket purchase orders are in place and furnish
this list to the Resource Coordination Section in the ECC.
• Prepare and maintain lists of available essential supplies and equipment to comply
with the National Incident Management System (NIMS) resource typing
requirements. For resources (equipment, staff, and supplies) not on the NIMS
resource typing lists, departments will maintain lists with the additional resources.
• Determine additional supplies and equipment required for conducting essential
operations, i.e., food, fuel, batteries, tires, etc.
• Establish emergency procedures for the distribution, conservation, and use of
essential supplies.
• Provide resources (supplies, equipment, services and vendor information) from
department stocks, as requested by the ECC.
• Maintain purchasing and financial records of any expenditure used for response or
recovery from the disaster event.
Service Areas will provide General Services with annually updated lists of maintenance
contracts.
Cooperating
AKVOAD will provide a link to donated goods and volunteer services from trained
volunteers throughout the nation.
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Annex G: Finance and Administration
ANNEX G: F INANCE AND ADMINISTR ATION
I. Responsible Agencies
Primary
Mayor’s Office
Financial Services
General Services
Human Resources
Support
Emergency Operations
II. Introduction
Purpose
The purpose of this Annex is to define how the fiscal and administrative functions will be
carried out in support of emergency or disaster response and recovery.
Scope
The functions covered in this Annex are:
• Emergency fiscal management
• Assignment of administrative personnel during emergencies
• Financial record-keeping
III. Policies
It is FNSB policy that funding always be made available for disaster response.
The Chief Procurement Officer may suspend normal procurement requirements when
there exists a threat to public health, welfare or safety provided emergency procurements
are conducted in accordance with FNSBC.
During emergency operations, nonessential administrative activities will be suspended,
and personnel not assigned to essential duties will be assigned to other departments or to
the ECC to provide emergency support.
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IV. Situation
Emergency/Disaster Conditions and Hazards
Disaster conditions will occur which require the full commitment of FNSB government
resources and extraordinary measures will be necessary to meet the fiscal demands of
dealing with the emergency.
Planning Assumptions
• Emergency expenditures are not normally integrated into the budgeting process.
• Qualification for federal disaster assistance depends upon accurate records that
clearly separate disaster operational expenditures from day-to-day expenditures.
• State or federal assistance may take the form of financial help, equipment, supplies,
personnel, or other capabilities.
• All agreements and understandings for the application of support will be entered into
by duly authorized officials and will be formalized in writing whenever possible.
V. Concept of Operations
The FNSB Financial Services Department is the lead for coordinating the documentation
and collection of emergency expenditure information. After a declaration of emergency,
Financial Services will coordinate the application for disaster relief funds.
Finance Section in ECC
Within the Finance Section of the FNSB ECC the following Units may be established:
• Cost Unit to track all FNSB costs associated with the incident or disaster
• Claims units to process claims
• Procurement Unit to procure incident related goods and services
The figure below summarizes the primary responsibilities within the Finance Section.
Multiple staff members may be assigned to each unit if needed.
Position Assignments
The Finance Section Chief position as well as the Cost Unit will typically be staffed by
personnel from the Department of Finance. Personnel from General Services will
normally staff the Procurement Unit. Personnel from Human Resources, Division of Risk
Management will staff the Claims Unit.
Record-keeping
Records of all incident-related expenditures will be kept in such a manner to separate
disaster expenditures from general ongoing expenditures, and accurately document
expenditures for potential audit and/or state and federal disaster assistance programs.
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VII. Responsibilities
Primary
FNSB Mayor will issue disaster declarations necessary to trigger emergency expenditure
authorities and suspend regular procurement. Disaster declarations are subject to the
limitations discussed in the Basic Plan.
Financial Services will assign personnel to the ECC to provide emergency accounting
and record-keeping, track incident/disaster costs, process claims and ensure compliance
with emergency procurement ordinances. Financial Services will coordinate closely with
General Services and the Mayor’s Office to manage incident purchasing, accounting, and
finance.
General Services will assign personnel to the Procurement Unit in the ECC to manage
emergency procurement and acquire local goods and services from the private sector.
Human Resources – Risk Management will assign personnel to handle claims.
Support
Emergency Operations will provide overall management and direction to the Finance
Section within the ECC.
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Annex H: Damage Assessment
ANNEX H: DAM AGE ASSESSMENT
I. Responsible Agencies
Primary
Office of the Assessor
Emergency Operations
Support
Public Works
Community Planning (Flood Plain Administrator)
Cooperating Agencies
DOT
ACOE
Private Sector
City of Fairbanks
City of North Pole
II. Introduction
Purpose
The purpose of this Annex is to establish policies for the FNSB to conduct timely
assessment of damages resulting from all types of emergencies.
Scope
Disasters cause injury or death to individuals and damage to property, the environment,
businesses, nonprofit entities, and to government-owned assets. Damage information is
collected for a number of reasons including to:
• Drive the response decision.
• Determine eligibility to federal disaster aid.
• Verify the damage at individual sites.
• Gather information needed to build a long term recovery strategy.
III. Policies
Damage assessment will be conducted in three phases: Initial Damage Assessment,
Preliminary Damage Assessment (PDA), and Project Worksheet Development. The
initial assessment will provide supporting information for the disaster declaration, and is
the responsibility of the FNSB. The PDA and the damage survey reporting process are in-
depth analysis of long term effects and costs of the emergency, and are done in concert
with DHS&EM and FEMA. To facilitate PDA, Emergency Operations will distribute
PDA forms to FNSB departments and agencies. The FNSB will provide residents and
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businesses with a “hotline telephone number” and online forms to report damage. The
FNSB will compile PDAs and submit the FNSB-wide public and private disaster damage
compilation to the SEOC.
The FNSB Floodplain Administrator will coordinate post-flood damage assessment.
Public Works will direct the completion of detailed project worksheets in order to
facilitate the repair of FNSB facilities.
Emergency Operations will assist the Alaska DHS&EM and FEMA with the location and
establishment of Disaster Assistance Centers (DACs).
IV. Situation
Emergency/Disaster Conditions and Hazards
Any disaster or emergency that causes damage to private and/or public property may
warrant the initiation of damage assessment.
Planning Assumptions
• The FNSB will compile initial damage assessment information for facilities and
properties within the FNSB. The cities of Fairbanks and North Pole will provide
damage assessment information to the FNSB.
• Damage assessment information for businesses and residents will initially be reported
to the FNSB ECC through available channels (Internet, phone, fax, e-mail, hard
copy).
V. Concept of Operations
General
Damage assessment will be conducted in three phases: Initial Damage Assessment,
Preliminary Damage Assessment, and Damage Survey Report Development.
Initial Damage Assessment
The initial assessment provides situational information for response decision-making,
and is the responsibility of the FNSB. Initial damage assessment will be promptly
carried out in order to provide the ECC with information on life safety threats, major
problems, the status of lifelines, essential facilities, imminent hazards, access routes, and
to determine the extent of damage FNSB facilities have sustained. Efficient
accomplishment of an initial damage assessment will require assistance from all
departments and available volunteer resources.
The initial damage assessment should begin as soon as possible after the impact of the
emergency, and should be conducted using the following priorities:
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• Priority 1 – Public safety and restoration of vital services. Each facility should be
analyzed for structural integrity and safety, functional capability, and estimated
cost to repair or replace.
٠ ECC, Dispatch-Communications centers, fire stations
٠ Hospitals, schools, and mass care shelters
٠ Power, telephone, and radio communications systems
٠ Bridges and overpasses
• Priority 2 – Private establishments with important community functions.
• Priority 3 – Assessment of damage to support emergency or major disaster
declaration. An estimated number of private dwellings and businesses affected by
the incident will be needed to support the request for a state or federal declaration.
٠ Private homes, multi-family dwellings
٠ Businesses
During initial damage assessment, assessment teams should prepare maps detailing
areas of damage and specifying whether the damage is to public or private infrastructure.
Detailed records of labor, equipment and supply should be kept from the outset of the
incident or disaster.
Acquire information of interest to other functions, such as reports of deaths and
injuries, evacuated families, and widespread utility outages. Any such information
should be passed to the appropriate ICS functions.
Information gathered during the initial damage assessment should include:
• Number of persons dead, injured, or hospitalized
• Number of persons evacuated and number sheltered
• Number of businesses (including apartment buildings) destroyed or damaged.
• Number of residences (including mobile homes and apartment residences)
destroyed or damaged
• Agricultural losses including loss of or damage to all buildings, equipment,
cropland and livestock of operating farms
Preliminary Damage Assessment (PDA)
The initial damage assessment should provide the basis for subsequent assessment
activities. The PDA builds upon that information to provide supporting documentation
for state and federal disaster assistance. Assessment activities should be integrated
into any Incident Action Planning. PDA development may be directed and supervised
by the Planning Section or may be assigned as a functional element under Operations. In
either case cost information should be provided by the Finance Section.
The PDAs are tools used, in part, to determine the FNSB’s eligibility for disaster
assistance. Damage assessment teams will be selected by FEMA and DHS&EM. The
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FNSB will arrange appointments to these teams (typically from Public Works
departments) to facilitate the process. Although the FNSB is not responsible for
completing State/FEMA PDA forms, personnel assigned to teams should be familiar with
the information gathered on them.
PDAs will include the following information:
• A description of the disaster
• Where the disaster struck
• Approximate number of families affected
• Demographics of the affected area
• Whether the disaster is still occurring, as well as other current conditions
• Any conditions that could affect the ability to carry out relief operations
If it appears that the FNSB may meet the threshold for federal disaster assistance, the
FNSB Emergency Operations Department will initiate a PDA.
FNSB personnel will accompany state and federal inspectors through damaged areas.
Based largely on these assessments, the FNSB mayor may ask the Governor for State
disaster assistance.
Damage Survey Reports Development
The FEMA Damage Survey Reports (DSR) process is the primary responsibility of
the state and federal representatives on the Damage Assessment Teams, and is the
third phase of the damage assessment process. During this phase, detailed evaluations
of the fiscal and social impacts of each project are developed and documented. The
primary purpose of the DSR is to document the scope of work for the repair of
eligible public assistance projects and establish an estimated cost for them.
The ECC and/or IMT (if assigned) may arrange for office space, document
reproduction services, and other services for state and federal damage assessment
teams. If federal mobile homes are to be provided for use as emergency shelter, the
FNSB may assist in choosing sites and site preparation, consistent with local
comprehensive land use plans.
VI. Responsibilities
Primary Agencies
Emergency Operations will coordinate the public sector damage assessment
information collection, evaluation, and dissemination of damage assessment information
from FNSB departments and cities within the FNSB.
