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046-24 (2023RegHazardMitigationPlan&2024EmergencyOperationsPlan) RESOLUTION Action: BOARD OF SUPERVISORS Janua •, 24, 2024 REGARDING THE ADOPTION OF THE 2023 REGIONAL HAZARD MITIGATION PLAN AND THE 2024 FREDERICK COUNTY EMERGENCY OPERATIONS PLAN WHEREAS,the Board of Supervisors is charged with safeguarding the health,welfare, and safety of the general public; and WHEREAS, draft versions of the 2023 Regional Hazard Mitigation Plan and the 2024 Frederick County Emergency Operations Plan have been prepared and presented to the Board of Supervisors;and WHEREAS,the Board of Supervisors finds the draft 2023 Regional Hazard Mitigation Plan and the draft 2024 Frederick County Emergency Operations Plan documents to be complete and ready for use by elected officials and staff of Frederick County. NOW,THEREFORE, BE IT RESOLVED by the Frederick County Board of Supervisors that the 2023 Regional Hazard Mitigation Plan and the 2024 Frederick County Emergency Operations Plan documents are hereby adopted and in effect on this 24th day of January 2024 by the following recorded vote: Josh E. Ludwig, Chairman Aye John F. Jewell Aye Robert W. Wells Aye Judith McCain-Slaughter Aye Heather H. Lockridge Aye Blaine P. Dunn Aye Robert T. Liero Aye A COPY ATTEST MEMO" Michael L. Bollhoefer Frederick County Admini-t>"for Res. No. 046-24 t COUNTY of FREDERICK ® Office of the County Administrator ti�gG11'f Tel: 540.665.6382 Fax: 540.667.0370 MEMORANDUM To: Frederick County Board of Supervisors From: Ann W. Phillips, Deputy Clerk Date: January 18, 2024 Re: Work Session: Hazard Mitigation Plan and Emergency Operations Plan Updates Staff will present two documents for consideration and adoption by the Board of Supervisors. Below are key points regarding each of these documents that will be presented by Fire and Rescue staff during the work session before the regular Board meeting on January 24. Hazard Mitigation Plan • Hazard mitigation planning reduces loss of life and property by minimizing the impact of disasters. It begins with local governments identifying common natural disaster risks and vulnerabilities in their area. • Describes actions taken to help reduce or eliminate long-term risks caused by hazards or disasters. • Updated every 5 years by the Northern Shenandoah Valley Regional Commission and sent to the local jurisdiction for adoption. • Provides a critical link between the local jurisdiction, the state, and FEMA to enable eligibility for disaster reimbursements and grant funding. • Required by FEMA to be adopted every 5 years to enable eligibility for federal funding of projects through grants and reimbursements. Emergency Operations Plan • The Emergency Operations Plan (EOP) provides a roadmap for the local government's response to emergencies and disasters to save lives, protect public health, safety, and property, restore essential services, and enable and assist with economic recovery. • The EOP also provides an integrated and coordinated local, state, regional, federal, and Non- Governmental Organizations response that is always in effect with elements implemented at any level at any time. • The EOP also builds on the concepts of the Hazard Mitigation Plan for a comprehensive approach to emergency management. • The EOP is a document that FEMA requires each jurisdiction to adopt so that the locality is eligible for disaster funding before, during, and after a disaster. • The EOP provides the legal overview of how Frederick County will approach response to a large-scale emergency or disaster. • The EOP is updated and adopted every 4 years. 107 North Kent Street•Winchester, Virginia 22601 3 Ns--y-vc NORTHERN SHENANDOAH VALLEY REGION MULTI -JURISDICTIONAL HAZARD MITIGATION PLAN -ir 2023 UPDATE REDERICK COUNTY EXECUTIVE SUMMARY a TABLE OF CONTENTS ExecutiveSummary..............................................................................................................................................4 1 ntroduction...........................................................................................................................................................5 DMA2KPlanning Requirements ......................................................................................................................6 Hazard Mitigation Funding Programs...............................................................................................................6 RegionalSetting ...................................................................................................................................................8 Northern Shenandoah Valley Regional Commission......................................................................................8 NSVRC Jurisdictional Composition ................................................................................................................9 PlanningArea.................................................................................................................................................9 Location ........................................................................................................................................................10 Landscape....................................................................................................................................................11 Watersheds...................................................................................................................................................13 Climate .........................................................................................................................................................13 CommunityProfile ........................................................................................................................................17 Population.....................................................................................................................................................17 PopulationDensity........................................................................................................................................19 Age ...............................................................................................................................................................23 Households...................................................................................................................................................24 Employment Data and Labor Force Analysis ...............................................................................................26 Housing ........................................................................................................................................................29 New Residential Construction ......................................................................................................................31 PropertyValues ............................................................................................................................................32 CriticalFacilities............................................................................................................................................33 Transportation...............................................................................................................................................43 Utilitiesand Services ....................................................................................................................................49 Hazard Identification and Risk Assessment (HIRA) ...........................................................................................52 Process.........................................................................................................................................................52 DeclaredDisasters .......................................................................................................................................53 Flooding........................................................................................................................................................55 5 2 TABLE OF CONTENTS WinterStorms...............................................................................................................................................64 Hurricanes & High Winds .............................................................................................................................67 Tornadoes.....................................................................................................................................................71 SevereThunderstorms .................................................................................................................................74 Wildfire..........................................................................................................................................................77 DamFailure..................................................................................................................................................82 ExtremeHeat................................................................................................................................................87 Drought.........................................................................................................................................................89 Earthquakes .................................................................................................................................................90 Landslides ....................................................................................................................................................94 Erosion .........................................................................................................................................................97 Land Subsidence (Sinkholes).....................................................................................................................100 AlgalBloom ................................................................................................................................................103 Pandemic....................................................................................................................................................106 Hazardous Material Incidents.....................................................................................................................109 Mass Evacuation Events ............................................................................................................................ 111 MitigationStrategies.........................................................................................................................................112 Overview.....................................................................................................................................................112 MitigationAction Plan .................................................................................................................................123 6 3 EXECUTIVE SUMMARY This document is an abridged version of the Northern Shenandoah Valley Region's Multi-Jurisdictional Hazard Mitigation Plan update, which was adopted in 2023. It contains the same content as the multi-jurisdictional plan, but some sections have been shortened or removed to create a more user-friendly document that focuses on Frederick County rather than the region as a whole. The plan is organized into four sections: 1. Introduction: This section defines the hazard mitigation process and its significance for the region. It also discusses funding sources and federal regulations related to hazard mitigation. 2. Regional Setting: This section outlines the region's jurisdictional composition, location, landscape, and climate. It also includes a community profile with information on demographic characteristics, housing, employment, critical facilities, transportation networks, and utilities as they relate to hazard mitigation planning, with a focus on Frederick County. 3. Hazard Identification and Risk Assessment (NIRA): This section describes the various hazards that could impact the Northern Shenandoah Valley Region and Frederick County in particular. It also includes an analysis of potential future conditions for each identified hazard. 4. Mitigation Strategies: This section describes the process the Planning Team undertook to set goals and priorities for hazard mitigation. It also includes a list of detailed hazard mitigation actions for Frederick County. For more detailed information on regional hazard mitigation, please refer to the unabridged multi-jurisdictional plan and its appendices. 4 7 INTRODUCTION INTRODUCTIONand other mechanisms to encourage implementation. Plan maintenance procedures establish procedures Mitigation is a sustainable action taken to prevent for monitoring progress, including the regular or help ease the severity of devastation due to a 5-year evaluation and enhancement of the plan. catastrophic event. Hazard mitigation plans (HMPs) The maintenance procedures ensure the document aim to help communities better prepare for impending remains a flexible tool to assist localities in the natural disasters. An effective plan lessens or Northern Shenandoah Valley (NSV) region. When prevents the impacts of disasters by readying the utilized, this Regional Hazard Mitigation Plan provides community with preemptive or reactive procedures an array of benefits, which include: should such an event threaten or occur. • Saving lives and property; State, tribal, and local leaders use mitigation planning . Saving money; to develop a long-term comprehensive strategy for c • Enhancing response time for recovery following community disaster readiness. Hazard mitigation plans serve as a reference for local officials who disasters; make decisions related to revising regulations • Reducing future vulnerability through effective and ordinances, granting permits, funding capital planning; improvements, or pursuing other community initiatives. Additionally, these local plans will serve as ' Improving eligibility and facilitating the receipt of the basis for states to prioritize future grant funding pre-disaster and post-disaster grant funding to as it becomes available. Regions formulate these localities; and plans through a systematic process centered on the . Demonstrating a firm commitment to community participation of citizens, businesses, public officials, health and safety by reducing and mitigating and other community stakeholders. adverse effects associated with natural disasters. Hazard mitigation planning consists of organizing community resources, identifying and assessing hazard risks, and determining how to minimize or manage those risks. While these documents deal primarily with natural hazards, the process also identifies human-caused hazards as an area for future mitigation planning efforts. A central theme of hazard mitigation is that pre-disaster planning will significantly reduce the demand for post-disaster assistance by lessening the need for emergency response, repair, recovery, and reconstruction. The planning process's main objective is to identify strategies to reduce hazards. This plan identifies responsibilities for each mitigation action, priorities, 8 5 INTRODUCTION DMA2K Planning Requirements described in Section 6.3.5(d), it was the intent of the Commonwealth of Virginia to combine as many of This 2023 update to the Regional Hazard Mitigation the mitigation plans as possible into regional, multi- Plan satisfies mitigation planning requirements of jurisdictional plans using the PDCs as the planning the Disaster Mitigation Act of 2000 (DMA2K) at 44 agency for these efforts." CFR §201.4 and Public Law 106-390, signed into law October 10, 2000, which amends the 1988 Robert T. The Northern Shenandoah Valley Regional Stafford Disaster Relief and Emergency Assistance Commission (NSVRC) carried out the plan update Act (Stafford Act). The plan update is for the NSV under funds secured from the VDEM Pre-Disaster region, including the City of Winchester, the five Mitigation Grant Program (PDM). Regional hazard Counties of Clarke, Frederick, Page, Shenandoah, mitigation plans are more cost-effective than local Warren, and the fourteen Towns therein. Under the plans because mitigation staffing at the state level can Act DMA2K, every jurisdiction recognized by the State be limited. To remain coordinated with neighboring Code that adopts a local or regional hazard mitigation localities and their mitigation planning techniques, plan every five years remains eligible for the funding VDEM suggests they "remain regionalized to the opportunities from hazards offered through the U.S. extent possible". FEMA provided a regulation checklist Federal Emergency Management Agency (FEMA) as in the "Local Mitigation Plan Review Tool" outlining the part of the Department of Homeland Security (DHS). federal requirements for this effort. Therefore, by adopting this plan update, the localities included in this plan update will remain eligible for the Hazard Mitigation Funding Hazard Mitigation Grant Program (HMGP) funds and Programs the Hazard Mitigation Assistance (HMA) programs, which include: Local adoption of this plan update and FEMA approval are required for localities to remain eligible for • Pre-Disaster Mitigation (PDM), FEMA funding through Hazard Mitigation Assistance programs. The HMA programs provide funding • Flood Mitigation Assistance (FMA), opportunities to reduce the risk to individuals and • Repetitive Flood Claims (RFC), and property from natural hazards. Local governments • Severe Repetitive Loss (SRL) grant programs. should apply for these HMA programs during pre- and post-disaster periods. This plan provides a The Virginia Department of Emergency Management prioritization of strategies for localities to consider for (VDEM)'s Emergency Operations Plan requires each future grants, which should lessen adverse impacts of Virginia's cities, counties, and towns to: from natural (and human-induced) disasters. The HMA programs aim to reduce or eliminate potential "...develop or take an active role in the development losses through hazard mitigation planning and project of a hazard mitigation plan for their respective areas. grant funding. Each HMA program, authorized by The PDCs are not required to develop a separate separate legislative actions, has a different scope, but hazard mitigation plan for their regions, as they do all have a common goal of reducing the risk of lost life not have the enforcement authority of the cities, and property due to natural hazards. counties, and incorporated towns. However, as 9 6 INTRODUCTION Table 1 - Potential Future of Strategies in this Plan Hazard Mitigation Grant Program (HMGP) Pre-Disaster Mitigation Grant Program (PDM) Flood Mitigation Assistance Program (FMA) Repetitive Flood Claims Program (RFC) Severe Repetitive Loss Program (SRL) If FEMA grants an awarded (often administered through VDEM), then the jurisdiction or NSVRC (on behalf of a jurisdiction) is a "sub-grantee" and is responsible for managing the sub-grant and complying with program requirements and other applicable Federal, State, and local regulations. Potentially available funding sources include: • Hazard Mitigation Grant Program (HMGP): Localities with an adopted hazard mitigation plan (approved by FEMA) are eligible to qualify for these post-disaster mitigation funds. • Pre-Disaster Mitigation Grant Program (PDM): Localities with an adopted hazard mitigation plan (approved by FEMA) are eligible to qualify for these pre-disaster mitigation funds. • Flood Mitigation Assistance Program (FMA): Localities with an adopted, FEMA-approved mitigation plan are eligible to qualify for funds to implement projects, including the acquisition or elevation of flood-prone structures. The plan must be prepared following the process outlined in the National Flood Insurance Program's (NFIP) Community Rating System (CRS). • Community Development Block Grants (CDBG): The U.S. Department of Housing and Urban Development's (HUD) CDBG program works to ensure decent, affordable housing, provide services to the most vulnerable in our communities, and create jobs by expanding and retaining businesses. • Capital Improvement Plans (CIP): Local governments develop capital budgets to determine schedules, funding sources, and needs for physical improvements, such as new buildings, infrastructure, structural projects, new rolling stock, and other capital investments. The CIP may also involve general obligations, revenue bonds, tax increment financing, federal and state grants, local improvement districts, and private grants. • Overall Funding Descriptions: FEMA lists funding opportunities and resources in the HMA Unified Guidance document found on FEMA's website at www.fema.gov. 10 7 REGIONAL SETTING Northern Shenandoah Valley Regional Commission The NSV region encompasses the five counties in Virginia's northwest corner (Clarke, Frederick, Page, Shenandoah, Warren, and all jurisdictions within) and the City of Winchester. The NSVRC exists to unite these local governments to pursue common goals, work together on regional issues, and find efficiencies through collaboration. It is one of 21 planning district commissions established by the Commonwealth of Virginia. Each commission serves a planning district - a political subdivision of the Commonwealth chartered under the Regional Cooperation Act. The Regional Commission consists of elected officials and citizens appointed by member local governments. This Hazard Mitigation Plan addresses all areas within the NSVRC's footprint, including the Northern Virginia counties of Clarke, Frederick, Page, Shenandoah, and Warren, the City of Winchester, and the incorporated towns of Berryville, Boyce, Edinburg, Front Royal, Luray, Middletown, Mount Jackson, New Market, Shenandoah, Stanley, Stephens City, Strasburg, Toms Brook, and Woodstock. All jurisdictions within the NSV region participated in this plan update and pursued adoption eligibility. Northern Shenandoah Valley Regional Commission Leges NUrUWM Sh nantloan Valley Region,l Comm-, —NSVR rown'Cmy L-na N _ Sete LIRe Frederick,VA Coady Lme MaryhrnC �r,gs - t"`��'"46414 Winchester,VA YNa&Ylrgini® 'o w 9errmre r—a SOWF C"\ Clarke,VA 4 I\— We t Vi rg i n i a ',orad f : ritlUYlowrv. so,a 6.mk`� JFie,a RgYr woabrtoY\ I/ Shenandoah.VA 1 Warren,VA Re na� .,a V I t a re,.xra.a,�ar 1� roma T+ay� Page,VA fWc mwr KSYVCT ral,.—..n cwvmx.M NORTHERN SHF.NANDLIIH YAILLY .. MWkbs.I/T RkI:IL]N!LL l:l)MAf1SSlU! Figure 1 -Northern Shenandoah Valley Regional Commission 811 REGIONAL SETTING This section describes the NSVRC planning area's location, natural environment, and climate. It also includes a population profile analyzing demographic data such as population density, age profiles, housing characteristics, and median income, as well as employment data and labor force analysis, property values, an inventory of critical facilities, and an analysis of transportation infrastructure in the region. By including demographic data and population profiles in this plan, emergency managers and planners can design more effective, equitable, and community-specific strategies to reduce the risk and impact of disasters. NSVRC Jurisdictional Composition The NSV region covers approximately 1,645 square miles (about the area of Rhode Island) and comprises five counties, their respective towns, and the City of Winchester. Local governments work together to pursue common planning goals and collaborate on regional issues. The region has 18 separate sheriff's offices and police departments, 48 fire and rescue stations, and three major hospitals. Planning Area The area served by the NSVRC is located in the northern tip of Virginia. The region consists of Clarke County, Frederick County, Page County, Shenandoah County, Warren County, the City of Winchester, and the Towns of Berryville, Boyce, Edinburg, Front Royal, Luray, Middletown, Mount Jackson, New Market, Shenandoah, Stanley, Stephens City, Strasburg, Toms Brook, and Woodstock. Table 2 highlights the land area of Frederick County as well its population and housing unit density. This information is a starting point for determining the risk to communities from natural hazards. Table 2 - Northern Shenandoah - - • • Population Density and Housing Unit D- (2021) IL Jurisdiction - (Area) Population Housing Units Population Housing Density Unit Density Clarke County - (175.93 sq mi) 14,916 6,474 84.8 36.8 Berryville (2.27 sq mi) 4,494 1,790 1,979.7 788.5 Boyce (0.37 sq mi) 814 334 2,218 122.6 Frederick County - (413.14 sq mi) 91,419 36,639 221.3 88.7 Middletown (0.78 sq mi) 1,608 680 2,072.2 876.3 Stephens City (2.46 sq mi) 2,308 892 938.2 362.6 Page County - (310.02 sq mi) 23,801 11,822 76.8 38.1 Luray (4.86 sq mi) 4,784 2,586 984.4 532.1 Shenandoah (2.26 sq mi) 2,837 1,028 1,255.3 454.9 Stanley (1.44 sq mi) 2,029 725 1,409.0 503.5 Shenandoah County - (508.08 sq mi) 44,829 21,250 88.2 41.8 Edinburg (0.76 sq mi) 1,414 610 1,860.5 802.6 9 12 REGIONAL SETTING Mount Jackson (3.71 sq mi) 2,041 863 550.1 232.6 New Market (2.04 sq mi) 2,281 1,203 1,118.1 589.7 Strasburg (4.11 sq mi) 7,036 2,973 1,711.9 723.4 Toms Brook (0.13 sq mi) 449 162 3,563.5 1,285.7 Woodstock (3.82 sq mi) 5,716 2,331 1,496.3 610.2 Warren County - (214.60 sq mi) 40,957 16,922 190.9 78.9 Front Royal (10.52 sq mi) 15,039 6,196 1,430.0 589.1 Winchester- (9.19 sq mi) 28,115 12,358 3,059.3 1,344.7 NSVR Total - (1,630.96 sq mi) 244,037 105,465 149.6 64.7 Note:Population and housing figures for each town are included in the county and city totals. The"NSVRC Total"column was calculated using county and city totals only. Localities with land area of less than one square mile tend to have much higher population and housing density than localities with land area greater than or equal to one square mile. Location Situated along the Appalachian Mountain Range, the Northern Shenandoah Valley region lies approximately 50 miles west of Washington, D.C.As a more rural counterpart to its neighbors to the east, the region features a rural makeup of rolling hills and open farmland. The region is close to Maryland and shares borders with West Virginia. Region to Washington DC MYNC o� my NORTH ERNSHE HVALLEY REGIONALCOMMISOMMISSION Bfti A tl.l. 1.• .1•.a• ! � W F. ` i_' + H don ad.11•! _ F gto ' J tle.h f / 1 MasSk B F 1 P v. N cide "d m Ile Legend + S sp ue9 Study Area !:K!•i0' _Washington DC 1 Bd t o - ' onao ,,_ .r -,�6�po.x - rvie Am r, 1103 ame,��113 Figure 3.1 -Northern Shenandoah Valley Region and Washington D.C. 13 10 REGIONAL SETTING Landscape Home to over 7,000 linear miles of rivers and streams, the region intersects 78 watershed boundaries recognized by the Natural Resources Convention Service (NRCS). These waterways intersect over 36,000 acres of National Wetlands Inventory (NWI) wetlands. Flowing south to north, over 300 miles of the Shenandoah River and its branches run through the central part of the Valley. The Blue Ridge Mountain chain separates it from Virginia's Piedmont region. Lying just within the eastern border of Page County, the region's highest point, Stony Man, rises to 4,000 feet above sea level. Northern Shenandoah Valley Region p� NSRC E9 ,°. NORTHERN SHENANDOAH VALLEY a REGIONAL COMMISSION r c Frederick Winchester -- Clarke i r i - „x ..17 1 r� Warren - .. Shenandoah' 3 42 . o § g 21 —malt' fi 1y r` r tf •' i' Legend _ Q Study Area Spatial Reference ~py Name:GCS North American1983 — GCS:GCS North American 1983 Datum:NorthAm erican 1983 — Map Units:Degree _ Scale:1:600,000 29 Sources:Esri,USGS,NOAA,Sources:Esri,Garmin, USGS,NPS Figure 3 -Northern Shenandoah Valley Region 11 14 REGIONAL SETTING f Northern Shenandoah Valley Region Elevation l� f' NORTHERN SHENANDOAH VALLEY .. 'J REGIONAL COMMISSION - =r \� j f z r• ear 4� r 42 �1flrr ' Legend Study Area �fl Elevation o- _ 4037.32 63.7681 Spatial Reference Name:GCS North American 1983 GCS:GCS North American 1983 Datum:North American 1983 Map Units:Degree Scale:1:600,000 Sources:Esn,USGS,NOAH,Sources:Esri,Garmin, - USGS,NPS .Ft Figure 4-Northern Shenandoah Valley Region Elevation 15 12 REGIONAL SETTING Watersheds The Potomac River Basin is the region's primary watershed. The Rappahannock River Basin borders the eastern side of the planning area, while the James River Basin borders the southern portion of the region. Figures 3.4 and 3.5 illustrate the location of major watershed boundaries in the planning district. Climate Several National Oceanic and Atmospheric Administration (NOAA) weather stations are in the NSV region. The NOAA Climate Data Online website (https://www.ncei.noaa.gov/cdo-web/) collects and analyzes data from these stations. Table 3 displays regional averages from data collected by the Winchester Regional Airport (KOKV) station. Table 3 - Northern Shenandoah Valley Region Climate Statistics (1991-2021) Average Annual Precipitation 40.69" Average Annual Snowfall 23.1" Average Annual Temperature 54.30 Average Annual Max Temperature 64.30 Average Annual Min Temperature 44.30 Surrounding mountains strongly influence the Shenandoah Valley's climate, particularly regarding precipitation. When moist air flows toward Virginia from areas to the west and northwest, it encounters the Allegheny Mountain system west of the Shenandoah Valley. As warm air is forced up the face of a mountain, it cools and condenses, producing precipitation. This process, known as orographic uplift, allows comparatively drier air to descend into the Valley and produce less precipitation. Likewise, when moist air from the nearby Atlantic Ocean flows across Virginia from the east, it encounters the Blue Ridge Mountains east of the Shenandoah Valley. The same orographic lifting usually results in lower precipitation amounts in the Valley. This double "rain shadow" effect puts the Shenandoah Valley in the driest portion of Virginia and makes it one of the driest locations in the eastern United States. Typical annual precipitation amounts for nearby stations on the east-facing slopes of the Blue Ridge Mountains run nearly ten inches higher than the Shenandoah Valley (around 48 inches as opposed to 40 inches). Statewide average annual precipitation is about 40 to 44 inches. 16 13 REGIONAL SETTING General mechanisms for precipitation change throughout the year. Larger-scale mid-latitude cyclones and associated frontal passages predominate the colder months, and smaller-scale thunderstorm activity usually provides most of the rainfall during warmer months. The Shenandoah Valley and the rest of Virginia experience no distinct "dry" or "wet" seasons. Nonetheless, high summer evapotranspiration rates usually lead to overall moisture loss. At the same time, the colder months allow deep soil and groundwater reserves to replenish. In addition, the varied height and orientation of the flanking mountains can create significant differences in precipitation amounts at smaller scales. This is especially true during the summer months when thunderstorms are Virginia's primary rainfall source. The predominant flow of surface winds is generally up and down the roughly 160-mile length of the Valley (northeasterly and southwesterly directional categories). Diurnal heating and cooling also give rise to a mountain and valley breeze, which circulates air from higher surrounding elevations to the Valley floor and up again. Summer average temperatures in the Valley are in the mid-70s (°F) and rarely reach the 1000 mark, while winter temperatures average in the mid-30s. The freeze-free growing season averages about six months, from mid-April to mid-October, though local microclimates and elevational differences can bring considerable variation. Rainfall drains out of the Valley through a series of tributaries and streams that flow into the Shenandoah River, flowing northward to the Potomac River. 14 17 REGIONAL SETTING Northern Shenandoah Valley Region ' �, NSWatersheds and Wetland �, s NQWt HIY] �.RN SHE'.NANI)QAI-I VALLEY -- — - REGIONALCOMN41SSION 28 l� 4 45 %- _~ X. !' aJ t- —tarn - t •`� �, 3 y II i ri Legend Study Area 42 - g� Shennandoah River Wetlands 0 Watershed Boundaries Spatial Reference - Name:GCS North Ame scan 1983 GCS:GCS North American 1983 ■k - `ate'+ Datum:North American 1983 Map Units:Degree Scale:5:800000 + Sources:Esri,USGS,NOAA,Sources:Esn,Garmin, US GS,NPS f� Figure 5-Northern Shenandoah Valley Region Watersheds and Wetlands 18 15 REGIONAL SETTING Northern Shenandoah Valley Region Watersheds and Waterbodies-� s RC NORTHERN$HENANDOAH VALLEY a REGIONAL COMMISSION i J6 tl 24..' - I 26 - �� _as ...�'`. f' / 'r✓f, � �[ �it b _ r- j Ile u ,K Legend Study Area Watershed Boundaries } Rivers and Streams Spatial Reference Name:GCS North American 1883 GCS:GCS North American 1983 11 'rim Datum:North American 1983 Map Units_Degree7� Scale:1:600,600 �! i Sources_Esn,USGS,NOAA,Sources_Esti,Garmin, USGS,NPS Figure 6-Northern Shenandoah Valley Region Watersheds and Waterbodies 19 16 REGIONAL SETTING COMMUNITY PROFILE Including a community profile in this plan is crucial for several reasons, including: • Vulnerability Assessment: Different demographic groups may have different levels of vulnerability to specific hazards. For example, older adults may be more vulnerable to extreme heat, while children may be more affected by poor air quality. Identifying an area's demographics can help assess these vulnerabilities and inform strategies to address them. • Resource Allocation: Understanding a community's demographic makeup can help planners allocate resources more effectively. For example, areas with a higher population density might need more resources for evacuation planning. Likewise, communities with more low-income households might need additional support for disaster preparedness. • Communication and Outreach: Different communities may require different methods of communication and education about hazard mitigation. For instance, communities where English is not the first language may require hazard information to be translated into other languages. • Equity in Mitigation Planning: Incorporating demographic data can ensure planners design hazard mitigation strategies to protect all community members, not just those most resourced or vocal. This approach can help address environmental justice issues and ensure that mitigation measures do not disproportionately burden certain groups. • Resilience Building: Understanding a community's demographics can help design strategies that leverage its strengths and improve its overall resilience. For example, a community with many young people might focus on education programs in schools. In contrast, a community with many retired professionals might leverage their skills for volunteer roles in disaster preparedness. Population The 2021 U.S. Census estimated the NSV region's population at 244,037. The most populous NSVRC jurisdiction is Frederick County, with an estimated population of 91,419. Table 4 highlights population estimates for Frederick County. The University of Virginia's Weldon Cooper Center for Public Service provides intercensal population estimates for planning purposes and develops an annual population estimate according to the population count on July 1st of the previous year. Table 5 highlights the Weldon Cooper Center's 2020-2022 intercensal population estimates for Frederick County. 20 17 REGIONAL SETTING mmTable 4 - Northern Shenandoah Valley Region Total Population X I= Jurisdiction 2021 Population E Change since 2016 Clarke County 14,916 +542 Berryville 4,494 +309 Boyce 814 +225 Frederick County 91,419 +6,998 Middletown 1,608 +343 Stephens City 2,308 +479 Page County 23,801 +147 Luray 4,784 -111 Shenandoah 2,837 +464 Stanley 2,029 +340 Shenandoah County 44,829 +1,654 Edinburg 1,414 +373 Mount Jackson 2,041 +47 New Market 2,281 +135 Strasburg 7,036 +638 Toms Brook 449 +191 Woodstock 5,716 +619 Warren County 40,957 +1,802 Front Royal 15,039 +599 Winchester 28,115 +599 Total 244,037 +11,742 18 21 REGIONAL SETTING Jurisdiction 2020 2021 2022 Percent Change Census (2020-2022) Virginia 8,646,905 8,655,608 8,696,955 3.77% Clarke County 14,783 14,888 15,341 3.78% Frederick County 91,419 92,981 94,871 -1.41% Page County 23,709 23,629 23,374 0.80% Shenandoah County 44,186 44,396 44,541 1.36% Warren County 40,727 41,057 41,280 1.06% Winchester 28,120 28,021 28,417 3.77% NSVRC Total 242,944 244,972 247,824 3.78% Population Density Population density indicates the number of people who reside in an area per square mile. Figure 7 displays the region's population density according to the U.S. Census-designated census blocks. The map shows heavier density within the incorporated towns throughout the region and developed areas east of Winchester and Stephens City. Census data also show dense neighborhoods scattered throughout the mountainous regions of Clarke County and northeastern Warren County. Winchester has the highest-ranking population density with 3,059 persons per square mile, an increase of approximately 200 persons per square mile compared to the 2012 census. Table 6 highlights 2021 population density estimates for Frederick County compared to estimates from 2012 and 2016. The Weldon Cooper Center's 2030 projections predict a regional population density increase of 7.46%, resulting in an estimated 159.4 persons per square mile, and a population increase of 12,132 for the NSV region and 432,047 for the state of Virginia. Table 7 exhibits the Center's population density estimates for 2022, while Table 8 shows the Center's population and population density estimates for 2030 to 2050. 19 22 REGIONAL SETTING Northern Shenandoah Valley Region $gyp�� NS RC Population Heat Map 2020 4a ° NORTHERN SHENANDOAH VALLEY REGIONAL COMMISSION 21 Y 50 tL�.+.r --f,x 51 t ._w — - 1 � �a F r ` Legend 42 Study Area NSV Population Total Population/Acre 0-1 1-2 •i +► 2-3 r 3_q 4-5 Spatial Reference Name:GCS North American 19835-10 GCS:GCS North American 1983 ` 10-25 Datum:North American 1983 © — Map Units:Degree ` t— -25-50 Scale:1:600,000 29 Y Sources:Esn,USGS,NOAH,Sources:Esn,Garmin, USGS,NPS Figure 7-Northern Shenandoah Valley Region Population Heat Map 23 20 REGIONAL SETTING 7M Mo 'Hr4o=M �Vpn. 2021 population Population Population Jurisdiction - (Area) Population Density (2012) Density (2016) Density (2021) Estimate Clarke County - (175.93 sq mi) 14,916 80.4 81.7 84.8 Berryville (2.27 sq mi) 4,494 1,810.8 1,819.6 1,979.7 Boyce (0.37 sq mi) 814 1,751.35 2,737.84 2,218 Frederick County - (413.14 sq mi) 91,419 189.6 204.2 221.3 Middletown (0.78 sq mi) 1,608 1,626.92 1,012.0 2,072.2 Stephens City (2.46 sq mi) 2,308 777.1 762.1 938.2 Page County - (310.02 sq mi) 23,801 77.3 76.1 76.8 Luray (4.86 sq mi) 4,784 1,021.5 11019.8 984.4 Shenandoah (2.26 sq mi) 2,837 17130.0 1,078.6 17255.3 Stanley (1.44 sq mi) 27029 1,420.7 1,206.4 17409.0 Shenandoah County - (508.08 sq mi) 44,829 82.8 84.9 88.2 Edinburg (0.76 sq mi) 17414 17511.84 1,759.21 17860.5 Mount Jackson (3.71 sq mi) 27041 718.9 738.5 550.1 New Market (2.04 sq mi) 27281 17156.0 17073.0 1,118.1 Strasburg (4.11 sq mi) 77036 884. 6 17729.2 17711.9 Toms Brook (0.13 sq mi) 449 17807.69 27984.62 37563.5 Woodstock (3.82 sq mi) 57716 1,307.4 1306.9 17496.3 Warren County - (214.60 sq mi) 40,957 175.7 183.1 190.9 Front Royal (10.52 sq mi) 15,039 1,411.4 1,401.9 1,430.0 Winchester- (9.19 sq mi) 28,115 2,861.9 2,990.9 3,059.3 NSVR Total - (1,630.96 sq mi) 232,295 148.7 143.2 149.6 21 24 REGIONAL SETTING . . - • - - • • . - - • • ' • • • 1 - 1 - • - • Jurisdiction - (Area) 2022 Population 2022 Population Estimate Density Estimate Clarke County - (175.93 sq mi) 15,341 87.2 Frederick County - (413.14 sq mi) 94,871 229.63 Page County - (310.02 sq mi) 23,374 75.4 Shenandoah County - (508.08 sq mi) 44,541 87.67 Warren County - (214.6 sq mi) 41,280 192.36 Winchester- (9.19 sq mi) 28,417 3,092.17 NSVRC Total - (1,631.23 sq mi) 247,842 151.96 Table 8 - Northern Shenandoah - - • • Population & Population Density Projections1 11 1 Jurisdiction - (Area) 2030 Pop. 2030 2040 2040 2050 2050 Density Pop. Density Pop. Density Clarke County - (175.93 sq mi) 15,309 87.0 16,133 91.7 17,199 97.8 Frederick County - (413.14 sq mi) 52,038 125.96 54,813 132.67 114,663 277.54 Page County - (310.02 sq mi) 23,041 74.3 22,963 74.1 23,229 74.9 Shenandoah County - (508.08 sq mi) 45,714 90.0 49,528 97.5 54,084 106.4 Warren County - (214.6 sq mi) 43,250 201.5 47,116 219.6 51,688 240.9 Winchester- (9.19 sq mi) 29,606 3,221.5 31,404 3,417.2 33,671 3,663.9 NSVR Total - (1,630.96 sq mi) 259,956 159.38 284,528 174.45 313,359 192.13 25 22 REGIONAL SETTING Age Shenandoah County possesses the largest proportion of elderly persons, with an average of 21.6% of its inhabitants aged 65 or older, around 4.04% higher than the regional average. Berryville, Luray, and New Market all have elderly populations that exceed 20% of their recorded populaces. Frederick County possesses the largest proportion of younger individuals, with an average of 22.8% of its inhabitants under 18. Berryville, Luray, Stanley, and New Market are the only jurisdictions listed that do not exceed 20%. Toms Brook has the highest proportion of younger individuals, with 31.8% of its population under 18. Table 9 highlights the age profile for Frederick County. Jurisdiction Percent of Population Under Percent of Population 65 or Median Age 18 Older Clarke County 19.5% 20.9% 47.6 Berryville 19.9% 22.1% 45.9 Boyce 28.3% 12.3% 42.2 Frederick County 22.8% 18% 40.2 Middletown 22.7% 12.7% 39.5 Stephens City 26% 8% 32.1 Page County 20.2% 20.9% 45.3 Luray 16.3% 27.3% 50.9 Shenandoah 29.8% 14.5% 30.3 Stanley 14.4% 18.2% 41.8 Shenandoah County 21.4% 21.6% 44.2 Edinburg 20.1% 12.2% 32 Mount Jackson 28.7% 13.3% 38.3 New Market 13.5% 33.4% 50.6 Strasburg 27.8% 16.7% 36.6 Toms Brook 31.8% 12% 35.3 Woodstock 26.8% 19.1% 39.1 Warren County 22.1% 16.1% 41.3 26 23 REGIONAL SETTING Front Royal 23.8% 15.5% 37.2 Winchester 22.8% 16.3% 36.6 NSVRC Average 22.94% 17.56% 40.4 Households Per the U.S. Census Bureau, a household includes all the people who occupy a housing unit. The occupants may be a single family, one person living alone, two or more families living together, or any other group of related or unrelated people who share living arrangements. This calculation does not include persons per household or average household size. The 2021 American Community Survey estimated that the NSV region accounted for approximately 2.8% of Virginia's total households. Frederick County possesses the largest number within the region, comprising about 36% of the region's total. Table 10 highlights the 2021 American Community Survey estimated households for Frederick County. A Table 10 - Northern Shenandoah Valley Region Households (2021) Jurisdiction 2016 Total 2021 Total Increase Virginia 3,090,178 3,248,528 +158,350 Clarke County 3,650 5,692 +2,042 Frederick County 22,227 32,723 +10,496 Page County 6,584 9,355 +2,771 Shenandoah County 11,680 17,487 +5,807 Warren County 10,239 15,082 +4,843 Winchester 6,181 11,018 +4,837 NSVRC Average 22.94% 17.56% 40.4 The estimated 2021 median household income across the NSV region was $63,536. Clarke County's median household income ranked the highest among NSVRC jurisdictions at $86,633 ($23,097 higher than the regional average). Page County's median household income ranked lowest amongst the region, at$53,136 - $10,400 lower than the regional average. Table 11 highlights estimated 2021 regional household income for Frederick County. 24 27 REGIONAL SETTING 0 0 - 0 0r""1&,fnIM;M0 re"ILT� Newm- @"ne rel 1=0 2 =I, - 016 Median 2021 Median Jurisdiction Household Household Income Percent Change Income Virginia $66,149 $80,615 21.87% Clarke County $71,986 $86,633 20.35% Berryville $56,591 $81,765 44.48% Boyce $72,083 $97,768 35.63% Frederick County $68,929 $84,317 22.32% Middletown $60,625 $48,634 -19.78% Stephens City $55,625 $80,625 44.94% Page County $45,030 $53,168 18.07% Luray $43,359 $47,346 9.20% Shenandoah $40,139 $59,457 48.13% Stanley $32,895 $40,357 22.68% Shenandoah County $50,450 $58,609 16.17% Edinburg $40,375 $68,603 69.91% Mount Jackson $35,750 $44,236 23.74% New Market $36,815 $42,727 16.06% Strasburg $50,676 $52,486 3.57% Toms Brook $55,750 $73,889 32.54% Woodstock $35,267 $61,210 73.56% Warren County $63,734 $72,840 14.29% Front Royal $47,981 $54,731 14.07% Winchester $46,466 $61,321 31.97% NSVR Average $50,316 $63,536 26.27% 28 25 REGIONAL SETTING Employment Data and Labor Force Analysis Table 12 lists the fifteen largest employers in the NSV region, followed by the five largest employers in each jurisdiction, with Frederick County's entries highlighted. Figure 8 displays the location of each employer from Table 12 on a map. Each employer's location and the size of its labor force during operational hours are important factors to consider when planning for the impact of potential hazards in the region. Table 12 - Largest Employers in the Northern Shenandoah Valley Region (2023) JurisdictionIn Employer Name Northern Shenandoah Valley Region Valley Health System Northern Shenandoah Valley Region Frederick County School Board Northern Shenandoah Valley Region Amazon Fulfillment Services, Inc. Northern Shenandoah Valley Region Navy Federal Credit Union Northern Shenandoah Valley Region Wal Mart Northern Shenandoah Valley Region U.S. Department of Homeland Defense Northern Shenandoah Valley Region Trex Company Inc & Subsidiaries Northern Shenandoah Valley Region Shenandoah County School Board Northern Shenandoah Valley Region Winchester City Public Schools Northern Shenandoah Valley Region County of Frederick Northern Shenandoah Valley Region Shenandoah University Northern Shenandoah Valley Region George's Chicken Northern Shenandoah Valley Region Martin's Food Market Northern Shenandoah Valley Region Warren County School Board Northern Shenandoah Valley Region The Home Depot Clarke County Berryville Graphics Clarke County Clarke County School Board Clarke County Clarke County Clarke County Grafton School, Inc. Clarke County Coral Graphic Services, Inc. Frederick County Frederick County School Board Frederick County Amazon Fulfillment Services, Inc. 29 26 REGIONAL SETTING Frederick County Navy Federal Credit Union Frederick County U.S. Department of Homeland Defense Frederick County Trex Company Inc & Subsidiaries Page County Page County School Board Page County Wal Mart Page County County of Page Page County Valley Health System Page County Masonite Corp. Page County Page County School Board Page County Wal Mart Page County County of Page Page County Valley Health System Page County Masonite Corp. Shenandoah County Shenandoah County School Board Shenandoah County George's Chicken Shenandoah County Shentel Management Company Shenandoah County Bowman Andros Products Shenandoah County County of Shenandoah Warren County Warren County School Board Warren County Family Dollar Services Warren County Valley Health System Warren County Interbake Foods Warren County Axalta Coatings Systems USA Winchester Valley Health System Winchester Winchester City Public Schools Winchester Shenandoah University Winchester Newell Brands Industries Winchester City of Winchester 30 27 REGIONAL SETTING Northern Shenandoah Valley Region - Top Employers `Q S RIC NORTHERN SHENANDOAH VALLEY -� REGIONAL COMMISSION P i _ i 26 - 1 45 rJ tel-! I "Of'� � - A. l 1, V.Aly �} ! 1' � _ �f `� fITI �� t � •- �I�x Legend r, Study Area Top Employers JF y J� f Spatial Reference Name:GCS North American 1883 GCS:GCS North American 1983 11 ^rim Datum:North American 1983 Map Units_Degree Scale:1:600,600 sources_Esri,USGS,NOAH,Sources_Esti,Garmin, USGS,NPS Figure 8-Northern Shenandoah Valley Region Top Employers(2023) 31 28 REGIONAL SETTING Housing The U.S. Census Bureau's 2021 American Community Survey estimated a total of 105,465 housing units throughout the NSV region. Frederick County possessed 36,639 units, the most in the region. Winchester has the highest density, with a rate of approximately 1,345 units per square mile. The highest owner-occupancy rate recorded across the region is 88%, as noted for the Town of Boyce. Table 13 highlights housing unit totals, density, occupancy rates, and median housing unit values for Frederick County. Table 13 - Northern Shenandoah Valley Region Housing Units, Density, Occupancy Rates and Median Values (2021) Jurisdiction - (Area) Number o Housing % Owner- MedianMEM' Units Unit Density Occupied Ocn Clarke County - (175.93 sq mi) 6,474 36.8 76.4% $400,500 Berryville (2.27 sq mi) 1,790 788.5 61.3% $389,900 Boyce (0.37 sq mi) 334 122.6 88.0% $329,100 Frederick County - (413.14 sq mi) 36,639 88.7 75.9% $282,700 Middletown (0.78 sq mi) 680 876.3 43.7% $212,000 Stephens City (2.46 sq mi) 892 362.6 54.2% $236,500 Page County - (310.02 sq mi) 11,822 38.1 70.8% $175,000 Luray (4.86 sq mi) 2,586 532.1 65.0% $188,000 Shenandoah (2.26 sq mi) 1,028 454.9 66.5% $156,600 Stanley (1.44 sq mi) 725 503.5 64.0% $167,300 Shenandoah County - (508.08 sq mi) 21,250 41.8 72.2% $223,600 Edinburg (0.76 sq mi) 610 802.6 84.9% $186,800 Mount Jackson (3.71 sq mi) 863 232.6 62.0% $147,600 New Market (2.04 sq mi) 1,203 589.7 35.1% $213,100 Strasburg (4.11 sq mi) 2,973 723.4 67.8% $212,700 Toms Brook (0.13 sq mi) 162 1,285.7 85.3% $174,300 Woodstock (3.82 sq mi) 2,331 610.2 53.0% $226,100 Warren County - (214.60 sq mi) 16,922 78.9 75.3% $261,100 Front Royal (10.52 sq mi) 6,196 589.1 58.0% $237,800 Winchester- (9.19 sq mi) 12,358 1,344.7 45.3% $270,300 NSVR Total - (1,630.96 sq mi) 105,465 64.7 AVG: 65.2% $234,550 32 29 REGIONAL SETTING Manufactured housing communities consist of homes initially designed to be towed on their own chassis. These structures are at the highest risk of succumbing to extensive damage during times of natural disaster. They are also more likely to house elderly or low-income residents. Figure 9 shows concentrations of manufactured housing communities in the region. Northern Shenandoah Valley RegionK ��Manufactured Homes i NORTHERN SHENANDOAH VALLEY REGIONAL COMMISSION i 2 I'D f 51 37 L.,. 