Office of the Assessor will be responsible for collecting and compiling detailed
information about damage to private property. This information will be used in
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determining whether the FNSB is eligible for further state and/or federal disaster
assistance.
Support Agencies
All Departments will inventory and tally key personnel necessary to complete the
essential functions of the organization and will survey buildings and worksites to
determine capability of returning to essential functioning.
Public Works will evaluate FNSB owned facilities for initial damage, health and safety
risks and may assign a representative to public facility Damage Assessment Teams.
Community Planning (Floodplain Administrator) will participate in all post-flood
damage assessments and surveys.
Private sector utilities and businesses will provide the ECC with accurate and detailed
damage assessment information.
The cities of Fairbanks and North Pole will conduct damage assessments within their
jurisdictional boundaries and forward their totals to the ECC.
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Annex I: Disaster Recovery
ANNEX I: D ISASTER RECOVERY
I. Responsible Agencies
Primary
Emergency Operations
Mayor’s Office
Support
Public Works
Road Service Areas
Transportation
Assessor
Community Planning
Legal
Finance
General Services
Human Resources
Computer Services
Cooperating
AST
DHHS
ARC
Salvation Army
AKVOAD
Utility Companies
II. Introduction
Purpose
This Annex identifies the roles and responsibilities of governmental and non-
governmental entities in the recovery of the FNSB and its residents from a disaster. This
will aid the FNSB, businesses, and residents in returning to pre-disaster conditions.
Additionally, any mitigation plans and initiatives to improve resiliency will begin during
the recovery process.
Scope
The FNSB government is responsible for providing assistance to FNSB residents and
assists in the return of FNSB infrastructure and operations to pre-disaster conditions.
III. Policies
The recovery effort for the FNSB government will be coordinated from the FNSB
Emergency Coordination Center (ECC) with input from both the FNSB Mayor, the
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Recovery Task Force, and in the case of a major regional incident, a MAC group. As per
FNSB Code, the Emergency Operations Director will be the Applicant Agent for the
FNSB to apply for, and coordinate, receipt of state and federal recovery funds.
IV. Situation
Emergency/Disaster Conditions and Hazards
The FNSB will periodically experience emergency situations, which will require the
FNSB to restore essential and emergency services and seek financial assistance to fund
this recovery.
The effects of any disaster affecting the FNSB will depend on the type, severity, and
duration of the event. Some common effects of disaster will include:
• Damage to buildings, commercial structures and community facilities
• Damage to infrastructure such as roads, bridges, utilities and airports
• Disruption of the food and energy supply chain
• Environmental contamination
• Psychological stress to the population
• Loss of businesses and jobs
Disasters will challenge virtually every FNSB resident, either directly or indirectly, both
individually and collectively. Specific social and financial conditions will influence
community, family, and individual recovery. Impacts ripple throughout the community,
affecting businesses, jobs, school children, development proposals, and the elderly.
Severe events will affect the FNSB government’s sources of income, including property
taxes, and the entire community’s ability to sustain economic viability.
A well-managed recovery effort will mitigate both short- and long-term impacts and can
allow impacted communities to introduce long-term improvements that might not
otherwise have been possible.
Planning Assumptions
• All FNSB agencies and functions will be adversely affected by an emergency, and
that certain programs or resources will not be available. However, it is impossible to
foresee or predict which programs or elements will remain operational. This Annex
does not guarantee that any FNSB services or resources will be in place following a
disaster.
• The magnitude and severity of the emergency may be such that effective response
and recovery will be beyond the capability of the FNSB and state and federal
assistance may be necessary.
• While jurisdictions/agencies will perform their own damage assessments and manage
their own recovery operations, the FNSB will provide support, if requested.
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• Resumption of essential government services and the return of the private sector to
pre-disaster conditions will occur in parallel. Two different planning efforts may be
required, with the COOP defining the process for the continuation of government
services.
• The private sector is likely to be affected by shortages of food, clothing,
shelter/housing, normal employment, access to public transportation and roadways,
repairs to their homes, and loss of possessions.
V. Concept of Operation
General
Disaster recovery is a long, slow process that involves local, State, and Federal
participation and cooperation. Since most disasters occur across jurisdictional
boundaries, multiple jurisdictions may be involved. The State and Federal governments
have programs and resources to support disaster recovery. The FNSB’s overall
responsibility is to collect as much information as possible about local damages, reach
out to local residents to identify recovery needs, and to explain the disaster recovery
process.
In its initial phases, recovery for large disasters in the FNSB is coordinated by the staff of
the FNSB ECC. When conditions warrant, the FNSB Mayor will declare an emergency.
As short-term recovery transitions to long-term recovery, the ECC may transition to a
Recovery Coordination Center (RCC) or operate concurrently with the RCC as
operations and circumstances dictate.
The structure of field recovery operations will vary depending on the size, scope and
complexity of the disaster. In the case of State and/or Federal Disaster Declarations, the
recovery organization will include many participants from DHS&EM, FEMA and a
number of other state and federal agencies. Without State and Federal Disaster
Declarations, the organization will be directed by FNSB Emergency Operations. In either
case the ECC (and /or RCC) will be staffed and IMTs may be activated to conduct field
recovery operations.
If one or more IMTs have been activated during the response phase of the disaster, they
may transition to provide the management structure for recovery operations. Recovery
tasks may be incorporated into the ICS structure in a number of ways but would most
likely be incorporated as a Branch in the Operations Section. It is also possible that the
IMT would be tasked solely with recovery, in which case the recovery objectives would
be identified by the IC or UC and the entire IMT organization would focus on meeting
those objectives.
Recovery Task Force
A Recovery Task Force will be appointed by the mayor to oversee the recovery and
reconstruction process and advise the Mayor and the FNSB Assembly on disaster
recovery policy issues. They will:
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• Participate in the preparation of a redevelopment plan.
• Recommend policies for redeveloping areas that have sustained repeated disaster
damage.
• Develop policies that promote mitigation from future damage, and develop priorities for
relocating and acquiring damaged property.
• Initiate recommendations for enactment, repeal, or extension of emergency ordinances,
moratoriums, and resolutions.
• Recommend and implement an economic recovery program focusing on local community
needs.
• Recommend zoning changes in damaged areas.
• Recommend land areas and land-use types that will receive priority in the recovery and
reconstruction process.
• Recommend procedural changes for non-vital regulations and development standards to
reduce reconstruction time.
• Initiate recommendations for relocation and acquisition of property in damage areas.
• Set a calendar of milestones for recovery tasks.
• Recommend blanket reductions in non-vital zoning regulations and development
standards (e.g. buffering, open space, side setbacks, etc.) to minimize the need for
individual variances or compliance determinations prior to reconstruction.
• Initiate a property owner notification program, basically to inform non-resident property
owners of damages incurred to their property and post-disaster conditions and
requirements imposed by the FNSB.
• Participate in Federal and State hazard mitigation planning.
Membership in the Recovery Task Force will vary depending on the scope and nature of
the disaster, but in general will consist of representatives from:
• The cities of Fairbanks and North Pole
• FNSB departments
• FNSB School District
• Military bases
• Recovery non–profits such as ARC and Salvation Army
• Utility companies
The Recovery Task Force may appoint individuals or committees for the coordination of
specific recovery sub-tasks such as economic recovery or hazard mitigation. Specific
duties for these committees and individuals will be developed as the appointments are
made.
The Recovery Task Force may also help to identify and staff facilities outside of the
facilities that would likely be established under a state or federal disaster declaration
(such as a Disaster Assistance Center, State Recovery Office or Joint Field Office). These
might include:
• Offices for the Recovery Task Force
• Public assistance locations
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• Public meeting facilities
• Facilities for receiving and distributing bulk purchased or donated goods
• Public Information Centers
State and Federal Recovery Assistance
As described in Annex H, Damage Assessment, the FNSB will conduct initial damage
assessment to address life and safety concerns. This will be followed by a more formal
Preliminary Damage Assessment process that will supply information necessary for the
determination of State and Federal Disaster Declarations.
The FNSB will send preliminary damage assessment forms to all public sector entities
then set up a process for residents and businesses to report damages not covered by
insurance. Preliminary damage assessment information is consolidated, along with
supplemental impact documentation, and forwarded to the DHS&EM in order to:
• Determine the extent of damage and support a State Disaster Declaration by the
Governor; and
• Support a request by the Governor through FEMA Region X to the President of the
United States for a Presidential Disaster Declaration.
Under certain conditions, the FNSB may receive assistance from the U.S. Small Business
Administration or the Department of Agriculture without Presidential Disaster
Declarations
Signed State or Presidential Disaster Declarations are limited to specific geographical
areas (such as the FNSB) and may include disaster assistance in two separate categories:
• Individual Assistance – For private individuals, associations, clubs and businesses
(including banks and financial institutions, retail, wholesale, transportation, leisure,
import/export, services, insurance, construction, power and some utilities).
• Public Assistance – For the FNSB, cities, school districts, fire service areas, utility
service areas, library and drainage service areas, and private nonprofit government-
like agencies (e.g. American Red Cross). An Applicant Agent is selected for each
public entity to apply for and coordinate receipt of state and federal recovery funds.
VI. Responsibilities
Primary Agencies
Emergency Operations will:
• Acquire preliminary damage assessment data.
• Develop disaster proclamations and submit to the Mayor.
• Operate/maintain the ECC and transition from response to a RCC (or work
concurrently with RCC).
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• Activate an IMT for recovery if warranted.
• Request assistance from the state through the SEOC.
• Apply for disaster financial assistance.
• Arrange Applicant Agent briefings.
• Coordinate and advise FNSB government of recovery requirements and procedures.
• Document expenses, collect FNSB damage assessment figures, serve as liaison for
the FNSB with DHS&EM and FEMA.
• Coordinate private non-profit recovery efforts.
• Maintain central database of FNSB damages/expenses.
• Coordinate Public Information functions.
Mayor’s Office will:
• Declare an Emergency and request assistance from the Governor of Alaska.
• Authorize emergency spending when necessary.
• Appoint a Recovery Task Force.
• Participate in a MAC group, if assembled.
Support Agencies
All FNSB Departments will:
• Restore essential operations as soon as possible.
• Develop recovery plans and procedures for their department.
• Participate in the development and implementation of regional recovery efforts.
• Train personnel in its implementation.
• Test procedures/provisions.
• Begin record keeping of disaster expenses directly incurred.
• Assess damages.
• Assess capabilities and needs to conduct normal business.
• Conduct debris clearance.
• Establish communication with the FNSB Emergency Coordination Center (ECC).