17 66 . b 41 •� � ;$! �✓ - CI.fy Brook Rr ii - r _ Legend Q Study Area Spatial Reference ` `4 Manufactured Homes per Census Block Name:GCS North Amencan 1983 _ �— GCS:GCS North American 1983 0-15 Datum:North American 1983 16-30 Map Units:Degree 31-60 Scale:1:600,000 30 C Sources:Esri,USGS,NOAH,Sources:Esri,Garmin, - 61-90 USGS,NPS - 91-145 Figure 9-Northern Shenandoah Valley Region Manufactured Homes 33 30 REGIONAL SETTING New Residential Construction The Weldon Cooper Center provides data on the number of annual residential building permits issued in each of Virginia's counties and cities. Table 14 highlights the number of residential building permits issued in Frederick County from 2018 (the year of the last plan update) to 2021 (the most recent year this data is available for). Jurisdictions with higher amounts of new residential construction since the 2018 plan update could be more vulnerable to hazard impacts due to increased risks of property damage and loss of life. Additionally, jurisdictions that have added more multifamily and clustered single family homes to their housing stock could see more severe hazard impacts due to higher concentrations of people living in a given area. Table 14 - Northern Shenandoah Valley Region Residential Building Permits Issued (2018-2021) Units in hemo"ingIeFamiy lUnits in Duplex Structures Structures Jurisdiction m Units Structures Containing 3-4 Containing 5 or All Units Units More Units Clarke County 282 0 0 120 402 Frederick 2,464 4 145 239 2,852 County Page County 297 0 4 48 349 Shenandoah 591 0 0 0 591 County Warren County 699 0 0 0 699 Winchester 63 2 0 199 279 NSVR Total 4,396 6 149 606 5,172 34 31 REGIONAL SETTING Property Values The following 2023 property values were provided by the commissioner of revenue for each jurisdiction. Frederick County's entries are highlighted. Table 15 - Northern Shenandoah - Property Values OEMdiction Taxable Structures Nontaxable Structures Total Property Values (2023) Clarke County $1,594,780,300 $113,951,700 $1,708,732,000 Berryville $483,937,900 $35,420,800 $519,358,700 Boyce $58,482,400 $7,881,700 $66,364,100 Frederick County $9,767,330,500 $1,206,483,400 $10,973,813,900 Middletown NDA NDA $11,699,000 Stephens City NDA NDA $191,351,700 Page County $1,710,961,500 $233,552,500 $1,944,514,000 Luray $385,338,800 $81,831,000 $467,169,800 Shenandoah $142,477,800 $17,254,700 $159,732,500 Stanley $281,727,500 $19,681,800 $301,409,300 Shenandoah County $4,356,201,400 $561,042,000 $4,917,243,400 Edinburg $82,857,100 $11,801,500 $94,658,600 Mount Jackson $176,468,400 $22,550,900 $199,019,300 New Market $164,647,900 $14,475,800 $179,123,700 Strasburg $652,191,700 $103,066,700 $755,258,400 Toms Brook $17,829,700 $2,535,200 $20,364,900 Woodstock $499,691,800 $191,451,500 $691,143,300 Warren County $5,069,105,700 $735,054,100 $5,804,159,800 Front Royal $1,425,816,700 $485,224,000 $1,911,040,700 Winchester $4,496,137,614 $1,237,031,518 $5,733,169,132 NSVRC Total $11,477,851,891 $3,261,560,000 $14,739,411,891 35 32 REGIONAL SETTING Critical Facilities: Overview the Warren Memorial Hospital in Front Royal and Shenandoah Memorial Hospital in Woodstock. According to FEMA, state, and local plan interim Shenandoah Memorial Hospital features a Family criteria, a critical facility is a facility in either the public Centered Maternity Ward, an Intensive Coronary or private sector that provides essential products and Care Unit, and Ambulatory Surgery. Page Memorial services to the public and is necessary to preserve a Hospital is in Luray and provides primary health jurisdiction's welfare and quality of life. It also fulfills care to the surrounding area of Page County. An important public safety, emergency response, or outpatient clinic is now available in Stephens City disaster recovery functions. on Aylor Road. Emergency Airlift (Pegasus, AirCare, and LifeEvac) provide Helicopter Emergency Medical The Planning Team derived a list of critical facilities Services (HEMS) in the region and fly to numerous from various sources. The list includes fire and rescue specialty centers within the region and its surrounding stations, police stations, schools, and churches. areas. Outside of the region, the VA Medical Center in Figure 10 shows these sites in the region. Most critical Martinsburg, West Virginia, provides quality medical facilities are within municipal boundaries, as most of care to veterans in the NSV region. the population lives within or near the region's towns and the City of Winchester. Critical Facilities: Police, Fire, and The Team completed an analysis using the best Rescue available data. Census blocks helped the Team The NSV region has 17 police and sheriff's offices, assess the area's vulnerability to specific hazards inventoried under the Critical Facilities database via such as winter storms and wind. Flooding analysis HAZUS-MH and using additional county data. The primarily used FEMA's Flood Insurance Rate Map region is also home to 37 Fire-Rescue Stations. (FIRM) data to create flood inundation map layers, Tables 16 and 17 highlight Frederick County's critical and participating localities provided parcel and facilities and their addresses. building footprint data to identify vulnerable facilities. HAZUS data supplemented missing information from the communities and used the 2020 Census. Critical Facilities: Medical Winchester Medical Center (V\/MC) serves the Virginia, West Virginia, and Maryland tristate area providing complete health care. The Valley Health System owns and operates WMC, which features a Heart Center, ranked as one of the Top 100 in the nation, a Cancer Center, a Stroke and Trauma Center, and an Inpatient/Outpatient Rehabilitation Center. There are other medical centers throughout the region. Valley Health System also owns and operates 36 33 REGIONAL SETTING Northern Shenandoah Valley RegionYRC ' NS Critical Facilities i NORTHERN SHENA NDOAH VALLEY ' r � _.. REG[ONAI.CQMN41SSION � T — �Z t *e t Y � _ :i7 j r 17 w / r A s a azo a ain � ,P�Vaaey B � 3,. 211: Legend 42 Study Area AL Schools Care Facilities d Fire Stations 0 Police Stations Spatial Reference Name:GCS North American 1963 — GCS:GCS North American 1903 Datum:North American 1903 `— MapUnits:Degree Scale:1600,000 �j 2.1• Sources;Esri,US CS,NOAA,Sources,Esn,Garmin, y U3GS,NPS �• `r-: Figure 10-Northern Shenandoah Valley Region Critical Facilities 37 34 REGIONAL SETTING Table 16 - Northern Shenandoah Valley Region Police Departments Name Street Address Locality Berryville Police Dept. 101 Chalmers Ct Berryville Clarke County Sheriffs Office 100 N Church St Berryville Frederick County Sherriff's Office 1080 Coverstone Dr Winchester Front Royal Police Dept. 900 Monroe Ave Front Royal Luray Town Police Dept. 45 E Main St Luray Mount Jackson Police Dept. 5901 Main St Mount Jackson New Market Police Dept. 9418 John Sevier Rd New Market Page County Sheriff's Office 110 S Court St Luray Shenandoah Police Dept. 411 Second St Shenandoah Shenandoah County Sheriff's Office 109 W Court St Woodstock Stanley Town Police Dept. 278 E Main St # B Stanley Strasburg Police Dept. 174 E King St Strasburg Stephens City Police Dept. 1033 Locust St Stephens City Warren County Sheriffs Dept. 23 E Jackson St Front Royal Winchester Sheriff's Office 5 N Kent St Winchester Winchester Police Dept. 231 E Piccadilly St Winchester fth Table 17 - Northern Shenandoah Valley Region Fire and Rescue Stations ,= Am Clarke County Name Street Address Locality Blue Ridge Volunteer Fire and Rescue Company 131 Retreat Rd. Bluemont Boyce Volunteer Fire Company 1 S Greenway Ave. Boyce John H. Enders Volunteer Fire Department 9 S Buckmarsh St. Berryville Frederick County Name Street Address Locality Clear Brook Volunteer Fire and Rescue 1256 Brucetown Rd. Clear Brook Frederick County Fire and Rescue 1080 Coverstone Dr. Winchester 38 35 REGIONAL SETTING Gainesboro Volunteer Fire and Rescue Company 221 Gainesboro Rd. Winchester Gore Volunteer Fire and Rescue 7184 Northwestern Pk. Gore Greenwood Volunteer Fire and Rescue 809 Greenwood Rd. Winchester Middletown Volunteer Fire and Rescue 7855 Main St. Middletown Millwood Station Volunteer Fire and Rescue 250 Costello Dr. Winchester North Mountain Volunteer Fire and Rescue 186 Rosenberger Ln. Winchester Round Hill Community Fire and Rescue 150 Corporate PI. Winchester Stephens City Volunteer Fire and Rescue 5346 Mulberry St. Stephens City Star Tannery Volunteer Fire and Rescue 950 Brill Rd. Star Tannery Reynolds Store Volunteer Fire and Rescue 9381 North Frederick Pk. Winchester Page County Name Street Address Locality Luray Volunteer Fire Department 1 Firehouse Ln. Luray Stanley Volunteer Fire Department 190 E Main St. Stanley Shenandoah County Name Street Address Locality Conicville Volunteer Fire Department 763 Conicville Rd Mount Jackson Edinburg Volunteer Fire Company 200 Stoney Creek Blvd. Edinburg Fort Valley Volunteer Fire Department 7088 Fort Valley Rd. Fort Valley Mount Jackson Volunteer Fire Department 6155 Main St. Mt Jackson New Market Volunteer Fire Company Inc. 9771 Congress St. New Market Orkney Springs Volunteer Fire Department 922 Orkney Gr. Bayse Shenandoah County Department of Fire-Rescue 600 N Main St. Woodstock Strasburg Fire Department 163 E King St. Strasburg Strasburg Volunteer Rescue Squad 33229 Old Valley Pike Strasburg Toms Brook Volunteer Fire Dept. 3442 S Main St Toms Brook Woodstock Fire Department 121 W Court St. Woodstock Woodstock Volunteer Rescue Squad 132 W Reservoir Rd. Woodstock 39 36 REGIONAL SETTING Warren County Name Street Address Locality Front Royal Volunteer Fire and Rescue Department 221 N Commerce Ave. Front Royal North Warren County Department of Fire and Rescue 266 Rockland Ct. Front Royal Warren County Station #6 6363 Howellsville Rd. Front Royal Warren County Department of Fire and Rescue 50 Stokes Airport Rd. Front Royal Winchester Name Street Address Locality Friendship Fire Company 627 N Pleasant Valley Rd. Winchester Rouss Fire Company 3 S Braddock St. Winchester Shawnee Fire and Rescue Department 2210 Valor Dr. Winchester South End Fire Company 17 W Monmouth St. Winchester Winchester Fire & Rescue 21 S Kent St. Winchester Critical Facilities: Educational Facilities According to HAZUS-MH's Essential Facilities database and county data, there are 75 schools in the NSV region. Most of these schools are in Frederick County, the region's largest jurisdiction. During school hours, over 14,000 students are typically present in the county. The region hosts over 37,000 students during a given school day. Table 18 depicts an inventory of schools throughout the NSV region, including their location and the number of students enrolled, with schools in Frederick County highlighted. Table 18 - Northern Shenandoah - Facilities mmoi Clarke County Public Schools Name Address Approx. # of Students Boyce Elementary 119 W Main St, Boyce, VA 284 Clarke County High 627 Mosby Blvd, Berryville, VA 674 D.G. Cooley Elementary 240 Westwood Rd, Berryville, VA 548 Johnson-Williams Middle 200 Swan Ave, Berryville 472 40 37 REGIONAL SETTING Clarke County Private Schools Name Address Approx. # of Students Grafton School 150 Cameron St, Berryville 41 Keystone Christian Academy 15 Keystone Ln, Berryville 73 Powhatan School 49 Powhatan Ln, Boyce 243 Clarke County Approximate # of Students (Total) 2,335 Frederick County Public Schools Name Address Approx. # of Students Admiral Richard E. Byrd Middle 134 Rosa Ln, Winchester 942 Apple Pie Ridge Elementary 349 Apple Pie Ridge Rd, Winchester 455 Armel Elementary 2239 Front Royal Pike, Winchester 644 Bass-Hoover Elementary 471 Aylor Rd, Stephens City 631 Evendale Elementary 220 Rosa Ln, Winchester 521 Frederick County Middle 4661 North Frederick Pike, Winchester 685 Gainesboro Elementary 4651 N Frederick Pike, Winchester 472 Greenwood Mill Elementary 281 Channing Dr, Winchester 618 Indian Hollow Elementary 1548 North Hayfield Rd, Winchester 433 James Wood High 161 Apple Pie Ridge Rd, Winchester 1,316 James Wood Middle 1313 Amherst St, Winchester 948 Jordan Springs Elementary 315 Flyfoot Dr, Stephens City 422 Middletown Elementary 190 Mustang Ln, Middletown 479 Millbrook High 251 First Woods Dr, Winchester 1,450 Orchard View Elementary 4275 Middle Rd, Winchester 460 Redbud Run Elementary 250 First Woods Dr, Winchester 693 Robert E. Aylor Middle 471 White Oak Rd, White Post 626 Sherando High 185 South Warrior Dr, Stephens City 1,511 Stonewall Elementary 3165 Martinsburg Pike, Clear Brook 641 38 41 REGIONAL SETTING Frederick County Private Schools Name Address Approx. # of Students Mountain View Christian Academy 153 Narrow Ln, Winchester 246 Rosedale Christian Academy 2581 Northwestern Pike, Winchester 221 Shenandoah Valley Christian Academy 4699 Valley Pike, Stephens City 41 Timber Ridge School 1463 New Hope Rd, Cross Junction 84 Winchester Montessori School 1090 W Parkins Mill Rd, Winchester 32 Frederick County Approximate # of Students (Total) 14,571 Page County Public Schools Name Address Approx. # of Students Luray Elementary 555 First St, Luray 435 Luray High 243 Bulldog Dr, Luray 522 Luray Middle 14 Luray Ave, Luray 371 Page County High 184 Panther Dr, Shenandoah 553 Page County Middle 198 Panther Dr, Shenandoah 454 Shenandoah Elementary 529 4th St, Shenandoah 332 Springfield Elementary 158 Big Spring Ln, Rileyville 256 Stanley Elementary 306 Aylor Grubbs Ave, Stanley 426 Page County Private Schools Name Address Approx. # of Students Mt. Carmel Christian Academy Rt. 340, Luray 116 Stanley S D A School 118 Church Ave, Stanley 26 Page County Approximate # of Students (Total) 3,491 Shenandoah County Public Schools Name Address Approx. # of Students Central High 1147 Susan Ave, Woodstock 799 Honey Run Elementary 480 Stonewall Ln, Quicksburg 794 North Fork Middle 1018 Caverns Rd, Quicksburg 339 Peter Muhlenberg Middle 1251 Susan Ave, Woodstock 549 39 42 REGIONAL SETTING Sandy Hook Elementary 162 Stickley Loop, Strasburg 904 Signal Knob Middle 687 Sandy Hook Rd, Strasburg 444 Stonewall Jackson High 150 Stonewall Ln, Quicksburg 510 Strasburg High 250 Ram Dr, Strasburg 606 W.W. Robinson Elementary 1231 Susan Ave, Woodstock 1,118 Shenandoah County Private Schools Name Address Approx. # of Students Valley Baptist Christian School 408 Stoney Creek Rd, Edinburg 189 Massanutten Military Academy 614 S Main St, Woodstock 141 Shenandoah Valley Adventist Elementary 115 Bindery Rd, New Market 103 Shenandoah Valley Academy 234 W Lee Hwy, New Market 235 Community Christian School 23749 Old Valley Pike, Woodstock 39 Shenandoah County Approximate # of Students (Total) 7,080 Warren County Public Schools Name Address Approx. # of Students A.S. Rhodes Elementary 224 W Strasburg Rd, Front Royal 279 E. Wilson Morrison Elementary 40 Crescent St, Front Royal 545 Hilda J. Barbour Elementary 290 Westminster Dr, Front Royal 504 Leslie Fox Keyser Elementary 1015 Stonewall Dr, Front Royal 558 Ressie Jeffries Elementary 320 East Criser Rd, Front Royal 557 Skyline High 151 Skyline Vista Dr, Front Royal 888 Skyline Middle 240 Luray Ave, Front Royal 650 Warren County High 155 Westminster Dr, Front Royal 821 Warren County Middle 522 Heritage Dr, Front Royal 593 Warren County Private Schools Name Address Approx. # of Students Mountain Laurel Montessori School 155 Briggs Dr, Front Royal 68 Randolph-Macon Academy 200 Academy Dr, Front Royal 362 Warren County Approximate # of Students (Total) 5,825 43 40 REGIONAL SETTING Winchester Public Schools Name Address Approx. # of Students Charlotte Dehart Elementary 550 Virginia Ave, Winchester 452 Daniel Morgan Intermediate School 48 S. Purcell St, Winchester 672 Daniel Morgan Middle School 48 S Purcell Ave, Winchester 632 Frederick Douglass Elementary 100 Cedarmeade Ave, Winchester 330 Garland R. Quarles Elementary 1310 S Loudoun St, Winchester 429 John Handley High School 425 Handley Blvd, Winchester 1,313 John Kerr Elementary 427 Meadow Branch Ave, Winchester 557 Winchester Private Schools Name Address Approx. # of Students Sacred Heart Academy 110 Keating Dr, Winchester 191 Winchester Approximate # of Students (Total) 4,576 Critical Facilities: Religious Institutions Most religious institutions use their facilities outside regular worship hours as community meeting centers, daycare facilities, or schools. Information collected from each jurisdiction's GIS departments located 375 religious facilities in the region, as seen in Figure 11. Critical Facilities: Transitional Shelter In cases of displacement, those affected may become eligible for Transitional Sheltering Assistance (TSA). In conjunction with participating hotels, under this program, FEMA will cover the cost of the room and taxes. Because it is voluntary for hotels to opt into FEMA's Transitional Sheltering Assistance Program, the list of hotels often varies depending on those who choose to participate in each event or maintain their status during blue skies. The best way for residents to locate hotels participating in the program is to use the TSA Lodging Provider Portal, which provides the most up-to-date and immediately available information during a disaster. However, the portal requires a FEMA registration number to search for participating hotels. 41 44 REGIONAL SETTING Northern Shenandoah Valley Region � Sy C Religious Institutions i NORTHERN SHENA NWAH VALLEY .. REG[ONAI.CQMN41SSION 46 A, All,di �c !_ A, - -- j ilk 111 r 4r .� 1 J,' ql x "3- Af ib a Y �1 �Inln i sa ,Y .4 / a ib A 42 1 „ f Legend Study Area Religious Institutions r Spatial Reference .•� `�jn*` Borne: NorthAmerican 7983 - GCS:GCSCS North American 1903 Datum:North American 1903 `- MapUnits:Degree i7 Scale 1600,000 �j .1• Sources;Esn,US CS,NOAA,Sources,Esn,Garmin, y USGS,NPS Figure 11 -Northern Shenandoah Valley Region Religious Institutions 45 42 REGIONAL SETTING Transportation: Major Roads with a parallel taxiway and an airport terminal. The nearest international airports are in Dulles, Virginia Two major U.S. Interstates intersect the NSV region. (Washington/Dulles International Airport), Washington, Interstate 81 operates North/South through the D.C. (National Airport), and Baltimore, Maryland western portions of Frederick and Shenandoah (Baltimore/Washington International - Thurgood Counties, while Interstate 66 enters Warren County Marshall Airport). from the East, connecting with Interstate 81 near the Frederick and Shenandoah County borders. Transportation: Public Transit Several notable arterial highways provide access to these interstates. U.S. 11 is parallel to Interstate 81, Winchester and Front Royal operate a bus/trolley operating North/South throughout the region. U.S. 522 service throughout their communities. Winchester's proceeds diagonally through Frederick County, enters fixed-route and para-transit services operate regularly. Clarke at its southwestern corner, and connects with The Winchester City Trolley maintains routes less U.S. 340 North/South in Warren County. U.S. 50 frequently. Front Royal manages both a North and operates East/West through Frederick County and South trolley service loop. intersects with U.S. 17 in Clarke County. Skyline Drive (State Route 48) is a scenic highway that runs along Virginia Regional Transit, a nonprofit organization the eastern border of Warren and Page Counties, based out of Purcellville, Virginia, operates a bus attracting a continuous flow of tourists annually. service in Shenandoah County called "ShenGO". ShenGO's fixed-route service runs Monday through Transportation: Railroads Saturday. The NSV region features nearly 230 miles of rail. The Virginia DRPT's Valley Flyer bus service The two primary railroads operating in the region are connects the NSV region to cities along Interstate 81 CSX and Norfolk Southern lines. Norfolk Southern rail and 66, with several stops in the New River Valley, lines run through Clarke, Frederick, Warren, Page, Shenandoah Valley, and Northern Virginia. and Shenandoah Counties, while CSX lines operate mainly through Frederick County. Conrail Railroad Transportation: Virginia Inland is a shared asset of CSX and Norfolk Southern Port Railroads, with tracks located north of Winchester. The Winchester and Western Railroad connects to The Virginia Port Authority manages six cargo the Conrail line, operating through Winchester into the terminals throughout the state of Virginia. These western portions of Frederick County. port facilities generate nearly $17.5 billion in annual compensation, contribute $1.4 million in state and Transportation: Airports local taxes, and are responsible for almost 10% of the state's resident workforce (William & Mary). Four airports are local to the NSV region: Front Royal- Warren County Airport, Luray Caverns Airport, New Front Royal is home to the Virginia Inland Port, which Market Airport, and Winchester Regional Airport. Of has direct access to major interstates and is home to these facilities, Winchester Regional is the only one 17,280 linear feet of railroad tracks. to offer a customs service. It includes one runway 46 43 REGIONAL SETTING Northern Shenandoah Valley Region appNS �� Major Roads ° NORTHERN SHENANDOAH VALLEY REGIONAL COMMISSION JY ! 50 - f isb 17 A 0J t I` 1_ IL I Iz- Legend 42 C" Study Area Interstate Highway Minor Arterial r Skyline Drive Spatial Reference Name:GCS North American 1983 ^ GCS:GCS North American 1983 Datum:North American 1983 Map Units:Degree Scale:1:600,000 29 Y Sources:Esn,USGS,NOAH,Sources:Esn,Garmin, USGS,NPS ff -r Figure 12-Northern Shenandoah Valley Region Major Roads 44 47 REGIONAL SETTING Northern Shenandoah Valley Region $gypNS RC Railroads ° NORTHERN SHENANDOAH VALLEY REGIONAL COMMISSION 29 y 28 50 17 37 --- ss f- -ge v-A,-y ,7 r �3 !.� 5221 _ l� s Legend 42 Study Area Norfolk Southern Station _ f�{ ,• —�— Railroad Spatial Reference Name:GCS North American 1983 ^ GCS:GCS North American 1983 Datum:North American 1983 Map Units:Degree © , Scale:1:600,000 29 Y Sources:Esn,USGS,NOAH,Sources:Esn,Garmin, USGS,NPS ff y= Figure 13-Northern Shenandoah Valley Region Railroads 48 45 REGIONAL SETTING Northern Shenandoah Valley RegionT� ` RC Public and Private Airports j� J N0Wt'HEll N%HENA NWAI-I VALLEY .. REGIONAr.C:OMN71SSION Jucapa zs Farms Airport• 411 _ J / Farm Airport 1i sh � 1Nlnchester Regional ~ 37 Airport - _ Pickles Airport . /r .'� f j ,� 'IWhite Post +,,T.°'•`� V� ,r 1Nultieny i Airport Run.,apart ! ti Hepnerri ,ti r Airport Y..Front Royal-Warren l p River Bend _. CountyAirport + - Airportx'g • AyersAlrport Burner 1E AirportT Karmy°s Sky Bryce Airport / �Rirport ,2LongsAlrport .PJ a Va7e `��P N s Fran WOOCi Farms Inc Luray F Airport s.• Caverns ;mss - . ,211 lAlrpoit? "New Markel,,}, }° Alrpprl fi y 4 Balfimore Washlnton Ernstaur� ('`JlntlTt5ur90©d`� f, {°Matshall ,_ Washington 11 'W Dulles Intl ,l l -1• i�a<s� �on - 1 w r Spatial Reference Name:GCS North American 1983 — Legend GCS:GCS North American 1983 7 Datum:North American 1983 Map Units Degree ° _, Q Study Area Scale:5:800.0009 l Sources:Esri,USGS,NOAA,Sources:Esn,Garmin, < ' ' T Airports USGS,NPS *� ��r-: Figure 14-Northern Shenandoah Valley Region Airports 49 46 REGIONAL SETTING Northern Shenandoah Valley Region ti NS VA Flyer Line J YRC N0Wt'HMN SHENA NDOAH VALLEY .. REGIONAI.CQMN41SSION `t 4s oo _ C3 7 Ole- � •.' ! � j/�/, ,rte �_ f ✓�� -_ 42.) ..:..� �+' Vafey i I , � rrmrrnoyal Airport Adingt n Wasialegr w Flar,i—burg ..Asraunrmr r I J� Lax�i�ton 5: 91..ks urg Legend Spatial Reference 7^, � Study Area Name:GC9 North American 1963 ccs:GCS North American 1983 .u.]► VA Flyer Slops m: DatuNorth American 1983 `— Map units:Degree Scale:1600,000 T] 20 VA Flyer Line Sources;Esn,USGS,NOAA,Sources,Esn,Garmin, VV uSG5,NP5 �• �r-: Figure 15-DPRT Valley Flyer Route 50 47 REGIONAL SETTING Northern Shenandoah Valley Region ap ��pNS RC Virginia Inland Port ° NORTHERN SHENANDOAH VALLEY REGIONAL COMMISSION k w 28Z I � - - 50 isb 51 17 Kf 7 s fa{f Va1ey —.9iifPf Legend C" Study Area Inland Port ` Interstate = S r � - Highway 'r Railroad Spatial Reference Name:GCS North American 1983 ^ GCS:GCS North American 1983 Datum:North American 1983 Map Units:Degree © , Scale:1:600,000 29 Y Sources:Esn,USGS,NOAH,Sources:Esn,Garmin, USGS,NPS f/ Figure 16 -Virginia Inland Port 51 48 REGIONAL SETTING Utilities and Services: Electricity Investor-owned Utilities: • Dominion Power • Report or check outages via: • (866) 366-4357 • https://www.dominionenergy.com/outage-center Electric Cooperatives: • Shenandoah Valley Electric Cooperative • Mt. Jackson Office: (540) 477-1077 • Page County Office: (540) 743-1100 • Warren County Office: (540) 635-1110 • Winchester Office: (540) 450-0111 • Report or check outages via https://www.outageentry.com/CustomerFacingAppJQM/outage. php?clientid=SVEC • Rappahannock Electric Cooperative • Blue Ridge Office: (540) 622-2001 OR (800) 552-3904 • Report or check outages via http://www.myrec.coop/outagecenter/index.cfm tieclricU010m Electric Service Territories .,.wlpx a.!!w uurw. wf+,hngdcba�r4map.E -.,.cc lrwe KMr aow - sa(V'..T'an {.q VetrSv CASH do 4'lpV58 wd►N Gef E^D-M C 4[Q7[[nep•ea�na GlxNHY1L5l1 dSN C.'�P'NdR]riK .•iltrC.g3'IFY@hM 1111 � RfY`L1h �C4LC lLPGC'44vi LR4 Gs^ o4�MYla k i=F,s. M1?TOl1M, 'pan:T0i5L'�ly L have:ti>rr! q.,,q F.�u #• .�a�Ly�'IF[e{FFY/L 3•w iPxyxR•xi syylf°easv^^eu 'aMs4Llt'ea �'�" � aosR ' Y.�Mka Yi SY Yf «sLL++r ter• r,o 0 1f 30 60 K 120 DddA+rur.tihas is an swommkn Mase owme; -:wL!!'w'SWPCa arparghas Camnissmn.?41 B RMI F-;n 9f"-c UOky Rep0ow+-0x offK" owcu Cres". by.Ck.two-a PuEkE Uad:d Re;dknw.20 16 -* Figure 17-Virginia Electric Service Territories 52 49 REGIONAL SETTING Utilities and Services: Natural Gas Natural Gas Suppliers • Trans Canada • Emergency Response Line: (800) 835-7191 • Shenandoah Gas Company (Division of Washington Gas Light) • Emergency Response Line: (703) 750-1400 OR (800) 752-7520 • In case of gas leak or other emergency, CALL 911 Natural Gas Service Territories Juri-Alienal Gas,U jWn M"= IM Arm © Vii:• p r ■ 7fi t `IS Cv56 ■4NG En WiL Ne allYiee Q ND woe Nan-JuRsdic�ona4(.aa LP4liGrs C7 peY a psrnt# D L� "•s l Awnrr Thl A an app&mt%Mb i,p1i3sr=Lict Seim:Swe Ca�perat:, MIS 'h*Dwson d Pub4l thmy Fbt-gLLVwP Nr eMcLal naluno Urealre Ey: ,a CR F`a K r_, MRy ReVtamon 26" 9aF }'maps. Figure 18 -Virginia Natural Gas Service Territories 53 50 REGIONAL SETTING . - H, -f -- -1�� Is 0 Water Sewer Jurisdiction Max Capacity Daily Average Daily Capacity Percent Load Berryville 864,000GPD 406,000GPD 450,000GPD 56% Boyce/Millwood/White Post 180,000GPD 65,000GPD None None Boyce/Millwood - - 50,000 44% Middletown 3,200,000GPD 2,213,000GPD 8,400,000GPD 58% Stephens City 3,200,000GPD 2,213,000GPD 8,400,000GPD 58% Luray 1.224,000GPD 854,000GPD 2,400,000GPD 64% Shenandoah 601,000GPD 246,359GPD 250,000PD 56% Stanley 529,600GPD 450,000GPD 300,000GPD 50% Bayse 269,000GPD 150,583GPD 600,000GPD 66% Edinburg 250,000GPD 126,000GPD 175,000GPD 53% Mt. Jackson 580,000GPD 301,000GPD 200,000GPD 90% New Market 1,600,000GPD 545,000GPD 500,000GPD 90% Strasburg 1,140,000GPD 800,000GPD 975,000GPD 82% Toms Brook/Maurertown 170,000GPD 95,OOOGPD 189,796GPD 52% Woodstock 1,300,000GPD 750,000GPD 1,000,OOOGPD 55% Front Royal 3,000,OOOGPD 2,131,000GPD 4,000,OOOGPD 62% 54 51 HIRA HAZARD IDENTIFICATION AND RISK ASSESSMENT (HIRA) Localities within the NSV region are prone to numerous hazards. Virginia has experienced thousands of hazard events in its history, resulting in millions of dollars in losses and casualties and several Presidential Disaster Declarations. To meet the planning requirements of the Disaster Mitigation Act of 2000, the Planning Team included a Hazard Identification and Risk Assessment (HIRA) section in this updated plan. To comply with regulations, the following section includes: 1. An introduction to the HIRA process 2. A list of Declared Disasters (as updated from the 2018 plan) 3. Hazard Inventory and Risk Assessment Process HIRA is a systematic way to identify and analyze hazards, determine their scope and impact, and assess the vulnerability of the built environment to such threats. The purpose of the HIRA is to: 1. Identify what hazards could affect the NSV region; 2. Profile hazard events and determine what areas and community assets are the most vulnerable to damage from these hazards; and 3. Estimate losses and prioritize the potential risks to the community. The Planning Team reviewed the Commonwealth of Virginia Emergency Operations Plan SupportAnnex 3 - Enhanced Hazard Mitigation Plan by Virginia Tech's Center for Geospatial Information Technology (CGIT) and used it to identify natural disasters and associated risks. The 2018 plan functioned as a baseline for this update. The Team re-evaluated each hazard to determine its current impact or threat to the area. This analysis helped to rank and assess possible events covered in the plan update. The plan update has been approved by all jurisdictions in the NSV region including each county, town, and the City of Winchester, with the exception of the Town of New Market, whose approval is pending. FEMA guidelines emphasize using "best available data" for this plan. During the update, NSVRC staff noted no standardization of data in the region. Missing or non-existent data caused numerous challenges. These issues included inadequate information about local features, such as critical facilities and infrastructure. Consequently, the mitigation actions include improved data collection and maintenance to strengthen the next plan update. This section identifies hazards, ranks hazard events, assesses vulnerability to the NSV region, estimates potential losses by jurisdiction, assesses the vulnerability of critical facilities, and estimates potential losses of such facilities. This section also records facility vulnerability and loss estimation. 55 52 HIRA Declared Disasters Communities in the NSV region have received 25 Presidential Disaster Declarations since 1972. Major disasters declared in the region since the 2012 are listed below. Source: fema.gov/disasters • Hurricane Sandy (DR-4092) Incident period: October 26, 2012, to November 08, 2012 Major Disaster Declaration declared on November 26, 2012 • Hurricane Sandy (EM-3359) Incident period: October 26, 2012, to November 01, 2012 Emergency Declaration declared on October 29, 2012 • Severe Storms and Straight-line Winds (DR-4072) Incident period: June 29, 2012, to July 01, 2012 Major Disaster Declaration declared on July 27, 2012 • Hurricane Matthew (DR-4291) Incident period: October 07, 2016, to October 15, 2016 Major Disaster Declaration declared on November 02, 2016 • Severe Winter Storm and Snowstorm (DR-4262) Incident period: January 22, 2016, to January 23, 2016 Major Disaster Declaration declared on March 07, 2016 • Hurricane Florence (EM-3403-VA) Incident period: September 13, 2018, to September 21, 2018 Major Disaster Declaration declared on September 11, 2018 • Covid-19 (EM-3448-VA) Incident period: January 20, 2020, to May 11, 2023 Major Disaster Declaration declared on March 13, 2020 • Covid-19 Pandemic (DR-4512-VA) Incident period: January 20, 2020, to May 11, 2023 Major Disaster Declaration declared on April 2, 2020 56 53 HIRA Based on past incidences and the knowledge of the including a summary of each hazard and its impact Mitigation Advisory Committee, the following hazards on the community. Unless otherwise stated, the are most likely to affect communities in the NSV HIRA anticipates the same likelihood of impact and region: assumes equal vulnerability to natural disasters for • Flooding each jurisdiction. • Hurricanes & High Winds Note that vulnerability includes the following • Severe Thunderstorms based on the availability of data and guidance from the Hazard Mitigation Steering Committee: • Tornadoes • Wildfire 1. The types and numbers of existing and future buildings, infrastructure, and critical facilities • Drought & Extreme Heat located in the identified hazard areas; • Winter Storms 2.An estimate of the potential dollar losses to • Erosion vulnerable structures identified in this section • Dam Failure and a description of the methodology used to prepare the assessment, and • Earthquakes 3.An estimate of the likelihood of risk to a • Land Subsidence (Sinkholes) jurisdiction from a hazard based on the general • Landslides description of land uses and development trends within the community. The 2023 update incorporates two new hazards: As noted earlier, if a specific jurisdiction's risk • Pandemic varies from that of the region in this multi- jurisdictional risk assessment, the specific • Algal Bloom jurisdictional risk is indicated. The information for analysis and data used for each of the hazards While not natural disasters, the NSVRC varies. acknowledges the following hazards that can influence preparedness and response: • Hazardous Material Incidents • Mass Evacuation Events This section's mandated HIRA analysis used various methods based on available data. There are profiles and analysis on each hazard type that includes an assessment of impacts on critical facilities, estimated losses to facilities, and vulnerability to the hazard based on the history of such hazards. The risk assessment includes a description of the jurisdiction's vulnerability to the hazards identified, 57 54 FLOODING FLOODINGthe Blue Ridge slopes, steep, narrow valleys flood during localized precipitation events. In some urban Floods are the most frequent and costly natural areas, a combination of small drainage areas and hazard in the United States. Nationally, about an undersized stormwater drainage system can 150 people are killed in floods each year. Nearly cause localized flooding. The flood warning time is 90% of Presidential Disaster declarations result slightly longer for towns in the region located along from natural events in which flooding is a major the North or South forks of the Shenandoah River. component. Historically, Virginia's most significant Still, events like Hurricane Isabel can quickly cause floods are associated with hurricanes and tropical flooding along the many meanders of the rivers. It is storms. Floods may be classified as general floods, important to note that the region's counties and towns characterized by prolonged rainfall over a specific are currently assessing stormwater detention basins watershed, or flash floods, the product of heavy, and evaluating their effectiveness. The stormwater localized rain of short duration. For the most part, detention basins evaluated are those located within the severity of a flooding event is determined by a County jurisdictions through regional Chesapeake combination of the region's topography, the type and Bay Total Maximum Daily Load (TMDL) grants. Figure duration of the precipitation event, percent slope, soil 19 shows areas within the NSV that lie within the 100- type, existing soil moisture, and the extent and type of year floodplain. vegetative cover. The following effects of climate change on flooding In Virginia, floods usually extend from several days of frequency and severity could impact the NSV region steady rainfall, creating river, flash, and coastal floods. in the future: Riverine and flash floods are the most significant and likely to occur in the NSV region. Excessive rain and Increased Rainfall: Climate change has been surface water runoff in large quantities result in river associated with more frequent and intense rainfall flooding. Often, flash flooding occurs with a series events. Warmer air holds more moisture, leading of several small storms or a major event that causes to storms that can produce more precipitation in a streams to swell due to excessive precipitation and short amount of time. runoff within watersheds. The intense rainfall exceeds surface absorption capacity, and streams spill over Changing Weather Patterns: Alterations in global their banks. These floods can also be associated weather patterns can change where and when with slow-moving thunderstorms, hurricanes, and rain falls, leading to unanticipated flooding in tropical storms. The immediate release of water can areas that may not have been prone to it before. also occur from a breach in a dam or levee. During a flash flood, mountain headwaters and downstream Changes in Snowmelt Patterns: Warmer waterways quickly exceed their bankfull depth. temperatures can cause snow to melt earlier in the spring. This can lead to rivers swelling earlier in Future Conditions Analysis the year, potentially causing floods if the meltwater coincides with heavy spring rains. Flooding in the NSV region has some variation due to drainage areas. For many upland areas along 58 55 FLOODING Northern Shenandoah Valley Region - NS 1 aU year Floodzone `Q NORTHERN$HENANDOAH VALLEY - ' t REGIONAL COMMISSION P i l o a <.l ♦ +`. a f A aj 5p r S '` j x t r 1�37 ss x f ♦ - 17 - 1 ♦ r 5F 21 ti I1 ♦A'' Legend r 4ti Study Area 4 '� 100-year Floodzone ' Critical Facilities e . Care Facility ♦ Fire Station Spatial Reference ° ♦ Police Station Name:GCS North American 1883 �y yrs GCS:GCS North American 1983 11 ^rim ♦ School Datum:North American 1983 Map Units_Degree7� s. Scale:1:600,600 SfSnree5_Esri,USGS,NOAA,Sources_Esti,Garmin, USGS,NPS Figure 19 -Northern Shenandoah Valley 100-year Floodzone 59 56 FLOODING • Increased Frequency of Extreme Weather HAZUS Events: Climate change has been linked to an increase in the frequency and intensity of FEMA's HAZUS-MH software uses geospatial hurricanes, which often cause significant flooding. modeling to assess the risks of natural disasters including flooding. Users input geographic Local land use policies and growth patterns can localities and develop scenarios based on different significantly affect flooding risk. Urban areas and environmental factors. The latest version (v6) artificial impervious surfaces create fast-moving generated 100- and 500-year flood scenarios for run-off and can channel immense volumes of rainfall the various NSVRC jurisdictions. HAZUS outputs into local streams and rivers. When those waterways estimate the social, economic, and physical impacts overflow, rapidly moving water from floods can associated with flooding events. damage buildings, bridges, and roads. Ironically, the same structures that exacerbated the flooding may There are three tiers of HAZUS analysis. Each be damaged or destroyed. Currently, all jurisdictions progressive tier involves more significant data and in the NSV region limit or prohibit construction within accuracy: the floodplain in their land use and/or development regulations. • Tier 1 Analysis -A Tier 1 HAZUS run uses U.S. Census data. Given the limited data, this Conversely, natural, pervious groundcover provides a model run offers limited information that is not higher degree of precipitation infiltration and can limit necessarily accurate. flooding risk. Additionally, according to the Society for Wetland Scientists, vegetation and wetlands lessen ' Tier 2 Analysis - For Tier 2, users input data to supplement the baseline Census data. This the severity of a flood event by absorbing water and, process makes the outputs more exact and like a sponge, slowly releasing the water downstream several days or weeks after a flooding event. Figure 6 provides an accurate picture of how flooding will depicts the NSV region's various watersheds. affect the region and its localities. For the Tier 2 HAZUS run, each jurisdiction's GIS Department provided data for the model. For the 2023 update, Wetlands can also experience flooding du the modeling process primarily focused on to high groundwater tables. Wetland types locational data. Staff updated records to reflect found in the region are palustrine freshwater building locations accurately and, in some cases, habitats.According to GIS data, Clarke County details of existing structures. Refer to Appendix has the highest percentage of land in wetlands, I of the M ultijurisdictional plan for more on data with approximately 0.7% of its total acreage collection and HAZUS inputs. in wetlands. Page and Warren Counties have the second-largest area in wetlands, with Tier 3 Analysis -A Tier 3 HAZUS run also approximately 0.19% and 0.25% of their total requires user-input data and model engineering acreage in wetlands, respectively. Shenandoah, to change variables and inputs, allowing them Frederick County, and the City of Winchester to customize the analysis process. Staff did not have the least wetlands acreage, 0.16%, 0.12%, conduct this level of detail in the 2023 process but and 0.05%, respectively. included mitigation actions that would provide 60 57 FLOODING more robust datasets for future updates. Appendices G and H include Global Assessment This plan's flood analysis used FEMA's FIRM data reports on vulnerabilities associated with each to define the region's 100- and 500-year floodplains. jurisdiction's 100- and 500-year flood scenarios. The Hazard mitigation planners collected this data in May reports include the following: 2023 from FEMA's Map Service Center. Depth grids were created and used for inundation boundaries. • General Description of the Region These depth grids fed into the HAZUS model for • Building Inventory additional analysis. The Team calculated each » General Building Stock, Essential Facility jurisdiction's flood susceptible area's square footage Inventory using ESRI's ArcGIS Pro software. Warren County • Flood Scenario Parameters has the highest percentage of floodplain areas, • Building Damage followed by the City of Winchester and Shenandoah » General Building Stock Damage, Essential County. Facilities Damage • Induced Flood Damage Many factors contribute to the relative vulnerabilities » Debris Generation of areas within the floodplain. These factors include . Social Impact the development or the presence of people and » Shelter Requirements property in the floodplain, flood depth, flood velocity, . Economic Loss elevation, construction type, and flood duration. The » Building-Related Losses current list of repetitive loss properties is presented . Appendix A: County Listing for the Region in Appendix F of the Multijurisdictional plan with . Appendix B: Regional Population and Building supporting documentation. The total amount paid on Value Data the repetitive loss structures for the region was more than ten million dollars at the time of data collection The impacts of flooding on critical facilities can (June 2023). significantly increase the overall effect of a flood The impact of flooding was estimated based on the event on a community. The Team determined which best available data for floodplains and structures for facilities are in the floodplain using GIS, which each community. For the 2023 update, the Team used is not necessarily accurate. Thus, this analysis HAZUS-MH software to estimate county-level losses. should function only as a planning tool. Site-specific information must be available to determine whether a Quick Assessment (QA) reports provide information structure is within a floodplain boundary. regarding regional statistics, including building exposure estimated in dollar amounts (see Table 21). 61 58 FLOODING -1 1 Jurisdiction Total Square Square Mileage within 100- percent of Area Affected Mileage year Floodplain Clarke County 178 6.93 3.89% Frederick County 415 13.89 3.35% Page County 313 11.57 3.70% Shenandoah County 512 31.17 6.09% Warren County 218 14.71 6.75% Winchester 9 0.55 6.11% Table 21 - Northern Shenandoah Valley Region HAZUS-MH 100-Year Flood Scenario Quick Analysis Residential Residential Total Property Building Total Building Displaced People Property (Capital Stock) Business Income Jurisdiction Exposure($ Seeking (Capital Stock) Interruption Losses Exposure($ Millions Households Shelter Losses($ Losses($ Millions) ) ( Millions) ($Millions) Millions) Clarke County 2,308 3,177 201 75 12 25 55 Frederick County 3,714 5,648 171 181 8 11 5 Page County 2,482 3,743 175 156 26 54 53 Shenandoah County 5,026 8,681 473 374 93 202 131 Warren County 4,702 6,972 450 214 66 228 257 Winchester 2,759 7,656 353 167 15 188 371 Total 28,677 47,002 1,823 1,167 220 70810 912 Table 22 - Northern Shenandoah Valley Region Critical Facilities in Special Flood Hazard Area Facility Name Type Jurisdiction Dry Run Christian Church Church Shenandoah County Emmaus Church Church Winchester Faith Lutheran Church Church Shenandoah County Fort Valley Church of God Church Shenandoah County Front Royal Volunteer Fire Department Fire & Rescue Front Royal 62 59 FLOODING Grace Evangelical Lutheran Church Church Winchester John H. Enders Volunteer Fire Department Fire & Rescue Berryville Market Street United Methodist Church Church Winchester Mt Carmel Baptist Church Church Winchester Mosaic Church Church Winchester Rouss Fire Company Fire & Rescue Winchester Second Opequon Presbyterian Church Winchester Shenandoah University School Winchester Winchester Fire and Rescue Fire & Rescue Winchester NFIP Repetitive Loss Properties and Severe Loss Properties The National Flood Insurance Program (NFIP) Repetitive Loss Strategy is a combined effort between FEMA's Mitigation Directorate and the Federal Insurance and Mitigation Administration (FIMA) that identifies properties most at risk for repeat flooding and aims to reduce their flood exposure through targeted acquisition, relocation, and or elevation. The definition of Severe Repetitive Loss (SRL) as applied to this program was established in section 1361A of the National Flood Insurance Act, as amended, 42 U.S.C. 4102a. FEMA defines an SRL property as a residential property covered under an NFIP flood insurance policy that adheres to the following standards: 1. The NFIP defines Repetitive Loss as two or more claims of at least$1000 over a 10-year rolling period. The data appearing in this plan aligns with these criteria. 2. The Hazard Mitigation Assistance program defines Repetitive Loss as having incurred flood-related damage on two occasions, in which the cost of the repair, on average, equaled or exceeded 25% of the market value of the structure at the time of each such flood event; and, at the time of the second incidence of flood-related damage, the contract for flood insurance contains the increased cost of compliance coverage. A FEMAAW501 form, along with the transmittal sheet or other document signed by an authorized community official, must be submitted for each repetitive loss property mitigated. This form can be found in Appendix F of the Multijurisdictional plan. VDEM provided a list of repetitive loss properties in the region. Many of these properties are not currently insured. Some have already had structural or non-structural mitigation (acquired and removed, elevated, or flood-proofed), and others may have dropped insurance coverage for economic or coverage reasons. 63 60 FLOODING According to the VDEM distributed list, there are 552 properties designated as being repetitive loss properties within the region. Since the NSV region has participated in the NFIP Repetitive Loss Program, there were 394 claimed losses. The average amount paid for these losses is $27,496.09. The number of NFIP-insured loss properties increased significantly since the 2018 plan. Most of the repetitive loss structures in the region are single-family homes, though the structures with the highest claims are non-residential. Warren County property owners filed the most claims, spending over$4 million on repairs. There are also 21 Severe Loss properties in the region, including 9 in Warren County, 7 in Page County, 4 in Shenandoah County, and one whose location was not marked. Table 23 highlights the number of NFIP-designated Repetitive Loss Properties in Frederick County. Jurisdiction Number of NFIP Repetitive Loss Properties Clarke County 26 Berryville 17 Frederick County 83 Middletown 4 Stephens City 1 Page County 112 Luray 20 Shenandoah 1 Stanley 5 Shenandoah County 112 Edinburg 4 New Market 1 Strasburg 5 Warren County 94 Front Royal 67 Winchester 65 NSV Region Total 552 64 61 FLOODING Nationally, these buildings are projected to cost the NFIP $200 million annually.Additionally, new repetitive loss properties are identified each year. FEMA has identified target buildings that are currently insured and have the greatest risk. There are 8,753 buildings with four or more losses and 1,160 with two or three losses exceeding building value.Although most target buildings are single-family residences, 35% of the dollar losses are to non-residential buildings. FEMA regional offices are making this information available to VDEM and NSVRC.According to FEMA, these properties will cost an estimated average of$57,500 to acquire, relocate, or floodproof(the federal share is $43,125 at a 75/25 cost share). The projected mitigation costs assume half the buildings will be acquired or relocated and half will be elevated or floodproofed. FEMA will continue to work with VDEM as a partner to use HMGP funds to mitigate target properties effectively. To assist in remediating these properties, FEMA developed the NFIP Community Rating System (CRS) that assigns credits for acquiring, relocating, and retrofitting flood-prone properties with bonuses added for removing repetitive loss buildings. Table 24 highlights the total number of claims and losses for Frederick County to date as of June 2023. Table 24 - NFIP Claims in the Northern Shenandoah Valley Regi Occupancy Loss Total Loss Building Loss Content Loss Jurisdiction Type Count Payment Payment Total Payment Clarke County Single Family 17 $335,078.90 $91,313.61 $426,392.00 Residential Berryville Multi-Family 2 $128,591.12 $0 $128,591.12 Single Family 6 $64,140.45 $75,723.58 $139,864.03 Residential Frederick County Other Non- 11 $59,545.31 $158,607.16 $218,152.47 Residential Page County Single Family 40 $761,120.05 $221,866.20 $982,986.25 Residential Luray Single Family 14 $285,671.84 $43,328.03 $328,999.87 Residential Single Family 95 $2,493,630.89 $580,807.22 $3,074,438.11 Residential Shenandoah County Other Non- 2 $13,001.63 $322,900.00 $335,901.63 Residential Mount Jackson Single Family 3 $67,474.37 $31,250.00 $98,724.37 Residential Woodstock Single Family 2 $24,655.36 $0 $24,655.36 Residential Single Family 152 $3,150,495.67 $843,663.40 $3,994,159.07 Warren County Residential Other Non- 2 $14,214.28 $5,470.11 $19,684.39 Residential 65 62 FLOODING Single Family 40 $552,441.37 $200,195.69 $752,637.06 Residential Front Royal Business Non- 6 $172,403.45 $0 $172,403.45 Residential Other Non- 2 $117,571.04 $183,000.00 $135,871.04 Residential NSV Region Total - 394 $8,240,035.73 $2,758,125.00 $10,833,460.20 Communities with ten or more repetitive loss properties must address these and other at-risk structures in a floodplain management plan. VDEM provided NSVRC with a list of repetitive loss properties in the planning region (see Appendix F of the Multijurisdictional plan). The Hazard Mitigation Steering Committee identified CRS as an essential resource and is working to better understand how localities can participate. The NSVRC will continue to advance the CRS program information to planning directors and chief administrative officers to encourage the jurisdictions to consider participation in the CRS program. Flooding and the Power Grid The Shenandoah Valley Electric Cooperative (SVEC) and Dominion Energy, two of the region's energy providers, carried out additional analysis. Discussion of their inclusion in this plan began in early June 2023. Other regional power suppliers include the Rappahannock Electric Cooperative. The timeframe of this plan update did not allow for analysis to be run by all providers, but discussions on how to include their analyses in future plan updates are underway. Figure 16 displays a map of each provider's service areas. Due to the sensitivity of location information of larger service structures, the SVEC and Dominion Energy agreed to run their own analyses to provide a more accurate picture of the effects natural hazards could have on the NSV region. Using the provided depth grids, each electric provider prepared and ran separate analyses to determine how much of their infrastructure would be affected by flooding. SVEC infrastructure was broken down into critical and individual infrastructure. Critical infrastructure includes substations and larger power stations that supply power to many homes and businesses. Individual infrastructure includes meters, which provide power to a building. 66 63 WINTER STORMS WINTER STORMS Winter storms can consist of a combination of heavy snowfall, high winds, ice and extreme cold. Winter weather typically impacts the state of Virginia between November and April, with varied intensities from east to west. The primary impacts of winter storms tend to be minimal in terms of property damage and long-term effects. Damage to power distribution networks and utilities is the most notable impact of these weather events. Severe winter storms can inhibit communities' ability to function normally. Most governmental costs for this type of event result from personnel and equipment needed for clearing streets. Private sector losses are attributed to lost work and sales when employees and customers cannot travel. Homes and businesses suffer damage when electric service is interrupted for long periods. Health threats can become severe when frozen precipitation makes roadways and walkways slippery, prolonged power outages occur, or if fuel supplies are jeopardized. Occasionally, buildings may be damaged when snow loads exceed the design capacity of their roofs or when trees fall due to excessive snow or ice accumulation on branches. One of the most concerning impacts of excessive cold is the increased potential for frostbite or death due to over-exposure. Some secondary effects of winter weather and extreme cold include frozen water pipes in homes and businesses and danger to livestock and pets. . . e25 - Winter Storm Severity . - 11 WSSI Descriptor Impacts None No snow or ice forecast. No potential for ground blizzard conditions. Limited Minimal impacts, if any, expected. In general, people go about their normal routines. Minor Minor disruptions, primarily to those who were not prepared. None-to-minimal recovery time needed. Moderate Definite impacts to those with little preparation. Perhaps a day or two of recovery time for snow and/or ice accumulation events. Major Significant impacts, even with preparation. Typically several days recovery time for snow and/or ice accumulation events. Extreme Historic. Widespread severe impacts. Many days to at least a week of recovery needed for snow and/or ice accumulation events. 