• Re-establish interrupted utility service.
• Re-establish normal services.
• Conduct short term repairs needed to support normal operations.
• Begin recovery of vital and important records needed to conduct normal business.
• Begin reconstruction and long term repairs with available funds.
• If needed, provide additional staffing for recovery efforts to the FNSB.
Public Works will:
• Develop a debris management plan for FNSB residents and businesses.
• Establish procedures to waive tipping fees at the landfill.
• Clear debris from FNSB-owned and operated facilities.
• Coordinate with contractors and utility companies.
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• Provide river bank stabilizations, retention repair, and restoration of levees and storm
water facilities.
• Provide limited shelter, sanitation, and staging areas for incoming resources.
• In coordination with General Services, ensure security is in place for buildings
housing essential information and supplies.
Road Service Areas
Will provide emergency construction, repair of FNSB roads and bridges, erect signs and
barricades, and coordinate inspections or damaged roads within the service area.
Transportation will:
• Coordinate and provide emergency transportation services to the extent possible.
• Restore public transportation services to the extent possible.
• Provide heavy equipment and vehicles necessary to perform essential functions.
Assessor will:
• Determine available departmental staffing levels and status of mobile computer
equipment.
• Manage FNSB tax records to provide revenue for recovery.
• Assess information on damage assessment. Coordinate with the Board of
Equalization to clarify and adjust assessments on property.
• Assist the public in processing destroyed property claims that could affect property
values; and determine changes in property values in damaged areas.
• Assist the ECC in damage assessment analysis and reports.
Community Planning will:
• Recommend land use zoning changes and variances from existing zoning
requirements.
• Provide controls for new development.
• Revise building regulations and codes as appropriate.
• Review redevelopment plans.
• Provide code enforcement and safety inspections.
Legal will:
• Advise Mayor on emergency authorities, actions, and associated liabilities.
• Prepare legal opinions.
• Prepare new ordinances and resolutions.
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Financial Services will:
• Assist departments with accounting for their costs incurred related to response and
recovery from emergencies and disasters.
• Ensure all vital records are maintained and current on USB drives.
General Services will:
• Procure goods and services.
• Ensure all vital records are maintained and current on USB drives.
• Provide purchase cards and establish emergency spending purchase orders.
• In coordination with Public Works, ensure security is in place for buildings housing
essential information and supplies.
Human Resources will:
• Ensure all vital records are maintained and current on USB drives.
• Establish a public information call-in line to communicate vital information to FNSB
employees.
• Process claims.
• Reestablish payroll for FNSB employees.
Computer Services will:
• Provide sufficient trained personnel to maintain and repair the phone system and
computer network infrastructure.
• Coordinate with General Services to ensure FNSB cell phones are operable and
programmed.
• Ensure there is network access and printing capabilities at the ECC and COOP site.
Cooperating Agencies
AST:
Coordinate with other law enforcement agencies and the American Red Cross to locate
missing persons.
DHHS:
• Provide organization, supervision and coordination of emergency health,
environmental health and medical examiner services throughout FNSB.
• Support coordination of disaster behavioral health providers.
• Establish health and medical priorities and controls for emergency services including
distribution of auxiliary health and medical supplies, distribution of equipment, and
assignment of health and medical personnel.
• Conduct public information and education programs on emergency health treatment,
prevention, and control programs.
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• Coordinate FNSB-wide surveillance of potential problems related to public water
supplies, sewage disposal system failures, solid waste accumulation and disposal,
food storage, preparation and serving areas (i.e. shelters, food kitchens, etc.), disease
carrying animals and insects, and natural gas leaks.
• Coordinate the provision of basic and advanced life support services with other
emergency medical services providers (e.g. fire services, paramedic units, and private
ambulances) as required.
• Coordinate morgue services, body identification, and disposal of unclaimed bodies
and establishing procedures for handling mass deaths and burial, including release of
information through the news media.
ARC
• Provide disaster services, relief assistance and basic needs to individuals with urgent
and verified disaster related needs.
• Provide Emergency mass care which may include individual or temporary shelter,
fixed or mobile feeding operations, and/or the bulk distribution of relief supplies to
disaster victims and workers. Assistance is provided to an affected area without
identifying case-by-case needs.
• Provide locator and family reunification for immediate families displaced by a
disaster.
• Provide disaster clients with clothing, food, rent, security deposits, cleaning supplies
and equipment, and disaster-related medical needs as well as referral to other
available assistance in the community.
Salvation Army
Provide disaster recovery assistance in the form of food vouchers, cleanup kits, some
medical assistance, counseling, and mobile feeding.
AKVOAD
Coordinate the resources of its members to provide mass feeding, disaster child care,
building and repairs, debris removal, burn services, mass and individual sheltering, and
supply transportation. Its members independently meet relief and recovery needs within
this cooperative framework. Efforts are coordinated through the FNSB.
Utility Companies
Once life/safety issues are resolved, utilities will perform damage assessment, effect
short-term repairs and/or re-routing of phone, power, gas and water/sewer services to
critical response agencies, businesses, and residents. Utility needs exceeding local
capability or availability shall be communicated through the FNSB to the SEOC.
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VII. Resources
National Disaster Recovery Framework, 2011
FEMA Public Assistance Grant Program
http://www.fema.gov/government/grant/pa/index.shtm
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
Annex J: Public Health and Medical Services
ANNEX J: PUBLIC HEALTH AND MEDICAL
SERVICES
I. Responsible Agencies
Primary
Emergency Operations
Support
American Red Cross
Local health care providers and clinics
Emergency Medical Services
Fairbanks Memorial Hospital
Cooperating
Alaska Division of Public Health (Public Health)
II. Introduction
Purpose
The purpose of this Annex is to describe the response planning in place in the FNSB to
manage public health and medical services during emergencies and disasters.
Scope
This Annex focuses on those support activities that would be coordinated by the ECC in
support of an incident with a major human health or medical component.
III. Policies
The Alaska Division of Public Health will provide a representative to the ECC. The
request for Public Health support will be directed through the SEOC.
Fairbanks Memorial Hospital has developed an Alternate Site Plan in the event the
hospital is damaged or must be evacuated for other reasons. The FNSB, working with the
cities of Fairbanks and North Pole, will provide support to the hospital while alternate
site operations are underway.
Alaska Public Health has the responsibility for Alternate Care Site Planning, in the event
that additional care sites or dispensing clinics need to be established during a public
health emergency.
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The FNSB will provide logistical, public information and incident management support
to the Alaska Division of Public Health during a public health emergency.
IV. Situation
Emergency/Disaster Conditions and Hazards
Many of the hazards facing the FNSB have the potential to impact public health or
require acute or long-term medical services. It is possible that a disaster that causes
widespread injury or illness could quickly overwhelm the health care and emergency
medical services.
Planning Assumptions
• It is likely that public demand for health information, health and medical services will
increase during disasters.
• Public health emergencies may necessitate mass dispensation of medications or
vaccinations to the public.
• Routine public health services, such as immunizations, special nutritional programs
for children, public health nursing services, or routine dental care may be suspended
during a large-scale disaster.
• Access to medical assessment, transport, and treatment facilities will be limited
during disasters.
• A disaster may generate large numbers of casualties creating shortages of essential
medical equipment and supplies.
• Shortages of medical personnel, supplies and equipment may require the
implementation of alternate standards of care.
• Emergency Medical Technicians may operate under an altered scope of practice if
approved by their physician sponsors.
• Infrastructure supporting healthcare facilities may be interrupted, causing impacts to
available water, power, gas, food, and other services.
• Hospitals and other healthcare facilities will rely on existing emergency service
contracts with medical suppliers, and pharmaceutical vendors to the maximum extent
possible, and will maintain back-up supplies stored on site, (including food, water,
and basic medical supplies) to maintain operations for a minimum of three days.
Time without resupply may be much longer.
• Public health emergencies will require implementation of public health measures to
contain and control communicable diseases or spread of environmental hazards.
• Public health emergencies may impact neighboring communities causing an influx of
residents from outside the FNSB seeking medical care.
• Members of the community who are seniors, children, disabled, homeless, non-
English speakers, low-income or otherwise in need of ongoing support, will be more
vulnerable during and after an emergency. A partnership approach will be needed
between government, private industry, volunteer agencies, and the media to ensure
essential health-related information and services reach vulnerable residents during an
emergency.
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• Health, medical, and mortuary services will be restored during the recovery period as
soon as practical.
V. Concept of Operations
General
While emergencies and disasters vary in size and significance, the FNSB’s geographic
expanse, multijurisdictional environment, and relative isolation from other major
population centers can magnify their impacts. An effective decision-making and resource
management structure and coordination between health and medical service providers
and supporting agencies, is critical to successfully addressing the consequences of
emergencies and disasters.
This Annex will be implemented under one of two general scenarios:
• A public health or medical emergency is the primary incident; or
• Public health or medical services are needed as the result of another type of
incident (e.g. flood, earthquake, fire).
Procedures
The Alaska Division of Public Health will serve as the lead agency during disasters that
include naturally occurring disease outbreaks causing public health concerns, weapons of
mass destruction and/or terrorism events involving biological agents.
The FNSB will activate the ECC if more than one mass dispensing site is required in the
borough or if Fairbanks Memorial Hospital has relocated its operations to an alternate
care site.
Public Health may activate the Alaska Nurse Alert System (ANAS) to draw on additional
nursing care providers to volunteer to support a local or regional disaster.
VI. Responsibilities
Primary Agencies
Emergency Operations will provide support to public health and medical services
through transportation, facility support, resource acquisition, and other support functions
during an incident with a major public health or medical component.
Support Agencies
FNSB Emergency Medical Services providers provide on-scene triage and transport of
the injured. There are EMS mutual aid agreements in place that would be utilized to
support on-scene triage and emergency transport.
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Fairbanks Memorial Hospital is the major medical center in the FNSB. The hospital
has surge planning and alternate care site planning place, and would have primary
responsibility for patient care and management during a local emergency.
American Red Cross is a volunteer organization that may be able to provide support in
the way of trained volunteers, blood drives, or other services.
Local health care providers and clinics will be relied upon for backup supplies and
trained medical personnel to manage a major public health or medical emergency.
Cooperating Agencies
Alaska Division of Public Health is the lead agency for public health emergencies in
Alaska and focuses specifically on disease control and sub-acute care. Public Health has
primary responsibility for mass dispensation in the event of a public health emergency.
They also support the local medical services and health care providers for other types of
incidents.