67 64 WINTER STORMS Future Conditions Analysis outages and prolong power supply issues. Estimated restoration times can vary based on damages to the Winter storm risk is variable throughout the region and current system and resources available. VDOT and is largely dependent on elevation. Western portions power companies allocate resources to areas with the of Frederick County have a moderate potential for highest population. The highest risk areas for winter snowfall compared to the rest of the NSV region due storm-related hazards are rural, mountainous, low- to higher elevation and colder temperatures. Eastern density populated areas. These areas should be of Frederick County and the City of Winchester have highest concern for readiness prior to major winter a lower potential for significant snowfall because storm events. they are at a much lower elevation and are typically warmer. Land use and development regulations in the NSV region are not focused on winter storm planning in The SVEC and Dominion Energy conducted historical the study area. However, the statewide building code analysis on the effect of severe winter weather. Their does address snow loads, and newer buildings are data showed a pattern of rural areas being affected expected to better withstand roof snow loads. more than developed areas. Within developed areas, SVEC has 14 critical facilities. Meters powered by these facilities are more likely to regain power faster than all other facilities. Winter weather has the potential to cause outages of approximately 57,000 meters for the region in total. All meters have the potential to be affected by winter weather, though the number of meters without power has not reached over 25,000. Dominion Energy has slightly lower total outage numbers. Historically, no more than 5,000 accounts have lost power at the same time. Both providers noted that snow type also dramatically affects the number and length of outages. Wet snow or ice, even in smaller quantities, can cause more outages for longer periods of time. Dry snow, however, has less of an effect on electrical infrastructure. The SVEC and Dominion Energy try to mitigate these risks by building their structures to the National Electric Safety Code, which accounts for snow and ice loading. Though providers try to restore power as quickly as possible for all customers, Dominion Energy noted loading power too quickly can lead to additional 68 65 WINTER STORMS The relationship between climate change and winter storms is complex, and the impacts can vary widely by region. While it might seem counterintuitive, a warming planet can still lead to significant changes in winter storm patterns. The following effects of climate change on winter storm frequency and severity could impact the NSV region in the future: • Altered Snowfall Patterns: Warmer air carrying more moisture can lead to heavier snowfall during storms, especially if temperatures are still below freezing when the precipitation occurs. • Shift in Storm Tracks: The jet stream, a band of strong winds that influence weather patterns, can be altered due to climate change. This can shift storm tracks, changing where and how winter storms form and travel. • Increased Frequency and Intensity: Climate change can lead to more frequent and intense winter storms. Some research suggests that the warming Arctic may be linked to disruptions in the polar vortex, leading to sudden and severe cold snaps and winter storms. • Challenges in Prediction and Management: The complexity of climate change and its effects on local weather patterns makes predicting winter storm impacts challenging. 69 66 HURRICANES & HIGH WINDS HURRICANES & HIGH WINDS A hurricane is a powerful and potentially destructive storm system characterized by a large low-pressure center and numerous thunderstorms that produce strong winds and heavy rain. Hurricanes form over warm ocean waters, typically in the tropics, and gather energy from this water's evaporation and subsequent condensation. The center, or "eye" of the hurricane, is surrounded by the "eyewall", the most destructive part of the storm with the highest wind speeds and most intense rainfall. The Saffer-Simpson scale offers a general categorization of hurricanes based on wind speed: Table - Wind Scale IL Hurricane Category Impacts Category 1 74 to 95 mph winds (minor damage) Category 2 96 to 110 mph winds (extensive damage) Category 3 111 to 129 mph winds (devastating damage) Category 4 130 to 156 mph winds (catastrophic damage) Category 5 157+ mph winds (catastrophic damage) Risks associated with hurricanes include: • Storm Surge: The abnormal rise in seawater level during a storm, measured as the height of the water above the normal predicted astronomical tide. It's often the greatest threat to life and property from a hurricane. • Heavy Rainfall and Flooding: Hurricanes can produce widespread rainfall and trigger inland flooding, responsible for more than half the deaths associated with hurricanes in the United States over the past 30 years. • High Winds: Hurricane-force winds can cause substantial damage to structures and infrastructure, uproot trees, and turn loose debris into dangerous flying objects. • Tornadoes: Hurricanes can also produce tornadoes that add to the storm's destructive power. • Landslides: The heavy rains associated with a tropical cyclone can cause landslides in certain terrains. 70 67 HURRICANES & HIGH WINDS Risks to human life and property can be severe. Thus, Future Conditions Analysis when a hurricane is forecast, people are advised to take precautions such as evacuating the threatened The likelihood of a hurricane affecting the NSV region area, securing buildings and belongings, and stocking is low based on the history of occurrences. However, up on emergency supplies. each jurisdiction will likely be affected equally if a hurricane passes through the planning region. Based Major hurricane events since the 2018 Plan include on the date of occurrences and, where available, Hurricane Florence in 2018, which devastated not by individual community descriptions, the following only coastal but inland regions, including the NSV community-specific impacts are anticipated if a region. The Commonwealth of Virginia's Standard hurricane hits the planning region. Hazard Mitigation Plan includes hurricane tracks in Virginia based on a historical representation of Mapping data for high winds was collected from occurrences in the Northern Shenandoah region. NOAA between 1955 and 2022 (see Figure 20). This From the 2018 Plan, Hurricanes Matthew and Sandy data was analyzed using various GIS tools. Damaging also tracked through the region and caused severe wind speeds in the area are typically between 40- damage. Two other hurricanes have tracked through 60 mph. The highest recorded wind speed in the the NSV region since 1851. In 1893, an unnamed timeframe was 87 mph. The highest wind events hurricane tracked through Shenandoah County. In recorded were in Frederick and Page Counties. Since 1896, an unnamed hurricane tracked through the the last plan, weather authorities have recorded 188 Counties of Page, Warren, Frederick, and the City of high-wind. All these events were between 40-70 mph. Winchester. The most powerful wind event was in Shenandoah County, where speeds reached 70 mph in the late Hurricanes that have not tracked through the region summer of 2019. Critical facilities in areas where have still considerably impacted it. Secondary impacts there is a history of high wind events as shown in have caused loss of life, injury, property damage Figure 20 could be at greater risk in the future. and widespread infrastructure damage. An unnamed hurricane in 1893 tracked to the southeast of the The SVEC analyzed historical data dating back to region, as well as Hurricane Hazel in 1954. Hurricane 2013, the year they took over regional power services. Isabel in 2003 tracked to the southwest of the region Their analysis concluded that while all their facilities in Rockingham County as a Category 1 hurricane and are subject to high-wind events, 15 facilities are more eventually weakened to a tropical storm. Hurricane likely to be affected due to their geography because Isabel impacted the Shenandoah National Forest from they are located in rural areas with heavier tree cover. Page County through Front Royal's Big Meadows. Approximately 45,000 meters are at risk due to high- Skyline Drive and several trails were closed for one wind events. This number excludes meters serviced night, and park employees evacuated to a shelter. by underground power stations and stations with little Damage throughout the greater Shenandoah Valley to no surrounding tree coverage. According to SVEC's from Isabel totaled between $29 -34 million (2008 records, the maximum number of outages at one time USD estimates). The flooding from the hurricane killed was approximately 10,000 meters.All of Dominion 25 to 30 head of livestock in the Valley. Energy's critical infrastructure is subject to high wind events, meaning that just over 14,000 accounts have 68 71 HURRICANES & HIGH WINDS the potential to experience outages. However, no the building stock (66%). Approximately 79% of more than 5,000 meters have been at once. High- the building stock for the NSV region is considered wind events have a wide range of impacts on power residential, and about 6.4% is commercial and/ supply. Depending on the length of the event, outages or industrial. Town exposure is expressed as a can last for multiple hours to multiple days. Localized percentage of the total housing units in the County, wind gusts can have minimal effect on the region's and County totals include the Town subtotals. power supply but can knock power out in a small area for multiple days. To mitigate these effects, the SVEC The following effects of climate change on hurricane and Dominion Energy follow the National Electric frequency and severity could impact the NSV region Safety Code when constructing facilities so they can in the future: withstand high-wind events.Additionally, the Virginia Uniform Statewide Building Code (VUSBC) requires a Increased Intensity: Hurricanes draw their 90-mph minimum design wind speed. energy from warm ocean water. As the global temperature rises, sea surface temperatures also In the 2018 plan update, the Planning Team based its increase, providing more energy for hurricanes property damage assessment on 63% of properties and possibly leading to more intense storms. The having wood-frame construction. Similar breakdowns additional energy available to storms can result were pulled from the 2012 plan to assess impacts in higher wind speeds, making hurricanes more on residential versus commercial/industrial property, destructive. where 79% would affect residential property and 17.33% would affect commercial/industrial property. • Altered Trajectories and Timing: Climate change can affect weather patterns and The Team did not conduct a HAZUS run for this atmospheric circulation, which may, in turn, hazard for this plan update. According to the 2018 change the typical paths and landfall locations plan, the northern portions of Frederick, Clarke, and of hurricanes. Warmer waters may extend the Warren Counties and the City of Winchester are hurricane season, leading to storms occurring most affected by wind speeds less than 50 mph. earlier in the spring or later in the fall. The planning area's central and southern portions typically have wind speeds between 40 to 60 mph. Increased Rainfall: Warmer air can hold more The 100-year probabilistic wind event map is uniform moisture, which means that hurricanes in a throughout the region with 60- to 70-mph winds. As warmer climate may produce more rainfall, leading with the 50-year wind event, the 1,000-year wind to greater flooding risks. event follows the same trend, with 80- to 90-mph winds in the northern portions and 90- to 100-mph Challenges in Prediction and Management: The winds in the central and southern parts of the region. complexity of climate change and its effects on Based on the HAZUS vulnerability assessment, the local weather patterns makes predicting hurricane most significant wind damage would be to wood- impacts challenging. frame buildings (66% of housing stock, based on 2010 Census data). For the NSV region, wood- frame buildings account for a large percentage of 69 72 HURRICANES & HIGH WINDS Northern Shenandoah Valley Region , ff NS RC Damaging Windso t NORTHERN SHENANDOAH VALLEY a REGIONAL COMMISSION K,. 28 { 10 • i •r •r` '•3?- _ M 17 ♦ .� .�� ..aft �, �. �� i far L� !/��/ f,' - .:" 1. 4.� 8 _ -" ♦ •1�'• • __ /I r � `l jam % - • �`. - -' •yt;'j ;` ``♦ 'A +�r.� .429 • �' - � vnr y, .,l �?G�I. f I • 9 � • • ♦. _ a ! • �• _ -r i:. ZY Legend 11 �- '� Y ,. - Q Study Area Critical Facilities 42` «••' Wind Swath Care Facility ?i { I%., Speed(mph) ♦ Fire Station 0-40 ♦ Police Station 40-60 ♦ School 60-70 Spatal Reference c .�70-90 Name:GCS North American 1983 GCS:GCS North American 1983p 90-130 Datum:North American 1983 —� Map Units:Degree Scale:1:600,000 i Sources:Esn,USGS,NOAA,Sources:Esn.Garmmn, 29 USGS,NPS - Figure 20 -Northern Shenandoah Valley Region Damaging Winds(1955-2022) 73 70 TORNADOES TORNADOES Tornadoes are windstorms characterized by funnel clouds extending to the ground from the clouds. Hurricanes and other intense low-pressure systems can spawn them, and their wind speeds range from 65 to 300 miles per hour. Damage from high winds, flying debris, lightning, and hail is often extreme. On average, roughly 1,200 tornadoes, with 80 storm-related deaths and 1,500 injuries, are reported across the United States annually. Tornado season runs from late winter to mid-summer, primarily in the southeast. Tornado surface impacts vary from a brief touchdown to more severe extended surface contact. The Enhanced Fujita scale (EF Scale) determines the degree of tornado damage on 28 indicators, including an estimate of wind speed (including its lower and upper bounds), types of building material, and density of structures. Table - Fujita Rating Impacts EF-0 65-85 mph winds; minor damage EF-1 86-110 mph winds; moderate damage EF-2 111-135 mph winds; considerable damage EF-3 136-165 mph winds; severe damage EF-4 166-200 mph winds; devastating damage EF-5 >200 mph winds; incredible damage EF-2 is the highest tornado rating ever recorded in the NSV region. These tornadoes can tear roofs from homes, shift homes on their foundations, destroy mobile homes, toss cars, and uplift trees. Historical data shows that Clarke and Frederick Counties have experienced the most tornadoes since official record-taking began. The City of Winchester, Clarke, and Frederick Counties have also experienced highly localized EF-2- rated tornadoes. 71 74 TORNADOES Future Conditions Analysis how climate change will affect tornado activity. However, several potential impacts can be identified: Based on historical occurrences, the entire Commonwealth is vulnerable to tornado activity, but Changes in Frequency and Location: Research the probability is low. Vulnerability to this hazard on tornado frequency in a changing climate is should be considered equal for the entire planning inconclusive. Some studies suggest that the region since there cannot be a precise prediction of number of tornadoes might increase in certain when, where, and to what extent tornado damage areas, while others indicate a decrease or no may occur. Therefore, $2,460,591,521 (the total change. Changes in atmospheric circulation exposure figure) worth of buildings and facilities patterns may cause shifts in the areas most within the region could potentially be at risk of tornado susceptible to tornadoes, potentially bringing damage. The estimated total NSV region population tornadoes to areas where they have been less of 244,037 (as of 2021) should also be considered at common. risk. However, manufactured homes are particularly vulnerable to damage in the event of tornadoes, Changes in Intensity: Warmer temperatures particularly those constructed before building codes could lead to more energetic storms, which might, were in effect requiring foundation tie-downs. in turn, lead to more intense tornadoes. However, this relationship is not straightforward, as other NOAA National Climatic Data Center records were factors such as wind shear must be considered. used to produce an annualized loss estimate of potential damages from severe thunderstorms and • Altered Timing: As with hurricanes, warmer tornadoes for each jurisdiction. Additionally, the temperatures might extend the tornado season in SVEC's analysis for high winds holds true for their some regions, allowing tornadoes to occur earlier tornado analysis. Outage estimates vary widely in the spring or later in the fall. depending on a tornado's width and distance travelled. A localized tornado could affect the region • Variable Wind Shear: Some climate models as a multi-day outage event while only affecting a few predict a decrease in wind shear (the change in customers. Tornadoes that travel further distances wind speed and direction with height) in the future, may cause more outages and damage. Because which could counteract other factors leading to an SVEC facilities follow the National Electric Safety increase in tornadoes, as wind shear is a critical Code, they should be able to withstand some levels of component for tornado formation. high wind. • Challenges in Prediction and Mitigation: The The connection between climate change and complexity of tornado formation and the uncertain tornadoes is complex and not as well understood as impact of climate change on tornadoes make the relationship between climate change and some forecasting and preparation more challenging. As other weather phenomena like hurricanes or flooding. understanding improves, communities may need Tornadoes depend on a unique set of conditions, to invest in new or enhanced preparedness and including atmospheric instability, wind shear, and response strategies. moisture, making it challenging to predict precisely 75 72 TORNADOES Northern Shenandoah Valley Region r' - s Tornado Tracks 1950-2022 `4 NS ICC NORTHERN SHENANDOAH VALLEY — -'' REGIONAL COMMISSION 28 45 r� a x; .2 f <_. X. ♦a JYrr 5 y r YaYeY �9ri`Pr ! It � t d Legend f # •,J A, r;7, •• Study Area 12 Tornado Tracks 1950-2022 EF-0 Light EF-1 Moderate EF-2 Considerable Spatial Reference EF-3 Severe Name.GCS North American 1983 ` GCS:GCs North American 1983 EF-4 Devastating Datum:North American 1983 ! Map Units:Degree �. � EF-5 Incredible Scale:1:600,cou r Sources:Esri,USGS,NOAA,Sources:Esri,Garmin, 29 USGS,NPS Figure 21 -Northern Shenandoah Valley Region Tornado Tracks (1950-2022) 76 73 SEVERE THUNDERSTORMS SEVEREdeclarations in the NSV region in response to events that included severe thunderstorms. THUNDERSTORMSGenerators are essential tools allowing critical Thunderstorms form when moist, unstable air is lifted facilities, homes, and businesses to deal with power vertically into the atmosphere. The rising air cools, outages frequently caused by thunderstorms. The condenses, and forms thunderclouds. Thunderstorms Department of Environmental Quality inventories and may occur singly, in lines, or in clusters and may regulates generator permits, and according to their move through an area very quickly or linger in place database, 299 generators are located throughout the for several hours.According to the National Weather NSV region. Service (NWS), more than 100,000 thunderstorms occur yearly, 10% of which are classified as severe. Table Generator per Jurisdiction Thunderstorms typically produce heavy rain for a brief period, anywhere from 30 minutes to an hour. Jurisdiction Generator Count However, these storms can produce tornadoes, dangerous winds, hail, and lightning. In addition, Clarke County 16 they can cause flash flooding in rivers and streams, dry gulches, and low-lying areas. The extent of their Frederick County 117 impact is defined by their duration and spread, both of which are highly variable and difficult to predict. Page County 16 Lightning is the discharge of electrical energy from the buildup of positive and negative charges within Shenandoah County 40 a thunderstorm. The lightning flash occurs within or between the clouds and the ground. A lightning bolt Warren County 42 can reach temperatures approaching 50,000 degrees Fahrenheit, rapidly heating the air as it flashes. Winchester 68 However, the surrounding air cools following the bolt. This rapid heating and cooling of the surrounding air causes thunder. According to NOAA's National Severe Nearly every generator in the region is located within Storms Laboratory in Virginia, most lightning strikes densely populated areas (see Figure 22). Frederick occur under trees or in open spaces. On average, County has the highest number of generators within 89 people in the United States are killed yearly by and surrounding the City of Winchester. The towns lightning strikes. Additionally, lightning often results in of Berryville, Front Royal, Luray, and Woodstock also power outages across broad areas. have clusters of generators. A lack of generators in the region's rural areas, coupled with their distance Several Presidential Disaster Declarations have from heavily populated areas that tend to receive aid resulted from severe thunderstorms, specifically those first, has the potential to cause more frequent and generated by hurricanes and tropical depressions. extended power outages. Since 2007, presidents have made eight disaster 74 77 SEVERE THUNDERSTORMS Though the timeframe of this plan update did not leading to more severe storms with intense allow time for all power companies to run their own rainfall, hail, and wind. analyses, discussions with Dominion Power gave a clearer picture of their hazard mitigation strategies. • Changes in Frequency: Some regions may According to one of Dominion's Emergency experience an increase in the frequency of Preparedness Specialists, the company recommends thunderstorms due to the greater availability of regularly tested generators at every critical utility warm, moist air. Changes in temperature and site. The SVEC currently does not follow this humidity might lead to alterations in the typical recommendation, as they do not have generators at thunderstorm season in some areas, potentially their larger power stations. extending or shifting the season. Future Conditions Analysis • Altered Geographic Distribution: Climate change can alter weather patterns, leading to Thunderstorms can happen any day of the year shifts in the locations where thunderstorms and at any time of day but are most common in typically occur. Some areas may see an increase the late afternoon and evening during summer. in thunderstorm activity, while others may Virginia averages 35 to 45 thunderstorm days per experience a decrease. year. Because of the relative unpredictability of thunderstorm, hail, and lightning activity, the risk Increased Rainfall: Thunderstorms in a warmer of these hazards should be considered uniform climate are likely to produce more intense rainfall, throughout the region. which could lead to flash floods and other related problems, especially in urban areas with limited Warm, humid conditions during the spring and drainage capacity. summer are favorable for the development of thunderstorms. Lightning that often accompanies Changes in Lightning Frequency: Some thunderstorms has the potential to be life-threatening. research suggests that warmer temperatures While lightning fatalities have decreased over the and increased atmospheric moisture could past 30 years, lightning remains one of the top storm- lead to more frequent lightning strikes during related injuries in the United States. thunderstorms, posing additional risks to people, structures, and forests. Climate change can influence the frequency, intensity, distribution, and other characteristics of • Challenges in Prediction and Response: thunderstorms in the following ways: The complex nature of thunderstorms and the varying impacts of climate change on different • Increased Intensity: Climate change leads to a aspects of these storms can make forecasting warmer atmosphere that can hold more moisture. more challenging. Communities may need to This increase in moisture content can fuel more invest in new or enhanced preparedness and powerful thunderstorms. Warmer temperatures response strategies, including improved weather can create more unstable air masses, providing forecasting, resilient infrastructure, and public more energy for thunderstorms and possibly awareness campaigns. 78 75 SEVERE THUNDERSTORMS Northern Shenandoah Valley Region N [� RC Generator Locations a J ° NORTHERN SHENANDOAH VALLEY t' REGIONAL COMMISSION - d- - -- 1 ' 28 _ � � t io 50 h. r a,�9t` m a—. n` f 42 . glge VSrBy �5 * A ,J g p r J ' �,r r f j „ - Legend 42 t Study Area ♦ Active Generator Locations f Spatial Reference Name:GCS North American 1983 ^ GCS:GCS North American 1983 Datum:North American 1983 Map Units:Degree © , Scale:1:600'000 29 Y Sources:Est,USGS,NOAH,Sources:Esri,Garmin, `a�2` USGS,NPS f f "'r ar' _ Figure 22 -Northern Shenandoah Valley Region Generator Locations 79 76 WILDFIRE WILDFIRE • Climate Change Implications: Wildfires release a significant amount of carbon dioxide, a A wildfire, also known as a forest fire, bush fire, greenhouse gas, into the atmosphere, contributing wildland fire, or rural fire, is an uncontrolled fire that to climate change. rapidly spreads across vegetation and forest areas. They can occur in many different climates but are Future Conditions Analysis especially common in dry, arid regions with regular seasons of drought. Lightning strikes often ignite Historically, the NSV region has been prone to natural wildfires. However, human activities, such drought, a trend that is expected to continue. Surface as careless disposal of cigarettes, unsupervised fuel quantities increase during dry periods, potentially campfires, deliberate acts of arson, or accidental worsening the potential spread and intensity. sparks from machinery, are the most common causes. According to the Virginia Department of Forestry's Wildfires are capable of considerable destruction, State of the Forest annual report for 2022, 2019 saw which can affect both wildlife and human settlements. the fewest fires ever recorded in a single year (386 Risks include: fires versus the 10-year average of 578). However, in 2022, 776 wildfires burned 11,490 acres of land, • Loss of Life and Property: High-intensity causing damage to 115 buildings which resulted in wildfires can destroy homes and infrastructure, $4.3 million in damages. VDOF participates in and resulting in significant economic damage. They leads many efforts to mitigate and suppress wildfires also directly threaten humans and animals caught when they happen. VDOF works to train firefighters, in their path, leading to injuries or loss of life. uses educational programs to expand knowledge on fire suppression, created the Dry Hydrant Grant • Air Quality Deterioration: Wildfires produce Program, which provides money to install and repair smoke and pollutants that significantly degrade dry hydrants around Virginia, the Volunteer Fire air quality, causing health issues, particularly for Assistance Grant Program, which provides funding for individuals with respiratory conditions. Even areas volunteer fire departments and works with the Federal distant from the wildfire can experience poor air Firefighter Property Program which loans equipment quality due to wind-carried smoke. to volunteer fire departments nationwide. Through all VDOF's efforts, in 2022, VDOF saved over 1,000 • Habitat Destruction: Wildfires can devastate homes and buildings from wildfires. These efforts habitats, killing flora and fauna directly or saved almost $130 million in damages. destroying their homes, which may lead to local or even global extinction of vulnerable species. In 2022 alone, VDOF provided 14 FIREWISE Community Hazard Mitigation Grants. During • Soil Erosion: After a wildfire, the loss of conversations with the 2023 Steering Committee, vegetation exposes the soil to the elements, there was a sentiment that FIREWISE can be leading to increased erosion, which can have challenging to set up in small, rural counties because knock-on effects such as increased vulnerability to Homeowner's Associations (HOAs) typically handle landslides and flash floods. regulation. HOAs are usually small in these areas 80 77 WILDFIRE and lack the resources needed for this type of regulation. The region, particularly Frederick County, seeks new mitigation programs that better fit its needs. The Planning Team based its risk assessment for wildfires on the Wildland Urban Interface (WUI) Index, created by The Virginia Department of Forestry (VDOF) in partnership with the Southern Group of State Foresters (SGSF). WUI refers to the zone of transition between unoccupied land and human development. VDOT and SGSF's Southern Wildfire Risk Viewer gives data on impacts, burn probability, densely populated areas, and information on surface fuels, which the SVEC used in this analysis. Figure 23 shows areas where the WUI is at risk of wildfire. Critical facilities in high WUI risk areas as shown in Figure 23 could be severely impacted by wildfire in the future. Due to the rural nature of the NSV region, the WUI covers 93.6% of the region, and the region's highest at-risk populations live within WUI areas. The SVEC's analysis noted that critical facilities in the NSV region had an average of 2.7 on the Wildfire Risk Index. The most severe impact rating near critical facilities was 5. Burn probability at the time of data collection ranged from 1.6 to a peak rating of 5. Dominion Energy stated none of their critical facilities fell within the major impact areas. These analyses are subject to change as VDOF and SGSF update their own analysis based on on-the-ground data. Table 29 - Northern Shenandoah Valley WUI Risk Acreage Onson— Class Acres Percent -9 Major Impacts 4 0.0 % -8 6,567 1.3 % -7 15,298 3.0 % -6 15,227 3.0 % -5 Moderate 120,486 24.0 % -4 85,845 17.1 % -3 45,642 9.1 % -2 161,640 32.1 % -1 Minor Impacts 52,081 10.4 % Total 502,790 100% 81 78 WILDFIRE Northern Shenandoah Valley Region ' T Wildland Urban Interface Risk Index N0Wt HFXN%H ENA NI)OA4-I VALLEY aREGIONALCOMN41SSION m i 2R 314 ` A. f., • . Alk F r l Fv Ay `" ` _ h � A4 _ � 55 40, A}1 - - A. AlAA _ �• 7:t".�,Pe A. � ..� ,hr - - ." '• `.z l� ,522. i.--A rr t�� Legend r';�` 11 `` << ;- ,-,.ice +�•`` Q Study Area Critical Facilities ax WUI Risk Index Care Facility 1151 9 Major Impacts A Fire Station j ` e 8 A Police Station 7 ■ School y,: 6 Spatial Reference 5 Moderate Name:GCS North American 1983 4. CCS:GCS North American 1983 ^ Datum:North American 1983 3 Map Units:Degree i 7 4 Scale:4:800.000 I i +— 2 Sources:Esn,US GS,NOAA,Sources:Esn,Garmin, y 29 _ 'Minor Impacts USGS,NPS oaf Figure 23 -Northern Shenandoah Valley Region Wildlife Urban Interface Risk Index 82 79 WILDFIRE The VDOF and SGSF viewer also produces a burn in some regions, and stronger winds can probability layer (Figure 24). This layer considers help wildfires spread more quickly. Warmer current landscape conditions, weather patterns, temperatures and increased evaporation rates historical fire patterns, and historical fire prevention can lead to more thunderstorms, resulting in more and mitigation efforts. The NSV region did not receive lightning strikes, a common natural cause of a burn probability score over 6 out of 10 at the time wildfires. of data collection. According to the Burn Probability map, Clarke, Page, and Shenandoah Counties have Changes in Vegetation: changes in temperature large areas of medium burn probability. Though not and precipitation can lead to shifts in vegetation represented in the Burn Probability map, the City types and growth patterns, affecting the availability of Winchester and the region's towns would have of fuel for wildfires. Warmer temperatures allow medium- to high-level impacts from wildfire. Woodland pests like bark beetles to thrive, killing trees and communities are at the highest risk of wildfire due to creating more deadwood, further fueling fires. their proximity to natural fuel sources. • Challenges in Management and Mitigation: Climate change has a pronounced effect on wildfires, increased frequency and intensity of wildfires can contributing to changes in their frequency, intensity, put a strain on firefighting resources, requiring timing, and geographical distribution. Below are the more coordination and funding. Communities main ways in which climate change impacts wildfires: in fire-prone areas may need to invest in new strategies for fire prevention, building design, land • Increased Frequency and Intensity: rising management, and emergency response. global temperatures dry out soil and vegetation, making forests and grasslands more susceptible to ignition and burning. Warmer weather and reduced snowpack in some regions can lead to a longer fire season, providing a more extended window for fires to ignite and spread. • Changes in Precipitation Patterns: more frequent and prolonged droughts are expected due to climate change, reducing moisture levels in soil and vegetation and creating more favorable conditions for wildfires. Inconsistent rainfall patterns, with intense rainfall followed by prolonged dry periods, can create erratic growth and drying cycles in vegetation, contributing to wildfire risk. • Wind Patterns and Lightning Strikes: climate change may lead to changes in wind patterns 83 80 WILDFIRE Northern Shenandoah Valley Region ' �, N S DC-1Wildfire Hazard Potential NOW].HI-.RN SFIE'.NANI)QAH VALLEY -- — - REGIONALCOMN41SSION 28 L 27 17 r 11J/ f ti y}� }` i1 jr f/fTf f _ 66 J ` s _ � a A .55 jl ntz 42A 14 I b qty pp a ': f I` Legend Study Area Critical Facilities a2 ti' , ^l` _� - - Burn Probability Care Facility +`, I♦S(Lowest Probability) , Fire Station 2 , Police Station N' 3 A School r 4 Spatial Reference - 6 Name:GCS North American 1993 f 7 GCS:GCS North American 1983 ■k - �'+ 8 Datum:North American 1983 Map Units:Degree Scale:5:600.000 * r_ 10[Highest Probe bility] Sources:Esn,USGS,NOAA,Sources:Esn,Garmin, YYY Zg. i US GS,NPS f� Figure 24-Northern Shenandoah Valley Region Wildfire Hazard Potential 84 81 DAM FAILURE DAM FAILURE • Societal Impact: Dam failure can also have significant societal impacts, such as displacement Dam failure refers to a catastrophic event that of people and disruption of communities. occurs when the structure and integrity of a dam are compromised, leading to the uncontrolled release of High Hazard Potential Dams (HHPDs) are the water it was built to hold back. This failure can characterized by their potential for significant loss of happen suddenly or gradually, depending on the life or economic impacts on inundation zones in the circumstances. event of failure. The Virginia Department of Cultural Resources and the Department of Dam Safety and The risks associated with dam failure include: Flood Plain Management monitor dam safety and mandate HHPDs to be inspected annually internally • Loss of Life: One of the most immediate and and by a professional engineer every two years. severe risks of a dam failure is potential loss Dams are classified on a rating scale provided by the of life. If a dam fails suddenly, people living National Dam Safety Review Board (see Table 30). downstream may not have sufficient warning or Table 30-HHPD Safety Scale time to evacuate, leading to casualties. Rating Description • Property Damage: A dam failure can result in No existing or potential dam safety deficiencies extensive damage to infrastructure, including are recognized.Acceptable performance is homes, bridges, roads, and utilities. The force of Satisfactory expected under all loading conditions(static,hydrologic,seismic)in accordance with the the released water can wash away everything in minimum applicable state or federal regulatory criteria or tolerable risk guidelines. its path. No existing dam safety deficiencies are recognized for normal operating conditions. • Environmental Damage: Dam failure can also Rare or extreme hydrologic and/or seismic events may result in a dam safety deficiency. Fair cause significant environmental damage. The Risk may be in the range to take further action. sudden release of water can alter landscapes, Note:The regulatory agency defines a Rare or extreme event based on the minimum erode soil, destroy habitats, and lead to the loss applicable state or federal criteria. of wildlife. In addition, if the water in the dam A dam safety deficiency is recognized for was contaminated, contaminants could spread normal operating conditions which may realistically occur. Remedial action is downstream, affecting water quality and potentially Poor necessary. "Poor"may also be used when health hazards. uncertainties exist regarding critical analysis causing parameters that identify a potential dam safety deficiency. Investigations and studies are • Economic Impact: The economic cost of a dam required. failure can be significant, considering the cost A dam safety deficiency is recognized that of property damage, cleanup and recovery, and Unsatisfactory requires immediate or emergency remedial action for problem resolution. the impact on local economies. For example, it can disrupt local industries, especially those dependent On the river for water supply The dam has not been inspected, is not p pp y Or Not Rated under state or federal jurisdiction,or has been transportation. inspected but,for whatever reason, has not been rated. 85 82 DAM FAILURE All dams in Virginia are also subject to the Dam construction practices or methods; Safety Act and Dam Safety Regulations unless • Improper operation, including failure to remove or specifically excluded. A dam is excluded if it: open gates or valves during high flow periods; • Failure of upstream dams; • is less than six feet high; • High winds, which can cause significant wave • has a maximum capacity of less than 50 acre-feet action and result in substantial erosion; or and is less than 25 feet in height; • Intentional terrorism or criminal acts. • has a maximum capacity of less than 15 acre-feet and is more than 25 feet in height; Future Conditions Analysis • is operated primarily for agricultural purposes and has a maximum capacity of less than 100 acre- The Planning Team met with Mark Kilgore, Dam feet or is less than 25 feet in height (if the use or Safety Engineer for the Virginia Department of ownership changes, the dam may be subject to Conservation and Resources, who assisted the Team regulation) [This exemption does not extend to the with assembling data for this section. There are three construction of the dam, which remains subject to Federal Energy Regulatory Commission-licensed the Act and Regulations]; dams located within the planning region. In addition, • is owned or licensed by the federal government; there are numerous agricultural and other privately- • is operated for mining purposes under 45.1-222 or owned dams. There are 18 High Hazard Potential 45.1-225.1 of the Code of Virginia; and/or Dams in the NSV region (see Figure 25). Most of • is an obstruction in a canal used to raise or lower these dams are rated as Satisfactory, meaning they water levels (VA Department of Conservation and meet safety standards and should not fail due to Recreation). high-impact hazard events. Three dams in the region rated as Fair, meaning they should be stable, barring According to Virginia's statewide Hazard Mitigation a major hazard: Lake Frederick Dam in Frederick Plan (2023), dam failure is most likely to occur during County, the Woodstock Dam in Shenandoah County, one or more of these conditions: and the Lake Front Royal Dam in Warren County. • Prolonged periods of rainfall and flooding; Table 31 lists the name of each HHPD in the NSV • Inadequate spillway capacity; region, as well as information on each dam's • Internal erosion caused by embankment or owner, type, condition, the downstream impacts of foundation leakage or piping; impoundment failure, and whether an Emergency • Improper maintenance, including failure to remove Action Plan (EAP) exists for each dam. Frederick trees and/or woody vegetation, repair internal County's 11 HHPDs are highlighted. Impoundment seepage problems, replace lost material from the failure at any of these sites would affect nearby cross-section of the dam and abutments, failure homes, businesses, and infrastructure. For example, to clean and remove debris or obstructions, neighborhoods of single-family homes surround or maintain gates, valves, or other operational Frederick Lake. The roads needed to access these components; neighborhoods and public resources are within • Improper design, including the use of the inundation zone, and further downstream are inappropriate construction materials and incorrect sparser homes and farmlands. A similarly dense area 86 83 DAM FAILURE surrounds Lake Front Royal. Front Royal, the largest town within Warren County, is also within five miles of the dam. Transportation and other infrastructure to the east of Front Royal could be severely impacted in the event of impoundment failure. The area around the Woodstock Dam is significantly less dense than Front Royal and Frederick. However, several homes, farms, and transportation resources lie directly in its inundation zone. The loss of a water resource at each location could also impact supply and tourism in the area. Critical facilities near HHPDs or within dam break inundation zones, as indicated in Figure 25, could be severely impacted in the event of dam failure. Additionally, climate change affects both the frequency and severity of natural hazards that can lead to dam failure. The NSV region should closely monitor these dams in the upcoming years as they are vulnerable to large-scale natural hazards. Table 31 - Northern Shenandoah Valley Region High Hazard Potonjigi Q*ms Jurisdiction Name Other Name Owner Type Condition Downstream EAP? Impacts i Virgina Lake 17 homes, 14 Frederick Frederick Wheatlands Department Earth Fair businesses, 5 Yes County of Wildlife Dam Resources roads Frederick Lake Holiday Lake Holiday 204 homes, 60 County Dam Summit Dam Country Earth Satisfactory roads Yes Club, Inc. Frederick Unimin Fresh _ Unimin Earth Not provided Not provided Not County Water Dam Corporation provided Frederick Unimin _ Unimin Earth Not provided Not provided Not County Tailings Dam Corporation provided Frederick Lakeside _ Frederick Not County Lake County Earth Not provided Not provided provided Frederick Lake Isaac _ Lake Isaac Earth Satisfactory 1 home, 2 roads Yes County Dam Estates POA Frederick Silver LakeSilver Lake County Dam - Properties, Earth Satisfactory 3 homes, 1 road Yes Inc. Frederick Lake Serene Butler Dam Lake Serene, Earth Satisfactory Not provided Not County Dam Inc. provided 87 84 DAM FAILURE Frederick Cove Lake _ Alexander W. 5 homes, 2 County Dam#1 K. McDowell Earth Satisfactory roads Yes Frederick Cove Dam Lake Alexander W. Earth Satisfactory 33 homes Yes County #2 Leckszas K. McDowell Frederick Cove Ridge _ Unimin Not Not provided Not provided Not County Tailing Pond Corporation provided provided Page County Dry Run Lake Town of Earth Satisfactory 217 homes, 20 Yes Dam#102 Morning Star Luray roads Page County Dry Run Lake Town of Earth Satisfactory 217 homes, 19 Yes Dam#101 Arrowhead Luray roads Lord Fairfax Shenandoah Stony Creek Soil and County Dam#9 Lake Laura Water Earth Satisfactory 2 homes Yes Conservation District Lord Fairfax 200 homes, 6 Shenandoah Stony Creek Carroll Dam/ Soil and businesses, 2 County Dam#10 Birdhaven Water Earth Satisfactory utilities, 1 park, Yes Dam Conservation 1 golf course, 13 District roads Shenandoah Woodstock _ Town of 79 homes, 6 County Dam Woodstock Gravity Fair roads Yes Lake Front Lake Front Warren County Royal Dam - Royal POA, Earth Fair 1 home, 2 roads Yes Inc Warren County Lake of the County of Earth Satisfactory 2 homes Yes Clouds Dam Warren 88 85 DAM FAILURE Northern Shenandoah Valley Region ' - s High Hazard Potential Dams �`4 1 rrsv]L\N NOWFFIERN SHENANDOAH VALLEY t REGIONAL COMMISSION Ir 26� 1 i as _ .. IJ ♦ — J2�• A _ ♦ Q hA O `Alk JJYJJY�rrrrr J / 5 � - 11�� A s 'Of '� _>. o -.:. .� i 42AV.Ayr Ar f '34111' At AA ti A V,. A i A& K Legend StudyArea 4x Inundation Zones :;? High Hazard Potential Dams 'S'• • Satisfactory P Fair .f ` �' � --` ! 'A • Poor -; -' t • Unsatisfactory Spatial Reference ` • Not Rated Name:GCS North American 1883 Criticalcal Facilities GCS:GCS North American 1983 Datum:North American 1983 -. — Care Facility Map Units_Degree Scale:1:600,600 17 !p . Fire Station Sources_Esn,USGS,NOAA,Sources_Esti,Garmin, v �9 ♦ POlice Station USGS,NPS • School Figure 25-Northern Shenandoah Valley Region High Hazard Potential Dams 89 86 EXTREME HEAT EXTREMEHEAT are also common during extreme heat due to over- consumption of energy. Dominion Energy noted that An extreme heat event is characterized by prolonged when bringing accounts back on to the power grid temperatures ten degrees or more above the average it is important not to overload the system. Improper high temperature, accompanied by high humidity. planning of restoring power to customers can lead Under normal conditions, perspiration produced to longer outages and jeopardize power for more in response to elevated temperatures evaporates, account holders. cooling the body. High humidity, however, slows the evaporation process, resulting in discomfort Table 31 - Heat Index - and difficulty for the body to maintain normal temperatures. Older adults, young children, people Classification Heat Index ffect with respiratory problems, those with special needs, and those who are sick or overweight are likelier to become victims of extreme heat. Studies indicate a Fatigue possible significant rise in heat-related illness occurs when Caution 80°F - 90°F with prolonged excessive heat persists for over two days. exposure and/or physical activity The heat index, also known as the apparent temperature, is what the temperature feels like to the human body when relative humidity is combined with Heat stroke, heat the air temperature. Table 31 lists the temperature cramps, or heat thresholds and effects on the body for four heat index Extreme 90°F - exhaustion possible categories defined by the NOAA: Caution 103°F with prolonged exposure and/or Future Conditions Analysis physical activity Due to climate change, experts predict the effects and Heat cramps or temperatures that typically accompany extreme heat heat exhaustion in the NSV region will rise. Extreme heat in urban 103°F - likely, and heat areas can create health concerns when stagnant Danger 124°F stroke possible with atmospheric conditions trap pollutants, resulting in prolonged exposure poor air quality. In addition, the urban heat island and/or physicalactivity effect can produce significantly higher nighttime temperatures than those in surrounding suburbs. Therefore, urbanized areas, particularly Winchester, may be at higher risk of the effects of extreme heat than the rest of the region where the risk is uniform Extreme 1 Danger higher r Heat stroke highly er likely throughout. Populations at risk should be of the highest concern when addressing local efforts to mitigate extreme heat conditions. Power outages 90 87 DROUGHT DROUGHT • Crop Failure and Livestock Losses: Droughts can severely impact agriculture by reducing crop A drought is a prolonged period of abnormally low yields and causing crop failure, leading to food precipitation, leading to a shortage of water that shortages and increased food prices. They can adversely affects the natural environment and human also cause dehydration and starvation of livestock, society. Droughts can last for months or even years, affecting meat and dairy production. covering large areas ranging from a few square miles to entire countries or continents. • Wildfires: Dry conditions during droughts can increase the risk of wildfires. The National Weather Service (NWS) identifies four types of drought: • Economic Consequences: The impact on agriculture can have severe economic • Meteorological Drought, which is associated consequences for farming communities and with the degree of dryness or rainfall deficit and increase food prices in broader regions. the length of the dry period; • Health Risks: Drought can lead to malnutrition • Hydrological Drought, which is associated with due to food shortages, and dust from dry soil the impact of rainfall deficits on the water supply, can reduce air quality and cause or exacerbate such as stream flow, reservoir and lake levels, and health problems like asthma and other respiratory groundwater table decline; diseases. • Agricultural Drought, which refers to the impacts • Environmental Damage: Drought can also on agriculture by factors such as rainfall deficits, damage the environment, causing problems such soil water deficits, reduced groundwater, or as land degradation, loss of biodiversity, and reservoir levels needed for irrigation; and disrupted ecosystems. • Socioeconomic Drought, which considers the The NSV region prepared and adopted its latest impact of drought conditions (meteorological, Regional Water Supply Plan in November 2011. agricultural, or hydrological) on the supply and The plan identifies a protocol for addressing and demand of economic goods. Socioeconomic broadcasting droughts in the event of a climatic drought occurs when the demand for an economic condition and a methodology for disseminating good exceeds the supply due to a weather-related information. The Water Supply Plan includes drought deficit in the water supply. triggers for each Jurisdiction and references a drought ordinance localities can implement in the event The risks associated with droughts include: of a drought watch, warning, and/or emergency, including voluntary and mandatory water conservation • Water Supply Shortages: The most immediate measures. and obvious risk of drought is a shortage of water supplies, which can affect drinking water availability, household use, and agriculture. 91 88 DROUGHT Future Conditions Analysis • Reduced Crop Yields: Drought can stunt crop growth, reduce yields, and lead to crop failure, The NSV region is known for its agriculture, including impacting food security and farmers' livelihoods. a significant amount of crop and livestock farming. A prolonged drought could lead to decreased • Increased Water Demand: Warmer temperatures agricultural output and potential economic hardship and less reliable rainfall increase the need for for farmers and the communities that rely on them. irrigation, putting further pressure on already Additionally, drought conditions could disrupt local scarce water resources. ecosystems, potentially threatening wildlife and plant life. Lastly, the risk of wildfires could increase during Depletion of Water Sources: Drought reduces a drought. The region's forests and fields could be water levels in lakes, reservoirs, and groundwater, more susceptible to fires, which could devastate the affecting drinking water supplies and other natural environment and human settlements. The risk essential water needs. of drought to the region should be considered uniform throughout, but the impacts of drought could be more Water Quality: Lower water levels can lead to pronounced in its agricultural and forested areas. higher concentrations of pollutants, affecting water quality for both human use and ecological health. Populations with limited access to public/private water systems are at the highest risk during drought. Forest Health and Wildfires: Drought-stressed When a drought occurs, these areas would likely feel forests are more susceptible to diseases, pests, a more significant impact since most homes receive and wildfires, leading to further ecological their water from wells, which may dry up during a damage. drought. In terms of well usage, Page County has the highest vulnerable population percentage, followed by Challenges in Prediction and Management: The Frederick County. Towns tend to have a considerably complexity of climate change and its effects on lower vulnerability to drought due to the various types local weather patterns makes predicting drought of water supplies available. challenging. Climate change has far-reaching impacts on drought Higher temperatures and infrequent rain would cause in the following ways: the region to experience drought more frequently than in the past. This projection would seriously affect the • Increasing Frequency and Severity: Climate NSV region as it is already drought-prone. change is altering weather patterns, leading to The National Integrated Drought Information decreased rainfall in some regions, and increasing System (NIDIS) provides a website with weekly the likelihood of prolonged dry periods. drought forecasts and maps for Virginia based on precipitation, streamflow, and soil moisture conditions • Higher Temperatures: Rising global at drouaht.aov/states/virainia. temperatures lead to increased evaporation rates, further drying out soil and reducing water availability in reservoirs, lakes, and rivers. 92 89 EARTHQUAKES EARTHQUAKES • Fires: Earthquakes can break gas lines and damage electric lines, potentially causing fires. An earthquake is a seismic event caused by a sudden release of energy in the Earth's crust that creates Ail Table 32 - Richter Scale and Impacts seismic waves or shaking. This release of energy occurs when the rocks within the earth break or slip Magnitude Impacts along a fault line (a crack or fracture in the Earth's crust) due to tectonic forces. The spot underground 1-2 Minor earthquake; not felt by where the rock breaks is called the focus or humans hypocenter of the earthquake, and directly above it on the surface is the epicenter. 2-3 Minor earthquake; may be felt by Earthquakes can range in size from barely noticeable humans minor tremors to incredibly violent seismic events that can cause significant destruction over large areas. They are measured using the Richter 3-4 Minor earthquake; felt by humans Scale, which quantifies the size of earthquakes based on the amplitude of seismic waves recorded by seismographs. An increase of one step on 4-5 Light earthquake; some property this logarithmic scale (for example, from 5 to 6) damage corresponds to a 10-times increase in wave amplitude and roughly 31.6-times more energy release (see Table 32). 