VII. References
Fairbanks Memorial Hospital, Emergency Operations Plan, Annex L—Mass Casualty
Response Plan
Fairbanks Memorial Hospital, Emergency Operations Plan, Annex R—Alternate Site
Plan
State of Alaska, Department of Health and Social Services, Draft Emergency Operations
Plan
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Annex K: Debris Management
ANNEX K: DEBRIS MAN AGEMENT
I. Responsible Agencies
Primary
Emergency Operations
Public Works
Support
General Services
Assessing-Land Management Division
Finance
Cooperating
City of Fairbanks
City of North Pole
II. Purpose and Scope
Purpose
The purpose of this Annex is to identify the roles and responsibilities of governmental
and non-governmental entities involved in debris management in the FNSB following a
major disaster or emergency. The primary goal is to facilitate and coordinate the removal,
collection, and disposal of debris following a disaster; to mitigate against any potential
threat to the health, safety, and welfare of the impacted citizen; expedite recovery efforts
in the impacted area; and address any threat of significant damage to public or private
property.
Scope
The FNSB government is primarily responsible for providing assistance to the FNSB
population, excluding partner jurisdictions, and assisting in the return of FNSB
infrastructure and operations to their pre-disaster functioning. FNSB will also assist
residents with debris management, as applicable. This annex specifically applies to those
functions which will:
• Require large-scale debris clearance
• Impact FNSB health and safety
III. Policies
The cities of Fairbanks and North Pole will be responsible for debris removal within their
jurisdictions.
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Debris removal employees and contractors will use appropriate personal protective
equipment when required for safety and health and will undergo training on debris
hazards.
Hazardous wastes will be segregated from the waste stream and disposed of in
accordance with state and federal regulations.
Private property and roads will be the responsibility of the landowners. In case of a
disaster or emergency, the FNSB may assist individuals in accordance with its policies,
priorities, and resources.
IV. Situation
Natural and man-made disasters can produce a variety of debris that includes, but is not
limited to: trees, sand, gravel, building/construction materials, vehicles, personal
property, etc. The quantity and type of debris generated from any particular disaster is
specific to the location and type of event, as well as its magnitude, duration, and
intensity. The quantity and type of debris generated, its location, and the size of the area
over which it is dispersed directly impacts the type of collection and disposal methods
used to address the debris problem, associated costs incurred, and the speed with which
the problem can be addressed.
Planning Assumptions
• In a major or catastrophic disaster, the debris removal requirements may exceed
FNSB’s capacity to manage it, both in the short and long term.
• Debris from the cities of Fairbanks and North Pole will likely be removed to the
FNSB landfill or other location managed by the FNSB.
• The size and composition of the staff to manage debris clearance, removal, and
disposal issues will depend on the magnitude of the disaster.
• The FNSB will rely heavily upon private contractors to remove, collect, and manage
debris for reuse, resource recovery, reduction, and disposal.
V. Concept of Operation
General
FNSB Public Works is responsible for debris removal. Public Works will work in
conjunction with support agencies, utility companies, waste management firms, and
trucking companies to facilitate the debris clearance, collection, reduction, and disposal
needs following a disaster. Public Works contracts with a network of vendors to
accomplish these required functions. As an incident develops, Public Works will
encourage vendors to stage equipment at strategic locations throughout the FNSB to
protect the equipment from damage to ensure the use of the equipment, and allow for
clearing crews to begin work immediately after the disaster or emergency.
While Public Works will utilize private contracts for many functions, they also have
heavy equipment available in its inventory and can access additional equipment from the
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Transportation Department. The majority of Public Works equipment is located at the
landfill. Use of this equipment may impact landfill operations and the decision to use this
equipment will be made with consideration of all factors and timelines.
Successful debris operations will require collaborative efforts between departments
within the FNSB and with specific external agencies that have regulatory authority over
debris operations. It is essential that staff members receive training and communicate
with other agencies responsible for debris clearance, removal, and disposal activities
prior to any event.
It is essential for emergency response and recovery personnel to understand how their
normal job responsibilities and functions apply to debris operations. Debris planning
staff should be comprised of full-time personnel supplemented with personnel from other
staffs and agencies. The planning process should include a review of individual
departmental functions and responsibilities for implementing debris operations.
Debris Removal Priorities
Debris removal operations generally occur in two phases:
Phase 1 – Initial debris clearance activities necessary to eliminate life and safety threats.
The first priority is to clear debris from key/major roads to provide access for emergency
vehicles and resources into the impacted area and to provide access for search and rescue
responders if needed. Debris is pushed to the shoulders of the roadway during the
emergency to open key routes. The objective is to provide for the safe movement of
emergency and support vehicles into and out of the disaster area and into locations that
may need to be searched for victims. The ECC in coordination with fire departments, law
enforcement and Public Works will prioritize which roads shall be cleared first.
During the incipient phase of an incident or disaster an IMT would likely be assigned to
the incident and would assign debris removal elements within the Operations Section to
deal with life safety related issues, such as access to collapsed buildings in order to
conduct search and rescue operations.
Initial damage assessment teams will be formed that will conduct “windshield surveys”.
In addition to other damage assessment duties, these teams will conduct a visual
assessment to identify the type of debris that may be encountered and estimate the type
and amount of debris that will be removed. Aerial surveys may be needed.
Separate debris assessment may be conducted by teams that include Public Works
representatives that will provide a more thorough assessment of the types and amounts of
debris that must be removed.
Phase 2 – Debris removal activities as a means to recovery. This phase will normally be
managed by Public Works coordinating with Emergency Operations and other
departments
As removal operations progress, the initial roadside piles of debris from opening
roadways become the dumping location for additional yard waste and other storm-
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generated debris such as construction material, personal property, trash, and even
household, commercial and agricultural chemicals.
Prioritization of opening access to other critical community facilities such as public
buildings, water treatment plants, wastewater treatment plants, power generation units,
and airports must take place.
The role and need for local contractors will be determined during Phase II operations.
The FNSB will need to coordinate with the Cities of Fairbanks and North Pole to
establish a contracted work force capable of expeditious removal of debris from all
affected jurisdictions. Additional state or federal assistance may be required.
Debris Classification
Typically, disasters generate a mix of different types of debris. Figure 1 summarizes the
typical types of debris for each type of disaster. To facilitate the debris management
process, debris will be segregated by type.
Figure 1. Typical Debris Streams for Different Types of Disasters
Debris Storage and Reduction
Temporary Debris Storage and Reduction (TDSR) sites will be identified and evaluated
by Public Works in conjunction with Land management and the cities of Fairbanks and
North Pole. These sites would most likely include some or all of the 14 transfer stations
located throughout the FNSB.
Debris will be placed in TDSR sites until a detailed plan of debris collection and disposal
is prepared. TDSR sites should be readily accessible by recovery equipment and should
not require extensive preparation or coordination for use. When feasible, collection sites
will be on public property to facilitate implementation and mitigate against any potential
liability issues. Activation of the sites will be under the control of the Director of Public
Works and will be coordinated with other recovery efforts through the ECC.
Considerations for TDSR site management include:
• Training staff that emphasizes the need for documenting key debris eligibility
requirements for Public Assistance grant consideration
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• Determination if hazardous waste or household hazardous waste will be collected and
if so, establishing a process for handling it.
• Establishing monitoring needs and protocols.
Debris collected at TDSR sites will be transferred to the FNSB landfill or other
appropriate locations based on the type and classification of the material. The FNSB may
also add roll-off containers and/or compactors to additional sites throughout the FNSB to
supplement transfer stations (TDSR sites), if needed.
A proactive and cooperative information management plan should be developed with
FNSB, IMT, Cooperating Agency PIOs, and the JIC (if established). The information
management plan should include means and methods to disseminate debris pick-up
schedules, disposal methods, location of drop off sites, curbside debris segregation
instructions, and on-going actions to comply with local, state and federal Environmental
Protection Agency (EPA) regulations. It should also disseminate information regarding
disposal procedures for individuals and independent contractors and restrictions and
penalties for creating illegal dumps. PIOs should be prepared to respond to questions
pertaining to debris removal from the media and local residents.
VI. Responsibilities
Primary Agencies
Public Works will:
• Coordinate and oversee debris removal operations and conduct large-scale sorting of
materials/debris prior to deposition in the FNSB landfill.
• Develop and maintain a list of approved contractors/vendors who have the capability
to provide debris removal, collection, and disposal in a cost effective, expeditious,
and environmentally sound manner. These contractors may include snow removal and
hauling companies.
• Ensure that all required regulatory permits are secured prior to the start of debris
removal operations. Develop a demolition strategy for damaged structures, if
necessary.
• Identify and coordinate historic preservation needs and issues.
• Assign a primary coordinator, and additional staff if necessary, to coordinate State
and Federal assistance for debris management activities.
• Provide debris quantity assumptions, economic analysis, and feasible solutions for the
debris operations.
• Select and lay out TDSR sites in conjunction with Land Management and the cities of
Fairbanks and North Pole.
• Conduct daily update briefings and ensure that all major debris removal and disposal
actions are reviewed.
• Determine reduction and recycling means and methods.
• Assess available landfill space and determine if additional space is needed.
• Write contract scopes of work, conditions, and specifications.
• Coordinate with the cities of Fairbanks and North Pole, and the military bases of Ft.
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Wainwright and Eielson AFB in support of their debris removal needs.
Emergency Operations will:
• Determine priorities for debris removal in support of life and safety functions, such as
emergency vehicle access or access to areas needing search and rescue operations.
• Order IMTs in support of incident or disaster operations that may require debris
removal.
• Acquire personnel, equipment and other resources for response debris removal
operations.
• Either directly or through an assigned IMT, provide communications, facilities,
services, equipment, and materials to support response activities.
Support Agencies
General Services will prepare debris contracts ready for advertisement or establish pre-
qualified contractors prior to the event.
Assessing-Land Management will coordinate with Public Works on the selection of
TDSR sites and review and/or establish a land acquisition process for TDSR sites or other
temporary debris management sites that are not already established.
Finance will:
• Develop an emergency response and recovery budget, tracking expenses, and
ensuring funds are available for personnel, equipment, supplies, and contract service
costs.
• Ensure that new contracts/work orders are initiated to secure FEMA reimbursement.
• Establish a records management system to collect and keep all documentation that
may be required for Public Assistance grants.
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Annex L: Private Sector Coordination
ANNEX L: PRIV ATE SECTOR COORDINATION
I. Responsible Agencies
Primary
Emergency Operations
Cooperating
Private Sector Organizations and Businesses
II. Purpose and Scope
Purpose
This Annex describes the policies, responsibilities, and concept of operations for FNSB
incident management activities involving the private sector during incidents requiring a
coordinated FNSB response. This annex further describes the activities necessary to
ensure effective coordination and integration with the private sector, both for-profit and
not-for-profit, including critical infrastructure, key resources, other business and industry
components, and not-for-profit organizations (sometimes called nongovernmental
organizations or NGOs), including those serving special needs populations, engaged in
response and recovery.