5-6 Moderate earthquake; property damage The risks associated with earthquakes include: Strong earthquake; damage in • Ground Shaking: This can damage or destroy 6-7 billions, loss of life buildings, bridges, roads, and other infrastructure. The level of damage generally increases with the proximity to the earthquake's epicenter. Major earthquake; severe 7-8 economic impact, significant loss of life • Surface Rupture: Surface rupture occurs when the ground surface breaks due to faulting. This Great earthquake; near total can lead to significant damage to structures 8-9 destruction and massive loss of standing on the fault. life • Landslides: Earthquakes can trigger landslides, Great earthquake; total especially in hilly or mountainous areas, which 9-10 destruction and massive loss of can bury homes and roads. life 93 90 EARTHQUAKES Future Conditions Analysis Most earthquakes occur near plate boundaries in what are called subduction zones. Because the nearest plate boundary to the NSV region is thousands of miles off the Eastern Coast of the U.S., earthquakes do not strike very frequently in the NSV region. Figure 25 shows two notable earthquakes that have struck the region - one in Luray (2.5 magnitude, 1997) and one in Rileyville (2.4 magnitude, 1998). Both were of similar magnitude and produced minimal damage. However, critical facilities noted on Figure 25 could be at severe risk of damage from future earthquakes in the region. Figure 26 shows the highest concentration of earthquake activity, which, according to FEMA's HAZUS software, is located north of the City of Richmond, southeast of the NSV region. A notable 2011 earthquake near the region was determined to be caused by a weakening tectonic plate along an ancient fault line (AccuWeather- 2016). The 5.8 magnitude quake's epicenter was recorded in Louisa County, just southeast of the NSV region. The earthquake caused extensive damage to buildings and infrastructures, especially in surrounding urban areas, including Washington, D.C. Though historical occurrences have not been very substantial in terms of size or damage, the region should be prepared in the event of a significant earthquake that could demolish buildings, contaminate water sources, and/or cause gas leaks, fires, and floods. Since no earthquakes have occurred since the SVEC's founding, they did not have historical data to report on. Dominion Energy noted their facilities have not been affected by any earthquakes in the NSV region. The SVEC's buildings meet National Electric Safety Code standards, which may offset any effects of low-magnitude 94 91 EARTHQUAKES Northern Shenandoah Valley Region - s Earthquakes 1977-2423 `4 1 RC S- 1- NORTHERN SHENAN,'QOAH VALLEY - -'' t REGIONAL COMMISSION v , 28 •t �'� Tj ♦ ; - 1 -'--1 61, F f I� ♦ 37 •♦ f ' ♦ 17 ;+ f AA 1 A . �: - ".,► i ., az♦ ♦, V.A y •F fPr AA A :3 4kl ® A A 211: r ti ♦ � j it: A& Q_ `K Legend Study Area 42 f � ' t\ Northern Shenandoah Valley Earthquakes Critical Facilities _ Care Facility ♦ Fire Station J 's ♦ Police Station ♦ School Spatial Reference -, Name:GCS North Amerlcan 1883 GCS:GCS North American 1983 11 ^rim Datum:North American 1983 Map Units_Degree7� s. Scale:1:600,600 Sources_Esri,USGS,NOAA,Sources_Esri,Garmin, USGS,NPS Figure 25-Northern Shenandoah Valley Region Earthquakes(1977-2023) 95 92 EARTHQUAKES • Eastern US EarthquakesNA Hage� o NS:—Y—kc:: 1977-2023art=bs _ e _ NORTHERN SHENANDOAH VALLEY * as Washington o REGIONAL COMMISSION ill n.n*h ® Illis �@60 '.® a Gres ... Eye' �$ ® @ •@°_® �°� � ® •�� •�m:i�lxnx.�tx4® A @ ® @ ° Legend @ � F�swaynrea Ie Northern Shenandoah Valley Earthquakes @ �} ®• • kes i i� Earth qua al Vi all, 0-2 Not Felt Fa getie.;l.l. rr.a fx ® 2-3 Very Minor £b • A �;M^�S 3-4 Minor 4-5 Light ® Of Q5-6 Moderate ,t O 6 7 Strong Q7-8 Major �• 9 nen<c z / 'f i (y��] 6JIl��' • J1 .,ten T �/ r--,.,: •�8-10 Great 1irrF, ,t ,F nz $ Spat IR • Be , 1T Nam GR rth Amer can 1983 e�'n zN+>� t' GCS G C S N o Rh Am e 11'1181983 Dat North A scan 1983 Map U t D 9 S1'al 14,000,000 Sou 1'es.Esr,USGS,NOAH,Sources:Esr,Garman, ,-ea org _ 4444. USGS,NPS Figure 26 -Eastern U.S. Earthquakes(1977-2023) 96 93 LANDSLIDES LANDSLIDES due to heavy rainfall that saturates the soil, which under the extra weight and lubrication, A landslide is a geological event that includes a wide breaks loose and becomes slurry that takes range of ground movements, such as rock falls, everything with it, including large trees and slope failure, and shallow debris flows. It can occur houses. Channeled debris flows can reach speeds in offshore, coastal, and onshore environments. approaching a hundred miles an hour and strike A landslide occurs when the stability of the slope without warning. changes for various reasons, including heavy rains, earthquakes, volcanic activity, changes in Steep slopes are inclinations of the land that are groundwater, disturbances or modifications to the exceptionally sharp and pronounced. They can be landscape, or a combination of these factors. found in various environments, from mountains and hills to artificial structures like terraces and cuttings in Landslides occur in many manifestations and are roads and railways. usually classified according to the type of material involved and the mode of downslope movement. The The connection between steep slopes and landslides material can range from loose earth to blocks of solid lies in the principle of gravitational force. The steeper rock. These materials may then move downslope by the slope, the more the gravitational force pulls falling, sliding, or flowing. According to the Virginia materials down it. If the materials making up the slope Department of Energy, the following are some of the are weak or unstable or become saturated with water, most common types of landslides: this can trigger a landslide. • Rockfalls, which entail large blocks of bedrock The risks associated with landslides and steep slopes breaking off a cliff face and tumbling downslope. include: • Rockslides, which occur when a detached Loss of Life and Injuries: Landslides can bury section of bedrock slides down an inclined residential areas, leading to fatalities and injuries. surface, frequently along a bedding plane. People can also get injured if they fall on steep slopes. • Earthslides, which involve soil masses moving down a slip face, usually on top of the bedrock. Damage to Property and Infrastructure: Landslides can destroy homes, roads, bridges, • Creep, which is the slow, continuous, and other types of infrastructure. Similarly, imperceptible downslope movement of soil and the erosion of steep slopes can undermine rock particles. foundations and lead to structural collapse. • Rotational Slides, which result from the rotation Disruption of Services: Landslides can block of a cohesive unit of soil or rock down a slip roads and disrupt utility services, causing indirect surface, leaving a curved scarp. impacts like isolation of communities or loss of essential services. • Debris flows, which develop on steep slopes 97 94 LANDSLIDES • Economic Loss: The destruction caused by landslides can lead to significant economic losses in terms of property damage and the cost of emergency response and recovery. • Environmental Damage: Landslides can also lead to ecological damage, such as loss of wildlife habitat or changes to the landscape. Preventing landslides on steep slopes often involves a combination of strategies, including careful land-use planning, design of slope-supporting structures, sound construction practices, proper vegetation cover, and adequate drainage systems. Future Conditions Analysis The potential for landslides in most western Virginia counties is high. As shown in Figure 27, adapted from the USGS Landslide Overview Map of the Conterminous United States, at least half of the Commonwealth falls into zones of high (red) potential. Due to the mountainous nature of the NSV region, there is potential for high-risk areas throughout the entire region. Populations located along geologic ridges or at the base of steep slopes should take high precautions during extreme weather events. Additionally, localities should consider limiting construction in these areas. Red=high potential;orange =moderate potential;yellow=moderate to low potential;green =low potential Figure 27 -Virginia Landslide Susceptibility-Source: USGS Areas with the steepest slopes are most prone to impacts from landslides. Future updates to this plan will quantify potential impacts on slopes in Page County and be used as a model for similar adjacent topographic communities. Several localities have steep slope ordinances which prohibit or limit development on steep slopes, including Clarke County, the Town of Front Royal, Shenandoah County, and Frederick County. Populations in jurisdictions with steep slope ordinances are less likely to be impacted by landslides. Current statewide building code requirements restrict fill materials used to fill a building site prior to new 98 95 LANDSLIDES construction. However, homes built on debris fill or on steep slopes (such as along a river bluff) may be more vulnerable to landslides in the future. Because climate change can affect landslide triggers such as heavy rainfall, earthquakes, and human interference, like deforestation or mining, it can have a significant impact on the occurrence and intensity of landslides in the following ways: • Increased Rainfall and Intensity of Storms: More frequent and intense rainfall can cause soil erosion and increase water saturation in landslide-prone areas, triggering landslides. Extreme rainfall events can also lead to flash floods, which can further destabilize slopes and result in landslides. • Changes in Vegetation: Climate change can lead to shifts in ecosystems, potentially reducing vegetation in some areas that would otherwise provide natural barriers to landslides. Increased wildfire activity, a result of rising temperatures and prolonged dry periods, can destroy vegetation that stabilizes soil, increasing the risk of landslides. • Challenges in Prediction and Mitigation: The multifaceted nature of landslides, combined with the unpredictability of climate change impacts, can make prediction and preparation more challenging. Increased risks may require enhanced monitoring, land-use planning, infrastructure design, and community preparedness to mitigate the impacts of landslides. 99 96 EROSION EROSIONLocalities often implement management practices like reforestation, sustainable agriculture, and Erosion is the gradual process by which the action soil conservation techniques to mitigate the risks of water wears away the surface of the Earth. It associated with erosion. In some cases, physical occurs when water flowing over the Earth's surface structures like retaining walls or riprap may be used to begins to wear away the soil and rocks, carrying the prevent or slow down erosion. eroded material downstream. Water erosion includes processes like sheet erosion (peeling off thin layers Accelerated erosion is typically caused by surface of soil), rill erosion (formation of small channels in mining, poorly managed croplands, construction sites, the soil due to water flow), and gully erosion (larger urban/suburban stream banks, and logging roads. channels or ravines formed by concentrated water Significant problems arise when excessive amounts flow). of sediments flow into nearby streams. Excess nitrogen in the soil can cause plant overgrowth that Risks associated with erosion include: harms the entire surrounding ecosystem.As part of the Chesapeake Bay Watershed, the NSV region's • Loss of Fertile Land: Erosion removes the topsoil sediment control is essential to the Bay's overall layer, the most fertile part of the soil structure health. According to the USGS, problems specifically containing the highest amount of organic matter associated with excess sediment in the watershed and nutrients necessary for plant growth. This can and Bay include: negatively impact agricultural productivity. • Excessive sedimentation, which can degrade • Structural Damage: Erosion can lead to stream habitat and bury benthic (bottom-dwelling) landslides and other geologic hazards that can plants and animals, such as oysters and clams; damage buildings and infrastructure, posing a risk to human life and property. • Suspended sediment, which clouds the water, preventing light from penetrating the leaves and • Sedimentation: The eroded material often stems of underwater grasses or submerged ends up in rivers, streams, and lakes, leading to aquatic vegetation (SAV); sedimentation that can disrupt aquatic ecosystems and decrease water quality. • Transportation of toxic materials, potential pathogens, and nutrients by sediment, • Loss of Biodiversity: Erosion can lead to habitat contaminating waterways that affect fisheries and loss and degradation, threatening biodiversity. other living resources; and This is mainly a concern in sensitive ecosystems, such as wetlands. • Threats to commercial shipping and recreational boating from accumulations • Economic Loss: The implications of erosion, of sediment that can fill waterways and ports, such as decreased agricultural productivity, making traffic difficult or hazardous and requiring infrastructure damage, and biodiversity loss, can dredging. have significant economic costs. 100 9', EROSION Future Conditions Analysis Erosion vulnerability for the region is difficult to determine because there are no historical records for previous erosion events. However, it is reasonable to assume vulnerability will be highest among steep slope areas along rivers, creeks, and streams. Populations with direct river and stream access should consider erosion monitoring and mitigations that promote positive stream health and prevent land degradation. Figure 28 depicts housing counts in the NSV region at risk of damage due to erosion. Climate change alters the forces that cause erosion, exacerbating or modifying it in several ways: • Increased Rainfall and Runoff: More frequent and intense rainfall can increase runoff, leading to more powerful river flows that erode banks more quickly. • Extreme Weather Events: More frequent and severe storms can lead to increased wind and water erosion of soil, especially in areas lacking vegetation cover. • Changes in Vegetation: Climate change can affect vegetation patterns, and the loss of plants that hold soil together with their root systems can increase erosion susceptibility. • Drought and Land Degradation: Prolonged drought and land degradation can lead to the loss of vegetation cover, making soil more prone to wind erosion. 101 96 EROSION Northern Shenandoah Valley Region Danger from Erosion SpA N sVC t NORTHERN SHENANDOAH VALLEY a REGIONAL COMMISSION t rdr za 45 of 00 .� I t . t / _ 5 522 �0 21 �. � Legend i � 1Yt 0 Study Area ai _ ` " � f; „�,d 1,,r t.�� w 100-year Floodzone Average Housing Counts(by Census Block) 0-16 17-53 C 54-138 t Spatial Reference ° 139-324 Name:GCS North American 1983 C".~ _ 325-699 GCS:GCS North American 1983 ,a i Datum:North American 1983 Map Units:Degree Scale:1:600,000 i Sources:Esri,USGS.NOAA,Sources:Esri,Garmin. 29 USGS,NPS Figure 28-Northern Shenandoah Valley Region Danger from Erosion 102 9:, LAND SUBSIDENCE (SINKHOLES) LAND SUBSIDENCE • Economic Impact: The damage caused by subsidence can result in substantial repair costs, (SINKHOLES) decreased property values, and increased insurance premiums. There are also potential Land subsidence is the sinking or lowering of the costs related to health and safety hazards, ground's surface. The removal of subsurface earth disruptions to water supply, and impacts on local materials such as groundwater, oil, gas, or coal ecosystems. most often causes it. Other causes can include the decomposition of organic soils, the compaction of Karst is a landform feature created from dissolved landfill materials, and permafrost thawing. Subsidence rocks that can take the form of caves, caverns, can occur gradually over many years or suddenly, sinkholes, seeps, springs, disappearing streams, and depending on the underlying causes and conditions. ponds. Sinkholes are common in areas characterized Risks associated with land subsidence include: by soluble bedrock, including limestone or other carbonates, salt beds, or any rock that can be • Infrastructure Damage: Subsidence can lead to dissolved naturally by circulating ground water. ground instability, causing damage to buildings, As rock dissolves, spaces and caverns develop roads, bridges, pipelines, and other infrastructure. underground. When the weight of the overlying Cracked walls, collapsed buildings, and fractured landmass exceeds subsurface support, a sudden pipelines are all potential outcomes of significant collapse may occur. The degree of susceptibility subsidence. varies with the extent and character of the soluble rock, its location in relation to the water table and local • Increased Flood Risk: As land subsides, areas climate conditions. According to FEMA, insurance that were once relatively safe from flooding can claims for damage resulting from sinkhole formation become more prone, especially in coastal areas. have increased by 1,200% from 1987 to 1991, costing This is particularly concerning given the potential nearly $100 million. for sea-level rise associated with climate change. The collapse of land in the karst topography creates • Disruption of Surface Water Flow: Changes sinkholes. Sinkholes are classified as natural land in the ground surface due to subsidence can surface depressions and are caused when acidic alter the natural flow of surface water, potentially groundwater dissolves the surrounding geology. disrupting local ecosystems and drainage Human activity in the karst environment triggers most systems. of these events. Excessive pumping of groundwater from karst aquifers may rapidly lower the water table • Groundwater Contamination: In some cases, and cause a sudden loss of buoyant forces that subsidence can alter the groundwater system stabilize the roofs of cavernous openings. Human- and lead to the contamination of water resources. induced changes in surface water flow and infiltration For instance, if subsidence affects the layers also may cause collapse. Most sinkholes that form separating freshwater aquifers from saline or suddenly occur where soil that overlies bedrock polluted waters, it could result in mixing and collapses into the pre-existing void. contamination. 103 10u LAND SUBSIDENCE (SINKHOLES) Future Conditions Analysis the natural water drainage patterns, increase the weight on the ground surface, and even cause In Virginia, the principal area affected by sinkholes vibrations, all of which can contribute to sinkhole is the Valley and Ridge region, a vast karst terrain formation. underlain by limestone and dolomite. Dramatic collapses that swallow homes or persons have Proactive measures to mitigate sinkhole risks in the happened in Virginia but are rare. The most notable Shenandoah Valley include thorough geotechnical incidents occurred in the City of Staunton: on August investigations prior to major construction projects, 11, 1910, parts of several homes and the firehouse effective groundwater management practices, and were lost in a series of sinkholes on Baldwin Street regular monitoring of known karst areas. It is also and Central Avenue, and on October 28, 2001, a crucial to educate the public about the signs of 45-feet deep chasm opened on Lewis Street. In April potential sinkhole formation, such as unusual cracks 2000, thirty-two sinkholes were reported in the upper in buildings or the ground, doors or windows that Shenandoah Valley after seven inches of rain fell after no longer close properly, or parts of the ground that a long dry spell (VA Department of Mines, Minerals suddenly become depressed or soggy. and Energy). Land subsidence can be exacerbated by various Figure 29 shows areas of karst soil in the NSV factors related to climate change, including: region, along with areas with high concentrations of housing, that could be impacted by land subsidence • Groundwater Depletion: climate change often or sinkholes in the future. leads to more frequent and severe droughts, which increase the demand for groundwater Several factors could increase the risk of sinkholes in extraction for agriculture, industry, and domestic the future: use. The over-extraction of groundwater causes the ground to compact and sink, contributing to • Water Management Practices: Human activities, subsidence. such as groundwater pumping, can speed up the dissolution process of the carbonate rock and Changes in Vegetation and Soil Moisture: create more subsurface voids. Changes in surface climate change-related drought can cause a water drainage due to urban development can loss of vegetation, whose roots help maintain also increase the risk of sinkholes. soil structure. Without this support, the soil may compact more easily, leading to subsidence. • Climate Change: Changes in precipitation Decreased soil moisture due to higher evaporation patterns due to climate change may affect rates can also contribute to ground compaction. sinkhole formation. More frequent heavy rainfall events could accelerate the dissolution of the underlying rock and the formation of sinkholes. • Construction and Land Use Changes: Construction and land-use changes can alter 104 10 , LAND SUBSIDENCE (SINKHOLES) Northern Shenandoah Valley RegionNs�_Y_k_ �Land Subsidence NORTHERN SHENANDOAH VALLEY eREGIONAL COMMISSION 40 20. P fir. rl?.� 1- ldr 2E 1 -y + J m� � ry 55 1 a 01 PPIP 1-4 ~ w t x r 0 ,FT Legend Study Area a, z.;r', - �-T - /�. - - - Carmeuse Lime and Stone � +R+^ Y v " Average Housing Counts(by Census Block) i. 0-16 aY f 17-53 ® 54-138 r 139-324 Spatial Reference 325-699 Name:GCS North American 1983 e� GCS:GCS North American 1983 y^ * Karst Type Datum:North American 1983 © Carbonate Map Units:Degree Scale:1:600,000 r Erosional U.S.Geological Survey Open-File Report 2004-1352, 29 Gypsum Caves and Karst in the U.S.National Park Service,AGI f, Volcanic Figure 29 -Northern Shenandoah Valley Region Subsidence 105 10� ALGAL BLOOM ALGAL BLOOM industrial and agricultural development, and the discharge of nutrient-rich sewage into water bodies A harmful algal bloom (HAB) refers to the rapid have accelerated eutrophication globally.As a result, proliferation or accumulation of algae in an aquatic HABs have become more frequent in waters with high system that adversely affects other organisms, nutrient loads. Certain weather and water conditions, humans, and the environment. These harmful effects such as warm temperatures, abundant sunlight, and may be due to the production of toxins by the algae, calm waters, can also contribute to the formation of the physical damage they cause, or the oxygen blooms. depletion that occurs when a large number of algae die and decompose. Harmful algal blooms can occur in a variety of water bodies around the world, including both freshwater HABs can occur in both marine and freshwater and marine environments. Specific areas that are environments. In marine systems, they are sometimes susceptible to HABs include: referred to as "red tides" due to the discoloration of water they can cause, although not all red tides are Lakes and Ponds: Freshwater bodies like lakes harmful, and not all HABs cause discoloration. and ponds are also susceptible, especially if they The toxins produced by some species of algae can receive an influx of nutrients from sources such as kill fish, shellfish, and other marine life. They can fertilizer runoff or wastewater discharges. also make shellfish unsafe for humans to eat and cause respiratory irritation if the aerosolized toxins • Aquaculture Farms: Areas where fish and are inhaled. The economic impacts of HABs can be shellfish are farmed can also be particularly substantial, affecting tourism and commercial fishing vulnerable to HABs. The high concentration of industries. nutrients in these areas can promote algal growth, and the contained nature of these farms can make In freshwater environments, HABs often involve it challenging to eliminate blooms once they have cyanobacteria, also known as blue-green algae, occurred. some species of which can produce toxins harmful to humans and animals. These blooms can result in the • Reservoirs: These artificial water bodies can closure of recreational waters, impact drinking water become eutrophic, making them suitable for HAB supplies, and cause harm to wildlife. development. HABs are often associated with anthropogenic • Rivers and Streams: Although less common than eutrophication, a condition of excessive nutrient in static water bodies, HABs can also occur in concentrations in water bodies caused by human rivers and streams, particularly where there is a activities. Increased nutrient export from nearby slow flow and high nutrient content. land areas contributes to eutrophication, leading to greater frequency and intensity of harmful algal blooms. Eutrophication and climate change are important factors influencing the occurrence and duration of HABs. Increased population, rapid 106 10") ALGAL BLOOM Harmful algal blooms can significantly impact water quality in the NSV region. Over the last five years, there have been instances of harmful algal blooms in the area, leading to concerns about water contamination and associated risks to human and environmental health. The Virginia Department of Health recently reported toxic algal mats in the North Fork of the Shenandoah River in Shenandoah and Warren Counties. These harmful algal blooms contain toxins that can cause illnesses and rashes in people, pets, and livestock. Warm temperatures and nutrient pollution from various sources such as cities, farms, lawns, septic systems, and sewer systems fuel the growth of these algae. As climate change continues to affect global weather patterns, it could potentially lead to conditions that favor the development of harmful algal blooms. Warmer temperatures, increased rainfall leading to more nutrient runoff, and periods of drought that reduce water flow and increase water temperature can all contribute to a higher risk of blooms. Monitoring and managing nutrient levels are essential to control the likelihood of algal blooms. Local agencies or environmental organizations often monitor water quality in areas like the Shenandoah Valley and implement strategies to reduce nutrient pollution. The VDH hosts an online algal bloom map at the following link: vdh.virainia.aov/waterborne-hazards-control/ algal-bloom-surveillance-mai/ 107 10-t ALGAL BLOOM Northern Shenandoah Valley Region pNS C 2 Hazardous Algal Bloom 202 NORTHERN SHENANDOAH VALLEY REGIONAL COMMISSION 1 _ 4 SO -a ♦ r ... ♦ f � • � 1r�Fx4� ♦ Af a. ♦ ^t -- J - ♦. ,... f ♦ —Al: ` ate �un[�in � rt�' lege Va1eY F ♦ ♦ r � r r fan4. ,♦ _ /, Legend 42 Study Area Agal Bloom Reports Current Bloom Prior Bloom Critical Facilities Spatial Reference Care Facility Name:GCS North American 1983 GCS:GCS North American 1983\, i ` ♦ Fire Station Datum:North American 1983 Map Units:Degree Police Station Scale:1:600,000 29 - Sources:Est,USGS,NOAH,Sources:Esn,Garmin, ♦ School USGS,NPS -- Figure 30-Northern Shenandoah Valley Region Algal Bloom Reports in 2022 108 10:, PANDEMIC PANDEMIC A pandemic is an outbreak of disease that occurs over a wide geographic area and affects an exceptionally high proportion of the population. It typically involves a new infectious disease to which people do not yet have immunity, resulting in widespread illness. The disease causing the pandemic can spread across countries or even worldwide. Pandemics are generally classified as such when a new strain of a virus starts to infect humans, causes serious illness, and then spreads quickly from person to person throughout the world. The impact of a pandemic can be severe and multifaceted, affecting health systems, economies, and societies at large. It may result in a high death toll, disrupt global travel and supply chains, and lead to significant social and economic upheaval. Populations especially vulnerable to pandemics include older adults, children, and people with compromised immune systems. Those in the customer service field may also experience higher rates of illness due to their contact with large numbers of people. The Centers for Disease Control and Prevention (CDC) has a Pandemic Intervals Framework to describe the progression of an influenza pandemic (Figure 31). Though viruses have differing characteristics which can affect the timing of each interval, the Pandemic Intervals Framework describes pandemic activity in general terms. E U 1-7 C � x 0 CDC CC�1EaY'815 Irllrosl'i,�a�ion Reca�niii4e� !r�' rirkWi Prcpandernic Intervals Padideniic kiterv,7li Figure 31 -CDC Pandemic Intervals Framework 109 10t, PANDEMIC Future Conditions Analysis susceptibility of the population, the effectiveness of public health measures, and global travel patterns. In recent decades, pandemics have significantly General factors to consider include: impacted the NSV region's economy and public health. Major pandemic events include the H1 N1 Public Health Infrastructure: The robustness influenza pandemic in 2009, the Ebola outbreak in of local public health infrastructure, including 2014 (though its direct impact on the region was hospitals, laboratories, and disease surveillance minimal), and the COVID-19 pandemic that started in systems, can significantly influence how a region 2020. responds to and manages a disease outbreak. The most profound impact has been from the • Vaccination and Health Practices: The general COVID-19 pandemic. The healthcare system was health and immunization status of the population initially overwhelmed due to the disease's fast spread can also impact the likelihood and severity of a and high severity. The local economy was hit hard, pandemic. High vaccination rates and good health especially the tourism, hospitality, and small business practices can help to protect a community from sectors. Social distancing and lockdown measures outbreaks of vaccine-preventable diseases. dramatically altered daily life and work habits, leading to a surge in remote work and digital education. Population Density and Social Behavior: Regions with higher population densities can According to the Virginia Department of Health, as sometimes have a higher risk, as diseases can of June 2023, Frederick County had experienced spread more easily where people live closely the highest number of COVID-19 cases in the region together. However, human behavior, including (4,985). Clarke had the least number of cases (665). social distancing and wearing masks, can Figure 32 displays COVID-19 cases in 2022 by significantly affect disease spread. County/City. As stated above, population density plays a significant role in the spread of viruses, so It is vital to continue investing in public health rural areas are less at risk of spread but may face infrastructure, disease surveillance, scientific additional challenges getting medical attention. research, and preventive measures to ensure the The Virginia Department of Health updates data region is prepared for potential outbreaks. Always on COVID-19 cases, vaccinations, and deaths refer to the latest guidance from authoritative health associated with the disease weekly. The COVID-19 bodies like the World Health Organization and the Data Viewer can be found here: https://www. Centers for Disease Control and Prevention. vdh.virginia.gov/coronavirus/see-the-numbers/ covid-19-in-virginia/covid-19-in-virginia-cases/. Predicting the exact likelihood of a future pandemic, especially in a specific location, is complex and involves many variables, including the nature and characteristics of the disease-causing pathogen, its mode of transmission, how quickly it can mutate, the 110 10', PANDEMIC Northern Shenandoah Valley Region pNS C 2 COVID-19 Cases in 202 NORTHERN SHENANDOAH VALLEY REGIONAL COMMISSION ------------ ax as }. s0 # 7- f l.. 35 ss 17 42 / ryl ''f` `` ,3-0A ti ck XJ- `h 42. 14. Legend s Q Study Area Total Cases 500-1000 as g 1001 -1500 1501 -2500 Spatial Reference Pte.s 2501 -3000 Name:GCS North American 1983 ^ :— GCS:GCS North American 1983 ''�. III 3001 -5500 Datum:North American 1983 Map Units:Degree Scale:1:600,000 29 Sources:Est,USGS,NOAH,Sources:Esri,Garmin, USGS,NPS Figure 32-Northern Shenandoah Valley Region COVID-19 Cases in 2022 10 111 HAZARDOUS MATERIAL INCIDENTS HAZARDOUSregulations are designed to prevent incidents, ensure proper reporting when they do occur, and protect MATERIAL INCIDENTS workers, the public, and the environment. The implications of a hazardous material spill are A hazardous material incident is an event involving significant. Immediate risks include fires, explosions, the release or potential release of hazardous and the release of toxic gases, which can directly substances. These substances could include threaten human health, particularly in more populated chemicals, radioactive materials, or biological agents areas. Longer-term, there are serious environmental that have the potential to cause harm to humans, concerns. The Northern Shenandoah Valley is home animals, or the environment. These incidents can to sensitive ecosystems and a complex system of occur in various settings, such as industrial sites, groundwater aquifers, springs, and surface water laboratories, or during the transport of hazardous bodies, including the Shenandoah River. A major spill materials. They can also vary significantly in scale, could contaminate these vital water sources, affecting from minor spills that can be quickly contained drinking water supplies and causing substantial and cleaned up to major incidents that require the damage to aquatic life and biodiversity. evacuation of nearby populations and extensive remediation efforts. Future Conditions Analysis The harm caused by hazardous material incidents Hazardous material incidents pose a significant can take many forms, depending on the nature of the risk to the NSV region. Its strategic location at material involved. Some hazardous materials can the intersection of major transportation corridors, cause immediate harm upon contact or inhalation, including 1-81, one of the busiest trucking highways while others might contaminate the environment and in the United States, makes it vulnerable to accidents pose long-term risks. involving the transport of hazardous substances. Additionally, train derailments involving hazardous Examples of hazardous material incidents could materials represent a particular and severe risk to the include chemical spills, radiological emergencies, region. Trucks and trains carry significant industrial oil spills, or the release of harmful gases. Dealing materials daily, including chemicals, petroleum with these incidents requires specialized training products, industrial materials, and other hazardous and equipment, typically handled by a Hazardous substances. Materials (HAZMAT) Response Team. These teams include first responders trained in the safe The area's diverse industrial, agricultural, and containment and clean-up of hazardous substances. residential land use mix increases the potential for fixed-facility and transportation-related hazardous Hazardous material incidents are subject to material incidents. Industrial sites and agricultural regulations and guidelines from various agencies, operations often store large quantities of potentially including the Environmental Protection Agency harmful substances, such as fuels, solvents, (EPA) and the Occupational Safety and Health pesticides, and fertilizers. These materials could be Administration (OSHA) in the United States and other released in a facility accident, storm, or flood, leading international and national bodies elsewhere. These to widespread contamination. 0 112 1 HAZARDOUS MATERIAL INCIDENTS The region's varied and often rugged terrain can contribute to train derailment risk. Mountainous and hilly areas, sharp bends, and rail infrastructure exposed to the elements are all potential hazards that could cause or exacerbate a derailment. Furthermore, aging rail infrastructure, if not adequately maintained, increases the risk of accidents. These risks underline the importance of rigorous safety protocols and regular maintenance schedules for trains and rail infrastructure. Effective emergency response planning, including first responder training for hazardous material incidents, is also crucial. Public awareness and education campaigns can further prepare local communities for such an incident, informing them about the potential risks and appropriate response measures. The NSV region should maintain and enhance its hazardous material incident response capabilities to manage these risks. This includes training first responders, conducting regular risk assessments and safety audits of industrial and agricultural facilities, and establishing comprehensive emergency management plans. Public awareness campaigns about the risks associated with hazardous materials and appropriate responses can help prepare residents for potential incidents. Appendix C of the Multijurisdictional plan lists hazardous material incidents affecting the NSV region in recent years. 113 11U MASS EVACUATION EVENTS MASS EVACUATION EVENTS Evacuation refers to the withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas. Mass evacuation events from neighboring areas with high population density, most notably those in the Northern Virginia Capital Region, to localities in the NSV region can cause potential strain or failure to the region's transportation, medical, utility, and temporary sheltering infrastructures. VDOT has worked with localities in and surrounding Northern Virginia to develop incident plans, including evacuation routes. When an event occurs, the Emergency Alert System (EAS) provides the latest information on evacuation. The NSV region is divided into two EAS areas: Shenandoah Valley and Winchester (see Figure 33). Virginia EAS Local ,Areas 12 L Eastern Va. 10. Roanoke Extended � r; 2, Richmond Extended 11. Shenandoah Valley 3. Fredericksburg 12. Winchester 4, No. Va. IDC 13. Marion S. Culpeper 14, W. Va t 6. Charlottesville NE Tenn. 1� h 7. Farrnville . outhsiee - Danville fS. Boston 2 . - +( � ij 14 Figure 33-Virginia Emergency Alert System Local Areas Future Conditions Analysis The likelihood of mass evacuation from neighboring localities affecting the NSV region depends on several factors, including the type, severity, and location of the disaster that prompted an evacuation. With growing populations and increased urbanization in surrounding areas, the region's capacity to absorb the impacts of a mass evacuation event effectively and safely is a serious concern. Therefore, robust, multi-modal, and inclusive evacuation planning should be a priority to mitigate these potential risks. 11 114 MITIGATION STRATEGIES Overview budgets, comprehensive plans, building codes, and ordinances. This plan update includes a review of hazards and focuses on policies, programs, and projects The strategies also aim to provide an outline for that will reduce future impacts from hazards while jurisdictions to apply for funds to implement strategies achieving compatible economic, environmental, and that will reduce the impacts of natural disasters, and sociopolitical goals. In addition, the Mitigation Action they will be updated and revised as the jurisdiction Plan subsection herein identifies policies, projects, and Planning Team determine what is needed. In and responsible entities and agencies to reduce addition, a series of goals identified by the Team in the effects of hazards and protect life and property. the 2018 plan was revised and updated herein to help In addition, the plan identifies funding sources as implement the mitigation strategies and reduce or information is available. The Mitigation Action Plan avoid long-term vulnerabilities to the natural hazards lists specific strategies and projects, including identified. descriptions, those responsible for implementation, potential funding sources, and estimated completion This plan includes a section dedicated to a Mitigation dates. This format provides a comprehensive Action Plan that adheres to conventional planning with checklist that the region can use as a monitoring tool a mission statement, goals, and mitigation actions and a reference for proposed policies and projects. to reduce the impacts of future hazard events. The Localities evaluated each hazard in terms of its Hazard Mitigation Steering Committee worked with impacts, localities' ability to recover, and mitigation NSVRC staff to guide the process. NSVRC staff held potential for each hazard. a series of meetings with localities to facilitate the identification of key priority projects and policies to Mitigation strategies were collaboratively prepared reduce impacts on life and property from hazards. The by the steering committee and individual jurisdictions Steering Committee reviewed and helped develop using strategies from the 2018 plan, the State regional preferences from the prioritized actions. Hazard Mitigation Plan, and the experiences and Each step in the Mitigation Action Plan provides a desires of the Planning Team. The strategies provide clearly defined set of policies and projects based participating jurisdictions with a blueprint for reducing on a rational framework for action. The components potential losses identified in the risk assessment of the planning framework are as follows: mission based on existing authorities, policies, programs, statement, goals to meet the mission statement, and and resources and the ability to expand on and strategies to implement the goals through policies, improve these existing tools. The Team thoroughly programs, and projects. The result is a prioritized list reviewed all jurisdictional comprehensive plans, of policies, programs, and projects, including contacts budgets, and working knowledge of staff resources responsible for implementation, estimated completion to assess localities' capacity to implement strategies. date, and potential funding source(s). Interviews were conducted with staff involved in local planning, public works, and emergency management to determine feasibility and identify the best means to implement a mitigation strategy. This plan update also consulted reviews of jurisdictional 115 11� MITIGATION STRATEGIES The mission statement is: • Goal #6: Use continual and diverse outreach to educate all residents about natural hazard To reduce the physical and economic dangers. impacts of natural hazards on all residents of the Northern Shenandoah Valley region • Goal #7: Prepare to meet the immediate to the benefit of life, health, property, and functional and access needs of the population the environment, during natural hazards. The goals to achieve this mission statement provide • Goal #8: Encourage proactive management a framework for manifesting the mission statement of environmental features in ways that mitigate through policies, programs, and projects. These natural hazards. general hazard mitigation goals are broad policy statements that reflect what the region seeks to Mitigation Action Plan accomplish by implementing the mitigation plan and its strategies. The goals are tied directly to reducing The Planning Team compiled each jurisdiction's the impacts of the hazards identified in this plan hazard mitigation strategies into a Mitigation Action update, including HHPD failure. They are as follows: Plan. It includes all actions listed in the 2018 plan and 14 new actions identified through the planning • Goal #1: Reduce the short and long-term impact process. Additionally, it includes status updates from of hazard events on buildings and infrastructure, each participating jurisdiction on actions from the especially critical facilities. 2018 plan. No actions included in the 2018 plan were removed. Because none of the actions brought forth • Goal #2: Improve the quality and accessibility of during the 2023 plan update process were considered hazard-related data for future mitigation planning unsuitable for inclusion, the Team has included all and project implementation. suggested actions in the Action Plan. • Goal #3: Incorporate hazard mitigation into Detailed action tables for actions that apply to regulations and policies across all levels and Frederick County are included the end of this section. departments of local government. Key elements of the mitigation action plan include: • Goal #4: Implement cost-effective structural projects throughout the region to reduce the impact of future disaster events. • Goal #5: Conduct training throughout the region for employees to improve response capabilities of local emergency management officials and to educate local officials of benefits of hazard mitigation techniques. 116 11,0 MITIGATION STRATEGIES Table 33 - Key Elements of the Mitigation Action Plan (Sourc- Plan, - 2022) Criteri Description Identifies a specific action that, if accomplished, will reduce vulnerability and risk in the impact area. Actions may be in the form of local policies (i.e., Proposed Action regulatory or incentive-based measures), programs or structural mitigation projects and should be consistent with any pre-identified mitigation projects and objectives. Provides details with regard to the physical location or geographic extent of the Site and Location proposed action, such as the location of a specific structure to be mitigated, whether a program will be citywide, countywide, or regional, etc. Cost Benefit Provides a brief synopsis of how the proposed action will reduce damages for one or more hazards. Hazard(s)Addressed Lists the hazard(s) the proposed action is designed to mitigate for. Goal(s)Addressed Indicated the Plan's established mitigation goal(s) the proposed action is designed to help achieve. Priority Indicates whether the action is a "high" priority, "moderate" priority, or "low" priority based on the established prioritization criteria. Impact on Socially Indicates whether the action is has "very high" impact, "relatively high" impact, Vulnerable Populations "relatively moderate" impact, "relatively low" impact, or "very low" impact based on FEMA National Risk Index rankings. Estimated Cost Indicates what the total cost will be to accomplish this action. This amount wil be an estimate until actual final dollar amounts can be determined. If applicable, indicates how the cost to complete the action will be funded. For Potential Funding example, funds may be provided from existing operating budgets or general Sources funds, a previously established contigency fund, or a cost-sharing federal or state grant program. Lead Agency/ Identifies the local agency, department, or organization that is best suited to Department implement the proposed action. Responsible 11 117 MITIGATION STRATEGIES Implementation Indicates when the action will begin and when it is estimated to be completed. Schedule Some actions will require only a minimal amount of time. All actions from the 2018 plan retained the same priority level with the exception of the Pandemic Contunity of Operations goal, which was upgraded from Low to High due to impacts of the COVID-19 pandemic. For new actions, including those related to HHPDs, the Team adapted its criteria for action prioritization from the Commonwealth of Virginia's 2023 Hazard Mitigation Plan as follows: Table Prioritization Criteria (Sourc-: Commonwealth of Virginia Hazard Mitigation Plan, - 2023) Criteria Description Human Health and Safety Action protects human health, enhances public safety, protects vulnerable populations, or mitigates significant damage potential. Action protects the NSV region's ability to maintain continuity of operations, Continuity of Operations communications, critical infrastructure, and emergency management functions during a disaster. Action is technically feasible and environmentally sound in terms of cost- Cost and Feasbility effectiveness, ability to be completed in a timely fashion, availability of expertise and technical support, and ease of implementation. Loss Reduction and Action will reduce long-term financial losses and promote rapid economic Economic Recovery recovery. Benefits Multiple Action benefits several groups, communities, or regional/state agencies Agencies and covering a large geographic area. Organizations Multi-Hazard Mitigation Action mitigates damage to critical resources from more than one hazard. Unless otherwise stipulated in the detailed action tables, the County should complete items designated as High priority within one year of plan update adoption, those listed with Moderate priority within two-to-three years of plan update adoption, and strategies classified as Low priority within five years of adoption. 118 11:, MITIGATION STRATEGIES The following is a list of current funding sources and their acronyms as may be indicated in the mitigation actions. Source: Hampton Roads Hazard Mitigation Plan (2022) DHS - U.S. Department of Homeland Security • BRIC - Building Resilient Infrastructure and Communities • HMGP - Hazard Mitigation Grant Program • FMA- Flood Mitigation Assistance Program • HHPD - Rehabilitation of High Hazard Potential Dams (HHPD) grant program USACE - U.S.Army Corps of Engineers • SFCP - Small Flood Control Projects • FPMS - Flood Plain Management Services Program EPA U.S. Environmental Protection Agency • CWA- Clean Water Act Section 319 Grants HUD - U.S. Department of Housing and Urban Development • CDBG - Community Development Block Grant Program USDA U.S. Department of Agriculture • EWP - Emergency Watershed Protection • WPFP - Watershed Protection and Flood Prevention Virginia • CFPF - Virginia Community Flood Preparedness Fund 119 11U MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Work with local media outlets to increase awareness of natural hazards. Implement seasonal hazard awareness weeks or days (e.g., hurricane preparedness week, winter weather awareness day). BACKGROUND INFORMATION Site and Location: Countywide Working with local media outlets to increase awareness of natural hazards ensures that vital information reaches a broad audience within the community. Utilizing media channels enables the efficient dissemination of Benefit Cost: warnings, preparedness guidelines, and safety measures, enhancing the community's ability to respond effectively to potential threats. Collaboration with local media fosters a more informed and resilient community, ultimately reducing risks and potential loss of life and property during natural hazard events. MITIGATION ACTION DETAILS Hazard(s)Addressed: All hazards Goal(s)Addressed: Goal 6 Priority (High, Medium Low): High Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: TBD Potential Funding Sources: DHS: BRIC, HMGP; Virginia CFPF; Local funds Lead Agency/Department Responsible: Emergency Management Implementation Schedule: Completed and ongoing 120 11 , MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Conduct public education on the principles of"sheltering in place." BACKGROUND INFORMATION Site and Location: Countywide Conducting public education on the principles of sheltering in place empowers individuals and communities to respond effectively during emergencies by remaining safe within a designated location. By Benefit Cost: understanding and implementing proper procedures, residents can minimize exposure to external threats, thereby reducing the risk of injury or loss of life. Public education on this topic promotes self-reliance and contributes to a coordinated community response during emergencies. MITIGATION ACTION DETAILS Hazard(s)Addressed: All hazards except Algal Bloom Goal(s)Addressed: Goal 5, Goal 6 Priority (High, Medium Low): Moderate Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: TBD Potential Funding Sources: DHS: BRIC, HMGP; Virginia CFPF; Local funds Lead Agency/Department Responsible: Emergency Management Implementation Schedule: TWithin two to three years of plan update adoption 11 121 MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Work with the Virginia Department of Forestry to implement the FIREWISE program. BACKGROUND INFORMATION Site and Location: Countywide Working with VDOF to implement the FIREWISE program provides communities with expert guidance and resources to reduce the risk of wildfires in their area. By following FIREWISE principles, residents can create defensible spaces around properties, employ fire-resistant building Benefit Cost: materials, and engage in community-wide planning and education, thereby enhancing overall safety and resilience against wildfire threats. Collaboration with VDOF ensures that local efforts are aligned with best practices and supported by professional expertise, contributing to a more fire-adapted community environment. MITIGATION ACTION DETAILS Hazard(s)Addressed: Wildfire Goal(s)Addressed: Goal 8 Priority (High, Medium Low): Moderate Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: TBD Potential Funding Sources: VDOF Firewise Virginia Community Hazard Mitigation Grant, VDOF Community Wildfire Defense Grant Program, Local funds Lead Agency/Department Emergency Management Responsible: Implementation Schedule: Within two to three years of plan update adoption 11 122 MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Identify means to coordinate, collect, and store damage assessment data in GIS format for each natural hazard event that causes death, injury and/or property damage. BACKGROUND INFORMATION Site and Location: Countywide This action enhances the efficiency and accuracy of disaster response and recovery efforts. GIS enables the spatial analysis of damage, providing authorities with a visual and data-driven understanding of the affected Benefit Cost: areas, and helps in allocating resources where needed most. This targeted approach aids in timely response, minimizes further risk, and supports effective planning for future hazard mitigation and preparedness, ultimately protecting lives and property. MITIGATION ACTION DETAILS Flooding, Winter Storms, Hurricanes & High Winds, Severe Thunderstorms, Hazard(s)Addressed: Tornadoes, Wildfire, Dam Failure, Drought& Extreme Heat, Earthquakes, Landslides, Erosion, Land Subsidence (Sinkholes), Pandemic, Algal Bloom Goal(s)Addressed: Goal 2 Priority (High, Medium Low): High Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: Staff time Potential Funding Sources: DHS: BRIC, HMGP; Local funds Lead Agency/Department Emergency Management, Planning Responsible: Implementation Schedule: Completed - GIS department is happy to look into any way to further integrate or improve this system 123 12u MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Link structure value data with tax parcel GIS database to increase accuracy of loss estimates. BACKGROUND INFORMATION Site and Location: Countywide This action significantly increases the accuracy of loss estimates in the event of natural or man-made disasters. By integrating these data sets, authorities can obtain a more precise understanding of potential financial Benefit Cost: impacts, allowing for better planning, response, and recovery efforts. This comprehensive approach ensures that resources are allocated efficiently and that both short-term responses and long-term rebuilding strategies are informed by detailed and accurate information, facilitating a more resilient and prepared community. MITIGATION ACTION DETAILS Flooding, Winter Storms, Hurricanes & High Winds, Severe Thunderstorms, Hazard(s)Addressed: Tornadoes, Wildfire, Dam Failure, Drought& Extreme Heat, Earthquakes, Landslides, Erosion, Land Subsidence (Sinkholes) Goal(s)Addressed: Goal 2 Priority (High, Medium Low): Moderate Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: Staff time Potential Funding Sources: DHS: BRIC, HMGP; Local funds Lead Agency/Department Emergency Management, Planning Responsible: Implementation Schedule: Completed 12 124 MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Encourage purchase of NOAA radios. Provide NOAA weather radios to public facilities. BACKGROUND INFORMATION Site and Location: Countywide Providing NOAA weather radios to public facilities offers immediate access to real-time weather information, warnings, and emergency alerts directly Benefit Cost: from the National Weather Service. This ensures that public facilities, including schools, hospitals, and government buildings, are informed of impending weather events or natural disasters, allowing them to take timely precautionary measures to protect occupants and property. MITIGATION ACTION DETAILS Hazard(s)Addressed: All hazards Goal(s)Addressed: Goal 6, Goal 7 Priority (High, Medium Low): High Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: DHS: BRIC, HMGP; Local funds Potential Funding Sources: Emergency Management Lead Agency/Department Responsible: Emergency Management Implementation Schedule: Within one year of plan update adoption 125 12' MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Investigate critical community facilities, such as administrative offices, shelters (non-school buildings), fire stations and police stations, to evaluate their resistance to hazard events. BACKGROUND INFORMATION Site and Location: Countywide, with a particular focus on critical facilities This action helps ensure that these vital structures meet the necessary standards and can withstand various disaster scenarios, maintaining their Benefit Cost: functionality when they are needed most. By identifying and addressing potential vulnerabilities, communities can ensure uninterrupted essential services during emergencies, enhancing public confidence and overall preparedness. MITIGATION ACTION DETAILS Flooding, Winter Storms, Hurricanes & High Winds, Severe Thunderstorms, Hazard(s)Addressed: Tornadoes, Wildfire, Dam Failure, Drought& Extreme Heat, Earthquakes, Landslides, Erosion, Land Subsidence (Sinkholes), Hazardous Material Incidents, Mass Evacuation Events Goal(s)Addressed: Goal 1 Priority (High, Medium Low): High Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: Staff time Potential Funding Sources: DHS: BRIC, HMGP; HUD: CDBG; Local funds Lead Agency/Department Emergency Management, Public Works Responsible: Implementation Schedule: Within one year of plan update adoption and regularly thereafter 126 12'0 MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Investigate, develop, or enhance Reverse 911 system or other public notification system. BACKGROUND INFORMATION Site and Location: Countywide Reverse 911 and other public notification systems ensure a rapid and effective communication channel during emergencies, enhancing public Benefit Cost: safety and response coordination. Such improvements can lead to timely evacuations and informed decision-making by residents and authorities alike, potentially reducing casualties and property damage during emergencies. MITIGATION ACTION DETAILS Hazard(s)Addressed: All hazards Goal(s)Addressed: Goal 6, Goal 7 Priority (High, Medium Low): High Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: Staff time Potential Funding Sources: DHS: BRIC, HMGP; Local funds Lead Agency/Department Responsible: Emergency Management Implementation Schedule: Within one year of plan update adoption 12 127 MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Continue to enforce zoning and building codes to prevent/control construction within the floodplain. Review and revise, if needed, local floodplain ordinances BACKGROUND INFORMATION Site and Location: Countywide, with a particular focus on properties within the floodplain These actions contribute to minimizing flood risks and the associated potential for property damage and loss of life. By establishing and Benefit Cost: maintaining these regulations, municipalities can promote responsible land use, safeguarding both the environment and community interests, and fostering long-term resilience and sustainable urban development. MITIGATION ACTION DETAILS Hazard(s)Addressed: Flooding Goal(s)Addressed: Goal 1, Goal 3, Goal 8 Priority (High, Medium Low): Moderate Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: Staff time Potential Funding Sources: DHS: HMGP; Virginia CFPF; Local funds Lead Agency/Department Responsible: Planning Implementation Schedule: Within two to three years of plan update adoption and regularly thereafter 128 12:, MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Identify and educate homeowners in flood-prone areas about flood insurance and floodplain mitigation measures. BACKGROUND INFORMATION Site and Location: Countywide, particularly in flood-prone areas Educating homeowners in flood-prone areas about flood insurance and floodplain mitigation measures equips them with essential knowledge to Benefit Cost: make informed decisions, protecting their property and personal well-being. This education fosters community resilience by encouraging individual responsibility and proactive measures, thereby potentially reducing the long-term financial and emotional burdens associated with flood events. MITIGATION ACTION DETAILS Hazard(s)Addressed: Flooding Goal(s)Addressed: Goal 1, Goal 5, Goal 6, Goal 8 Priority (High, Medium Low): High Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: TBD Potential Funding Sources: DHS: BRIC HMGP, Virginia CFPF Lead Agency/Department Responsible: Emergency Management Implementation Schedule: Within one year of plan update adoption and regularly thereafter 129 12u MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Conduct emergency preparedness education campaign targeted at residents and business within dam break inundation zones. BACKGROUND INFORMATION Site and Location: Countywide, with a particular focus on properties within dam break inundation zones This action enhances awareness and understanding of the specific risks and appropriate response measures associated with dam failure. It fosters Benefit Cost: a culture of preparedness, enabling timely and effective reactions in the event of dam failure, which can significantly reduce potential loss of life, property damage, and economic disruption. MITIGATION ACTION DETAILS Hazard(s)Addressed: Flooding, Dam Failure Goal(s)Addressed: Goal 1, Goal 5, Goal 6 Priority (High, Medium Low): High Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: TBD Potential Funding Sources: DHS: BRIC HMGP, Virginia CFPF Lead Agency/Department Responsible: Emergency Management Implementation Schedule: Within one year of plan update adoption and regularly thereafter 130 12', MITIGATION STRATEGIES FREDERICK • . •WNS) MITIGATION ACTION Work with local home improvement stores, local media outlets and other local agencies to provide workshops to residents on mitigation techniques BACKGROUND INFORMATION Site and Location: Countywide These actions foster community engagement and empowerment in disaster risk reduction. Through these collaborations, residents can access practical Benefit Cost: knowledge and resources tailored to their local environment and risks, enabling them to take proactive measures to protect their homes and families. MITIGATION ACTION DETAILS Flooding, Winter Storms, Hurricanes & High Winds, Severe Thunderstorms, Hazard(s)Addressed: Tornadoes, Wildfire, Dam Failure, Drought& Extreme Heat, Earthquakes, Landslides, Erosion, Land Subsidence (Sinkholes) Goal(s)Addressed: Goal 5, Goal 6 Priority (High, Medium Low): Moderate Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: TBD Potential Funding Sources: DHS: BRIC, HMGP; Local funds Lead Agency/Department Emergency Management Responsible: Implementation Schedule: Within two to three years of plan update adoption and regularly thereafter 131 12u MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Work with the National Weather Service to promote the Turn Around, Don't Drown public education campaign. BACKGROUND INFORMATION Site and Location: Countywide This action amplifies the reach and impact of this life-saving message regarding the dangers of driving or walking through floodwaters. By Benefit Cost: leveraging the expertise and authority of the National Weather Service, local authorities can enhance community awareness and understanding of flood risks, encouraging responsible behavior during flood events. MITIGATION ACTION DETAILS Hazard(s)Addressed: Flooding Goal(s)Addressed: Goal 5, Goal 6 Priority (High, Medium Low): Moderate Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: TBD Potential Funding Sources: DHS: BRIC, HMGP, Virginia CFPF Lead Agency/Department Responsible: Emergency Management Implementation Schedule: Within two to three years of plan update adoption and regularly thereafter 132 121v MITIGATION STRATEGIES • . •WNS) MITIGATION ACTION Add a pandemic annex to existing continuity plans to ensure they adequately address conditions specific to disease outbreak, including increased absenteeism, social distancing procedures, and impacts on interdependencies. BACKGROUND INFORMATION Site and Location: Countywide This specialized approach enhances a jurisdiction's ability to maintain critical functions and services during a pandemic, minimizing disruptions Benefit Cost: and potential economic losses. Furthermore, it fosters a proactive and adaptive stance that can mitigate health risks to employees and the general population, aligning with responsible planning and public health goals. MITIGATION ACTION DETAILS Hazard(s)Addressed: Pandemic Goal(s)Addressed: Goal 3 Priority (High, Medium Low): High (upgraded from Low) Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: Staff time Potential Funding Sources: DHS: BRIC, HMGP; Local funds Lead Agency/Department Emergency Management Responsible: Implementation Schedule: Within one year of plan update adoption 133 13u MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Develop a comprehensive debris management plan as an annex to the Emergency Operations Plan. BACKGROUND INFORMATION Site and Location: Countywide This action ensures efficient and environmentally responsible debris removal, minimizing potential hazards and disruptions to the community. Benefit Cost: By having a dedicated plan in place, local authorities can expedite recovery efforts, reduce costs, and facilitate collaboration among various stakeholders, contributing to the overall resilience and effectiveness of emergency response. MITIGATION ACTION DETAILS Hazard(s)Addressed: Flooding, Winter Storms, Hurricanes & High Winds, Severe Thunderstorms, Tornadoes, Wildfire, Dam Failure, Earthquakes, Landslides, Erosion Goal(s)Addressed: Goal 3 Priority (High, Medium Low): High Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: Staff time Potential Funding Sources: DHS: BRIC, HMGP; Local funds Lead Agency/Department Responsible: Emergency Management Implementation Schedule: Within one year of plan update adoption 134 13 , MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Identify training opportunities for staff to enhance their ability to use GIS for emergency management needs. BACKGROUND INFORMATION Site and Location: Countywide This action enables a more precise and data-driven approach to planning, response, and recovery efforts. With specialized GIS training, staff can create, analyze, and interpret spatial data to make informed decisions, Benefit Cost: optimizing resource allocation, improving situational awareness, and enhancing overall emergency response capabilities. This investment in staff development contributes to a more resilient and effective emergency management infrastructure MITIGATION ACTION DETAILS Hazard(s)Addressed: All hazards Goal(s)Addressed: Goal 5 Priority (High, Medium Low): High Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: Staff time Potential Funding Sources: DHS: BRIC, HMGP; Local funds Lead Agency/Department Emergency Management, Planning Responsible: Implementation Schedule: Within one year of plan update adoption and regularly thereafter 135 13, MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Investigate all primary and secondary schools to evaluate their resistance to hazards. Prioritize the schools that are used as community shelters BACKGROUND INFORMATION Site and Location: Countywide, with a particular focus on primary and secondary schools This action ensures the safety and functionality of these vital community resources. Assessing and strengthening schools' structural resilience Benefit Cost: not only protects students and staff during regular operations but also guarantees that designated shelters are adequately equipped to provide refuge during emergencies. MITIGATION ACTION DETAILS Hazard(s)Addressed: All hazards Goal(s)Addressed: Goal 1, Goal 7 Priority (High, Medium Low): Low Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: Staff time Potential Funding Sources: DHS: BRIC, HMGP, FMA; USACE: FPMS; HUD: CDBG; Virginia CFPF Lead Agency/Department Emergency Management, Public Works Responsible: Implementation Schedule: Within five years of plan update adoption and regularly thereafter 136 13'0 MITIGATION STRATEGIES COUNTY . •WNS) MITIGATION ACTION Review and revise, if needed,existing Subdivision Ordinances to include hazard mitigation-related development criteria in order to regulate the location and construction of buildings and other infrastructure in known hazard areas. BACKGROUND INFORMATION Site and Location: Countywide, particularly in known hazard areas This proactive approach ensures that new developments align with the Benefit Cost: risk profile of the region, reducing potential damage and loss of life during disaster events. MITIGATION ACTION DETAILS Flooding, Winter Storms, Hurricanes & High Winds, Severe Thundertsorms, Hazard(s)Addressed: Wildfire, Dam Failure, Drought & Extreme Heat, Landslides, Erosion, Land Subsidence (Sinkholes) Goal(s)Addressed: Goal 3 Priority (High, Medium Low): Moderate Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: Staff time Potential Funding Sources: DHS: BRIC, HMGP; Local funds Lead Agency/Department Planning Responsible: Implementation Schedule: Within two to three years of plan update adoption and regularly thereafter 137 13-t MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Increase flood warning capabilities, particularly as they relate to dam failure. BACKGROUND INFORMATION Site and Location: Countywide, particularly in dam break inundation zones This action enhances the ability to provide timely and accurate information to those at risk, enabling appropriate evacuation and emergency response Benefit Cost: measures. By improving detection, monitoring, and communication of potential dam failures, authorities can substantially reduce the potential loss of life, property damage, and economic disruption in affected areas. MITIGATION ACTION DETAILS Hazard(s)Addressed: Flooding, Dam Failure Goal(s)Addressed: Goal 6 Priority (High, Medium Low): High Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: TBD Potential Funding Sources: DHS: BRIC, HMGP, FMA; USACE: SFCP, FPMS; HUD: CDBG; Virginia CFPF Lead Agency/Department Emergency Management Responsible: Implementation Schedule: Within one year of plan update adoption 138 13:, MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Create a multi-level education brochure for residents. BACKGROUND INFORMATION Site and Location: Countywide Creating a multi-level hazard mitigation education brochure for residents serves as an essential tool in raising awareness and understanding Benefit Cost: of various local hazards and appropriate response measures. By consolidating vital information into an accessible format, residents are empowered to take proactive steps in preparing for and mitigating risks, fostering a culture of community resilience. MITIGATION ACTION DETAILS Hazard(s)Addressed: All hazards Goal(s)Addressed: Goal 5, Goal 6 Priority (High, Medium Low): Moderate Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: TBD Potential Funding Sources: DHS: BRIC, HMGP; Local funds Lead Agency/Department Responsible: Emergency Management Implementation Schedule: Within five years of plan update adoption 139 13u MITIGATION STRATEGIES FREDERICK • . •WNS) MITIGATION ACTION Staff Emergency Management Office, Public Works, and/or Planning Office at adequate levels as determined by the County based upon population demographics with regard to density and hazardous risks. BACKGROUND INFORMATION Site and Location: Countywide This action ensures that these vital departments have the capacity to effectively manage and respond to the specific needs and challenges of Benefit Cost: the community. By aligning staffing levels with local demographics and risk profiles, the county can optimize its preparedness, response, and planning capabilities. MITIGATION ACTION DETAILS Hazard(s)Addressed: All hazards Goal(s)Addressed: Goal 5 Priority (High, Medium Low): Moderate Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: Varies depending on staffing needs Potential Funding Sources: Local funds Lead Agency/Department Emergency Management, Planning, Public Works Responsible: Implementation Schedule: Within two to three years of plan update adoption and regularly thereafter 140 13', MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Create a Public Education Program for public and private schools within the community that will provide disaster preparedness information to the student bodies that can be utilized within their individual homes. BACKGROUND INFORMATION Site and Location: Countywide Creating a Public Education Program fosters a culture of readiness and safety awareness among student bodies. By equipping students with practical knowledge and tools that can be utilized within their individual homes, the program empowers the younger generation to be active Benefit Cost: participants in family and community preparedness. The dissemination of this information through educational channels ensures that families are better prepared for various emergencies, thereby enhancing overall community resilience and potentially reducing the impacts and recovery time associated with disasters. MITIGATION ACTION DETAILS Hazard(s)Addressed: All hazards Goal(s)Addressed: Goal 5, Goal 6 Priority (High, Medium Low): High Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: TBD Potential Funding Sources: DHS: BRIC, HMGP; Virginia CFPF; Local funds Lead Agency/Department Responsible: Emergency Management Implementation Schedule: Within one year of plan update adoption 136141 MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Provide National Incident Management System and Incident Command System training to all emergency response personnel and other key support personnel BACKGROUND INFORMATION Site and Location: Countywide This action standardizes the approach to managing incidents and emergencies across different agencies and jurisdictions. This comprehensive training fosters a coordinated and efficient response, ensuring that all involved entities understand their roles, responsibilities, Benefit Cost: and the common language used during an incident. By building a shared understanding and collaborative framework, this training enhances the overall effectiveness of emergency response, reduces confusion, and helps ensure a timely and well-organized reaction to various types of emergencies and disasters. MITIGATION ACTION DETAILS Hazard(s)Addressed: All hazards Goal(s)Addressed: Goal 5 Priority (High, Medium Low): High Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: Staff time Potential Funding Sources: DHS: BRIC, HMGP; Local funds Lead Agency/Department Responsible: Emergency Management Implementation Schedule: Within one year of plan update adoption and regularly thereafter 13 142 MITIGATION STRATEGIES • . •WNS) MITIGATION ACTION Protect and restore resources that provide floodplain protection, riparian buffers, and other ecosystem services that mitigate flooding. Examples of this action include protecting and enhancing landforms that serve as natural mitigation features, using vegetative management, and protecting and preserving wetlands. BACKGROUND INFORMATION Site and Location: Countywide By maintaining and enhancing these natural defenses, communities can Benefit Cost: reduce the risk of flooding, improve water quality, and provide habitat for wildlife. MITIGATION ACTION DETAILS Hazard(s)Addressed: A Flooding Goal(s)Addressed: Goal 8 Priority (High, Medium Low): Moderate Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: Varies depending on method and quantity of interventions Potential Funding Sources: DHS: BRIC, HMGP, FMA; USACE: SFCP, FPMS; USDA: WPFP; Virginia CFPF Lead Agency/Department Emergency Management Responsible: Implementation Schedule: Within two to three years of plan update adoption 143 14u MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION To stabilize slopes susceptible to erosion, consider options such as bank stabilization, sloping or grading techniques, planting vegetation on slopes, terracing hillsides, or installing riprap boulders or geotextile fabric. BACKGROUND INFORMATION Site and Location: Countywide These targeted methods work together to prevent soil loss, reduce sedimentation in nearby waterways, protect adjacent infrastructure and Benefit Cost: properties, and enhance the ecological value of the land. By investing in slope stabilization, communities can mitigate potential hazards related to landslides and erosion. MITIGATION ACTION DETAILS Hazard(s)Addressed: Erosion Goal(s)Addressed: Goal 1, Goal 8 Priority (High, Medium Low): Moderate Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: Varies depending on method and number of slopes susceptible to erosion Potential Funding Sources: DHS: BRIC, HMGP, HUD: CDBG; Local funds Lead Agency/Department Responsible: Emergency Management Implementation Schedule: Within two to three years of plan update adoption 14 .144 MITIGATION STRATEGIES FREDERICK • . •WNS) MITIGATION ACTION Implement a fuels management program to reduce hazardous vegetative fuels on public lands, near essential infrastructure, or on private lands by working with landowners. The program can include pruning and clearing dead vegetation, prescribed burning, selective logging, cutting high grass, planting fire-resistant vegetation, and creating fuel/fire breaks. BACKGROUND INFORMATION Site and Location: Countywide These actions provide a systematic approach to mitigating the risk of wildfires and contribute to a safer environment by minimizing available fuel Benefit Cost: for wildfires to spread. Collaboration with landowners and a comprehensive plan strengthens community resilience to wildfires, protects vital infrastructure, and preserves natural habitats. MITIGATION ACTION DETAILS Hazard(s)Addressed: Wildfire Goal(s)Addressed: Goal 1, Goal 8 Priority (High, Medium Low): Moderate Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: Varies depending on method and land area affected Potential Funding Sources: DHS: BRIC, HMGP; VDOF Community Wildfire Defense Grant Program; Local funds Lead Agency/Department Emergency Management Responsible: Implementation Schedule: Within two to three years of plan update adoption 145 14' MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Ensure that all local government centers have radio capabilities that enable participation in the SHARES program (DHS/CISA/ECD). BACKGROUND INFORMATION Site and Location: Countywide Participation in the SHARES program enhances communication resilience during emergencies. The program provides a reliable and robust means of coordination and information sharing between government entities, Benefit Cost: especially when conventional communication networks are compromised. By enabling participation in this program, local governments enhance their ability to respond to and manage crises, fostering collaboration and interoperability across various agencies. MITIGATION ACTION DETAILS Hazard(s)Addressed: All hazards Goal(s)Addressed: Goal 6, Goal 7 Priority (High, Medium Low): High Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: TBD Potential Funding Sources: DHS: BRIC, HMGP; Local funds Lead Agency/Department Responsible: Emergency Management Implementation Schedule: Within two to three years of plan update adoption 146 14'0 MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Educate elderly citizens and others with limited access to the internet and mobile phone technology about pending emergencies and threats. BACKGROUND INFORMATION Site and Location: Countywide This action ensures that vital safety information reaches all segments of the community, regardless of technological barriers. By utilizing alternative Benefit Cost: communication methods and targeted outreach, municipalities can enhance awareness and understanding of emergency situations among vulnerable populations, enabling them to take appropriate precautions and seek assistance if needed. MITIGATION ACTION DETAILS Hazard(s)Addressed: All hazards Goal(s)Addressed: Goal 5, Goal 6 Priority (High, Medium Low): Moderate Impact on Vulnerable Very High Populations: Estimated Cost: TBD Potential Funding Sources: DHS: BRIC, HMGP; Local funds Lead Agency/Department Responsible: Emergency Management Implementation Schedule: Within two to three years of plan update adoption and regularly thereafter 14 147 MITIGATION STRATEGIES COUNTY110OR FREDERICK . •WNS) MITIGATION ACTION Facilitate public training sessions for targeted hazard mitigation activities. Example: conduct training for civilians/residents on personal mitigation and response to flooding, high winds, wildfires, etc. Create internal "certificates" for training participants and encourage completion of all available training. BACKGROUND INFORMATION Site and Location: Countywide Facilitating public training sessions for targeted hazard mitigation activities empowers community members with the knowledge and skills necessary to actively participate in risk reduction efforts. By providing hands-on Benefit Cost: training in areas such as flood preparedness, wildfire safety, or earthquake resilience, residents are better equipped to protect themselves, their property, and their neighbors. This community-based approach fosters a culture of preparedness and collaboration, enhancing overall resilience. MITIGATION ACTION DETAILS Hazard(s)Addressed: All hazards Goal(s)Addressed: Goal 5, Goal 6 Priority (High, Medium Low): Moderate Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: TBD Potential Funding Sources: DHS: BRIC, HMGP; Virginia CFPF; Local funds Lead Agency/Department Emergency Management Responsible: Implementation Schedule: Within two to three years of plan update adoption 148 14:, MITIGATION STRATEGIES COUNTYEL FREDERICK . •WNS) MITIGATION ACTION Apply for FEMA High Hazard Potential Grant Dam Program funding to receive technical, planning, design, and construction assistance for eligible rehabilitation activities that reduce dam risk and increase community preparedness. BACKGROUND INFORMATION Site and Location: Countywide Federal funding facilitates the implementation of essential upgrades, repairs, and risk-mitigation measures for High Hazard Potential Dams Benefit Cost: (HHPDs), ensuring that they meet safety standards. By leveraging this targeted financial assistance, communities can enhance their resilience against potential dam failures and protect lives and property. MITIGATION ACTION DETAILS Hazard(s)Addressed: Dam Failure Goal(s)Addressed: Goal 1, Goal 4, Goal 5, Goal 6 Priority (High, Medium Low): Low Impact on Vulnerable Relatively Low (County, Stephens City), Relatively Moderate (Middletown) Populations: Estimated Cost: Staff time Potential Funding Sources: Local funds Lead Agency/Department Emergency Management Responsible: Implementation Schedule: Within five years of plan update adoption 149 14u MITIGATION STRATEGIES COUNTYFREDERICK . •WNS) MITIGATION ACTION Consider adopting an ordinance that limits development in HHPD dam break inundation zones. BACKGROUND INFORMATION Site and Location: Countywide, particularly in dam break inundation zones An ordinance that limits development in HHPD dam break inundation zones allows localities to control land use in areas with significant risk of Benefit Cost: flooding due to dam failure. By restricting development in these zones, municipalities can minimize potential loss of life, property damage, and economic disruption that could result from a dam breach. MITIGATION ACTION DETAILS Hazard(s)Addressed: Dam Failure Goal(s)Addressed: Goal 1, Goal 3 Priority (High, Medium Low): Low Impact on Vulnerable Relatively Low Populations: Estimated Cost: Staff time Potential Funding Sources: Local funds Lead Agency/Department Responsible: Planning Implementation Schedule: Within five years of plan update adoption 150 14', Ns--y-9c77 r,I,l ear rl L ri'r� rte Section 1 : Basic Plan EMMMIA This Emergency Operations Plan (EOP) is an all-hazards plan developed to address the County's unique natural, technological, and human-caused hazards potential. It describes the system that the County will use to prevent, prepare for, respond to, and recover from an emergency or disaster. Additionally, it identifies and assigns specific areas of responsibility for coordinating resources to these types of events. The EOP is intended to be consistent with the National Incident Management System (NIMS) and the National Response Framework (NRF) and utilizes the FEMA Comprehensive Planning Guide (CPG 101) concepts for guidance that follow an Emergency Support Functional format. The County emergency management program is delegated the responsibility and authority to respond to emergencies and disasters by the Emergency Management Director (County Administrator)via the Commonwealth of Virginia Emergency Services and Disaster Laws of 2000, as amended. All agencies and organizations assigned responsibility under the EOP will maintain a level of preparedness to support its implementation, including establishing written policies and procedures, training personnel, and participation in emergency exercises. The EOP is considered a living document that is continuously reviewed and revised to reflect lessons learned during incident response or exercise training. Stakeholders should direct comments, edits, and questions to the emergency management program. This plan supersedes any previously issued EOP by the County. Frederick County EOP—Section 1: Basic Plan Page I ii 153 Promulgation • the County EmergencyOperations By virtue of the authority vested in me as the County Administrator/Director of Emergency Management for Frederick County and ultimately responsible for emergency management as per the Code of Virginia §44-146.19, 1 hereby promulgate and issue the Frederick County Emergency Operations Plan (EOP) on the date endorsed below. The EOP provides the County's response to emergencies and disasters to save lives; protect public health, safety, and property; restore essential services, and enable and assist with economic recovery. The EOP complies with the Commonwealth of Virginia Emergency Services and Disaster Law of 2000, as amended, and is consistent with the FEMA National Incident Management System and the National Response Framework as revised. This revision addresses each preparedness mission area and describes how the whole community works together to achieve the National Preparedness Goal. On behalf of the County Administration, the County's Emergency Management Coordinator is hereby authorized to activate the Frederick County Emergency Operations Center(EOC) to direct and control emergency operations in the County. Activation of the EOC shall constitute the implementation of the EOP. Furthermore, the County's Emergency Management Coordinator is hereby authorized, in coordination with the County's Administration, to amend the plan as necessary to ensure the continued health and safety of the residents and property of Frederick County. The Directors of each County Department or Agency shall identify themselves and preferably three alternates but no less than one alternate from 'their' respective department or agency within the EOP. Should the department have divisions responsible for specific tasks assigned by the EOP, the directors shall appoint individuals responsible for executing the assigned tasks. This promulgation rescinds any prior EOP promulgation document issued for Frederick County by the County Administrator and shall be effective upon its signing. The promulgation shall remain in full force and effect until amended or rescinded by future promulgation. Frederick County EOP—Section 1: Basic Plan Page I iii 154 Approval and Implementation The Code of Virginia, §44-146.19, powers and duties of political subdivisions, requires each local jurisdiction and inter-jurisdictional agency to prepare and keep a current local emergency operations plan. Every four years, each local agency will conduct a comprehensive review and revision of its emergency operations plan to ensure that the plan remains current, and the locality's governing body shall formally adopt the revised plan. Frederick County EOP—Section 1: Basic Plan Page I iv 155 Record of Changes The user of this plan is encouraged to recommend changes they feel may enhance or clarify a particular portion of the EOP. Suggested changes should be submitted to the Emergency Management Coordinator. Date Page(s) Person Summary of Change of Change Changed Authorizing Change Reformatted, revised, and updated complete All A. Fuller Ian and annexes Frederick County EOP—Section 1: Basic Plan Page I v 156 Record of Distribution Agency/Department Recipient and Title How Distributed Electronic or Hardcopy) All County Department Heads Electronic Departments Frederick Water Jamie McFadden Electronic Virginia Dept. of Health Olivia Watson Electronic Virginia Dept. of Jeff Boyer Electronic Transportation Frederick County EOP-Section 1: Basic Plan Page I vi 157 Table of Contents Section1:.....................................................................................................................................i BasicPlan....................................................................................................................................i Foreword .................................................................................................................................ii Promulgation of the County Emergency Operations Plan ....................................................... iii Approval and Implementation.................................................................................................iv Recordof Changes..................................................................................................................v Recordof Distribution .............................................................................................................vi Tableof Contents..................................................................................................................vii Constructof the Plan.............................................................................................................. 1 Purpose.................................................................................................................................. 2 Scope..................................................................................................................................... 2 Vision, Mission, Strategic Goals, and Objectives.................................................................... 2 Plan Development, Maintenance, and Distribution.................................................................. 3 Authorities and References .................................................................................................... 4 Victim Services Reporting....................................................................................................... 5 SituationOverview.................................................................................................................. 6 HazardAnalysis...................................................................................................................... 9 PlanningAssumptions...........................................................................................................10 Concept of Operations (CONOPS)........................................................................................11 Organization and Assignment of Responsibilities ..................................................................16 EOP and EOC Activation and Operations..............................................................................21 Incident Management Actions................................................................................................24 Communications....................................................................................................................31 Resource Management .........................................................................................................33 Emergency Support Functions...............................................................................................36 Organizational Structure of the EOC......................................................................................40 Training .................................................................................................................................50 Appendix 1-1: Succession of Authority ..................................................................................53 Appendix 1-2: Sample Declaration of Local Emergency ........................................................54 Appendix 1-3: Sample County Order to Terminate Local Emergency....................................55 Appendix 1-4: Sample to Restrict, Allocate, Regulate Activities and Commodities.................56 Appendix 1-5: National Incident Management Compliance Resolution ..................................58 Appendix 1-6: List of Acronyms .............................................................................................59 Appendix 1-7: Glossary of Key Terms ...................................................................................62 Frederick County EOP—Section 1: Basic Plan Page I vii 158 Construct of the Plan This EOP is organized to align with the operational structure and makeup of the County's overall emergency management program. The plan encompasses all organizations, agencies, departments, and individuals with responsibilities defined. It provides general information and specific operational roles and responsibilities for select EOC sections, branches, and Emergency Support Functions (ESFs). Successful understanding of Appendix 1-6: List of Acronyms and Appendix 1-7: Glossary of Key Terms will assist the reader when navigating the EOP. The entire EOP consists of four sections: Base Plan The Base Plan describes the processes to integrate resources of the federal, state, and local governments, the private sector, and non-governmental organizations (NGOs) in response to and recovery from natural, human-caused, and technological threats or hazards. The Base Plan includes planning assumptions, roles and responsibilities, Threat and Hazard Identification and Risk Assessments (THIRA), concept of operations, incident management actions, and plan administration and maintenance instructions. The Base Plan also describes how services are provided by governmental agencies, resource mobilization, activation methods, responding, carrying out emergency operations, and information regarding mutual aid. The Appendices of the Base Plan include sample Emergency Declaration forms, the NIMS Compliance Resolution, Acronyms, and a Glossary of Key Terms. Emergency Support Function Annex The ESF Annex identifies the County lead and support agencies for each function, describes expected mission execution for each emergency management mission area, and identifies tasks assigned to ESF members. Support Annex The Support Annex describes the framework through which the locality executes common emergency management program strategies. These actions are not specific to any particular hazard but may be common practice for all types of hazards. Incident Specific Annex The Incident Specific Annex describes the policies, situation(s), concept of operations, and responsibilities for specific incidents/hazards likely to affect the County and contains any special or unique plans or actions to mitigate an event. Frederick County EOP—Section 1: Basic Plan Page 11 159 GEMW The purpose of the EOP is to direct actions intended to preserve life and protect property from further destruction in an emergency. The overall plan establishes an emergency organization to direct and control operations by assigning responsibilities to specific entities during the emergency. Essential entities utilize all available resources when mitigating against, preparing for, responding to, and recovering from a natural or human-caused emergency. LZEM The EOP was developed to establish a framework through which the County prevents, protects, prepares for, responds to, recovers from, and mitigates the impacts of natural, technological, and human-caused disasters and emergencies that could adversely affect the health, safety, or general welfare of residents and visitors of the County. The EOP does NOT develop logistics, techniques, methodologies, or implementation strategies or components of organization procedural manuals. The EOP applies to all County departments and external stakeholders that may be requested to provide assistance or conduct operations before, during, or after actual or potential incidents. In carrying out the provisions of the EOP, departments shall utilize the services, equipment, supplies, and facilities of existing departments, offices, and agencies of the County and its political subdivisions to the maximum extent practicable. The development of Standard Operating Procedures (SOPs) and Standard Operating Guidelines (SOGs) are the responsibility of each primary ESF agency. All departments and external stakeholders are directed to cooperate and extend needed services and facilities to the County. This document and its associated annexes are designed to cover all five mission areas of emergency management described in the National Response Framework (NRF). These mission areas include prevention, protection, response, recovery, and mitigation. Each mission area overlaps another, as emergency management activities can occur in specific phases, in any combination, and may repeat. In addition, the EOP is a compilation of emergency information considered necessary to address the types of incidents that could affect the County. Information necessary to respond to particular threats and hazards is contained in the Incident Specific Annex to this plan. Vision, Mission, Strategic Goals, and Objectives Vision Through effective emergency management practices, create a safe community that is resilient to disaster by fostering public awareness and valuable partnerships. Mission To provide a safe and resilient County through communication, coordination, and collaboration for protecting lives, property, and the environment by using the whole community approach of preparing, planning, mitigating, responding to, and recovering from disaster. Frederick County EOP—Section 1: Basic Plan Page 12 160 Strategic Goals and Objectives Strategic Goal 1 Build a Culture of Preparedness by promoting the idea that everyone should be prepared when a disaster strikes. The emergency management program will focus on preparing and engaging residents, schools, partners, and county agencies in disaster preparedness by identifying and communicating risks, fostering partnerships, and focusing on investments to build and sustain capabilities to reduce disaster risk. • Promote community preparedness for disasters • Identify and communicate disaster risk • Build and sustain community partnerships • Improve community resilience to disaster Strategic Goal 2 Ensure Readiness to Respond builds on preparedness activities from Strategic Goal 1 and focuses on enhancing readiness to respond to disasters. The readiness of our community depends on emergency management professionals who can effectively coordinate disaster response activities and deliver consistent emergency services. The emergency management program will focus on building a competent incident workforce through training and exercises, improving continuity of operations through planning, and ensuring continuous situational awareness and a common operating picture. • Build and sustain a competent incident response workforce • Improve continuity of operations and resilient communication systems • Enhance situational awareness and common operating picture Strategic Goal 3 Standardize the Emergency Management program promotes the standardization of the emergency management program by developing plans, policies, and procedures consistent with national standards, updating local resource management procedures, and ensuring disaster recovery plans and procedures are in place. • Improve records management policies and procedures • Document local resource management practices and incident personnel training standards • Align the emergency management program with national standards • Develop disaster recovery plans, policies, and procedures mmq� -04V Plan Development, • Distribution The EOP has the full force and effect of the law as promulgated by the County Director of Emergency Management. Per the Commonwealth of Virginia Emergency Services and Disaster Law of 2000, an effort has been made for the EOP to coordinate emergency management plans with federal, state, and other local plans to the greatest extent possible. Therefore, the EOP provides an integrated and coordinated local, state, regional, federal, and Non-Governmental Organizations (NGO) response that is always in effect with elements implemented at any level and at any time. Additionally, this plan builds on the Northern Shenandoah Valley Region Multi- Jurisdictional Hazard Mitigation Plan. Frederick County EOP—Section 1: Basic Plan Page 13 161 A collaborative planning process was utilized during plan development with active solicitation of input and feedback from departments and agencies with assigned roles and responsibilities. The plan is a living document and will be reviewed annually, as well as after each use, to include training, exercise, or significant event by the Emergency Management Coordinator, or designee. Re-adoption of the plan by the Board of Supervisors will occur every four years or earlier if significant changes are made. The plan is considered an essential record and will be maintained in accordance with the Library of Virginia. The plan will be distributed to each department and agency with an assigned role or responsibility in both a soft and hard copy format. The emergency management program will maintain a master hard copy. Additionally, the plan will be posted to the County website for review by residents, organizations, business owners, and visitors. Authorities • References The following authorities and references constitute the statutory and operational basis for response to a significant event within the County: Federal • The Federal Civil Defense Act of 1950, Public Law 81-920, as amended, • The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-388, as amended; • The Disaster Mitigation Act of 2000, Public Law 106-390; • The Intelligence Reform and Terrorism Protection Act of 2004, Public Law 108-458, Section 7302; • "Emergency Management and Assistance," Code of Federal Regulations, Title 44; • Homeland Security Presidential Directive 5, Management of Domestic Incidents, February 28, 2003: o National Response Framework (NRF), current edition; o National Incident Management System (NIMS), current edition; • Homeland Security Presidential Directive 8, National Preparedness, March 30, 2011; • Superfund Amendments and Reauthorization Act (SARA, Title III); and • Comprehensive Preparedness Guide (CPG) 101. Commonwealth of Virginia • Commonwealth of Virginia Emergency Services and Disaster Laws of 2000, Sections 44- 146.13 to 44-146.28:1 Code of Virginia, as amended; • "Virginia Post Disaster Anti-Price Gouging Act," Sections 59.1-525 to 59.1-529 Code of Virginia; • Title 32.1, Section 48.05 to 48.017 Code of Virginia; • Commonwealth of Virginia, Office of the Governor, Executive Order Number Four (2002), Delegation of Governor's Authority to Declare a State of Emergency and to Call the Virginia National Guard to Active Service for Emergencies or Disasters; • Commonwealth of Virginia, Office of the Governor, Executive Order Number Sixty-Five (2004), Promulgation of the Commonwealth of Virginia Emergency Operations Plan; • Commonwealth of Virginia, Office of the Governor, Executive Order Number Sixty-Nine (2004), Virginia Secure Commonwealth Initiative; • Commonwealth of Virginia, Office of the Governor, Executive Order Number One Hundred and Two (2005), Adoption of the National Incident Management System and Use of the National Preparedness Goal for Preventing, Responding to, and Recovery from Crisis Events in the Commonwealth; and Frederick County EOP—Section 1: Basic Plan Page 14 162 • The Commonwealth of Virginia Emergency Operations Plan. • Frederick County Code of Ordinances; • Local Emergency Planning Committee (LEPC) by-laws; • SARA-Title III Emergency Response Plan of Winchester & Frederick County; • Resolution by the Board of Supervisors adopting the Statewide Mutual Aid for Emergency Management, October 25, 2000; • Resolution by the Board of Supervisors adopting the Northern Shenandoah Valley Region Multi-Jurisdictional Hazard Mitigation Plan, February 13, 2019; • Resolution by the Board of Supervisors adopting the National Incident Management System, March 9, 2005. - 60 • In accordance with the Code of Virginia §44-146.19E, the Virginia Department of Criminal Justice Services (DCJS) and the Virginia Criminal Injuries Compensation Fund shall be contacted immediately to deploy assistance in the event of an emergency as defined in the emergency response plan when there are victims as defined in § 19.2-11.01. DCJS has developed an online reporting form that can be accessed at: https://www.dcos.virginia.gov/victims-services/report- campus-local-emergency. VA Department of Criminal Justice Services Julia Fuller-Wilson • During office hours: (804) 371-0386 • After hours: (804) 840-4276 vacrisisresponse@dcjs.virginia.gov Virginia Victims Fund (officially the Criminal Injuries Compensation Fund) Kassandra Bullock, Director • During office hours: (804) 367-1018 