Scope
The FNSB government is primarily responsible for providing assistance to the FNSB
residents and businesses and coordinating the return of FNSB infrastructure and
operations to their pre-disaster status. This annex applies to incidents requiring a
coordinated FNSB response that involve the private sector in any of the following ways:
• Impacted organization or infrastructure
• Response resource
• Regulated and/or responsible party
• Utility provider
• Critical to public supply chain
• Member of the State emergency management organization
This annex does not alter existing private-sector relationships for emergency management
under the law. Existing contractual or other legal relationships between Federal agencies
and the private sector are not supplanted by this annex.
III. Policies
The FNSB will encourage extensive two-way and multidirectional sharing of operational
information and situational awareness relative to potential or actual incidents between the
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public and private sectors through the MAC/Policy Group.
Members of the Critical Infrastructure and Key Resources (CIKR) community are
encouraged to organize sector-coordinating and information sharing mechanisms relevant
to their sector or areas of concern. Owners and operators of those infrastructure elements
whose disruption may have national or regional impact are encouraged to develop
appropriate emergency response plans and information sharing processes and protocols.
These should be tailored to the unique requirements of their respective sectors or
industries and mapped clearly to local emergency response plans and information-
sharing networks.
Private-sector organizations are also encouraged to develop and maintain capabilities
needed to respond to and manage a complete spectrum of incidents and emergencies,
except in cases where the capabilities are inherently governmental in nature. Where
appropriate, the FNSB government should include private-sector representatives in
incident management planning, operations and exercises to ensure continuity of effort,
and good communication and cooperation.
IV. Situation
In the event of a major incident or disaster, the FNSB will experience interruptions in
essential services and supplies and will need to secure critical infrastructure/key
resources (CIKR). The FNSB will need to coordinate with both the for-profit and not-for-
profit sectors to restore these essential services and ensure the needs of the community
are met.
V. Concept of Operations
General
The concept of operations in this annex covers the specific organizations and actions
developed that are required to effectively and efficiently integrate incident management
operations with the private sector. These are detailed in the following sections.
Coordination with the Private Sector
General: The FNSB will need to facilitate coordination with the private sector to provide
for critical needs as listed below:
• Determine the impact on the sector involved, as well as forecast cascading effects
of interdependencies between sectors.
• Establish communications that facilitate a shared situational awareness across
industry and infrastructure sectors as well as between the public and private sectors,
including individuals with special needs.
• Coordinate and set priorities for incident management support and response,
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including the rationing or prioritizing of the delivery of goods and services after
an incident.
• Inform the FNSB government 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.
Private Sector Involvement in Incident Management
Private-sector involvement with incident management organizations is determined by the
nature, scope, and magnitude of the incident. The FNSB will assign a liaison to facilitate
private sector communication and coordination with Emergency Operations if necessary.
Private Sector Incident Management Organizations
• General: Private entities such as businesses and industry associations develop,
validate, exercise, and implement security and business continuity plans to ensure
their capability to deliver goods and services. Included in their planning are
assessments and contingency plans for the disruption of their supply chain and
other dependencies.
• Private-sector owners and operations may coordinate plans for security and
continuity/contingency programs with FNSB and local entities.
• Notification and Reporting: Private sector for profit and not-for-profit organizations
report threats, incidents, and potential incidents to Emergency Operations Department
using existing jurisdictional incident reporting mechanisms (i.e. Fairbanks Dispatch).
Emergency Operations receives threat and operational information regarding
incidents or potential incidents and determines whether to initiate the coordination of
FNSB incident management activities.
Actions Related to Operations with the Private Sector
• Pre-incident
٠ Facilitate and encourage industry sectors to participate in information sharing
and other prevention and mitigation activities. These sectors include: utilities,
supply chain, and aid.
٠ Develop and maintain relationships with the CIKR sector and suppliers to
identify requirements for capabilities and support. Establish programs and
capabilities that continuously improve the two-way exchange of information
with the private sector. Maintain master list of vendors and suppliers in the
event of an emergency or disaster. Initiate contact with private sector entities to
provide emergency services and supplies such as the Alaska Railroad
Corporation.
٠ Maintain situational/operational awareness of CIKR and supply chain issues
through the ECC and in conjunction with the information-sharing mechanisms.
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The ECC assesses the data it receives to identify anomalies in sector operations
and works closely with both CIKR owners and operators and supply chain
vendors. It will disseminate alerts, warnings, and advisories for both government
and private-sector entities, as appropriate.
٠ In collaboration with other jurisdictions, encourage, facilitate, and coordinate
industry sectors to develop and implement industry best practices for
preparedness. Perform sector-wide preparedness planning, coordinate with
regional and local government plans, and perform cross-sector integration of
plans. This planning includes supporting sector-specific and cross-sector
exercises and providing representation in exercises led by the private sector
and local governments.
• Initial Actions
٠ Actions are initiated at the FNSB ECC to facilitate coordination with relevant
private-sector entities.
٠ The FNSB ECC monitors the operational status of CIKR and the supply chain.
It facilitates coordination and sharing of situational awareness among the CIKR
and across other industry sectors as needed.
٠ The ECC coordinates between the owners and operators of CIKR and other
private assets, and other appropriate agencies, to ensure that all are informed
regarding relevant activities. State agencies coordinate with the ECC to share
information regarding CIKR vulnerabilities and activities and in support of the
common operating picture. A list of CIKR will be held by the ECC.
• Ongoing Actions
٠ The ECC maintains situational awareness through the recovery of CIKR and
essential supply chain vendors and facilities.
٠ FNSB may assist or facilitate infrastructure owners and operators with the
restoration of facilities. They may work under existing authorities and in
coordination with private-sector organizations and consortia that are organized
for these purposes.
VI. Responsibilities
Primary Agency
Emergency Operations will:
• Develop and maintain working relations with its associated private-sector
counterparts through partnership committees or other means (e.g.,
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Communications; Fairbanks Dispatch, telecommunications industry; Oil and
Hazardous Materials Response: oil and hazardous materials industry; etc.).
• Share information, including threats and warning, before, during, and after an
incident.
• Inform and familiarize the private sector on the contents of the CEMP, and
encourage and facilitate the development and coordination of equivalent private-
sector planning.
• Coordinate FNSB incident management functions with the private sector and
local governments.
• Establish and maintain relationships with procurement departments, vendors, and
suppliers to ensure critical supplies and resources are available.
• Ensure contracts for essential services are current, cover necessary services and
include a disaster clause in case of emergencies or disasters.
Cooperating Agencies
Private Sector Entities
Private-sector organizations support the CEMP either through voluntary actions to help
ensure business continuity or by complying with applicable laws and regulations.
To assist in response and recovery from an incident, private-sector organizations:
• Take responsibility for their internal preparedness by:
٠ identifying risks and performing vulnerability assessments.
٠ developing contingency and response plans.
٠ enhancing their overall readiness.
٠ implementing appropriate prevention and protection programs and coordinating
with their suppliers and CIKR customers to identify and manage potential
cascading effects of incident-related disruption.
• Accept responsibility to:
٠ Share information appropriate within the law with the government.
٠ Provide goods and services through contractual arrangements or government
purchases. Abide by contract disaster clauses, where applicable.
٠ Act as corporate citizens to donate and facilitate donations by others of goods
and services.
٠ Certain organizations are required to bear the cost of planning and response to
incidents, regardless of cause. When requested by FNSB, these private-sector
organizations are expected to mobilize and employ necessary and available
resources in accordance with their plans to address the consequences of
incidents at their own facilities or incidents for which they are responsible.
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AN N E X M : M U LT I J U RI S D I C T I ON AL C OO R DI N AT I O N
This section is under development
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HS Annex 1 Earthquakes
HAZ ARD SPECIFIC ANNEX 1: EARTHQUAKES
I. Introduction
Purpose
This Annex establishes a response plan for the FNSB while responding to earthquakes
and other seismic events.
The FNSB’s main objectives during the initial stages of an earthquake response are to
assess damage and to initiate the rescue, evacuation and shelter of affected residents.
Scope
This Annex describes the activities of FNSB departments when a damaging earthquake
occurs. Since earthquakes typically occur without warning, this Annex focuses on
response activities during and after an earthquake.
Planning Assumptions
In addition to structural damage to bridges, buildings, utilities, and communications
systems, any earthquake that generates high intensity shaking may be expected to result
in:
• Additional natural/environmental emergencies such as landslides.
• Industrial/technological emergencies such as fires, explosions, and hazardous
materials incidents.
• Disruption of vital services such as water, sewer, power, gas, transportation
(including severe impacts to roads and bridges), communications.
• Damage to, and disruption of, emergency response capabilities (facilities, resources,
and systems).
• Emergency management organizations in the region are also impacted and unable
to provide mutual aid.
• Loss of businesses and industries, reducing the FNSB’s economic base.
• Significant injuries and loss of life.
• Aftershocks, which may generate additional incidents/emergencies, fatalities, injuries,
and unsafe structures.
• Depending on when the earthquake occurs, a large number of FNSB employees
may be unable to make it to work or the ECC.
II. Procedures
Key action list for each FNSB department are included in the functional Annexes to this
plan. These lists outline each department’s tasks and responsibilities during earthquake
response.
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The primary activities that FNSB manages during an earthquake are:
• Evacuation
• Sheltering
• Situation Assessment
• Damage Assessment
• Emergency Public Information
• Debris Removal
Field units may need to self-initiate responses and work independently until centralized
command, control, and communications can be reestablished.
III. Responsibilities
The following FNSB departments have operational responsibilities that are specific to
earthquakes. Section IV of this Annex lists key actions to be followed in the event of an
earthquake. The Annex focuses only on those activities that are unique to earthquakes.
Primary Agencies
Emergency Operations is responsible for the overall coordination of earthquake
response and recovery for the FNSB. In the event of a damaging earthquake, Emergency
Operations will activate the Basic Plan and applicable functional annexes, activate the
ECC, and undertake the key actions included in the Emergency Operations list in Section
IV of this Annex.
Public Works is responsible for coordinating debris clearance and damage assessments
of FNSB facilities following an earthquake. Damage assessments will include service
area roads and bridges. Public Works will also oversee debris removal during earthquake
response, following the procedures in Annex K. Public Works will undertake the key
actions included in the list in Section IV of this Annex.
The Office of the Assessor will assess damage to private property following an
earthquake. The Assessor will work closely with Community Planning and other FNSB
departments, and state and federal agencies working with damage assessment teams
described in Annex H.
Support Agencies
Fairbanks Emergency Communications Center will assist with providing emergency
public information through the Community Notification System.
Alaska Department of Transportation and Public Facilities will assess damage to
state transportation infrastructure and manage road closures.
Public Safety Agencies may conduct initial damage assessments using first responders in
the field. The types of information to be gathered during initial damage assessment
include the number of structures and individuals impacted, and damage to critical
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HS Annex 1 Earthquakes
infrastructure and key resources.
IV. Earthquake Response Actions
In this section, responsibilities listed for the FNSB Emergency Operations Department
may be carried out directly by Emergency Operations staff or through the activation of
the ECC and/or an IMT. As previously stated, state and federal emergency management
agencies (DHS&EM and FEMA) are not listed outright as support agencies, but may play
a role in any of the response actions listed. It is assumed that the Cities of Fairbanks and
North Pole will be conducting the same response actions within their jurisdictions.
Warning Phase
SITUATION
Earthquakes occur without sufficient
warning to undertake incident-
specific preparations
RESPONSE ACTIONS
RESPONSIBILITY
Response
Phase:
Earthquake
has just
occurred
Warn citizens of the dangers of weakened
or collapsing buildings.
Primary: Emergency Operations
Support: Mayor’s Office
Issue evacuation orders as appropriate. Primary: Emergency Operations
Support: Mayor
Activate IMT & establish I n c i d e n t Command
Post (ICP).
Primary: Emergency Operations
Work with utility companies &
municipalities to restore essential public
utilities and facilities.
Primary: Emergency Operations
Support: Public Works
Control fires and hazmat releases. Primary: Emergency Operations,
FSAs, FNSB Hazmat Team
Activate reconnaissance, rescue and medical
strike teams and/or task forces.
Primary: Emergency Operations,
FSAs Support: Public Works
Cooperating: AST, DHHS
Maintain public order and crowd control. Primary: (No FNSB authority)
Cooperating: AST,
Disseminate public information. Primary: Emergency Operations
Support: Mayor’s Office
Cooperating: State and Federal
agencies assigned to a JIC
Account for all persons in community. Primary: Emergency Operations
Support: FSAs
Establish shelters. Primary: Emergency Operations
Support: FNSB School District, Parks
Secure evacuated areas. Primary: Emergency Operations
Cooperating: AST, DOT
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Establish safe location for emergency
medical care and arrange for medical
evacuations as necessary.
Primary: Emergency Operations
Support: FNSB School District, Parks
Recreation
Cooperating: DHHS, FMH
Estimate extent of damage. Primary: Emergency Operations,
FSAs Support: Public Works,
Assessor
Cooperating: DOT
If conditions warrant, declare a FNSB disaster
emergency and request state declaration of
disaster emergency.
Primary: Emergency Operations,
Mayor’s Office
Recovery
Phase:
Earthquake has
occurred and
initial response
has been
completed
Review Response checklist. All Departments
Coordinate recovery activities with state and
federal relief agencies.
Primary: Emergency Operations
Support: All Departments
Arrange for debris clearance. Primary: Public Works
Support: Emergency Operations,
General Services
Work to restore damaged utilities and
transportation systems (airstrips,
roadways, and port facilities).
Primary: Public Works
Support: Emergency Operations,
General Services
Cooperating: DOT,DEC
Assessment of critical infrastructure
for safety of operators/ occupants.
Primary: Public Works
Support: Emergency Operations,
General Services
Cooperating: DOT
Arrange for emergency housing as necessary. Primary: Emergency Operations
Support: FNSB School District
Cooperating: ARD, VOAD
Establish disaster aid centers to process
applications for the rehabilitation of individuals
and families.
Primary: (No FNSB authority)
Support: Emergency Operations
Cooperating: ARC, VOAD
Survey safety hazards and undertake
corrective measures, including a health and
sanitation survey and disease prevention
Primary: Public Works
Support: Emergency Operations,
Arrange for handling and identification of
fatalities.
Primary: (No FNSB authority
Cooperating: DHHS, AST
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Disseminate public information regarding
ongoing hazards and relief efforts.
Primary: Emergency Operations
Support: Mayor’s Office
Cooperating: State and Federal
agencies assigned to a JIC
V. Earthquake Stabilization and Restoration Sequence
The priorities reflected in this list are general guidelines for returning the
affected FNSB community or communities to operational and economic
normalcy following an earthquake.
Type of Service Priority 1 Priority 2 Priority 3
Communications Emergency response
ECC
EAS radio station services
Warning sirens
Essential phone circuits
Non-EAS radio stations
Data and other commercial
communications services
Facilities Dispatch Centers
Fire Stations
Hospital
Shelters
Water Treatment Plant
Police
AST
Grocery Stores
Public Works
Wastewater Treatment
Plant
City/Borough offices
State/Federal offices
Schools (non-shelters)
Library
Businesses
Energy Power to fuel pumps
Power to ECC
Power to shelters
Power to hospital
Power to water treatment plant
Power to sewer treatment
Heating/cooking
Power to public facilities
Dwellings
Businesses
Transportation Primary routes
Evacuation routes
Airport
Secondary routes
Equipment Emergency generators
Emergency response vehicles
Heavy Equipment
Buses
Personnel FNSB dept. heads Emergency
response personnel IMT staff
Workers essential to
reconstruction, debris and
waste disposal
Personnel necessary for
economic recovery
Water Fire suppression
Potable water
Sanitation
Industrial processes
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HS Annex 2 Floods
HAZ ARD SPECIFIC ANNEX 2: FLOODS
I. Introduction
Purpose
This Annex supplements the CEMP by establishing a flood response plan.
The FNSB’s main objectives during flood response are: coordinate public alert and
warning: coordinate rescue and relocation of affected residents from flood-hazard areas;
and coordinate the damage assessment process.
Scope
This Annex describes the activities of FNSB Departments during a flood event. This
Annex presumes that flooding is imminent or has already occurred.
Figure 1. FNSB Flood Hazard Areas
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II. Procedures
A Key Actions List for each FNSB department with a role in flood response is included
in Section IV. These checklists outline each department’s tasks and responsibilities
during the three stages of flood response.
The primary activities that FNSB manages during a flood are:
• Public Warning
• Public Information
• Evacuation
• Sheltering
• Damage Assessment
• Debris Removal
III. Responsibilities
The following FNSB departments have operational responsibilities that are specific to
flood events. Section IV of this Annex lists key actions to be followed in the event of the
flood. The Annex focuses only on those activities that are unique to a flood situation.
All of the basic emergency management functions described in the Basic Plan and
procedural annexes also apply to functions that are common to all emergencies.
Emergency Operations
Emergency Operations is responsible for the overall coordination of flood response for
the FNSB. In the event of a flood, Emergency Operations will activate the Basic Plan
and applicable Functional Annexes, activate the ECC, and undertake the key actions
included in the checklists in Section IV of this Annex.
Public Works
The Public Works Department is responsible for assessing damage to service area roads
and bridges, monitoring the Flood Control Project levee system, and oversees debris
removal and management. Public Works will regularly survey the levees and actively
monitor water levels during periods of high flood risk, and communicate the information
back to the ECC. After flooding occurs, Public Works manages the debris removal
process, following the procedures in Annex K. Public Works will undertake the key
actions included in the checklist in Section IV of this Annex.
Community Planning (Flood Plain Administrator)
The FNSB Floodplain Administrator’s primary responsibility is to participate in
floodplain damage assessments following a flood, and to make Substantial Damage
Determinations. The Floodplain Administrator also works with the Community Planning
Department on the permitting process for rebuilding in flood-damaged areas. The
Floodplain Administrator also works on flood mitigation programs and public outreach.
During a flood response, the Floodplain Administrator will undertake the key actions
included in the list in Section IV of this Annex.
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Assessor
The FNSB Assessor’s primary role is conducting damage assessment of private property
following a flood. The Assessor will work closely with other FNSB departments and
state/federal agencies on damage assessment teams as described in Annex H and
undertake the key actions included in the checklist in Section IV of this Annex.
Other Agencies
• National Weather Service (NWS)
The NWS in Fairbanks prepares weather and hydrological forecast products that the
FNSB can use to monitor precipitation, river flow, ice movement, and flood potential.
During periods of high flood risk, the Emergency Operations will communicate
frequently with the NWS Forecast Desk to stay apprised of changes in river
conditions.
• Army Corps of Engineers
The Army Corps of Engineers operates the Chena Flood Control Project, which
provides flood damage reduction for the City of Fairbanks by diverting flood waters
from the Chena River to the Tanana River during flood events. The Corps of
Engineers maintains an Emergency Action Plan for the Moose Creek Dam outlining
emergency procedures in the event of dam failures or other uncontrolled flooding.
During periods of high water flow in the upper Chena River, Emergency Operations
will maintain regular contact with Corps staff.
• Fairbanks Emergency Communications Center
FECC will assist with alert, warning and emergency public information through the
Community Notification System. Dispatch will assist with the dissemination of
information provided by the ECC to residents and businesses located in high flood
risk areas within the FNSB. The FECC will provide situational updates to the ECC
about flood related information received through the 911 System.
• Alaska Department of Transportation and Public Facilities
ADOTPF assesses damage to state maintained roads and bridges, and may initiate
road closures if conditions are deemed unsafe for travelers. The ECC will maintain
regular communications with AKDOTPF regarding damage or other issues that may
be impacting the state transportation system.
IV. Flood Response Actions
In this section, responsibilities listed for the FNSB Emergency Operations Department
may be carried out directly by Emergency Operations staff or through the activation of
the ECC and/or an IMT. As previously stated, state and federal emergency management
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agencies (DHS&EM and FEMA) are not listed outright as cooperating agencies, but may
play a role in any of the response actions listed.
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Annex 3: Wildland Fire
HAZ ARD SPECIFIC ANNEX 3: WILDLAND FIRES
I. Introduction
Purpose
The purpose of this Annex is to supplement the CEMP by establishing a response plan
for the FNSB to use during wildland fire incidents.
Scope
This Annex describes the activities of FNSB Departments during a wildland fire. This
Annex presumes that a fire is imminent or has already occurred.
II. Procedures
A Key Actions List for FNSB departments with a role in fire response is included in
Section IV. These lists outline each department’s tasks and responsibilities in the
wildland fire alert and response stages.