Leigh Snellings, Assistant Director • During office hours: 1-800-552-4007 It is recommended that DCJS be contacted first and contact Va. Victims Fund on behalf of the entity experiencing the emergency. There is also a web-based form available on the DCJS website: https://www.dcjs.virginia.gov/victims-services/report-campus-local-emergency. The form is available as another option for reporting an emergency. Frederick County EOP—Section 1: Basic Plan Page 15 163 Situation Overview Geography The County is located in the northwestern most portion of the - Shenandoah Valley in Virginia. The County is located approximately 75 miles due west of Washington, D.C., in the northernmost portion of the Shenandoah Valley in Virginia (39°11'4.503 N latitude and 7809'46.735W longitude). The Blue Ridge Mountain range protects the valley to the east, and i - the Appalachian Mountains range to the west with terrainf-- ranges from 375 feet in elevation, to 2840 feet in elevation. Average temperatures in the summer are 85 degrees, with winter lows of 23 degrees. The County's political boundary is 416 square miles and is surrounded by Clarke County to the East, Warren, and Shenandoah Counties to the South, Hardy and Hampshire Counties in West Virginia to the West and Morgan and Berkeley Counties in West Virginia to the North, while completely encompassing the City of Winchester. Government Governance is provided by a Board of Supervisors/County Administrator form of government with a hierarchy of leaders that manage the various departments and divisions. The County falls within the Virginia Department of Emergency Management (VDEM) Region 2 and the Federal Emergency Management Agency (FEMA) Region III. Economy The per capita income of residents is$39,429, with a median household income of$84,317. Thus, 7.5% of the population is below the poverty level. The largest employer industry is healthcare, followed by, education, call-centers, and e-commerce warehousing (as reported by the Frederick County Economic Development Authority). Demographics Population and Growth Rate The County's official estimated population as of July 1, 2022, was 95,051. Based upon the 2020 estimates released by the Weldon Cooper Center dated January 30, 2023, the County appears to be growing at a 10-year rate of 8.0%, up from the 9-year rate of 7.5% last year. By comparison, the statewide growth rate between the April 2010 Census Data and July 2020 was 7.3%, and the average growth rate among other counties was only 5.5%. Frederick County and the City of Winchester continue to be the growth engines in the northern Shenandoah Valley. Our metro growth rate was 13%, and the City's 8% growth rate matches the overall growth rate for the Northern Shenandoah Valley Region. The less than 1% annual growth rate that the County is experiencing remains consistent with what was projected for planning purposes and represents a sustainable growth rate (Weldon Cooper Population Estimates 2020). Age Of the County's 95,051 population, the age breakdown is 5.6% under the age of 5 years, 16.8% between 5 and 19 years, 5.3% between 20-24 years, 12.2% between 25-34 years, 25.5% between 35-54 years, 13.8% between 55-64 years, and 19.1% over 65 years, with 49.9% of the total being female. Frederick County EOP—Section 1: Basic Plan Page 16 164 Education Among the County's institutions of higher learning is the private school of Shenandoah University and the Lord Fairfax Community College. The Frederick County Public School System consists of 3 high schools, 4 middle schools, and 12 elementary schools. Frederick County Public Schools also offer a Technical School and an alternative education program for those who need unique special education programs. High school graduates constitute 88.4% of the population, with 27.6% graduating from college. Language English is the spoken language for 89.3% of the population, with Spanish accounting for 10.1% and .6% for various other languages. Frederick County Public Schools report 24 non-English languages being spoke within the school system. Foreign-born residents make up approximately 6.9%. Health Care System The Valley Health System (VHS) is the largest employer in the County and the headquarters of this regional healthcare system. With six regionalized hospitals, the Winchester Medical Center (WMC) located in the City of Winchester provides: • 495-bed regional referral facility; • Level III NICU; • Level II Trauma Center; • Advanced Primary Stroke Center; • Chest Pain Center; • Level 4 Epilepsy Center; • Cancer Center; • Two local Urgent Care Facilities; and • Medical Transport Services Major Highways and Evacuation Routes The Shenandoah Valley is considered an area of refuge for incidents affecting the Northern Virginia Capital Region, coastal Virginia, and the North Anna Power station. The following are the major roadways that lead to Frederick County in all directions: • Interstate 81 (north-south); • Interstate 66 (east-west); • US 50 (east-west); • US 11 (north-south); • US 522 (northwest-southeast); • VA Primary 7 (east); and • VA Primary 37 (western bypass). Airport The Winchester Regional Airport (KOKV) is located within Frederick County. Airport governance is conducted through an authority consisting of principals from Winchester, Frederick, Clarke, Warren, and Shenandoah Counties. The airport operates as a non-towered terminal in Class G of the national airspace. Principal vehicular access to the airport is from State Route 522 South to State Route 645 (Airport Road) from the west or State Route 50 to Airport Route from the east. Frederick County EOP—Section 1: Basic Plan Page 17 165 Public School System An elected board and a superintendent govern the Frederick County Public School System (FCPS) system (K-12). Twenty-one (21) schools are strategically located throughout the County. • Apple Pie Elementary School • Armel Elementary School • Bass-Hoover Elementary School • Evandale Elementary School • Gainesboro Elementary School • Greenwood Mills Elementary School • Indian Hollow Elementary School • Jordan Springs Elementary School • Middletown Elementary School • Orchard View Elementary School • Redbud Run Elementary School • Stonewall Elementary School • Admiral Richard E. Bryd Middle School • Frederick County Middle School • James Wood Middle School • Robert E. Aylor Middle School • James Wood High School • Millbrook High School • Sherando High School • Dowell J. Howard Center • Northwestern Regional Educational Programs Railroads CSX and Norfolk Southern railroad bisect the eastern side of the County from north to south, carrying lumber, sand, and liquid propane commodities. Spurs running east to west facilitate the movement of mining materials from Gore to the City of Winchester City Limits through the Western side of the County. Roaas ana bridge Infrastructure The Shawneeland Sanitary District owns and maintains approximately 50 miles of roads within the Sanitary District. All other County roads and bridge infrastructure are owned and maintained by the Virginia Department of Transportation (VDOT). Drinking Water and Wastewater Servicev Frederick Water has the purpose of acquisition, construction, operation, and maintenance of: (a) an integrated water system for securing raw water, treating, supplying, and distributing water in Frederick County; and (b) an integrated sewer system for the collection, transmission, treatment of wastewater, and its discharge into appropriate bodies of water in Frederick County. Frederick Water provides water and sewer services within the area designated as the Sewer and Water Service Area (SWSA). The SWSA is adopted by the Board of Supervisors as a component of the County's 2035 Comprehensive Plan. In 2020, Frederick Water processed an average of 6.5 mgd (million gallons per day) of water and wastewater. Frederic Water currently has over 17,000 water and sewer services customers, which includes residential, commercial, and industrial users. (Frederic Water Emergency Response Plan, 2021) Frederick County EOP—Section 1: Basic Plan Page 18 166 Electric Power Shenandoah Valley Electric Cooperative (SVEC) is a Touchstone Energy Cooperative representing a nationwide alliance of more than 680 local, consumer-owned electric cooperatives in 46 states. Touchstone Energy is an alliance of consumer-owned electric cooperatives dedicated to providing reliable, high-quality service at competitive prices. Over 20,000 meters are installed within the County serving residential and commercial facilities. Rappahannock Electrical Cooperative (REC) is a member-owned utility that provides electric service to nearly 170,000 connections in portions of 22 Virginia counties. Over 20,000 meters are installed within the County service residential and commercial facilities. Natural Gas Service Washington Gas and Light provides natural gas service to more than 1.2 million customers in the District of Columbia, Maryland, and Virginia. In addition, the company provides natural gas service throughout the County. Floodplain The National Flood Insurance Program (NFIP) is administered through the County's Planning and Development Department. Maps indicating low-lying flood areas and floodplains are located on the County's GIS web portal and hardcopy in the EOC. In addition, there are four flood-level sensors strategically located to monitor water levels and provide historical data for the County and NFIP. Hazard Analysis A, A Hazards and threats unique to the County are identified in the Northern Shenandoah Valley Region Multi-Jurisdictional Hazard Mitigation Plan. The plan analyzes the threats and hazards that the County could potentially face based on specific probable scenarios. This document is then used to develop plans that support the County's preparedness for the worst probable scenario for a given hazard. The hazard mitigation plan document is utilized during the planning process to inform stakeholders and planning committee members of the threats and hazards that could affect the County and the potential impacts and effects of those hazard events. High-frequency or high- consequence threats and hazards may necessitate additional planning requirements with the creation of incident-specific annexes or the involvement of subject matter experts. The following natural, technological, and human-caused hazards have been identified as potential risks for the County that may require special planning and activation of the EOP: TechnologicalNatural Hazards • Disease Outbreak • Dam Failure • Civil Disturbance • Drought • HAZMAT Release • Cyber Events • Earthquake • IT Infrastructure • School Violence • Epidemic • Power Failure • Terrorism • Flooding • Transportation • Mass Evacuation • Hurricane Accident • Tornado • Urban • Wildland Fire Conflagration • Winter Storm Frederick County EOP—Section 1: Basic Plan Page 19 167 Planning • • As a basis for knowledge and operations, the following are assumptions that the emergency management program and stakeholders should understand when planning and responding to emergency incidents: • Nothing in this EOP alters or impedes the ability of federal, state, or local departments and agencies to carry out their specific authorities or perform their responsibilities under all applicable laws, executive orders, and directives; • The County will commit all available resources to save lives, minimize property and environmental damage, and conduct emergency response and recovery operations, while working to establish and maintain direction and control through the EOC, when activated; • Incidents begin and end at the local level and are typically managed at the lowest possible government level; • An emergency situation may escalate quickly and require the rapid mobilization and reallocation of available resources. The situation may even overwhelm the local resources and capabilities, requiring mutual aid assistance from outside agencies and organizations • Emergencies of various types, sizes, intensities, and durations may occur within or near the jurisdictional boundaries of the County with or without warning. These emergencies can develop into disasters that affect the safety, health, and welfare of the population and cause damage or destruction to private and public property as well as the environment; • This plan has been developed to address all hazards that threaten the County by providing the response framework and guidance for any emergency or disaster situation that occurs. The organization and concept of operations allows flexibility and discretion through command and control of the incident, using the concepts of ICS and managed in accordance with NIMS; • The County must continue to function throughout a disaster or emergency situation. Depending upon the scope and magnitude of the incident, concurrent implementation of Continuity of Operations Plan (COOP)/Continuity of Government (COG) operations may be necessary. All County departments will maintain current COOPs; • County departments may be required to respond on short notice and at any time of the day or night to provide effective and timely assistance. It is the responsibility of each department to ensure staff and assets are trained, prepared, and available to respond; • During emergency situations, capabilities to respond to collateral and unrelated emergency situations must be maintained, further impacting availability of resources for the emergency incident; • Preparedness activities are a critical component of emergency management. Achieving and maintaining effective citizen and community preparedness reduces the immediate demands on response organizations. Community preparedness requires the County to engage in continual and ongoing public awareness and education programs to ensure residents and businesses will take appropriate advance actions to reduce their vulnerability and increase their readiness for emergency situations; • Emergency preparedness is everyone's responsibility. Residents, business owners and government staff should all understand their personal preparedness responsibilities and be educated on how to appropriately prepare for maintaining self-sufficiency in an emergency situation for at least 72 hours; • The effects of a disaster, emergency, or event can extend beyond County boundaries, in which case many other areas of the Commonwealth will experience casualties, property loss, and disruption of normal life support systems; • Residents and communities will compete for scarce resources, and widespread power and communications outages may require the use of alternate methods of providing public information and delivering essential services. Communications will be problematic due to demands exceeding capacities; Frederick County EOP—Section 1: Basic Plan Page 110 168 • All County departments and agencies will support the EOP to the level of their abilities, resources, and expertise; • Different categories of critical infrastructures, such as medical facilities, electrical substations, and sewer lift stations, have been identified and are recorded by address and geographic latitude, and longitude and maintained at the County EOC; and • The Local Capability Assessment for Readiness (LCAR) document is a resource that summarizes the jurisdiction's prevention, protection, response, or recovery capabilities involving defined hazards. It is updated annually and provides a snapshot of the jurisdiction's preparedness capabilities and limitations, resources, and is a basis for developing training, acquiring equipment, or defining personnel needs. The emergency management program is the County's 24-hour "crisis monitor." As emergency situations threaten to occur, the County Emergency Management Coordinator may facilitate evaluation and incident planning and possible EOC activation and implementation of emergency functions and resources. Certain near instantaneous events may trigger immediate, full EOC activation. The EOC is the key to successful response and recovery operations. With decision and policymakers located together, personnel and resources can be used efficiently. Coordination of activities will ensure that all tasks are accomplished and minimize duplication of efforts. The coordination responsibilities to manage incidents within the County are designed to enable the execution of the EOP through the local government with the appropriate departments and agencies and integrate into State, Federal, non-governmental organizations, and the private sector for a comprehensive approach to incident management. The following concepts of operations shall specifically apply: • The Commonwealth of Virginia Emergency Services and Disaster Law of 2000, as amended, provides that emergency services organizations and operations will be structured around the existing constitutional government. The County's organization for emergency operations consists of existing government departments, non-governmental and private sector emergency response organizations; • The County emergency management program's hierarchy consists of the Director of Emergency Management (County Administrator), Emergency Management Coordinator (Deputy Chief of Emergency Management and Planning), and Deputy Emergency Management Coordinator (Deputy Chief of Emergency Management and Planning designee). The emergency preparedness program's day-to-day activities are delegated to the Emergency Management Coordinator. In conjunction with the Emergency Management Coordinator, the Deputy Emergency Management Coordinator will direct and control emergency operations in times of emergency and issue directives to other services and organizations concerning disaster preparedness and response. The County Administrator's Office, in collaboration with the Public Information Officer (PIO), is responsible for all emergency public information; • The emergency management program day-to-day activities include developing and maintaining the EOP and other planning documents, maintaining the County EOC in a constant state of readiness, and other responsibilities outlined in local and state regulations; • The County must be prepared to bear the initial impact of a disaster on its own. Help may not be immediately available from the local, regional, state, or federal government. • All appropriate, locally available resources should be fully committed before requesting assistance from the state. Requests for assistance will be made to the VEOC directly, through the Region 2 VDEM Coordinator or indirectly through WebEOC; • With support from designated local officials, the Directors and Coordinators of Emergency Management will exercise direction and control from the EOC during disaster operations. Frederick County EOP—Section 1: Basic Plan Page 111 169 This may include the issuance of orders to evacuate large areas or other protective actions; • At a minimum, all persons functioning in the EOC shall be trained to the appropriate level per the adopted County's NIMS Compliance Plan. Other specific training associated with respective functions shall be considered; • Department and division leaders will develop and maintain detailed emergency plans and SOPs necessary for their respective areas of responsibility. These plans will include the identification of resources necessary to execute their plans effectively; • Department leaders will establish a COOP plan that is specific to their respective areas of responsibility and coincides with the County Continuity of Government (COG) found in Section 3: Support Annex 3-1 of the EOP; • All agencies will continue to be responsible for protecting and preserving vital records essential for the COG; • Accurate records of disaster-related expenditures will be maintained in accordance with policies and procedures established by the Finance Director or their designee. All disaster- related expenses will be documented to provide a basis for reimbursement if federal or state disaster assistance is needed; • The County Finance Department will create emergency project expense codes that allow the proper recording of disaster-related expenses; • Emergency management program will submit disaster-related reports to the VEOC through WebEOC. These reports include: o Initial Damage Assessment Reports; o Daily Situational Reports; and o Requests for Assistance. • Emergency assistance may be made available from neighboring jurisdictions in accordance with local mutual aid agreements or the Statewide Mutual Aid (SMA) agreement. Additionally, emergency resources may also be sent to assist adjoining jurisdictions. Such assistance will be in accordance with existing mutual aid agreements or, in their absence, as directed by the Director of Emergency Management or their designee as necessary and feasible; • Support by military units may be requested through the VEOC. Military forces will support and assist local responders and receive direction from the local Director of Emergency Management or their designated representative. This will include mission-type requests, including objectives, priorities, and other information necessary to accomplish the overall mission; and • The County will assist disaster victims obtain post-disaster assistance, such as temporary housing and low-interest loans. Concurrent Implementation of Other Plans The EOP is the core plan for managing incidents and details the County coordinating structures and processes used. Other supplemental agency plans provide details on the authorities, response protocols, and technical guidance for responding to and managing specific contingency situations. In many cases, the local agencies manage incidents under these plans using their authority. These supplemental agency plans may be implemented concurrently with the EOP but are subordinate to the overarching core coordination structures, processes, and protocols detailed in the EOP. FEMA Complexity Indicators The Emergency Operations Plan is the framework by which the County will respond to events of high complexity or significant impact. The Emergency Management Coordinator is responsible for maintaining comprehensive situational awareness of all incidents that may increase in complexity/impact. Below is a framework of incident complexity adapted from the Federal Frederick County EOP—Section 1: Basic Plan Page 112 170 Emergency Management Agency Incident Complexity Guide and is provided for reference, beginning with the least complex incident, a Type 5 incident. iiiiiiiiiiiiiiiiiiij 111111 • Incident shows no resistance to stabilization or Type 5 incidents and exercises mitigation can include a vehicle fire, a • Incident objectives typically met within one or two hours medical response to an 0 once resources arrive on scene injured/sick person, or a high-risk • Minimal effects to population immediately surrounding felony traffic stop.01 he incident; few or no evacuations needed during mitigation Planned events can include a 5K • - 5 • No adverse impact on critical infrastructure and key or 10K road race. resources (CIKR) • Elected/appointed governing officials and stakeholder groups require little or no interaction and may not need notification • Conditions or actions that caused the original incident do not persist; as a result, there is no probability of a cascading event or exacerbation of the current incident • Incident shows little resistance to stabilization or Type 4 incidents and exercises mitigation can include a barricaded suspect, • Incident objectives typically met within several hours a hazardous materials (HAZMAT) once resources arrive on scene spill on a roadway or waterway, a • Incident may extend from several hours to 24 hours large commercial fire, or a • Limited effects to population surrounding incident; few localized flooding event affecting a or no evacuations necessary during mitigation neighborhood or subdivision. • Incident threatens, damages, or destroys a minimal number of residential, commercial, cultural or Planned events include single-day environmental properties events with a smaller attendance • CIKR may suffer adverse impacts, but mitigation and limited resources deployed. measures are uncomplicated and can be implemented within 24 hours • Elected/appointed governing officials and stakeholder groups require little or no interaction, but they may need o be notified • Conditions or actions that caused the original incident do not persist; as a result, there is little to no probability of a cascading event or exacerbation of the current incident • Incident shows some resistance to stabilization or Type 3 incidents and exercises mitigation can include a tornado that • Incident objectives typically not met within the first 24 damaged a small section of the hours after resources arrive County; HAZMAT leak requiring • Incident may extend from several days to one week evacuation of a neighborhood or _ • Population within and immediately surrounding incident section of a community; an active area may require evacuations during mitigation shooter; a sink hole; a water main • Incident threatens, damages, or destroys residential, break; a Category 1 or 2 commercial, or cultural properties hurricane; or a small aircraft crash • CIKR may suffer adverse impacts, and mitigation in a populated area. actions may extend into multiple operational periods Planned events include those that • Elected/appointed governing officials and stakeholder are multi-day, have a large groups require some level of interaction attendance or require a large Frederick County EOP—Section 1: Basic Plan Page 113 171 • Conditions or actions that caused the incident may deployment of resources to persist; as a result, there is some possibility of a support. cascading event or exacerbation of the current incident • Incident shows high resistance to stabilization or Type 2 incidents and exercises mitigation can include a tornado with • Incident objectives typically not met within the first damage to an entire section of a several days county, city, village, or town; • Incident may extend from several days to two weeks HAZMAT leak requiring a several- • Population within and surrounding the general incident days-long evacuation of an entire area are affected and may require evacuation during section of town; a wildland fire in mitigation an area with numerous • Incident threatens damages, or destroys residential, residences, requiring evacuations commercial, and cultural properties and several days of firefighting to • CIKR may suffer adverse impacts, including bring under control; or a river destruction, and mitigation actions may extend into flooding event affecting an entire multiple operational periods, requiring considerable section of town, with continued pcoordination precipitation anticipated. • Elected/appointed governing officials, political organizations, and stakeholder groups require a Planned events can include a VIP moderate level of interaction visit, a large demonstration or • Incident has resulted in external influences, has strike, or a large concert. widespread impact, and involves political and media sensitivities requiring comprehensive management • Conditions or actions that caused the original incident may persist, so a cascading event or exacerbation of the current incident is like) • Incident shows high resistance to stabilization or Type 1 incidents and exercises mitigation can include a tornado with • Incident objectives cannot be met within numerous damage or destruction to an entire operational periods community; a multi-level terrorist • Incident extends from two weeks to over a month or attack; a Category 3, 4, or 5 longer hurricane; a pandemic; a large • Population within and surrounding the region or statewind-driven wildland fire here the incident occurred is significantly affected threatening the entire town, • Incident threatens, damages, or destroys significant causing several evacuations and numbers of residential, commercial, and cultural destroying many homes, properties businesses, and critical • Incident damages or destroys numerous CIKRs; infrastructure assets; or a mitigation extends multiple operational periods and widespread river flooding event in requires long-term planning and extensive coordination town, with continued precipitation • Evacuated and relocated populations may require anticipated. sheltering and housing for weeks or months Planned events could include a • Elected/appointed governing officials, political political convention, the Super organizations, and stakeholder groups require a high Bowl, the World Series, or a level of interaction presidential visit. • Incident has resulted in external influences, has widespread impact, and involves political and media sensitivities requiring comprehensive management • Conditions or actions that caused the original incident still exist, so a cascading event or exacerbation of the current incident is like) Frederick County EOP—Section 1: Basic Plan Page 114 172 Continuity of Government The local government does not stop for a disaster as essential functions and services are still required during an emergency. Depending on the size and severity of the emergency, several departments or the entire County government may be involved in the disaster operations. The County takes an all-hazards approach and established guidelines for addressing three types of disruptions to services: • Loss of use to critical facilities; • Loss of services due to a reduction in the workforce; or • Loss of services due to equipment or systems failure. Each department should develop and maintain a COOP and be prepared within 12-hours of activation to relocate operations or operate in a virtual setting to continue essential functions. The majority of the County's COG plan (see Section 3: Support Annex 3-1) lies within each department's developed COOP as emergencies having varying degrees of severity. All departments may not be involved in the response recovery. Each department will determine what is needed to continue providing essential functions and services during an emergency. COOP is considered good business practice and includes the following objectives: • Ensures the continuous performance of any agency's essential functions, operations, and services during an emergency; • Protects essential facilities, equipment, vital records, and other assets; • Reduces or mitigates disruptions to operations; and • Achieves a timely and orderly recovery from an emergency and resumption of full service to customers. Equity and Inclusion Emergency Management Practices The County is committed to achieving and fostering a whole community emergency management system inclusive of all individuals. It ensures that such plans are applied equitably, and that minority and vulnerable communities' needs are met during emergencies. Through coordination with community-based organizations, service providers, government programs, and individuals with disabilities and access/functional needs, meaningful partnerships have been developed that enable the County to create, support, and sustain an inclusive emergency management system. The County remains current in understanding all local, state, and Federal laws regarding serving diverse communities. Diversity includes, but is not limited to, communities of: • Low income; • Disability; • Color; • Aging population; • Rural; • Non-speaking; • Immigrant; • Limited English proficiency; or • LGBTQ+; • Limited health literacy Local Emergency Operations Center The EOC is the central point for emergency management operations. Coordination and supervision of all services will be through the EOC manager and Section Chiefs to provide for the most efficient management of resources. During emergency situations, certain agencies will be required to relocate their center of control to the EOC. During large-scale emergencies, the EOC will become the seat of government for the duration of the crisis. The emergency management program will maintain an "always live" EOC to direct operations in times of emergency. A combination of a physical and virtual EOC or entirely virtual may be Frederick County EOP—Section 1: Basic Plan Page 115 173 necessary when physical locations are not accessible, or personnel cannot respond in person. The primary EOC is located in the Public Safety Building at 1080 Coverstone Drive Street, Winchester, Virginia. The County maintains equipment and supplies (EOC-in-a-Box) for mobile deployment should the primary EOC not be available. Designated backup EOCs may be established at: • Round Hill Community Volunteer Fire and Rescue, 150 Corporate Way, Winchester, Virginia; • City of Winchester Public Services Building, 301 E. Cork St., Winchester, Virginia Virginia tmergency uperat ®ns Genter (VEO The VEOC serves as the central point of coordination for state-level emergency management and response activities. The Virginia Emergency Support Team (VEST) manages the VEOC as the Primary Agency for ESF-5 Emergency Management. The Director of the VEST or their designee determines the appropriate activation level for the VEOC. The VEOC may be activated to coordinate state-level response to an emergency or in response to a large-scale planned event where state resources must be mobilized to ensure health and safety. The VEOC coordinates with the Governor's Office, FEMA Region 3, VDEM Regions, and the local EOCs. The VEOC is located at 7700 Midlothian Turnpike, North Chesterfield, VA 23235, and provides a location to: • Analyze critical disasters or homeland security information; • Support state ESFs and Support Agency (SA) operations; • Support local community operations; • Coordinate resource support; • Ensure interagency cooperation; • Provide public information through the Joint Information Center (JIC); • Facilitate the decision-making process; • Inform elected officials; • Ensure flow of communications; and • Complete other duties as determined by the specific hazard/incident. gooll In accordance with NIMS, resource and policy issues are addressed at the lowest possible organizational level. If issues cannot be resolved at that level, they are forwarded up to the next level. Reflecting the NIMS program and in alignment with the NRF, the EOP includes the following command and coordination structures: • Incident Commander (IC); • Command Post(s) (CP); • Unified Command (UC); • Area Command (AC) (if needed); • Emergency Operations Center (EOC); • Joint Field Office (JFO); • Local Department of Emergency Management; • Director of Emergency Management; • Emergency Management Coordinator; and • Multi Agency Coordination group (MAC). The organizational structure of the EOC will follow a Hybrid Incident Command System (ICS) and Emergency Support Function (ESF) organization. This structure will give flexibility in fulfilling the necessary functions of the EOC as needed. General and specific responsibilities for key positions Frederick County EOP—Section 1: Basic Plan Page 116 174 that support County emergency operations are outlined below. In addition, responsibilities for organizations, which are not a part of local government, but support County emergency operations, are also included. 6enerai Urganizatiion Responsibilities General emergency management responsibilities for all levels of County government organizations and non-government organizations that support County emergency operations are: • All employees of the County may be asked to assist with emergency operations as directed by the County Administrator, Emergency Management Coordinator, or their designee; • Develop and maintain contact lists of personnel that your organization might require during an emergency; • Ensure personnel have been trained to the required level of the NIMS Compliance Plan; • Identify personnel that speak foreign languages and are willing to assist as interpreters during emergencies; • Develop and maintain an updated line of succession to ensure timely, adequate, and appropriate 24/7 staffing and operational capabilities for your respective organization. Provide this list to the EOC when necessary for emergency operations; • Develop and implement SOPs for the protection of County critical infrastructure from all hazards; • Develop and implement internal SOPs to record emergency operational expenditures for local government records and possible reimbursement if funding becomes available; • Plan for outside assistance and resources as a future need, and where appropriate, initiate mutual aid agreements through the County purchasing division; • Familiarize all personnel within your organization with their emergency responsibilities and procedures regularly; • Upon request, report to the EOC or provide a representative(s) as a 24/7 liaison for your organization; • Be prepared to provide for individual and organizational administrative and logistical support for operating out of the EOC; • Coordinate, record, and report to the Emergency Management Coordinator on all missions assigned and subsequent actions taken, and actions remaining during a disaster incident; • All accidents and injuries involving County personnel and volunteers should follow the County Safety Policy and be reported immediately to the County Risk Officer during emergency operations. o Inform the County Administrator and Emergency Management Coordinator of any injuries or fatalities of County employees, volunteers, hired/temporary employees/contractors, and those that are unaccounted for, who are actively supporting County emergency operations, as soon as possible; o Department Safety Officers should submit a consolidated injury report of all County employees injured, died, or unaccounted to the County Administrator, Emergency Management Coordinator, and Human Resource Director. • Inform the appropriate Director of any damages or destruction to County property: o Public Works Director: critical infrastructure, buildings and grounds, and other facilities; o Responsible Department Head: vehicles damaged, destroyed, or missing; o Emergency Management: Radio communication equipment damaged, destroyed, or missing; o I&IS Director: IT or multimedia equipment damaged, destroyed, or missing; and o Finance Department: property damaged, destroyed, or missing. • During recovery, return all organizational equipment to pre-emergency conditions and replenish organizational supplies; Frederick County EOP—Section 1: Basic Plan Page 117 175 o Participate in emergency management after-action reviews as requested by the Emergency Management Coordinator. And identify areas of improvement and modify plans, policies, guidelines, and procedures; and • Annually review all plans, policies, procedures, and guidelines for changes or additions. Elected Officialf The Board of Supervisors members and Constitutional officers elected by the County citizens have unique powers and authorities assigned to each seat as described in the Virginia and County Code. In addition, each of the elected officials not already identified in the ESF Annex may be asked by the Director of Emergency Management to engage directly in an incident's operations. This engagement may be in the form of resources, personnel, facilities, or guidance, as requested by the Director. Elected officers of the County include the Chairman At-Large, Board of Supervisors members, Clerk of the Circuit Court, Commissioner of the Revenue, Commonwealth's Attorney, Sheriff, and Treasurer. These authorities are responsible for: • Protecting the lives and property of citizens; • Supporting the local emergency management program; • Appointing the local emergency manager/director; • Adopting and promulgating the EOP pursuant to the process described in Title 44 of the Code of Virginia every four years; • Actively participate in the delivery of public information messages as provided by the PIO; • Endorsing a local emergency declaration pursuant to the process described in Title 44 of the Code of Virginia; and • Trained to the required level of the NIMS Compliance Plan. Director of Emergency Management As per the Code of Virginia §44-146.19, powers and duties of political subdivisions, the County Administrator is considered the Director of Emergency Management for the County. This position declares and terminates local emergencies, authorizes emergency protective actions, determines the need to evacuate any endangered areas, exercises direction and control from the EOC during disaster operations, holds overall responsibility for maintaining and updating the EOP, manages and controls certain commodities and services, requests resources from other localities, authorizes the use of County facilities for alternative functions, and amends or suspends specific human resources policies. In addition, the Director: • Appoints an Emergency Manager Coordinator, with the consent of the Board of Supervisors, to manage the day-to-day activities of the County emergency management program; • Is responsible for coordinating local resources to address the full spectrum of actions to mitigate, prevent, prepare, respond, and recover from incidents involving all hazards, including terrorism, natural disasters, accidents, and other contingencies; • Has authority to suspend local statutes and ordinances as necessary to reduce the impact on lives and property; and • Provides leadership and plays a crucial role in communicating to the public. Deputy Director of Emergency Management The Deputy Director of Emergency Management will assume the role of the Director of Emergency Management when the director is unavailable or assigned to other duties during an event. The person that fills this role is the Deputy County Administrator and shall have the same duties and authority set forth for the Director of Emergency Management. Frederick County EOP—Section 1: Basic Plan Page 118 176 Emergency Management Coordinator The Emergency Management Coordinator is appointed by the Director of Emergency Management, with the Board of Supervisors' consent, to carry out the County's emergency management day-to-day functions. Also, the Coordinator is: • Responsible for the maintenance of the EOP; • Ensures the Local EOC is in a constant state of readiness; • Assumes specific duties in the absence of the Director of Emergency Management; • Functions as the EOC Manager; • Conducts training and exercises including but not limited to NIMS understanding, EOC Operations, EOP Familiarization, in accordance with the Homeland Security Exercise and Evaluation Program (HSEEP); • Completes and submits reports as required by the Commonwealth of Virginia and/or the Federal Government; • Applies and manages Public Assistance requests; • Assists the public with Individual Assistance requests; • Researches and applies for grants as authorized; • Coordinates Emergency Management practices and efforts with all County Departments and agencies; • Functions in a collaborative effort on a regional and state level to facilitate interoperability through a cooperative effort; • Engages community partners to build a "Whole Community" environment; • Functions as a member of the Local Emergency Planning Committee (LEPC); and • Assists in the coordination of the community volunteering programs as appropriate. Deputy Emergency Management Coordinator The Deputy Emergency Management Coordinator falls under the supervision of the Emergency Management Coordinator and, in their absence, assumes the day-to-day functions of the Emergency Management Program. The Deputy Coordinator: • Ensures the Local EOC is in a constant state of readiness; • Can function as the EOC Manager; • Conducts training and exercises including but not limited to NIMS understanding, EOC Operations, and EOP Familiarization, in accordance with the Homeland Security Exercise and Evaluation Program (HSEEP); • Completes and submits reports as required by the Commonwealth of Virginia and/or the Federal Government; • Assists in the management of Public Assistance requests; • Assists the public with Individual Assistance requests; • Researches and applies for grants as authorized; • Coordinates Emergency Management practices and efforts with all County Departments and agencies; • Functions in a collaborative effort on a regional and state level to facilitate interoperability through a cooperative effort; • Engages community partners to build a "Whole Community" environment; • Functions as a member of the Local Emergency Planning Committee (LEPC); and • Assists in the coordination of the community volunteering programs as appropriate. Frederick County EOP—Section 1: Basic Plan Page 119 177 County Departments and Agencie County departments and local agencies participate in the ESF structure as Branch Directors, Group Supervisors, primary departments, and support agencies, or as required to support incident management activities. In addition, they: • Are the first responders to a disaster or assist as necessary; • Develop and maintain a departmental COOP and SOPs representative of their areas of responsibility; • Use their resources and equipment during emergencies and have operational control over managing those resources when required to respond to a disaster; • Establish service contracts that identify gaps in local capabilities; • Negotiate and maintain mutual aid agreements with outside agencies; • Maintain records of disaster-related expenditures and appropriate documentation; • Protect and preserve records essential for the continuity of government; and • Establish and maintain a line of succession of key emergency personnel within their respective agencies. Nongovernmentai ana Volunteer Organizations Non-governmental organizations collaborate with first responders, governments (at all levels), and other agencies and organizations as necessary. They provide relief services to sustain life, reduce physical and emotional distress, and promote recovery of disaster victims when assistance is not available from other sources. When available, these resources will be integrated into County operations and incorporated into ESFs as a support function best suited by their skill set. In addition, the County intends to coordinate with the various non-governmental and volunteer organizations to expand efforts to include these organizations' insight, needs, and resources in the planning efforts. Private Sector Primary and support departments/agencies coordinate with the private sector, both for-profit and not-for-profit, to effectively share information, form courses of action, and incorporate available resources to mitigate, prevent, prepare, respond, and recover from disasters. The private sector's participation during a disaster varies based on the organization's nature and the type and impact of the disaster. Private sector organizations support emergency management by: • Sharing information with the local government, help identify risks, perform vulnerability assessments; • Developing emergency and business continuity plans, enhance their overall readiness; • Implement appropriate prevention and protection programs; and • Donate or otherwise provide goods and services through contractual arrangements or government purchases. Private sector organizations are encouraged to develop and maintain the capability to respond to and manage a complete spectrum of incidents. The County maintains ongoing interaction with critical infrastructure entities and crucial resources to coordinate mitigation, preparedness, prevention, response, and recovery activities. Private sector representatives should be included in planning and exercises. Frederick County EOP—Section 1: Basic Plan Page 120 178 Citizen Involvement Strong partnerships with individuals, citizen groups, and organizations can provide tremendous support for incident management. Emphasis should be given to following the FEMA "Whole Community" concepts, whereas all people in a community are needed to restore life to normalcy. L12 LR:k Activation of the EOP This plan and all associated Annexes (ESF, Support, or Incident Specific) will be executed when: • Any disaster threatens or occurs in the County, and a local disaster is declared by the County Administrator under the provisions of Section §44-146.21, the Commonwealth of Virginia Emergency Services and Disaster Law of 2000, as amended, or; • The Governor declares a State of Emergency, or; • When a disaster exists without an emergency declaration in place; or • As a basis for training and pre-disaster preparedness. Activation of the EOC The Directors of Emergency Management or Coordinators may activate the EOC when any of the following conditions exist: • There is an imminent threat to public health or safety on a large scale; • An extensive multi-agency/jurisdiction response and coordination will be required to resolve or recover from the emergency or disaster event; • The disaster affects multiple political subdivisions within jurisdictions that rely on the same resources to resolve major emergency events; or • The local emergency ordinances are implemented to control significant emergency or disaster events. Staffing the EOC Before EOC activation, or as soon as possible after activation in the case of a "no-notice" incident, the Emergency Management Directors or Coordinators will determine the appropriate level of staffing for the EOC, including which ESFs will be activated. EOC staff will be drawn from County employees, pre-designated ESF liaisons, and personnel from other local agencies and organizations. Availability of staff and operational needs may allow or require positions to be combined or positions to not be filled (responsibilities held by the next higher position). The Emergency Management Director or their designee may request the deployment of an Incident Management Team (IMT) or a FEMA IMAT through the VEOC to facilitate assistance through EMAC or FEMA, respectively. It is recommended that only trained personnel that have operational responsibilities will be authorized for admittance to any established EOC. Operational periods for staffing will be determined by the Planning Section and should initially be considered for at least 2-weeks in duration. The size, complexity, and other factors of the incident will determine the actual needs. Staff Notification The emergency management program maintains an up-to-date contact list of personnel and ESF liaisons and will use the County Hyper-Reach notification system to alert personnel through SMS Frederick County EOP—Section 1: Basic Plan Page 121 179 texting for immediate requests for activation. Email, landline, and cellular telephones are alternate communication methods when texting is unavailable, or the incident does not need an immediate response. Available warning time will implement increased readiness measures, ensuring maximum protection of the population, property, and supplies from the effects of threatened disasters. FOC Operation The backbone of EOC Operations revolve around a structured planning and information sharing process. The County will utilize the "Planning P" process to facilitate a consistent approach to EOC operations. The process begins with the development and prioritization of strategic goals by the Director. The EOC manager reviews these goals with Management and General staff who work together to develop objectives to achieve the strategic goals. ESF personnel are then briefed on the objectives and proceed to develop tactical plans that address how objectives will be met. The graphic below a visual overview of the process flow during a EOC activation. Preparing for Tactics the Planning Planning Hseeting Meet€ng PAccting I Policy Group - ire oro mergency anageme m & Preparing for IAP Pre Policy OrouP a the rine Approval Meeting rr,alG = Command& --P,ir nor—r^1 General Staff opc rations do y P - Meeting briefing Objectives crus eoc Me^ager °°Y'"a^egemema^° Execute Plan (Develolpdate New opsS Assess } GtivQs Progress Period Begins Me------------------------- i € Init€alICluC € jTac[icel'Ions i Mee ting' H ;tna ara��n;c nor we 'incident Briefing€ p I nev.It.etla�2r u`W t^ ^mpiete € € ;oPerer^^ei obietives € using 105 201 € 4. Management and General Staff ti____________a y al onse w ----------. i and`Assessntenl i -Guidance/Direction 6------------� R InfcrmationlFeedback- € Notifications r IncidentlE,;nt € t Briefings Briefings are an essential part of any EOC activation. Each operational period will begin with a briefing that includes the following information: • Situation overview • Personnel assignments • Review current objectives, unmet resources and future actions • Questions and answers Following this formal briefing, personnel speak with the people they are relieving to gather any more specific information that was not covered in the larger briefing. In addition, the Situation Unit Leader will develop an operational rhythm schedule for briefings and key areas that need to be addressed on a periodic basis. Frederick County EOP—Section 1: Basic Plan Page 122 180 EOC Activation Levels The EOC has designated three emergency levels that increase in intensity, ranging from day-to- day activities associated with Steady State status to catastrophic emergency effects associated with a Full Activation. Emergency designation levels are critical to providing a consistent understanding of incident severity and associated response actions. Below are definitions for the EOC Activation Levels, as well as the specific activation staffing requirements that are to be implemented: 3 Normal Activities that are normal for the EOC when no Operations/ incident or specific risk or hazard has been identified. EM Coordinator Steady Routine watch and warning. The EOC is not staffed. State 2 Certain EOC team members/organizations are Enhanced activated to monitor a credible threat, risk, or hazard EM Coordinator Steady or to support the response to a new and potentially (Advise EM Directors) State/Partial evolving incident. Activation 1 EOC team is activated, including personnel from all Full assisting agencies, to support the response to a major EM Coordinator (consult EM Directors) Activation incident or credible threat. EOC Activation Level Escalation Throughout the course of an event or incident, the EOC will maintain situational awareness and continually assess the response. If it is determined that the event or incident is increasing in complexity, or the resources are either not present or cannot keep up with event or incident demands, the EOC Manager will consider escalating the EOC Activation Level. Once the EOC Activation Level has been escalated, additional personnel will be requested following the new activation level. The EOC will not be considered operational at the new EOC Activation Level until all appropriate personnel is present or otherwise available. incidentChange in severity of the Change in the scope or . - the incident Ir • . - of EOC Change in personnel or Staffing levels are not able to L resources required handle needs of the EOC Frederick County EOP—Section 1: Basic Plan Page 123 181 Reporting Requirements The emergency management program is required to report any Declarations of Emergency and any other incidents of significance to the VEOC as soon as practical. Information will be communicated via: • Utilization of the VDEM WebEOC platform that includes: o Situational status continually; o Damage assessments within 72 hours of occurrence; o Incident updates; and o Resourcing requests. • Phone calls to the VEOC or the VDEM Region 2 Coordinator (804) 674-2400; • Crisis Track® software for reporting damage assessment to the VEOC; and • After-Action reports should be prepared and disseminated after any training exercise or disaster event. These reports will facilitate the improvement of the EOP and the overall emergency management program for the County. Administration, I-inance, ana LogistiC, All assets (human resources, facility, and equipment resources) of the community will become the purview of the Director of Emergency Management or their designee in any way necessary to respond to an emergency. Standard procurement policies may be negated during declared emergencies and emergency procurement procedures implemented for the emergency period. Tracking and record-keeping procedures will be put in place to ensure all emergency-related expenses are easily identified. These items are discussed in the ESF-5 Emergency Management Annex. Incident . • - Actions The sequence below describes incident management actions ranging from initial threat notifications to early coordination efforts to assess and disrupt the threat, initial activation of the ESF structure, and resource deployment to support incident response and recovery operations. These actions do not necessarily occur in sequential order as many may be undertaken concurrently in response to single or multiple threats or incidents. The decision-making process, when making decisions and establishing priorities during an incident, should consider the following: Life Safety • Threat to responders • Threat to the public Incident stabilization • Damage potential • Incident complexity • Infrastructure protection Property Conservation • Real property threatened • Environmental impact • Economic impact Frederick County EOP—Section 1: Basic Plan Page 124 182 Emergency Declarations Non-Declared Disasters The Director of Emergency Management, or their designee, may direct County departments and agencies to respond to emergencies or disasters as outlined in this plan without a formal declaration of an emergency when the expectation is that local resources will be used and that no reimbursement of costs will be requested. The Director of Emergency Management, or their designee, may re-direct and deploy County resources and assets as necessary to prevent, prepare for, adequately respond to, and quickly recover from an emergency or disaster. For significant events in the County or a neighboring jurisdiction, the EOC may be activated to monitor the situation, coordinate activities among the departments and agencies, and ensure the County is positioned to respond rapidly in the case of an incident. General Emergency Declarations There are three types of emergency declarations that may apply to a disaster or emergency within the County depending upon the scope and magnitude of the event: Local, Commonwealth, and Federal. • Local Declarations: A local emergency declaration automatically activates the Emergency Operations Plan and provides for the expeditious mobilization of County resources in responding to a major incident. • Commonwealth Declarations: A declaration of an emergency by the Governor of Virginia that includes the County provides the County access to the resources and assistance of the departments and agencies of the Commonwealth, including the National Guard, in the event local resources are insufficient to meet the needs. These requests for assistance are coordinated through the Virginia Emergency Operations Center (VEOC). • Federal Declarations: The Governor of Virginia may request a federal emergency or major disaster declaration. In the event that the County is declared a federal disaster area, the resources of federal departments and agencies are available to provide resources and assistance to augment those of the County and the Commonwealth. Local Emergency Declarations • The Commonwealth of Virginia Emergency Services and Disaster Law of 2000, Sections 44-146.13 to 44-146.28:1 Code of Virginia, as amended, prescribe the authorities pertaining to the declaration of local emergencies. • The Director of Emergency Management for the County may declare a local emergency with the consent of the Board of Supervisors. In the event the board cannot meet due to the disaster or other exigent circumstances a local emergency can be declared subject to later ratification by the board. • A local emergency is declared when, in the judgment of the Director of Emergency Management, the threat or actual occurrence of an emergency or disaster is of sufficient severity and magnitude to warrant a coordinated response by the various County departments, agencies, and voluntary organizations. • The declaration of a local emergency activates the EOP and applicable provisions of the Plan. • When, in its judgment, all emergency activities have been taken, the Board of Supervisors will take action to end the declared emergency. • All County departments and agencies will receive notification of emergency declarations and terminations through the County emergency management program. • Local Declaration templates are provided in Appendix 1-2, 1-3, and 1-4 of this document. Frederick County EOP—Section 1: Basic Plan Page 125 183 Commonwealth Emergency Declarations • The Commonwealth of Virginia Emergency Services and Disaster Law of 2000, Sections 44-146.13 to 44-146.28:1 Code of Virginia, as amended, prescribes the authority and implications of a declaration of a state of emergency by the Governor. • The Governor may declare a state of emergency to exist whenever, in their opinion, the safety and welfare of the people of the Commonwealth require the exercise of emergency measures due to a threatened or actual disaster. • The Governor's Declaration of a state of emergency provides for the expeditious provision of assistance to local jurisdictions, including use of the Virginia National Guard. Federal Emergency and Major Disaster Declarations • Under the provisions of the Robert T. Stafford Act, the Governor may request the President of the United States to declare a major disaster or emergency declaration for incidents that are (or threaten to be) beyond the scope of the state and local jurisdictions to effectively respond. • A Presidential major disaster declaration puts into motion long-term federal recovery programs, some of which are matched by state programs, and designed to help disaster victims, businesses, and public entities. • An emergency declaration is more limited in scope and without the long-term federal recovery programs of a major disaster declaration. Generally, federal assistance and funding are provided to meet a specific emergency need or to help prevent a major disaster from occurring. • The major disaster or emergency declaration designates the political subdivisions within the state (normally counties and independent cities) that are eligible for assistance. There are three major categories of disaster aid available under a major disaster declaration: o Individual Assistance: Aid to individuals and households. ■ Disaster Housing provides up to 18 months of temporary housing assistance for displaced persons whose residences are heavily damaged, uninhabitable due to environmental contamination, or destroyed. Funding also can be provided for housing repairs and replacement. ■ Disaster Grants may be available to help meet other serious disaster- related needs and necessary expenses not covered by insurance and other aid programs. These may include the replacement of personal property, transportation, medical, dental, and funeral expenses. ■ Low-Interest Disaster Loans may be available after a disaster for homeowners and renters from the United States Small Business Administration (SBA)to cover uninsured property losses. Loans may be for repair or replacement of homes, automobiles, clothing, or other damaged personal property. Loans are also available to businesses for property loss and economic injury. ■ Other Disaster Aid Programs include crisis counseling, disaster-related unemployment assistance, legal aid and assistance with income tax, and Social Security and Veteran's benefits. Other state or local help may also be available. o Public Assistance: Aid to state or local governments to pay part of the costs of rebuilding a community's damaged infrastructure. Public Assistance may include debris removal, emergency protective measures and public services, repair of damaged public property, loans needed by communities for essential government functions, and grants or repair of damaged public and private nonprofit schools and educational facilities. o Hazard Mitigation: Funding for measures designed to reduce future losses to public and private property. Frederick County EOP—Section 1: Basic Plan Page 126 184 Other Emergency Declarations Several federal agencies have independent authorities to declare disasters or emergencies. These authorities may be exercised concurrently or become part of a major disaster or emergency declaration under the Stafford Act. These other authorities include: • The administrator of the U.S. Small Business Administration may make a disaster declaration based upon physical damage to buildings, machinery, equipment, homes, and other property as well as economic injury. • The Secretary of the U.S. Department of Health and Human Services (HHS) may declare, after consultation with public health officials, a public health emergency in the event of a significant outbreak of infectious diseases or bioterrorist attack. • The U.S. Army Corps of Engineers may issue a disaster declaration in response to flooding. • A federal On-Scene-Coordinator designated by the U.S. Environmental Protection Agency (EPA), U.S. States Coast Guard (USCG), or the U.S. Department of Energy (DOE), under the National Contingency Plan, has the authority to direct response efforts at the scene of a discharge of oil, hazardous substance, pollutants, or contaminants, depending upon the location and source of the release. The Emergency Declaration Process • A local emergency may be declared by the Director of Emergency Management with the consent of the Board of Supervisors. In the event the board cannot convene due to the disaster or other exigent circumstances, the Director, or in their absence, the Emergency Management Coordinator, or in the absence of both, any member of the board may declare the existence of a local emergency, subject to confirmation by the Board of Supervisors at its next regularly scheduled meeting or at a special meeting within forty- five days of the declaration, whichever occurs first. • The local emergency declaration may be based upon reports of an actual event or on the forecast or prediction of emergency conditions. The emergency management program is responsible for monitoring incidents and events and providing information and support to the Director of Emergency Management in the process of declaring a local emergency. • Whenever a local emergency has been declared, the Emergency Management Coordinator or their designee will immediately notify the Virginia Department of Emergency Management (VDEM) through the Virginia Emergency Operations Center (VEOC). • A local emergency must be declared, and local resources fully committed before state and federal assistance is requested. • Upon activating the EOC, the Emergency Management Coordinator will submit a local situation report to the state EOC. For a significant incident, the situation report will be followed by an official Initial Damage Assessment (IDA) as soon as specific damage information is available, but not later than 72 hours after the peak of the event. The emergency management program coordinates damage assessment information for the County. The damage assessment process may begin with reports from the field through the Incident Commander(s) as well as rapid assessments conducted by the Fire and Rescue Department to quickly size up the incident. However, these efforts will be followed by a deliberate damage assessment process managed by the County Inspections Department. The Damage Assessment Annex provides additional information. • The Emergency Management Coordinator will continue to submit situation reports to the State at least once every operational period or as the incident escalates or milestones are achieved. • Based upon the request of the Director of Emergency Management or other available information, the Governor may declare a state of emergency. The Emergency Frederick County EOP—Section 1: Basic Plan Page 127 185 Management Coordinator will ensure that all departments and agencies with responsibilities under this EOP are notified through existing protocols and procedures. • Once a determination is made by VDEM that the event is or may be beyond the capabilities of the County and state, the Governor may request assistance from FEMA to conduct a more thorough joint federal/state Preliminary Damage Assessment (PDA). • A PDA is an on-site survey of the affected area(s) by federal and state officials to determine the scope and magnitude of damages caused by the event. Generally, a PDA is conducted prior to an official request by the Governor for a declaration of an emergency or major disaster by the President. The Emergency Management Coordinator will provide assistance in facilitating the PDA process within the County. • Depending upon the extent and scope of damages provided in the initial reports, PDA teams may be organized to assess damage to private property (individual assistance) and/or public property (public assistance). • For events of unusual severity and magnitude, State and Federal officials may delay the PDA pending more immediate needs and assessment activities. • The PDA process verifies the general magnitude of damage and whether federal assistance will be requested. • Based upon the results of the PDA and consultations with FEMA, VDEM will prepare an official request for an emergency or major disaster declaration for the Governor's signature. Upon receipt of an approved Presidential emergency or major disaster declaration, all departments and agencies with roles and responsibilities under this Plan will be notified by the Emergency Management Coordinator. • The Presidential Declaration will stipulate the types of Federal assistance authorized for the County. Threat Notification and Assessment County departments, agencies, and non-governmental organizations report threats and potential incidents using established communication lines and reporting channels. Once an incident has occurred, the Director of Emergency Management or their designee will make an initial determination to initiate the coordination of information-sharing and incident management activities. Weather Prediction Service The County primarily receives weather information from the various products provided by the National Weather Service (NWS) Office in Sterling, Virginia. The NWS detects and tracks potentially dangerous storms and conditions, issues advisories, and coordinates with local agencies on potential expected impacts and threats. Forecasters at the local NWS office can be accessed by phone at (571) 888-3501 to gain detailed event information. Various online visual products are employed in the EOC to enhance our weather prediction capabilities. The City of Winchester EOC maintains a local weather station that delivers real-time weather updates and historical data collection; Frederick County EOC has access to this data. A series of flood and environmental sensors have been strategically located around County that will provide critical weather information in the EOC via GIS-developed dashboards. Lastly, the Emergency Communications Center(ECC) is designated as our 24/365 warning point for weather information. The ECC, EOC, County Office Building, and Public School Central Office have NOAA weather radios installed to receive alerts and warning information from the NWS. Information Collection, Analysis, and Dissemination The planning section in the EOC will be responsible for collection, analysis, and dissemination of incident-specific information through a variety of mechanisms including situation status reports, Frederick County EOP—Section 1: Basic Plan Page 128 186 briefings, email communication, maps, graphics, and webEOC. Each ESF will be responsible for establishing the necessary communication and coordination mechanisms with partner organizations for information sharing and situational awareness. To assist ESFs, essential elements of information have been included in each ESF annex as a starting point for information to be gathered and shared. During an activation of the EOC, a situation report will be developed and issued at the end of each operational period, or more frequently if necessary. Each activated ESF will gather and provide information to the planning section. The planning section will be responsible for the analysis and development of a draft situation report that will be reviewed and approved by the EOC manager prior to release. Non-Emergency/Normal Operations Actions implemented during non-emergency or non-disaster periods that will prepare the locality for potential emergency response if necessary, include: • Develop, review, and exercise emergency operations plans and standard operating procedures through training and education for all departments and agencies, non- governmental entities; • Provide public information and educational materials to the public via municipal newsletter, brochures, publications, directories, municipal websites, social media, and other media; • Ensure the accuracy of emergency contact lists, resource lists, and emergency contracts; and • Update, review, and maintain the EOP. Pre-Incident Actions These are actions implemented if the Emergency Manager receives the notification of a potential emergency from the DHS, NWS watches and warnings, VDEM, and other reliable sources. Actions include: • Communication alert & warning; • Public health and safety; • Responder health and safety; • Property protection; • Possible activation of the EOC; • Develop and staff call centers for the public to receive information; • Brief the local governing body of the impending situation; • Alert emergency response personnel and develop a staffing pattern; and • Determine any protective action measures that need to be implemented in preparation for the situation. First responders and local government authorities take the majority of initial actions in the threat or hazard area. It includes efforts to protect the public and minimize damage to property as follows: • Public Health and Safety: Initial Safety efforts focus on actions to detect, prevent, or reduce the impact on public health and safety. Such actions can include environmental analysis, plume modeling, evacuations, emergency sheltering, air monitoring, decontamination, emerging infectious disease tracking, emergency broadcasts, etc. These efforts may also include public health education, site and public health surveillance and testing procedures, immunizations, prophylaxis, isolation, or quarantine for biological threats. Frederick County EOP—Section 1: Basic Plan Page 129 187 • Responder Health and Safety: The safety and health of responders are also a priority. Actions essential to limit their risks include full integration of deployed health and safety assets and expertise; risk assessments based upon timely and accurate data, and situational awareness that considers responder and recovery worker safety. • Property and Environment: Responders may also take incident management actions to protect public and private property and the environment. Such actions may include sandbagging in anticipation of a flood or the booming of environmentally sensitive areas in response to a potential oil spill. • Partial Activation of EOC: Brief local governing body of the impending situation. Alert emergency response personnel and develop a staffing plan. Determine protective action measures in preparation for the situation. Response Actions Once an incident occurs,the priorities shift from prevention, preparedness, and incident mitigation to immediate and short-term response activities to preserve life, property, the environment, and the community's social, economic, and political structure. Response actions include immediate law enforcement, fire, emergency medical services; evacuations; transportation system detours; emergency public information; actions taken to minimize additional damage; urban search and rescue; the provision of public health and medical services, food, ice, water, and other emergency essentials; debris clearance; the emergency restoration of critical infrastructure; control, containment, and removal of environmental contamination; and protection of responder health and safety. In the context of a single incident, once immediate response missions and life-saving activities conclude, the emphasis shifts from response to recovery operations, and, if applicable, hazard mitigation. Accordingly, the Planning Section of the EOC develops a demobilization plan to release appropriate resources. Additional measures to consider at this point are: • Daily government functions that do not contribute directly to the emergency and may be suspended for the duration of the emergency; • What resources and energies may be redirected to the response; • Implementation of evacuation orders as needed; and • Public and staff shelter(s) as needed. Recovery Actions Recovery involves actions needed to help individuals and communities return to normal when feasible. The Joint Field Office (JFO) is the central coordination point among Federal, State, and Local agencies and voluntary organizations for delivering recovery assistance programs. The JFO Operations Section includes the Human Services Branch, the Infrastructure Support Branch, and the Community Recovery and Mitigation Branch. The Human Services and Infrastructure Support Branches assess state and local recovery needs at the outset of an incident and develop relevant timeframes for program delivery. The Community Recovery and Mitigation Branch works with the other operational branches and state and local officials to assess the long- term impacts. They define available resources and facilitate a course of action to most efficiently apply available resources, restore and revitalize the community, and reduce the impact of future disasters. The above branches coordinate with one another to identify appropriate agency assistance programs to meet applicant needs. Hazard Mitigation measures are identified in concert with congressionally mandated, locally developed plans. Hazard Mitigation Risk Analysis; technical assistance to state and local governments, citizens, and businesses, and grant assistance are Frederick County EOP—Section 1: Basic Plan Page 130 188 included in the mitigation framework. These branches work in tandem to track the overall progress of the recovery effort, particularly noting potential program deficiencies and problem areas. Long-term environmental recovery may include cleanup and restoration of public facilities, businesses, and residences, including re-establishing habitats, preventing subsequent damage to natural resources; protection of cultural or archeological sites; and protecting natural, cultural, and historical resources damaged during other recovery operations. • Within 72 hours of impact, complete an Initial Damage Assessment and submit to the VEOC through the Crisis Track software; • Assess local infrastructure and determine viability for re-entry of residents; and • Begin immediate repairs to electric, water, phone, natural gas, sanitary sewer lines, and other vital services to the overall recovery effort. Mitigation Actions These actions are completed to reduce or eliminate long-term risks to people and property from hazards and side effects. The JFO may be the central coordination point among Federal, State, and Local agencies and nongovernmental organizations (NGOs) for beginning the process that leads to the delivery of mitigation assistance programs. The JFO's Community Recovery and Mitigation Branch are responsible for coordinating the delivery of all mitigation programs within the affected area, including hazard mitigation for: • Grant programs for loss reduction measures (if available); • Delivery of loss reduction building-science expertise; • Coordination of Federal Flood insurance operations and integration of mitigation with program efforts; • Conducting flood recovery mapping to permit expedited and accurate implementation of both recovery and mitigation programs; • Predictive modeling to protect critical assets; • Early documentation of losses avoided due to previous hazard mitigation measures; and • Community education and outreach are necessary to foster loss reduction. o Review the All-Hazard Mitigation Plan and update as necessary any mitigation actions that could be of assistance in preventing similar impacts of a future disaster; o Work with the VDEM Mitigation Program to develop mitigation grant projects to assist in areas most at risk; and o Implement mitigation measures in the rebuilding of infrastructure damaged in the event. The Community Recovery and Mitigation Branch works with the Infrastructure and Human Services Branches and state and local officials to facilitate a long-term recovery strategy for the impacted area. Communications..,- Effective •Effective communications are critical for staff response, intergovernmental coordination, public awareness and rumor control. The County has in place robust and redundant systems, both internal and external, to facilitate incident-related communications. Crisis communications shall follow the mantra "Be first, be right, be credible, be often". Frederick County EOP—Section 1: Basic Plan Page 131 189 Emergency Alerting The County utilizes the Hyper-Reach system to alert citizens of warnings and emergencies using voluntary subscription enrollment. In addition, Hyper-Reach is integrated with the National Integrated Public Alert&Warning System (iPAWS) for local authenticated emergency information via the National Emergency Alert System (EAS) and through the NOAA Weather Radio (NWR) nationwide network for broadcasting continuous weather information directly from the nearest National weather service office. Consideration will be made to alert individuals with sensory or cognitive disabilities and others with access and functional needs in the workplace, public venues, and in their homes. • Email or phone for non-emergent communications that is not time-sensitive; or • The County Hyper-Reach mass notification system using SMS texting for emergent communications requiring immediate action or response. Internal The County maintains or has access to multiple communications systems and infrastructure to facilitate critical communications during a significant event including: • Email or phone for non-emergent communications that are not time-sensitive; • The County Hyper-Reach mass notification system using SMS texting for emergent communications requiring immediate action or response; • Internal phone system; • FirstNet cellular telephone service with uplift capability; • Raptor Alerting System (Public Schools); • County-owned and operated public safety radio operating on an Analog Conventional System, utilizing VHF Frequencies; and • VDEM-hosted WebEOC incident management software. The Sheriff's Office operates an accredited Public Safety Answering Point (PSAP) and emergency communications center (ECC) providing direct support for internal public safety communications and monitoring of the County radio system. External During a significant event, the County uses a variety of means to communicate with residents, businesses and visitors including: • Media notification to local print, radio, and television media; • Updates to the County's website; • Postings to the County's social media sites, including Facebook, Twitter, Instagram; • Information added to the Local Government Access cable TV channel; • Electronic alerts through the Alert Frederick (Hyper-Reach) notification system; • Access to Wireless Emergency Alerts (WEA) or the Emergency Alert System (EAS) coordinated through County emergency management ; • Electronic sign boards, as available; • Public notices posted at County facilities, time and circumstances permitting; • Announcements via public safety vehicles, time and circumstances permitting; • Door-to-door notification, time and circumstances permitting; and • Press conferences and briefings. Frederick County EOP—Section 1: Basic Plan Page 132 190 Call Centers Any significant incident that necessitates an EOC activation may also activate a public call center to provide information to the public. This center will be located close to the EOC, and methods of contact disseminated through the County PIO. The following phone numbers will be used for this center: • 540-504-6460 • 540-504-6469 Resource Management Before, during and after a significant event, resource management is critical to affect a successful response. The County adheres to the tenants of the NIMS to conduct comprehensive resource management. 'reparedness In the preparedness phase, resource management focuses on four key areas: identifying and typing of resources; qualifying, certifying, and credentialing of personnel; planning for resources; and acquiring, storing, and inventorying resources. Identifying and Typing Resource typing definitions establish a common language for discussing resources and defining minimum capabilities for personnel, teams, facilities, equipment, and supplies. All County departments will maintain up-to-date resource inventories and work with the Emergency Management Coordinator annually to type resources using the FEMA Resource Typing Library Tool. This preparation will allow the County to stand ready to support mutual aid requests, and ensure horizontal and vertical integration with responding local, state and federal response agencies if resources need to be requested to support County response operations. Qualifying, Certifying, and Credentialing Personnel Qualifying, certifying, and credentialing are the essential steps that ensure that personnel deploying through mutual aid agreements have the knowledge, experience, training, and capability to perform the duties of their assigned roles. The Emergency Management Coordinator will establish minimum training requirements for personnel supporting County response operations and will certify and credential individuals who have demonstrated proficiency. Planning for Resources The County participates in the VDEM-led Threat and Hazard Identification and Risk Assessment (THIRA), which is conducted every four years. Through this collaborative process, County departments identify resources requirements based on the threats to, and vulnerabilities of, the County. Additionally, pre-event resource planning should consider: • Storage of critical resources • Establishing mutual aid agreements to obtain resources from neighboring jurisdictions • Determining how and where to reassign existing resources from non-essential tasks • Developing contracts to acquire resources from vendors rapidly when needed Frederick County EOP—Section 1: Basic Plan Page 133 191 Acquiring, Storing, and Inventorying Resources The Couty maintains many resources to support daily operations but should also incorporate planning focused on periodic replenishments, preventive maintenance, and capital improvements to support response operations. Planning should also consider the potential for large or complex incidents that may require ancillary support, supplies, or spaces. Effective resource management involves establishing a resource inventory and maintaining the currency and accuracy of the information. Each department should maintain an accurate resource inventory and report needs to the Emergency Management Coordinator promptly. During an Event During a significant event, the EOC facilitates the resource management process through the identification of requirements, ordering and acquiring, mobilizing, tracking and demobilization. Identifying Requirements A principal objective of the EOC is to ensure that field personnel have the resources they need to complete incident objectives. During the course of an activation, EOC personnel should continually identify, validate, and refine resource needs, which may change frequently during a complex event. Ordering and Acquiring Field and EOC Personnel should work collaboratively to identify: • Description of required capability or kind and type (if resource typing is known) • Quantity needed • Procurement source (if known) • Required arrival date and time • Required delivery or reporting location • Who will receive and use the resource(s) Once the information is known, EOC personnel may begin acquiring the resource through the following sequential steps: • Confirm the County does not already have the requested resource • Request through County VOAD • Acquisition through existing County contract • Acquisition through emergency procurement the Code of Virginia § 44-146.19 • Request the resource through VDEM statewide mutual aid request • Request through VDEM and EMAC Mobilization Mobilization involves readying the resource for operations and providing the following critical information to the support department or agency: • Reporting location (address, on-site point of contact, phone number, radio frequency) • Anticipated incident assignment • Anticipated duration of deployment • Just-in-time training outlining County geography, operations, and any other pertinent information Frederick County EOP—Section 1: Basic Plan Page 134 192 Resource Tracking It is critical that resources requested to support County response operations are tracked from order until demobilization utilizing WebEOC incident management software. The EOC Resources Unit will be responsible for continuously tracking all resources assigned to the event. All requested resources will be provided with a reporting location, where equipment and personnel will be inventoried prior to being committed to response operations. This information gathered during the check-in process will be sent to the EOC Resources Unit for overall tracking. Demobilization Once the resource has completed the assigned task, it may either be reassigned or demobilized. The resource will report to check-out and a number of functions may occur: • Rehabilitation • Replenishment • Disposal • Returned to operational condition EOC personnel will then update the event documentation to match the disposition identified in the check-out process. Frederick County EOP—Section 1: Basic Plan Page 135 193 Emergency • • • Functions Emergency Support Functions(ESFs)are the grouping of governmental and specific private-sector capabilities into an organizational structure that provides support, resources, and services that are most likely needed to save lives, protect property and the environment, restore essential services and critical infrastructure, and help victims and communities return to normal following domestic incidents. A summary of the County's fifteen ESFs is outlined below and provided in detail in Section 2 - Emergency Support Function Annex: ESF Title Primary L ESF-1 Public Services- Or ESF-9 f Transportation Transit Search and Rescue Sheriffs Office 1 ESF-2 Emergency ESF-10 Communications Management Oil and Hazardous Fire and Rescue Materials Response ESF-3 ESF-11 Public Works and Emergency • .. Public Works and Engineering Agriculture and Management Engineering Natural Resources ESF-4 Firefighting Fire and RescueESF-12 Public Services Energy ESF-5 ESF-13 Emergency Emergency * Public Safety and Sheriffs Office Management Management Security ESF-6 ESF-14 Mass Care, Social Services Long-Term Safety Planning Housing, and J Human Services and Security ESF-7 Logistics Finance/Purchasing ESF-15 Public Information Management and PIO/External Affairs Officer Resource Support J ESF-8 Public Health and Fire and Rescue Medical Services Frederick County EOP-Section 1: Basic Plan Page 136 194 Primary Agency Each ESF has a County agency designated as the Primary with significant authorities, roles, resources, or capabilities to provide essential program functions. Upon activation of the EOC, the primary agency will send representatives to the EOC to coordinate activities. The primary agency determines which support agencies for their ESF are needed at the EOC. The primary agency is responsible for collecting all information related to the incident. Specific responsibilities are articulated in the individual annexes, but the primary responsibilities of primary agencies are: • Provide essential program functions; • Orchestrate County ESF Support; • Administer and maintain the ESF; • Ensure the involvement and inclusion of the support agencies in the mission, roles, and responsibilities; • Provide notification and assistance to support agencies; • Maintain situational awareness; • Conduct situational and periodic readiness assessments; • Work with other ESFs to maximize prevention, protection, response, recovery, and mitigation roles; • Ensure sufficient numbers of trained personnel are available to support ESF activities; • Plan for short and long-term incident management; • Ensure financial documentation and property accountability for the ESF; and • Identify and implement new capabilities and resources that are, or may be, required to prevent and respond to new and emerging threats or improve the ability to address existing ones. Support Agency A support agency has specific capabilities and resources to support the lead agency in executing the ESF mission. Specific responsibilities are articulated in the individual Annexes, but the support agencies primary responsibilities are: • Conduct operations when requested; • Furnish available resources (including personnel), as requested by the primary agency; • Participate in the planning for short and long-term incident management; • Participate in the development of supporting operational plans, operating procedures, and other documents in concert with existing standards or authorities; • Provide situational awareness; and • Maintain trained personnel to support response. Frederick County EOP—Section 1: Basic Plan Page 137 195 Emergency Support Function Responsibility Matrix SUPPORT FUNCTION NUMBER 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 \RGENORT W J Q 2 caU U N F Q Z W w 2 w Q N N C0 z U a o�j �S z ca F �_ O <n Q O � a x x ca Q F x > > U O W O2 LL F Y U CO U LL d' ca U O z U W co W Q Q U �W LL. 2} Q a z x w Qw xW N a _j vai WW Q C0 x U (� Uz x UU z x� Ux O U ~> z 2 J LL N Q O > Q otl w O c9 O w 2 m w w u� � vo m� m Ivo W m zUO x WE Qx W xW w �Q 0W z x Ow X U a W W 2 _ a<n x 02 Q w W a -J X W ADMINISTRATION P P P P P AIRPORT AUTHORITY P S S AMERICAN RED CROSS S S S COMMR.OF REVENUE S S COUNTY ATTORNEY S INFORMATION S S S TECHNOLOGIES EXTENSION SERVICE S S P FIRE&RESCUE DEPT. S S P S S S P S P S S S S HEALTH DEPARTMENT P S S P S S S S S S S INSPECTIONS P S S PARKS&RECREATION S S S HUMAN RESOURCES S S PLANNING S P S PUBLIC SAFETY COMM. P S S PUBLIC WORKS S P S S S S REGIONAL JAIL S S S SANITATION DEPARTMENT S S S SCHOOL ADMINISTRATION P S S P S SERVICE AUTHORITY S S SHERIFF'S OFFICE S S S S S P S P S S SOCIAL SERVICES S P S S S S P—Primary Agency:Responsible for management of ESF. S—SupportAgency:Responsible for supporting the primary agency. Frederick County EOP—Section 1: Basic Plan Page 38 196 Emergency Support Function Responsibility Matrix L U O > _ W = O L O > O O U N O N 4) N O L E L O i y CL EU rn R O O O O ° a w L) a n p N R a, o o o-Primary responsibility o _^ o = CO L) E rn Y L x-Secondary or assist responsibility g 2 ; E = a, o Q n F is O- E U c c n X ^ °1CO a c in Q 44) a; � = y � N w o � � o Q- (V = E n p 0) 0 w L i U-0 06Y U CO " E y U L N R y R Q Q Y U E O O t i 7 N E N = 7 O fl O ate+ Q w w M U CO LL CO Q 2 LL fl 2 > U CO > Direction and Control 0 0 10 1 x Emergency Public Information o x o Law Enforcement o x Traffic Control o x x Communications o x x x x Warning and Alerting o x x x Fire Response o Hazardous Materials Response o x o Search and Rescue o x Evacuation o o x x Radiological Incident Response o x o x Shelter Operation o x x o 0 Emergency Medical Transport I I x 10 1 1 1 10 Mass Feeding x x x o x Welfare Services o x Health Services x o x Utilities Services o x Street Maintenance x x o Debris Removal x x x o Damage Assessment o x x x Resource and Supply o x Economic Stabilization o x x Medical Services x x x o Mortuary Services x o x Frederick County EOP—Section 1: Basic Plan Page 139 197 co a) _ a - ) 0 j $ : \2 � LL C13 E a o _ ] } LLJ '® : : L \ ` u /5 }) ƒ -C> - co E - - � )z - F- am LU § \ ƒ ) I 3 LO ° 2 j _ \ - 0 co * _ \ _ f $ 2Ifo 3 CID UD ) c > 0 § ) o 3 �§ \ \ \ \\ \ § § \ \ M .2 \ \ \ \ \ \ m = c : = c W / ® = w = tea [ = a E = a a ] ± 2 § . . E g \ j \ j \ j \ j§ co § 6 g . � � O \ \ E 2 )0 2il = 5aoa3 V) CLo % 0 2 : % 70 2 E \ - ] o ED t k - \ 0 2 * _ f \ f t $ [ 2w �0 < 0 E - e Command Staff The Command Staff supports the EOC Manager and coordinates with state and local incident management officials, support agencies, or private entities during EOC activations. Command Staff EOG PIO/ ternal Manager Liaison Safety Affairs Officer esF'_ ESF-15 Joint Information Center EOC Manager The EOC Manager is the overarching commander for County-level coordination to support emergency response operations. The EOC Manager establishes countywide response priorities, exercises overall direction and control of EOC operations, and provides policy, guidance, and direction to EOC emergency operations. The EOC Manager shall oversee the activities at the EOC under the leadership and advisement of the Director of Emergency Management. The EOC Manager may be responsible for the following actions: • Assigning a Deputy EOC Manager, as needed; • Evaluating situational information and directing EOC efforts; • Prioritizing emergency efforts taking place across the State when limited resources are available; • Approving Situation Reports and Incident Action Plans; • Assigning a Liaison with State and Federal agencies participating in the response and recovery efforts; • Coordinating with companies, agencies, non-governmental organizations, and any other entities involved in the incident. • Coordinating with county attorney's relating to the interpretation of local and state statutes, laws, and legal requirements for emergency legislation, in addition to other legal questions or issues that may arise including support for local declarations of emergency or requests for a state disaster declaration. Liaison The Liaison is the person who acts as the on-scene or EOC contact point for representatives of assisting agencies assigned to the incident. A Liaison may designate one or more assistants from either the same or another assisting agency or jurisdiction. ESF-5 Emergency Management manages and facilitates a coordinated emergency 1!� operation through collecting, processing, and disseminating emergency information and ►� disaster intelligence, developing Incident Action Plans (IAP), and coordinating resource support to local governments. ESF-5 Emergency Management provides the core Frederick County EOP—Section 1: Basic Plan Page 141 199 management and administrative functions supporting the County EOC and the overall implementation of the County EOP. ESF-15 PIO/External Affairs provides a framework for coordination and collaboration )with appropriate Federal, state, and local agencies regarding public information needs, ®,/ issues, and activities before, during, and after a disaster or emergency in the County to l ensure the delivery of timely, accurate, and accessible public messages. In addition, ESF-15 External Affairs is responsible for establishing the County Joint Information System (JIS) and Joint Information Center(JIC). Further, it provides oversight of public inquiry lines established to support emergency management activities and any other single point to multipoint publication platforms as the event requires. Joint Information System To ensure coordination of public information, the EOC Manager may activate a JIS. The JIS provides the mechanism to organize, integrate and coordinate information from multiple partners to ensure timely, accurate, accessible, and consistent messaging across multiple jurisdictions or disciplines. When a JIS is activated, all incident-related public information flows through it. The JIS comprises public information personnel from across the County government, led by ESF-15 External Affairs, the Director of Emergency Management, and the County Public Information Officer (PIO). ESF-15 External Affairs may also opt to establish a JIC. The JIC is the physical location that facilitates the operation of the JIS. It is a physical or Internet-based virtual location where personnel with public information responsibilities perform media and public relations during an incident or event. Operations Section The Operations Section is responsible for assisting the EOC Manager in activating the EOC, coordinating notifications, facilitating activities to reduce impacts of an immediate hazard, saving lives and property, establishing situational control, and restoring normal operations. General Staff Operations Deputy Chief or Public Safety Public Safety& Firefighting Search and Rescue Oil and Haz mat Section Branch Director Branch ES F-4 ESF-9 ESF-10 Security Chief Director ESF-13 Human Services Mass Care& Public Health andERe atu al Branch Human Services Medical Se vicesurces Director ES F6 ES F-8 -11 Infrastructure Public Works& Transportation Communications Energy Branch Engineering Director ESF-1 ESF-2 ESF-3 ESF-12 The staff within the Operations Section ensures that personnel have the operational support necessary to achieve incident objectives and address leadership priorities. The positions of staff in this section are organized functionally by ESF. The Operations Section is responsible for the following: Frederick County EOP—Section 1: Basic Plan Page 142 200 • Coordinate with local responders, through the respective ESFs and Local Liaisons, to identify and meet unmet resource needs; • Provide the Planning Section with updates for the Situation Report; • Coordinate support for emergency response operations in conjunction with the ESFs, and following appropriate plans and procedures; • Coordinate with staff in the Logistics Section to implement agreements when internal resources cannot meet a requirement; • Coordinate with EOC Command and General Staff, as well as ESFs and support agencies, to identify long-term incident impacts and recovery requirements; • Coordinate with appropriate County response organizations to facilitate the employment of resources and their support to local government; and • Coordinate the execution of the IAP with the ESFs to ensure the primary and support agency(s) actions support the goals and objectives as defined in the IAP. Operations Section Chief The Operations Section Chief is responsible for assisting the EOC Manager in coordinating incident operations. In addition, the Operations Section Chief may be responsible for: • Assisting the EOC Manager in activating, operating, and demobilizing the EOC; • Coordinating notifications; • Providing operational support throughout the emergency response and recovery operations; • Supporting situational awareness; • Assign an overall Deputy Chief or Branch Director as the scale of the incident dictates; • Assigning a Deputy Operations Section Chief or Branch Directors, as needed; and • Evaluating incoming information and directing response efforts. Public Safety Branch Director Public Safety Branch Director helps coordinate incident operations that focus on the welfare and protection of the public. The Public Safety Branch includes ESF-4 Firefighting, ESF-9 Search and Rescue, ESF-10 Oil and Hazardous Materials Response, ESF-13 Public Safety and Security. ESF-4 Firefighting coordinates and mobilizes fire, rescue, and emergency services resources, personnel, and equipment to detect and suppress urban, rural, wildland fires, and other fire protection issues when local resources have been or are expected to become overwhelmed. The County has the responsibility of providing essential fire protection. In some situations, the functions and duties of the responders will mimic normal day- to-day operations with the coordination of County firefighting activities. In addition, ESF-4 Firefighting coordinates the deployment of mutual aid resources under the County MOUs. ESF-9 Search and Rescue provides a framework for coordination and cooperation across County agencies and response partner organizations to support and assist in W 'technical and non-technical search and rescue operations before, during, and after a disaster or emergency within the County. Operations may include searches for missing persons, aircraft, or marine vessels, extrication of victims from confined spaces, and immediate medical support of located victims. Additionally, this may include swift water and flood recovery. ESF-10 Oil and Hazardous Materials Response coordinates state-level support and response for the control and containment of an actual or potential oil or hazardous materials release when local resources are expected to become overwhelmed and coordinate with state resources requested to assist in the County's response activities. Frederick County EOP—Section 1: Basic Plan Page 143 201 ESF-10 Oil and Hazardous Materials Response also promote coordination between federal, state, and local governments and the private sector during a hazardous material incident. ESF-13 Public Safety and Security provide for the coordination and use of law enforcement personnel and equipment in an emergency or disaster for general law enforcement. Health and Human Services Branch Director The Health and Human Services Branch Director helps coordinate incident operations that provide life-sustaining resources, emergency health, sheltering, and human services. The Health and Human Services Branch includes ESF-6 Mass Care, Emergency Assistance, Housing, Human Services, ESF-8 Public Health and Medical Services, ESF-11 Agricultural, and Natural Resources. ESF-6 Mass Care, Emergency Assistance, Housing, and Human Services organizes mass care, emergency assistance, temporary housing, and human services related support and assistance to the County if local needs exceed available resources during and after an emergency. ESF-8 Public Health and Medical Services provide a framework for coordination and cooperation across County agencies regarding public health and medical needs, including medical care, public health, behavioral health, fatality management, medical transport, and healthcare facility evacuation, before, during, and after any disaster or public health emergency. ESF-11 Agricultural and Natural Resources organize and coordinate the response to livestock, crops or plant disease, pest control, foreign