The initial concerns of the FNSB ECC in the event of a wildland fire are centered on the
well-being of FNSB residents, rather than tactical fire operations. These include:
• Alert and warning of threatened populations
• Evacuation of areas at risk of fire encroachment
• Air quality monitoring
• Relocation and sheltering of displaced residents and animals
• Timely and accurate emergency public information.
III. Responsibilities
General
Firefighting agencies have primary responsibility for firefighting within their areas of
jurisdiction. The FNSB is divided into Fire Service Areas (see map). Wildland fire
suppression in areas of the FNSB which are outside of cities or Fire Service Areas is the
responsibility of the State Division of Forestry (DOF).
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Emergency Operations
Emergency Operations is responsible for the overall coordination of fire response for the
FNSB. In the event a wildland fire impacts–or threatens to impact–residential or
commercial properties, roadways, or other FNSB infrastructure, Emergency Operations
will activate the Basic Plan and applicable functional annexes, activate the ECC, and
undertake the key actions included in the lists in Section IV of this Annex. Emergency
Operations will take the lead role in coordinating an evacuation if such an action is
required.
Other agencies
• Fire Departments
Depending upon the location of fires and mutual aid agreements in place, any or all of
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the firefighting agencies with jurisdiction in the FNSB region may be involved in
tactical firefighting operations. During large wildland fire incidents, a Fire Services
Coordinator will serve in the Operations Section of the ECC.
• Fairbanks Emergency Communications Center
The FECC serves as a warning point for emergency public information through the
Community Notification System. The FECC will update the ECC with incident
related information called into the FECC through the 911 System.
• Law Enforcement
Assist with the establishment of control points to limit ingress into hazard areas and
to secure an areas after that area has been evacuated.
See Annex B & E (Alert and Warning and Emergency Public Information) for procedures
to alert and warn residents. Critical activities include:
IV. Wildland Fire Response Actions
In this section, responsibilities listed for the FNSB Emergency Operations Department
may be carried out directly by Emergency Operations staff or through the activation of
the ECC. As previously stated, state and federal emergency management agencies
(DHS&EM and FEMA) are not listed outright as support agencies, but may play a role in
any of the response actions listed.
SITUATION
RESPONSE ACTIONS
RESPONSIBILITY
Warning
Phase:
Threat of a
Fire exists
(See also
Drought
checklists)
Identify areas at risk. Primary: Emergency Operations,
FSAs
Support: Assessor
Cooperating: DOF
Assess staffing – assign additional personnel as needed. Primary: Emergency Operations,
FSAs
Cooperating: DOF
Determine fire readiness of vehicles & equipment. Primary: FSAs Support:
Emergency Operations
Cooperating: DOF
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Determine water levels for fire fighting. Primary: FSAs Support:
Emergency Operations
Cooperating: DOF
Check auxiliary generators and other power, lighting,
and communications, equipment.
Primary: FSAs
Support: Emergency Operations
Cooperating: DOF
Restrict outdoor burning. Primary: (No FNSB authority)
Cooperating: DOF
Provide public information and direction. Primary: Emergency Operations,
FSAs, Mayor’s Office
Coordinating: DOF
Review Warning checklist. Primary: Emergency Operations,
FSAs
Cooperating: DOF
Response
Phase:
Fire is
occurring
Activate incident management team; establish Incident
Command Post.
Primary: Emergency Operations,
FSAs
Support: FNSB School District
Cooperating: DOF
Assess and identify affected areas. Primary: Emergency Operations,
FSAs
Cooperating: DOF
Issue Evacuation Watch if warranted. Primary: Emergency Operations
Support: FSAs, FECC
Cooperating: DOF, AST, ARC, NWS
Coordinated Evacuation if warranted. Primary: Emergency Operations
Support: FSAs, FNSB School
District, FECC
Cooperating: DOF, AST, ARC, NWS
Continue to disseminate public information. Primary: Emergency Operations,
FSAs, Mayor’s Office
Cooperating: DOF
Continue to disseminate public information. Primary: Emergency Operations,
FSAs, Mayor’s Office
Cooperating: DOF
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HS Annex 4: Energy Emergency
SITUATION
RESPONSE ACTIONS
RESPONSIBILITY
Notify all other
organizations
listed under
WARNING
PHASE (above)
as appropriate.
Account for all persons in affected area. Primary: Emergency Operations,
FSAs
Cooperating: DOF
Establish Evacuee Collection Points. Primary: Emergency Operations
Support: FNSB School District
Cooperating: DOF, AST, ARC
Establish shelters. Primary: Emergency Operations
Support: FNSB School District, Parks
and Recreation
Cooperating: DOF, AST, ARC
Secure evacuated areas. Primary: (No FNSB authority)
Cooperating: AST, DOT
Inform EMS, hospitals of injuries. Primary: Emergency Operations,
FSAs
Cooperating: DOF, AST,
FSAs
Conduct air quality monitoring. Primary: Transportation
Establish facility/safe location for emergency medical care. Primary: Emergency Operations,
FSAs
Cooperating: DHHS
If conditions warrant, declare a local disaster emergency
and request state declaration of disaster emergency.
Primary: Emergency
Operations, Mayor
Recovery
Phase:
Fire has
occurred
Review Warning & Response checklists. Primary: Emergency Operations
Coordinate recovery activities with state and federal
relief agencies.
Primary: Emergency Operations
Identify safety hazards and undertake corrective
actions.
Primary: Emergency Operations,
FSAs
Cooperating: DOF
Establish disaster aid centers to process applications for
the rehabilitation of individuals and families.
Primary: (No FNSB authority)
Support: Emergency Operations
Restore essential public utilities and facilities. Primary: Public Works
Support: Emergency Operations,
Cooperating: DOT, DEC
Arrange for emergency housing, as necessary. Primary: Emergency Operations
Support: Cooperating: ARD, VOAD
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Perform damage assessments. Primary: Public Works
Support: Emergency Operations ,
Assessor
Provide monetary figures necessary to support a
request for disaster declaration.
Primary: Finance
Support: Emergency Operations ,
Assessor
Complete and submit necessary reports and paperwork
to appropriate agencies.
Primary: Emergency Operations,
Finance
Support:, Assessor
Cooperating: DOF
Perform an incident critique. Primary: Emergency Operations
Support: Mayor’s Office
Cooperating: DOF
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HS Annex 4: Energy Emergency
HAZ ARD SPECIFIC ANNEX 4: ENERGY
EMERGENCY
I. Introduction
Purpose
The purpose of this Annex is to describe how the FNSB will maintain liaison with public
utilities providing services in FNSB and coordinate support for the continued operations
of public utilities necessary to provide essential services to FNSB residents, businesses,
and governments during emergencies where energy shortages or interruptions may occur.
Scope
The types of potential energy shortages addressed in this Annex are electric, heating fuel,
sewer, water, and gasoline.
The major electric utility provider in the FNSB is Golden Valley Electric Association.
Flint Hills Refinery provides gasoline, diesel, and home heating oil. Golden Heart
Utilities and College Utilities provide water, sewer, and water treatment.
II. Situation
Emergency/Disaster Conditions and Hazards
A significant emergency or disaster may severely damage and limit access to the utilities
infrastructure.
While FNSB residents are accustomed to occasional electrical outages, prolonged
disruption of energy supply could have damaging consequences, particularly in winter
when heating is critical due to the climate.
Planning Assumptions
The normal forms of communication and utilities may be severely interrupted during the
early phases of an emergency or disaster.
Following an emergency or disaster, there may be a shortage of or disruption to utilities,
resources, goods, and services to the affected areas.
Fundamental resources such as water, food, first aid, shelter and sanitation supplies,
fuels, and hand tools may be needed. FNSB does not have sufficient supplies and
equipment on hand for long-term use.
There may be delays in all normal services such as police, fire, EMS, public works,
transportation, and water/sewer and utilities response due to damage to facilities and
equipment and shortages of personnel.
January 2015 HS Annex 4 – Version 1.0
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
HS Annex 4: Energy Emergency
The management and logistics of resource support (see Annex F) is highly situational and
is dependent upon the incident, resource accessibility, transportation systems available,
and location of vendors and suppliers.
III. Responsibilities
General
When the FNSB ECC is activated for emergencies or disasters, it will be the focal point
for the establishment of priorities for restoration of utilities across the FNSB. Depending
upon the utility outage, both private and public utility purveyors will be invited to work in
the ECC to expedite restoration of utility services. The ECC will attempt to coordinate
with utilities and provide them with situation and damage reports to facilitate the return to
service of utilities as soon as possible.
All utilities will be expected to manage and operate the utility within their own
jurisdiction, providing emergency services based on their requirements and capabilities.
Public utility resources will be used to meet immediate and essential emergency needs. If
adequate resources are not available locally, request for additional resources will be
forwarded to the SEOC.
The FNSB ECC and JIC will generate emergency public information messages regarding
the damage to utilities, service restrictions, and restoration timelines.
Emergency Utility Coordinator
When the requirement for coordinated use and mobilization of public utility resources is
necessary to FNSB government operations and for the protection of life and property, an
Emergency Utility Coordinator, or Coordinators may be appointed by the Emergency
Operations Director and serve as a special liaison to the ECC. The Utility Coordinator(s)
will be the liaison(s) with utilities not directly under the control of a city, FNSB, or state
government agency.
IV. Energy Shortage/Interruption Response Actions
SITUATION
RESPONSE ACTIONS
RESPONSIBILITY
Warning
Phase:
Threat of an
Energy Shortage
or Interruption
exists
Identify areas at risk. Primary: Emergency Operations
Support: Public Works, Assessor
Estimate possible consequences. Primary: Emergency Operations
Support: Public Works, Assessor
Cooperating: NWS, ACOE
Activate IMT as appropriate. Primary: Emergency Operations
Establish and maintain contact with
other affected areas and j urisdictions.
Primary: Emergency Operations
January 2015 HS Annex 4 – Version 1.0
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
HS Annex 4: Energy Emergency
Coordinate with other State and
Federal agencies.
Primary: Emergency Operations
Alert public utilities and review
emergency shutdown
procedures.
Primary: Emergency Operations
Support: Public Works
Estimate nature & scope of assistance
required by community & threatened
utilities.
Primary: Emergency Operations
Support: Public Works
Arrange for public
announcements via radio,
television, newspaper.
Primary: Emergency Operations
Support: Mayor’s Office
Response
Phase:
Energy Shortage or
Interruption is
occurring
Review Warning checklist. Primary: Emergency Operations
Activate incident management
team, establish command c enter.
Primary: Emergency Operations
Determine the extent of interruption. Primary: Emergency Operations
Disseminate public information. Primary: Emergency Operations
Support: Mayor’s Office
Account for all persons. Primary: Emergency Operations
Cooperating: AST
Prepare to activate shelters or locate
emergency housing for evacuees.
Primary: Emergency Operations
Support: FNSB School District, Parks and
Recreation
Cooperating: ARC
Notify all other
organizations listed
under WARNING
PHASE (above) as
appropriate.
Arrange for emergency and
backup power for critical services.
Primary: Emergency Operations
Support: Public Works
Develop energy conservation plan &
coordinate with other jurisdictions.
Primary: Emergency Operations
Support: Mayor’s Office
Identify potential “back-up” fuels,
such as cut wood, and plan for
allocation.
Primary: Emergency Operations
Support: Public Works
Be ready for problems such as
inactivated traffic signals, street lights,
heating problems, low water pressure.
Primary: Emergency Operations
Support: Public Works
Cooperating: DOT, AST
Provide special assistance to low
income and homeless as needed.
Primary: Emergency Operations
Cooperating: ARC, VOAD
If conditions warrant, declare a local
disaster emergency and request state
declaration of disaster emergency.
Primary: Emergency Operations, Mayor’s
Office
January 2015 HS Annex 4 – Version 1.0
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
HS Annex 4: Energy Emergency
Recovery Phase:
Energy Shortage
has occurred
Review Warning & Response checklists. Primary: Emergency Operations
Coordinate recovery activities with state
and federal relief agencies.
Primary: Emergency Operations
Establish disaster aid centers to process
applications for the rehabilitation of
individuals and families.
Primary: Emergency Operations
Establish priorities for utility restoration. Primary: Emergency Operations
Support: Public Works
Restore essential public utilities and
facilities.
Primary: Emergency Operations
Support: Public Works
Perform damage assessments. Primary: Public Works
Support: Emergency Operations, Assessor
Provide monetary figures necessary
to support a request for disaster
Primary: Finance
Support: Emergency Operations
Complete and submit necessary
reports and paperwork to
Primary: Emergency Operations, Finance
Support:, Assessor
Perform an incident critique. Primary: Emergency Operations
Support: Mayor’s Office
January 2015 HS Annex 4 – Version 1.0
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
HS Annex 5: Pandemic Influenza
HAZ ARD SPECIFIC ANNEX 5: PANDEMIC
INFLUENZ A PLAN
I. PANDEMIC FLU RESPONSE CHECKLIST
This section is reserved for a pandemic flu response checklist, which will be
developed upon completion of a Pandemic Flu Emergency Plan for the FNSB.
January 2015 HS Annex 5 –Version 1.0
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Fairbanks North Star Borough Comprehensive Emergency Management Plan
TABLE OF CONTENTS
PROMULGATION DOCUMENT / SIGNATURE PAGE
ABOUT THIS PLAN
PLAN DISTRIBUTION
PLAN UPDATES AND CHANGES
ACRONYM LIST and GLOSSARY
Acronym List
Glossary
BASIC PLAN
I. Purpose
II. Scope
III. Situation
IV. Planning Assumptions
V. Concept of Operations
General
Emergency Management Coordination
Emergency Response Priorities
General Emergency Management Policies
VI. Emergency Management Responsibilities
General
First Responders
FNSB Emergency Management
FNSB Departments
Cities of Fairbanks and North Pole
State of Alaska
Responsibility for Procedural Annexes
VII. Limitations
VIII. Direction and Control
Policies
Mayor
Borough Assembly
Director of the Emergency Operations Department
Incident Command (IC)/ Unified Command (UC)
Policy Group
Multi-agency Coordination (MAC) Group
Disaster Declarations
IX. Authorities
Fairbanks North Star Borough
State of Alaska
Federal
ANNEX A: COMMUNICATIONS
I. Responsible Agencies
Primary
Support
Cooperating
II. Introduction
Purpose
Scope
III. Policies
IV. Situation
Emergency/Disaster Conditions and Hazards
Planning Assumptions
V. Concept of Operations
General
Alaska Land Mobile Radio (ALMR)
VI. Responsibilities
Primary Agency Emergency Operations will:
Support Agency
Cooperating Agencies
ANNEX B: ALERT AND WARNING
I. Responsible Agencies
Primary
Support
II. Introduction
Purpose
Scope
III. Policies
IV. Situation
Emergency/Disaster Conditions and Hazards
Planning Assumptions
V. Concept of Operations
National Alert and Warning System/Emergency Alert System
Other Methods of Notification
VI. Responsibilities
Primary Agency
Support Agencies
Cooperating Agencies
ANNEX C: EVACUATION AND SHELTERING
I. Responsible Agencies
Primary
Support
Cooperating
II. Introduction
Purpose
Scope
III. Policies
IV. Situation
Emergency/Disaster Conditions and Hazards
Planning Assumptions
V. Concept of Operations
Evacuation
Evacuation Sheltering (Mass Care)
Special Populations
Evacuated Pet Shelters
VI. Responsibilities
Primary
Support Agencies
Cooperating Agencies
ANNEX D: EMERGENCY COORDINATION CENTER
I. Responsible Agencies
Primary
Support
Cooperating
II. Introduction
Purpose
Scope
III. Policies
IV. Situation
Emergency/Disaster Conditions and Hazards
Planning Assumptions
V. Concept of Operations
General
Location
Organization
ECC organization
Assignments
ECC Position Responsibilities Assignment
ECC
Public Information Officer
Liaison Officer
ECC Position Responsibilities Assignment
Technical Specialists
Logistics Section
Operations Section
Finance/Adm inistration Section
Procedure
VI. Responsibilities
Primary Agency
Support Agencies
Cooperating Agencies
ANNEX E: EMERGENCY PUBLIC INFORMATION
I. Responsible Agencies
Primary
Support
II. Introduction
Purpose
Scope
III. Policies
IV. Situation
Emergency/Disaster Conditions and Hazards
Planning Assumptions
V. Concept of Operations
Public Information Officer
Joint Information Center
VI. Responsibilities
Primary Agencies
Cooperating Agencies
ANNEX F: LOGISTICS AND RESOURCE SUPPORT
I. Responsible Agencies
Primary
Cooperating
II. Introduction
Purpose
Scope
III. Policies
Resource Priorities
Resource Supplies
IV. Situation
Emergency/Disaster Conditions and Hazards
Planning Assumptions
V. Concept of Operations
General
Organization
Procedures
VI. Responsibilities
Primary
Support
Cooperating
ANNEX G: FINANCE AND ADMINISTRATION
I. Responsible Agencies
Primary
Support
II. Introduction
Purpose
Scope
III. Policies
IV. Situation
Emergency/Disaster Conditions and Hazards
Planning Assumptions
V. Concept of Operations
Finance Section in ECC
Position Assignments
Record-keeping
VII. Responsibilities
Primary
Support
ANNEX H: DAMAGE ASSESSMENT
I. Responsible Agencies
Primary
Support
Cooperating Agencies
II. Introduction
Purpose
Scope
III. Policies
IV. Situation
Emergency/Disaster Conditions and Hazards
Planning Assumptions
V. Concept of Operations
General
Initial Damage Assessment
Preliminary Damage Assessment (PDA)
Damage Survey Reports Development
VI. Responsibilities
Primary Agencies
Support Agencies
ANNEX I: DISASTER RECOVERY
I. Responsible Agencies
Primary
Support
Cooperating
II. Introduction
Purpose
Scope
IV. Situation
Emergency/Disaster Conditions and Hazards
Planning Assumptions
V. Concept of Operation
General
Recovery Task Force
State and Federal Recovery Assistance
VI. Responsibilities
Primary Agencies
Support Agencies
Road Service Areas
Computer Services will:
Cooperating Agencies
DHHS:
ARC
Salvation Army
AKVOAD
Utility Companies
VII. Resources
ANNEX J: PUBLIC HEALTH AND MEDICAL SERVICES
I. Responsible Agencies
Primary
Support
Cooperating
II. Introduction
Purpose
Scope
III. Policies
IV. Situation
Emergency/Disaster Conditions and Hazards
Planning Assumptions
V. Concept of Operations
General
Procedures
VI. Responsibilities
Primary Agencies
Support Agencies
Cooperating Agencies
VII. References
ANNEX K: DEBRIS MANAGEMENT
I. Responsible Agencies
Primary
Support
Cooperating
II. Purpose and Scope
Purpose
Scope
III. Policies
IV. Situation
Planning Assumptions
V. Concept of Operation
General
Debris Removal Priorities
Debris Classification
Debris Storage and Reduction
VI. Responsibilities
Primary Agencies
Emergency Operations will:
Support Agencies
ANNEX L: PRIVATE SECTOR COORDINATION
I. Responsible Agencies
Primary
Cooperating
II. Purpose and Scope
Purpose
Scope
III. Policies
IV. Situation
V. Concept of Operations
General
Coordination with the Private Sector
Private Sector Involvement in Incident Management
Private Sector Incident Management Organizations
Actions Related to Operations with the Private Sector
VI. Responsibilities
Primary Agency
Cooperating Agencies
ANNEX M: MU LT IJURISDI CTIONAL COORDIN ATION
HAZARD SPECIFIC ANNEX 1: EARTHQUAKES
I. Introduction
Purpose
Scope
Planning Assumptions
II. Procedures
III. Responsibilities
Primary Agencies
Support Agencies
IV. Earthquake Response Actions
Warning Phase
HAZARD SPECIFIC ANNEX 2: FLOODS
I. Introduction
Purpose
Scope
II. Procedures
III. Responsibilities
Emergency Operations
Public Works
Community Planning (Flood Plain Administrator)
Assessor
Other Agencies
• Army Corps of Engineers
• Fairbanks Emergency Communications Center
• Alaska Department of Transportation and Public Facilities
IV. Flood Response Actions
HAZARD SPECIFIC ANNEX 3: WILDLAND FIRES
I. Introduction
Purpose
Scope
II. Procedures
III. Responsibilities
General
Emergency Operations
Other agencies
• Fairbanks Emergency Communications Center
• Law Enforcement
IV. Wildland Fire Response Actions
HAZARD SPECIFIC ANNEX 4: ENERGY EMERGENCY
I. Introduction
Purpose
Scope
II. Situation
Emergency/Disaster Conditions and Hazards
Planning Assumptions
III. Responsibilities
General
Emergency Utility Coordinator
IV. Energy Shortage/Interruption Response Actions
HAZARD SPECIFIC ANNEX 5: PANDEMIC INFLUENZA PLAN
I. PANDEMIC FLU RESPONSE CHECKLIST
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