animal disease, and other related incidents affecting human and animal health, safety, and welfare after a disaster or emergency. ESF-11 Agricultural and Natural Resources also guide the protection of natural and cultural resources and historic properties in the County. Domestic pets and service animals are coordinated through ESF-6 Mass Care, Emergency Assistance, Housing, and Human Services. Infrastructure Branch Director The Infrastructure Branch Director helps coordinate incident operations that focus on the basic physical systems of the County, such as transportation, communication, sewage, water, and electric systems. The Infrastructure Branch includes ESF-1 Transportation, ESF-2 Communications, ESF-3 Public Works and Engineering, and ESF-12 Energy. ESF-1 Transportation coordinates cooperation across state agencies regarding transportation needs, issues, and activities before, during, and after a disaster, emergency, or planned event in the state. ESF-2 Communications provides a framework for coordination across agencies regarding communications needs and issues during and after an emergency in the County. In addition, this annex details how the County will provide communications support and assistance in the event County needs exceed available resources during an emergency. Frederick County EOP—Section 1: Basic Plan Page 144 202 ESF-3 Public Works and Engineering utilizes resources (i.e., human, technical, 8 : equipment, facility, materials, supplies) of member agencies to provide technical expertise, evaluation, engineering services, contracting for emergency repair of dams, drinking water, wastewater treatment facilities, emergency power, public real estate, and debris management to assist the County in meeting its goals related to life-saving and life- sustaining actions, damage mitigation, and recovery activities before, during, and after an emergency/disaster event. ESF-12 Energy provides a coordinated response in restoring energy services, supports emergency response and recovery efforts, and normalizes community functions in a disaster area. Support includes but is not limited to assessing energy and non-energy utility system damages, supplies, and requirements to restore such systems, obtaining information on deliverable fuels, supplies, and infrastructure, assisting the County in assessing emergency power needs and priorities and providing emergency information, education, and conservation guidance to the general public concerning energy and utility services. Planning Section The Planning Section collects, analyzes, and disseminates incident situational awareness information and intelligence to incident management personnel and key County officials. It prepares status reports, including SITREPs, displays situation information, and prepares and documents the IAP, based on input from Command and General Staff and guidance from the EOC Manager. Situation Coordination Intelligence Branch Unit Unit General Staff Director Planning Deputy Chief or l GIS Current Future Section Branch Director Branch Punning Planning Director Chief Branch Director FSF-1-1 The Planning Section staff provides a wide range of planning services to address current incident requirements and anticipate and develop plans for future needs. In addition, the section typically performs the following functions: • Establishes an operational rhythm schedule and conducts meetings with Command Staff and selected ESF representatives to develop the County's goals, objectives, and priorities for the incident; • Facilitates the EOC action planning process and development of the IAP; • Anticipates long-term impacts and possible cascading effects, including potential resource requests and policy issues, and conducts contingency planning as needed, in conjunction with Operations Section staff; • Conducts planning meetings with the ESFs and Logistics to identify and coordinate required resources to support plans and contingency plans; • Collects data from initial and ongoing assessment of incident-related damage and needs, conducts impact analyses, and informs plans and resource decisions with assessment results; • Serves as a link between the County EOC and the VEOC; Frederick County EOP—Section 1: Basic Plan Page 145 203 • Shares incident-related intelligence and information; • Facilitates information sharing across various jurisdictions involved in an incident and with senior leadership; • Provides weather and other specialized mission support; • Supports incident modeling and mapping requests; and, • Meets information requirements to support decisions. Planning Section Chief The Planning Section Chief is responsible for assisting the EOC Manager in establishing situational awareness, developing situational awareness reports and incident action plans, performing planning, and providing technical expertise during emergency response and recovery operations. The Planning Chief may also be responsible for: • Assigning to a Deputy Planning or Branch Director, as needed; • Establishing the planning cycle schedule for the development of the Incident Action Plan; • Advising the Command and General Staff of any significant changes in incident status; • Reporting on situation briefing and assisting in the preparation of initial response objectives and strategies; and • Supervising the production of incident-related contingency, recovery, COOP, and demobilization plans. Situational Awareness Branch Director Situational awareness is a standard set of relevant, usable information that enables incident leadership, supporting partners, and the public to make effective, consistent, coordinated, and timely decisions. This branch monitors incident-specific data sources (such as local SITREPs, WebEOC, etc.), as well as publicly available data sources, and develops/implements operational rhythm schedules. The branch staff verifies the accuracy of information received and facilitates situational awareness among EOC staff, incident personnel, and senior leadership. In addition,they coordinate and de-conflict incident information in conjunction with ESF-15 External Affairs. This branch is broken into two units: Local Liaisons and Intelligence. Coordination Unit are responsible for linking the EOC and other jurisdictions and the VEOC for situational awareness, assistance, notification, and information sharing. The Local Liaisons are also responsible for ensuring that communities receive information, SITREPs, IAPs, and other products/warnings/messages. In addition, the Local Liaisons may compile data, statistics, and information as necessary, based on the incident type, and formulate this information into a report for the Situational Awareness Branch. The Intelligence Unit shares incident-related intelligence and information necessary for incident management. In addition to legal constraints, the nature of an incident may restrict the type and scope of information available. This unit facilitates the timely exchange, coordination, or de- confliction of information and promptly shares any information that affects the life safety of the responders or the public with appropriate responders and center staff. The Intelligence Unit is responsible for leading, integrating, and coordinating the overall effort to enhance Critical Infrastructure and Key Resources (CIKR) protection. CIKR includes those assets, systems, networks, and functions, whether physical or virtual,that are so vital to the County that the incapacity or destruction of such systems and assets would have a debilitating impact on security, economic security, public health, or safety. Responsibilities for CIKR support that are most applicable during incident response include: Frederick County EOP—Section 1: Basic Plan Page 146 204 • Identifying, prioritizing, and coordinating activities in support of the protection of critical assets, systems, and networks; • Establishing and maintaining a comprehensive, multi-tiered, dynamic information-sharing network designed to provide timely and actionable threat information, assessments, and warnings to public and private sector security partners; • Protecting sensitive information provided by the private sector and facilitating the development of sector-specific and cross-sector information sharing and analysis systems, mechanisms, and processes; • Promoting the collection, integration, and evaluation of information that has an effect on detecting and preventing criminal or terrorist-related activity and all incident impacts; • Coordinating, facilitating, and supporting comprehensive risk assessment programs for high-risk CIKR, identifying protection priorities across sectors and jurisdictions, and integrating CIKR protective programs; and • Integrating efforts to protect and recover CIKR, including analysis, warning, information sharing, vulnerability reduction, and mitigation activities and programs. Planning and Documentation Branch Director The Planning and Documentation Branch works closely with other sections to determine potential, developing, or ongoing situations that may require a current or future response. This branch oversees the development of plans to support these efforts. Staff within this branch provide strategic guidance on planning and support, analyzing current and future resource requirements and programmatic decisions, maintaining EOC incident files, and identifying areas for process improvements. This Branch coordinates closely with the Operations Section to obtain information from ESFs and RSFs. The Planning and Documentation Branch is broken into three units: GIS, Current Planning, and Future Planning. GIS supports the EOC in developing GIS dashboards, maps, or other visual aids to achieve a common operating picture. Current Planning is responsible for developing plans to achieve objectives as outlined in the EOC Incident Action Plan. The Situation Report and situational awareness statements are developed in coordination with the Situational Awareness Branch and ESF-15 External Affairs. The unit may also develop other function/incident-specific plans based upon incident needs. Future Planning Unit is responsible for developing the IAP and conducting future planning for response and recovery efforts. Recovery planning is coordinated with the Recovery Branch. Incident-specific contingency plans are developed in coordination with the Logistics Section. The Future Planning Unit is responsible for developing the EOC roster. In addition, the unit provides strategic guidance and recommendations to EOC staff, identifies intermediate and long-term objectives for the IAP, and oversees the development of the Demobilization Plan if required. The FEMA Planning Cycle or"Planning P" is a process that establishes a continuum for incident action planning and shall be used for future operational period planning. Recovery Branch Director The Recovery Branch is responsible for implementing the Recovery Annex with support from all Recovery Support Functions. In addition, this Branch will provide County emergency management personnel with guidance to manage long-term recovery activities. As the response phase begins to wind down, operations focus will shift from saving lives and preserving infrastructure to restoring government operations and services and assisting individuals and households in returning to self-sufficiency. As a result, response and recovery operations will likely overlap for some time. Frederick County EOP—Section 1: Basic Plan Page 147 205 Logistics Section The Logistics Section is responsible for the allocation of state resources to support local first responders. If communities, other County agencies, or ESFs require additional or specialized resources, the Logistics Section will fill resource requests, including personnel. General Staff Logistics Deputy Chief or Logistics Volunteer& Section Branch Director Management Donation Mgt. Chief ES F-7 Logistics Section Chief The Logistics Section Chief is responsible for assisting the EOC Manager in implementing external logistical support during emergency response and recovery operations. In addition, the Logistics Section Chief coordinates with internal and external organizations to clarify resource requirements, available deployable resources, de-conflict resource allocation issues, and identify gaps in resource availability. The Logistics Section Chief may also be responsible for: • Coordinating resources and services to support the achievement of the incident objectives and for all logistical functions within the EOC; • Assigning a Mission Assignment Coordinator (MAC), as needed; • Assigning EMAC Coordinator, if required; • Advising the EOC Manager of any anticipated shortfalls in required resources; • Supporting situational awareness; • Providing support to meet incident needs; 44� ESF-7 Logistics Management and Resource Support provides logistical and resource support to state and local entities involved in state emergency response and recovery efforts that affect the County. Volunteer and Donation Management facilitates and coordinates communication with and activities of volunteer services to support relief efforts in disaster areas. This Support Annex is the liaison for those voluntary organizations that provide disaster services within the County so that capabilities and resources are effectively integrated with other local, state, and federal agencies to meet the needs of the disaster or emergency. Resource Request Process is generated from the incident or by organizations serving as response partners for the incident. Resource requests are submitted to the EOC and assigned through the Logistics Section, determining if an ESF can fulfill the request. Field personnel should utilize the acronym CSALTT when considering resource requests (Capability, Size, Amount, Location, NIMS Resource Type, Time Needed). If an ESF cannot fill the request, the Logistics Section will work with the Command Staff to determine the most feasible approach to obtain the requested resource. In addition, the Logistics Section Chief will coordinate with the VEOC to determine the availability of state or federal resources to meet the request. Donations Management will be facilitated by the Logistics Section and coordinated with local agencies to manage donated goods and services and unsolicited donations that may be received for response efforts. Frederick County EOP—Section 1: Basic Plan Page 148 206 Mutual aid agreements, compacts, and Memorandum of Understanding (MOUs) are essential components of emergency management response and recovery activities. These agreements provide mutual aid and assistance within the County, such as MOUs between fire departments, law enforcement, and public works agencies. In addition, county agencies, ESFs, and other partners may have MOUs or other arrangements that may be standing or invoked just in time. Primary and support agencies will maintain up-to-date agreements with various other agencies, regions, states, as appropriate. Support agencies should keep the primary agency informed of any such agreements that may affect resources or capabilities during an emergency. The EMD also maintains agreements and mutual aid compacts on behalf of the County. These may be activated as the situation warrants. Emergency Management Assistance Compact (EMAC) is a signatory of the EMAC to provide for mutual assistance between participating member states/territories in managing any emergency or disaster that is duly declared by the Governor(s) of the affected state(s)/territory(s). The assisting state/territory will receive approval from its Governor before assisting. Under the provisions of EMAC, the County is responsible for reimbursing expenses incurred by responding states during the delivery of mutual aid or for the out-of-state sheltering or repatriation of residents. The County is likewise responsible for the computation and submission of bills to reimburse expenses incurred while responding to a requesting state. Procedures for implementing EMAC are found in the EMAC Operations Manual published by the National Emergency Management Association. Finance and Administration Section The Finance and Administration Section is responsible for providing human resource, financial, and administrative support to EOC personnel and the activities the EOC oversees. In addition, the section implements procurement processes to execute contracts and obligate funds for coordination with the Logistics Section. The Finance and Administration Section will follow existing Financial Administration Procedures and Grant Administration Plans as appropriate. General Staff Finance/Admin Deputy Chief or Section Branch Director Procurement Cost Time Chief Finance and Administration Section Chief The Finance and Administration Section Chief ensures compliance with applicable guidance regarding the financial and administrative activities of the EOC. In addition, the Finance and Administration Chief may be responsible for: • Coordinating closely with Command and General Staff to ensure financial accountability and documentation of expenditures; • Ensures that costs and expenditures are tracked and reports information regarding accrued costs to the EOC Manager; • Ensures that the EOC staff keeps records necessary for a potential disaster declaration or reimbursement request and supports the completion and submission of these requests. Procurement Unit is responsible for managing emergency procurement tasks if or when the Logistics Section requires the immediate purchase or renting/leasing of equipment, assets, or Frederick County EOP—Section 1: Basic Plan Page 149 207 other professional service required to aid and support ongoing response and recovery operations. This unit works closely with the ESF-7 Logistics Management and Resource Support of the Logistics Section. Cost Unit tracks all emergency-related costs incurred because of conducting response and recovery operations during an emergency event. Time Unit tracks all employee and staff time records during their activation during emergency response and recovery operations. Agreements and Understandings for the purchase, lease, or other use of equipment and services will follow County and State Code laws and procedures. A local or State emergency declaration may suspend selected rules and regulations that impede incident response or recovery operations. Expenditure and Record-Keeping support for emergency operations shall be from funds regularly appropriated to County departments. If the demands exceed available funds, the County Administrator, with the concurrence of the Board of Supervisors,may make additional funds available from the Disaster Emergency Fund. If monies available are insufficient, the County Administrator has the authority to transfer and expend monies appropriated for other purposes under an Emergency Declaration. Each agency is responsible for establishing the administrative controls necessary to manage funds'expenditure and provide reasonable accountability and justification for reimbursement.This should be following the established federal program guidelines or standard cost accounting procedures if the latter is acceptable by the reimbursing federal agency. IMM&AMh Training is provided for response personnel to enhance their knowledge, skills, and abilities (KSAs). The emergency management program is responsible for the development, administration, and maintenance of a comprehensive training and exercise program customized to the needs of the County. The program will comprise general, core, functionally specific, and ongoing refresher training programs designed to sustain an acceptable level of emergency preparedness for County personnel. In addition, the emergency management program will develop, plan, and conduct seminars, drills, tabletops, functional, and full-scale exercises. A yearly schedule will be maintained to ensure the appropriate resources are available to complete the prescribed training activities. County departments and agencies should participate in all emergency management exercises and after-action reviews as requested by the County and help identify areas needing improvement, modifications to departmental emergency plans, policies, procedures, and guidelines, as needed, based on lessons learned. Training and exercising individual organizational SOPs that support the County EOP are the responsibility of each respective organization's understanding of the EOP. All personnel will be provided the opportunity to receive the necessary training to execute those responsibilities in an effective and responsible manner. As per the Board of Supervisors adopted NIMS Compliance Policy 2005 (see appendix 1-5), all personnel shall be trained to the following minimum levels of the NIMS: Frederick County EOP—Section 1: Basic Plan Page 150 208 NIMS Compliance Training Reference Chart AIK -a k- -1 1 All Full-Time X X Personnel 2 All Supervisors X X X X All Public Safety 3 Department Senior X X X X X X Staff All Department Heads 4 and Personnel Listed X X X X X X X X in the EOP Line of Succession 5 EM Directors, EM X X X X X X X X X X Coordinators, P10 6 Elected Officials X Online Courses Through FEMAIEMI or NeoGOV Onboarding In-Person Training Through VDEM or EMI • IS-29: Public Information Officer Awareness(7 hours) 0 ICS-300: Intermediate ICS for Expanding • IS-100: Introduction to the Incident Command System(2 Incidents(3-day classroom) hours) 0 ICS-400:Advanced ICS for Command and • IS-200: Basic Incident Command System for Initial General Staff(2-day classroom) Response(4 hours) 0 G0191: Emergency Operations • IS-700:An Introduction to the National Incident Center/Incident Command System Interface Management System(3.5 hours) (1-day classroom) • IS-800: National Response Framework,An Introduction(3 0 L0105: Public Information Basics(3-day hours) classroom) • IS-908: Emergency Management for Senior Officials or 0 G2300 or K2300: Intermediate Emergency Equivalent(1 hour) Operations Center Functions(3day • IS-2200: Basic Emergency Operations Center Functions(4 classroom or 5-day online) hours) Remarks • X=Required courses • X=Required for County PTOs, recommended for others • X=Recommended courses • IS=FEMA independent study online • ICS=VDEM in-person training • G=EMI developed course delivered by state, local,tribal, and territorial instructors K=EMI resident course delivered via Adobe Connect Exercises Exercises help evaluate plans, procedures, and capabilities and include developing an after- action report and improvement plan to include lessons learned or corrective actions. The EOP will be exercised at least once annually. The emergency management program will be responsible for designing, carrying out, and evaluating the exercises. All exercises will follow the HSEEP doctrine for development and evaluation. There are seven types of exercises defined within HSEEP, each of which is either discussion- based or operations-based. Discussions-based Exercises familiarize participants with current plans, policies, agreements, and procedures or may be used to develop new plans, policies, agreements, and procedures. Types of Discussion-based Exercises include: Frederick County EOP—Section 1: Basic Plan Page 151 209 • Seminars are informal discussions designed to orient participants to new or updated plans, policies, or procedures (e.g., a seminar to review a new Evacuation Standard Operating Procedure); • Workshops resemble a seminar but are employed to build specific products, such as a draft plan or policy (e.g., a Training and Exercise Plan Workshop) to develop a Multi-year Training and Exercise Plan); • Tabletop Exercises (TTX) involve key personnel discussing simulated scenarios in an informal setting. TTXs can be used to assess plans, policies, and procedures; and • Games are operations simulations that often involve two or more teams, usually in a competitive environment, using rules, data, and procedures to depict an actual or assumed real-life situation. Operations-based exercises validate plans, policies, agreements, and procedures, clarify roles and responsibilities, and identify resource gaps in an operational environment. Types of Operations-based Exercises include: • Drills are coordinated, supervised activity usually employed to test a single, specific operation or function within a single entity (e.g., a fire department conducts a decontamination drill); • Functional Exercises (FE) examine or validate the coordination, command, and control between various multi-agency coordination centers (e.g., emergency operation center, joint field office, etc.). A functional exercise does not involve any "boots on the ground" (i.e., first responders or emergency officials responding to an incident in real-time); and • Full-Scale Exercises (FSE) are multi-agency, multi-jurisdictional, multi-discipline exercises involving functional (e.g., joint field office, emergency operation centers, etc.) and "boots on the ground" response (e.g., firefighters decontaminating mock victims). After Action Reports An After-Action Report (AAR) captures observations of the response to an incident and makes suggestions for post-response improvements to plans, policies, and procedures. An Improvement Plan (IP) identifies specific corrective actions, assigns these actions to responsible parties, and establishes target dates for action completion. While the AAR and IP are documents developed through different processes, they are complementary and should be printed and distributed jointly. Following each incident or exercise, emergency management program will conduct an after-action analysis to identify areas of improvement. The emergency management program will address any problem identified and ensure current policy and procedures are effectively implemented and reflected in this plan. The AAR will be developed by emergency management program, based on information collected from response participants in hot washes and records of the response, such as WebEOC and position logs, message forms, maps, situation reports, Incident Action Plans, news releases, or written requests for resources. Once a draft AAR is developed, the emergency management program will facilitate an After-Action Conference with entities participating in the response. Participants in this conference will present, discuss, and refine the AAR and identify specific corrective actions to address the recommendations contained in the AAR. These corrective actions will yield the IP. Following the conference, the emergency management program will finalize the AAR by incorporating corrections, clarification, and other feedback and distribute the final AAR/IP to all entities involved in the response. Corrective actions are reviewed by the emergency management program and are included in revisions and changes in plans and procedures. Frederick County EOP—Section 1: Basic Plan Page 152 210 Appendix Successionof • The succession of authority is critical to the successful execution of emergency operations. Therefore, the following lines of succession are specified, resulting in the administrative hierarchy's unavailability of the ranking member. The decision-making authority for each Department or service function is listed below by position and decreasing order. . . • • M I Ez�• � • County Deputy County • Administrator Administrator = •• Chairman Vice Chairman Senior Board Member Finance Director Assistant Risk Manager Finance Director Human Benefits Human • Resources Administrator Resources Director Generalist Planning and Planning and Development Development Senior Planner • • Assistant Director Director Public Works Director Public Works Landfill Manager Environmental Director Manager Public Works Sanitary District Senior Motor -- . • Director Manager Equipment Operator Public Works Building Official Operations Director Manager Public Works Animal Shelter Assistant Animal Director Manager Shelter Manager • - - • - Public Works Solid Waste Solid Waste • • Director Manager Supervisor Public Works Senior Project Operations Director Manager Manager Director of Social Assistant Services Director of Social Services Emergency Emergency Management Management Coordinator Deputy Coordinator Fire Chief Assistant Fire Deputy Chief(s) Chief • Sheriff Major(Chief Captain Deputy) Public Operations Communications Supervisor Shift Supervisor Director Frederick County EOP—Section 1: Basic Plan Page 53 211 Appendix 1-2: Sample Declaration of LocaLEmergency_-d A RESOLUTION DECLARING A LOCAL STATE OF EMERGENCY FOR FREDERICK COUNTY, VIRGINIA AS A RESULT OF WHEREAS, the Board of Supervisors of the County of Frederick, Virginia considers the safety and welfare of the residents of the County to be of utmost importance; and, WHEREAS, the President of the United States has declared a national state of emergency to exist throughout the country, and the Governor of Virginia has declared a state of emergency to exist throughout the Commonwealth of Virginia as a result of ; and, WHEREAS, due to the , Frederick County is facing a condition of extreme peril to the lives and safety of the residents and visitors of the County; and, WHEREAS, as a result of this extreme peril, the declaration of the existence of an emergency is necessary to permit the full powers of government to deal effectively with this condition of peril; and, WHEREAS, County Administrator currently serves in the position of the local Director of Emergency Management and is authorized under the laws of the Commonwealth of Virginia to make a local declaration of emergency with the consent of the governing body; and, WHEREAS, County Administrator has declared that a local state of emergency exists in Frederick County as a result of , effective on DATE at Hours and subsequently requests the consent of the Board of Supervisors to proceed with the declaration of emergency. NOW THEREFORE BE IT RESOLVED, that the Board of Supervisors for Frederick County, Virginia hereby consents to the local Director of Emergency Management declaring a local state of emergency within Frederick County; and, BE IT FURTHER RESOLVED, that during the existence of this emergency, the powers, functions, and duties of the Director of Emergency Management and the organization and functions of Frederick County shall be those prescribed by the laws of the Commonwealth of Virginia and the ordinances, resolution, approval plans of Frederick County, and other measures necessary to mitigate the impact of the public health emergency and to protect life and safety endangered by the event. Resolution No. ADOPTED by the Board of Supervisors of Frederick County on this day of. Frederick County EOP—Section 1: Basic Plan Page 154 212 Appendix 1-3: Sample County Order to Terminate Local Emergency A RESOLUTION TERMINATING A LOCAL STATE OF EMERGENCY FOR FREDERICK COUNTY, VIRGINIA AS A RESULT OF WHEREAS, on , the Director of Emergency Management, County Administrator, pursuant to the Virginia Emergency Services Disaster Laws Title 44, Chapter 3.2, (the "Emergency Services Disaster Law"), issued a proclamation declaring a local state of local emergency for the County resulting from: [Describe the situation that occasioned the disaster declaration],- WHEREAS, eclaration],WHEREAS, the conditions necessitating the proclamation of a local state of disaster have ceased to exist; and WHEREAS, the Commonwealth of Virginia Emergency Services and Disaster Laws of 2000, as amended, provides that a local state of emergency may be terminated by the governing body of the political subdivision. NOW THEREFORE BE IT RESOLVED, that the Board of Supervisors for Frederick County, Virginia hereby terminates the proclamation of a local state of emergency described in the preamble above, and A public emergency exists requiring that this ordinance be passed formally on the date of its introduction; therefore, this order shall take effect immediately upon its passage and approval by the Board of Supervisors. Frederick County EOP—Section 1: Basic Plan Page 155 213 Appendix • • Restrict, Allocate, • • Commodities A RESOLUTION RESTRICTING, ALLOCATING, REGULATING ACTIVITIES AND COMMODITIES DURING A LOCAL STATE OF EMERGENCY FOR FREDERICK COUNTY, VIRGINIA AS A RESULT OF WHEREAS, by proclamation issued [date of emergency declarationl, the Director of Emergency Management, County Administrator, declared a state of emergency for the County resulting from [Briefly describe the situation], and WHEREAS, said state of emergency requires that certain emergency measures be taken pursuant to the Executive Order of the Governor Relating to Emergency Management; now, therefore, the following regulations shall take effect immediately upon issuance and shall remain in effect until the state of disaster is terminated: [Eliminate sections below describing measures that will not be used.] 1. CURFEW a. A person shall not remain or travel upon any public or private property in the following area(s) between the hours of and_: [Insert description of applicable areas] b. Subsection (a) shall not apply to: i. A person authorized by the Director of Emergency Management to assist in the production of the health, safety, or welfare of the public; or ii. A person who remains or travels upon private propertyowned by him or upon which the person has been invited. 2. MOVEMENT OF PEOPLE AND OCCUPANCY OF PREMISES a. A person shall not remain or travel upon any public or private property in the following area(s): [Insert description of applicable areas] b. Subsection (a) shall not apply to a person authorized by local government officials to assist in protecting the health, safety, or welfare of the public. 3. UTILITIES a. All utility services shall be discontinued in the following area(s): [Insert description of applicable areas] 4. FLAMMABLE PRODUCTS a. A person shall not sell or give away gasoline or other flammable or combustible products in the following area(s): [Insert description of applicable areas] b. All gasoline stations shall be closed in the following area(s): [Insert description of applicable areas] 5. EXPLOSIVES a. A person shall not sell, barter, loan, or give away arms, ammunition, dynamite, or other explosives in the following area(s): [Insert description of applicable areas] Frederick County EOP—Section 1: Basic Plan Page 156 214 b. All establishments where arms, ammunition, dynamite, or other explosives are sold shall be closed in the followingarea(s): [Insert description of applicable areas] 6. ALCOHOLIC BEVERAGES a. A person shall not sell or distribute beer, wine, liquor, or alcoholic beverages of any kind in the following area(s): [Insert description of applicable areas] b. Subsection (a) shall not apply to the sale of medicinethat contains alcohol. 7. PRICE CONTROLS a. A person shall not sell any of the following goods or services for more than the price the person charged for the goods or services on (date of disaster declaration): i. Groceries, beverages, toilet articles, ice; ii. Construction and building materials and supplies, and earthmoving equipment and machinery; iii. Electrical and gas generating and transmission equipment, parts and accessories; iv. Charcoal briquettes, matches, candles, lamp illumination, and heat unit carbides, dry batteries, light bulbs, flashlights, and hand lanterns; v. Hand tools (manual and power), hardware and household supplies, and equipment rental; vi. Automotive parts, supplies, and accessories; vii. Plumbing and electrical tools and supplies; viii. Apartment, duplex, multi-family dwelling, rooming house, hotel, and motel rental; ix. Gasoline, diesel oil, motor oil, kerosene, grease, and automotive lubricants; x. Restaurant, cafeteria, and boarding-house meals; xi. Services of roofing and building contractors, plumbers, electricians, mechanics, tree surgeons, and automobile wrecker companies; xii. Medicine, pharmaceutical, and medical equipment and supplies; xiii. Blankets, quilts, bedspreads, bed linens, mattresses, bedsprings, bedsteads, towels, and toilet paper; and xiv. Furniture and clothing. 8. SUSPENSION AND MODIFICATION OFORDINANCES a. The following ordinances and regulations are hereby suspended or modified as indicated: [List the relevant ordinances and regulations] b. The suspension or modifications of the ordinances and regulations listed in Subsection (a) shall remain in effect until (date 60 days from the date these regulations are issued) or until the state of disaster is terminated, whichever is sooner. 9. PENALTIES a. These regulations shall have the effect of ordinances when duly filed with the County Clerk of the Court. b. A person who violates any provision of these regulations, upon conviction, is punishable by a fine of not more than dollars $ 10. EMERGENCY a. This [ordinance/order] shall take effect immediately from and after its passage and Frederick County EOP—Section 1: Basic Plan Page 157 215 publication, and it is accordingly so ordained. Appendix 1-5: National Incident Management Compliance Resolution National Incident Management System Resolution (#042-05) RE: Adoption of the National Incident Management System —Approved Upon a motion by Supervisor Van Osten, seconded by Supervisor Tyler, the Board approved the Resolution re: Adoption of the National Incident Management System. WHEREAS, the Board of Supervisors of the County of Frederick, Virginia, does herby find as follows: WHEREAS, the President in Homeland Security Directive (HSPD)-5, directed the Secretary of the Department of Homeland Security to develop and administer a National Incident Management System (NIMS), which would provide a consistent nationwide approach for Federal, State, and local governments to work together more effectively and efficiently to prevent, prepare for, respond to and recover from domestic incidents, regardless of causer, size or complexity; WHEREAS, the collective input and guidance from all Federal, State, and local homeland security partners has been, and will continue to be, vital to the development, effective implementation and utilization of a comprehensive NIMS; WHEREAS, it is necessary and desirable that all Federal, State, and local emergency agencies and personnel coordinate their efforts to effectively and efficiently provide the highest levels of incident management; WHEREAS, to facilitate the most efficient and effective incident management it is critical that Federal, State, and local organizations utilize standardized terminology, standardized organizational structures, interoperable communications, consolidated action plans, unified command structures, uniform personnel qualification standards, uniform standards for planning, training, and exercising, comprehensive resources management, and designated incident facilities during emergencies or disasters; WHEREAS, the NIMS standardized procedures for managing personnel, communications, facilities and resources will improve the county's ability to utilize federal funding to enhance local agency readiness, maintain first responder safety, and streamline incident management processes; WHEREAS, the Incident Command System components of NIMS are already an integral part of various county incident management activities, including current emergency management training programs; and WHEREAS, the National Commission on Terrorist Attacks (9-11 Commission) recommended adoption of a standardized Incident Command System. NOW, THEREFORE, BE IT HEREBY PROCLAIMED by the Board of Supervisors of the County of Frederick, Virginia, that the National Incident Management Systems (NIMS) is established as the County standard for incident management. The above motion was approved by the following recorded vote: Richard C. Shickle Aye Gary W. Dove Aye Bill M. Ewing Aye Gene E. Fisher Aye Gina A. Forrester Aye Lynda J. Tyler Aye Barbara E. Van Osten Aye Frederick County EOP—Section 1: Basic Plan Page 58 216 Appendix 1 • • Acronyms ARC American Red Cross AAR After-Action Report ARES Amateur Radio Emergency Services CBRNE Chemical, Biological, Radiological, Nuclear, and High-Yield Explosive CC Communications Center CCT Crisis Communications Team CERT Community Emergency Response Team CFO Chief Financial Officer CIKR Critical Infrastructure and Key Resources COG Continuity of Government CONOPS Concept of Operations COOP Continuity of Operations Plan COVEOP Commonwealth of Virginia Emergency Operations Plan CP Command Post CPG Comprehensive Preparedness Guide CR Community Relations CRR Community Risk Reduction CSALTT Capability, Size, Amount, Location, NIMS Resource Type, Time Needed DAC Disaster Application Center DAP Disaster Assistance Policy DCJS Department of Criminal Justice Services DEQ Department of Environmental Quality DHCD Department of Housing and Community Development DHS United States Department of Homeland Security DRC Disaster Recovery Center DRT Disaster Recovery Team DMME Department of Mines, Minerals, and Energy DRM Disaster Recovery Manager DSCO Deputy State Coordinating Officer DSS Department of Social Services EAS Emergency Alert System ECC Emergency Communications Center EMD Emergency Management Department EMAC Emergency Management Assistance Compact EMAP Emergency Management Accreditation Program EMS Emergency Medical Services EOC Emergency Operation Center EOP Emergency Operations Plan ESF Emergency Support Function EPA Environmental Protection Agency ERT-A Emergency Response Team - Advance Element FAA Federal Aviation Administration FAC Family Assistance Center FBI Federal Bureau of Investigation FCO Federal Coordinating Officer FE Functional Exercise FEMA Federal Emergency Management Agency FOG Field Operations Guide FSE Full-Scale Exercise GAR Governor Authorized Representative GIS Geographic Information System HAZMAT Hazardous Material(s) Frederick County EOP—Section 1: Basic Plan Page 59 217 HAZUS-MH Hazards U.S. Multi-Hazard HMO Hazardous Materials Officer HSEEP Homeland Security Exercise and Evaluation Program IA Individual Assistance ICP Incident Command Post ICS Incident Command System IMT Incident Management Team IP Improvement Plan iPAWS Integrated Public Alert and Warning System ITDR Information Technology Disaster Recovery JIC Joint Information Center JIS Joint Information System JFO Joint Field Office KSA Knowledge, Skills, and Abilities KOKV Winchester Regional Airport LCAR Local Capability Assessment for Readiness LEPC Local Emergency Planning Committee MAA Mutual Aid Agreement MAC Multi-agency Coordination Group MACC Multi-agency Command Center MCU Mobile Command Unit MFI Mass Fatality Incident MOA Memorandum of Agreement MOU Memorandum of Understanding MRC Medical Reserve Corps NCR National Capital Region NFIP National Flood Insurance Program NGO Non-Governmental Organization NIMS National Incident Management System NOAA National Oceanic and Atmospheric Administration NRC Nuclear Regulatory Commission NRF National Response Framework NRP National Response Plan NTSB National Transportation and Safety Board NWR NOAA Weather Radio NWRHCC North West Regional Health Care Coalition NWS National Weather Service OCME Office of Chief Medical Examiner PA Public Assistance P.L. Public Law PDA Preliminary Damage Assessment PDD Presidential Disaster Declaration PIO Public Information Officer PNP Private Non-Profit POC Point of Contact POD Point of Distribution PSA Public Service Announcement RACES Radio Amateur Civil Emergency Services RICC Regional Information Coordination Center SAR Search and Rescue SARA Superfund Amendment and Reauthorization Act of 1986 SCO State Coordinating Officer SEC State Corporation Commission SITREP Situation Report Frederick County EOP—Section 1: Basic Plan Page 60 218 SMA State Mutual aid Agreement SME Subject Matter Expert SOG Standard Operating Guideline SOP Standard Operating Procedure SPCA Society for the Prevention of Cruelty to Animals sUAS Small Unmanned Aircraft Systems SVEC Shenandoah Valley Electric Cooperative TDSR Temporary Debris Storage and Reduction TTX Table-Top Exercise UAV Unmanned Aircraft Vehicle U.S.C. United States Code USACE U.S. Army Corps of Engineers USAR Urban Search and Rescue USCG U.S. Coast Guard USDA Department of Agriculture VCICF Virginia Criminal Injuries Contact Fund VDE Virginia Department of Energy VDEM Virginia Department of Emergency Management VDOT Virginia Department of Transportation VEOC Virginia Emergency Operations Center VEOP Virginia Emergency Operations Plan VEST Virginia Emergency Support Team VOAD Voluntary Organizations Active in Disaster VPSTF Virginia Petroleum Storage Tank Fund WMD Weapons of Mass Destruction Frederick County EOP—Section 1: Basic Plan Page 61 219 Appendix• • of Key Terms M.jr� Access and Functional Needs Those actions, services, accommodations, and programmatic, architectural, and communication modifications that a covered entity must undertake or provide to afford individuals with disabilities a full and equal opportunity to use and enjoy programs, services, activities, goods, facilities, privileges, advantages, and accommodations in the most integrated setting Activation When all or a portion of the EOP plan has been put into motion Alternate Facility Location A location other than the regular facility used to process data or conduct essential functions during an event. Similar terms include Alternate Processing Facility, Alternate Office Facility, and Alternate Communication Facility Amateur Radio Emergency Services (ARES) A public service organization of licensed amateur radio operators who have voluntarily registered their qualifications and equipment to provide emergency communications for public service events as needed American Red Cross (ARC) A non-governmental humanitarian organization led by volunteers provides relief to victims of disasters and helps people prevent, prepare for, respond to, and recover from emergencies. Business Impact Model The process of determining the potential consequences of disruption or degradation of business functions Capabilities-Based Planning Under uncertainty, planning provides capabilities suitable for various threats and hazards while working within an economic framework requiring prioritization and choice. Capabilities-based planning addresses uncertainty by analyzing a wide range of scenarios to identify required capabilities Checklist Written (or computerized) enumeration of actions an individual or organization is meant to aid memory rather than provide detailed instruction. A list of the immediate actions to take once a plan is activated. Citizen Corps Frederick County EOP—Section 1: Basic Plan Page 162 220 A community-based program, administered by FEMA, which includes Citizen Corps councils and other programs that bring government and non-governmental entities together to conduct all- hazards emergency preparedness and operations Cold Site An alternate facility that is void of any resources or equipment except air-conditioning and raised flooring Community A political or geographical entity with authority to adopt and enforce laws and ordinances for the area under its jurisdiction. In most cases, the community is an incorporated town, city, township, village, or unincorporated county area. However, each state defines its political subdivisions and forms of government. Commana Section One of the five functional areas of the Incident Command System. The command function is to direct, control, or order resources, including people and equipment, to the best possible advantage. Command Post (CP) That location at which primary command functions are executed; may be co-located with the Incident Base, also referred to as the Incident Command Post Comprehensive Resource Management Maximizes the use of available resources, consolidates like resources, and reduces the communications load on the Incident Command Operation. Consequence An effect of an incident or occurrence. Continuity of Government (COG) Preservation of the institution of government Continuity of Operations Coordinator Someone responsible for the overall recovery of a division(s). This person also provides overall project management to ensure the Business Impact Analysis, Vulnerability and Risk Analysis, and COOP plan's quality and timely delivery. Continuity of Operations Plan (COOP) A set of documented procedures developed to provide for the continuance of essential business functions during an emergency. Coordination Frederick County EOP—Section 1: Basic Plan Page 163 221 The process of systematically analyzing a situation, developing relevant information, and informing appropriate personnel of viable alternatives for selection of the most effective combination of available resources to meet specific objectives Critical Incident Stress Debriefing Team (CIST) A field response team staffed and operated by mental health professionals specially trained in crisis intervention A barrier built across a watercourse to impound, control, or divert the flow of water Damage Assessment The process used to appraise or determine the number of injuries and deaths, damage to public and private property, and status of critical facilities and services resulting from a human-caused or natural disaster Decontamination The process of making people, objects, or areas safe by absorbing, destroying, neutralizing, making harmless, or removing the Hazardous Materials/HAZMAT Delegations of Authorities This list specifies who is authorized to act on behalf of the division head and other key officials for specific purposes Devolution The capability to transfer statutory authority and responsibility for essential functions from a jurisdiction's primary operating personnel and facilities to other personnel and facilities and to sustain that operational capability for an extended period Disability An individual with a disability who has a physical or mental impairment that substantially limits one or more major life activities, a person who has a history or record of such an impairment, or a person who is regarded by others as having such an impairment Disaster An occurrence of a natural catastrophe, technological accident, or human-caused incident that has resulted in severe property damage, deaths, or multiple injuries Earthquak( The sudden motion or trembling of the ground produced by abrupt displacement of rock masses emergency Frederick County EOP—Section 1: Basic Plan Page 164 222 Any incident, whether natural or human-caused that requires responsive action to protect life or property rcmergency Assistance 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 Alert System (EAS) A network of broadcast stations interconnecting facilities authorized by the Federal Communications Commission (FCC) to operate in a controlled manner to warn and inform the public of needed protective actions in the event of a disaster or emergency Emergency Medical Services (EMS) Services, including personnel, facilities, and equipment, required to ensure proper medical care for the sick and injured from the time of injury to the time of final disposition Emergency Operations Center (EOC) The physical location at which the coordination of information and resources to support incident management Emergency Operations Plan (EOP) The ongoing plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards r-mergency Management (EM) The processes involved with preparing, preventing, mitigating, responding, and recovering from natural or human-caused disasters Emergency Preparedness The discipline which ensures an organization or community's readiness to respond to an emergency in a coordinated, timely, and effective manner Essential Functions Activities necessary to maintain continuity of operation 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. • A spontaneous evacuation occurs when residents or citizens in the threatened areas observe an incident or receive unofficial word of an actual or perceived threat and, without receiving instructions to do so, elect to evacuate the area Frederick County EOP—Section 1: Basic Plan Page 165 223 • A voluntary evacuation is a warning to persons within a designated area that a threat to life and property exists or is likely to exist in the immediate future. • A mandatory or directed evacuation is a warning to persons within the designated area that an imminent threat to life and property exists. Individuals must evacuate following the instructions of local officials. Evacuees Persons that are displaced due to a disaster event Emergency Support Function (ESF) Aligned categories of resources that provide strategic objectives in the overall operation of an emergency event Exercise An activity designed to promote emergency preparedness; test or evaluate emergency operations plans, procedures, or facilities; train personnel in emergency response duties; and demonstrate operational capability. There are three specific types of exercises: tabletop, functional, and full scale. Facilities A location containing the equipment, supplies, voice, and data communication lines to conduct transactions required to conduct business under normal conditions Federal Coordinating Officer- The official appointed by the President to execute Stafford Act authorities, including the commitment of FEMA resources and mission assignments of other Federal departments or agencies. In all cases, the Federal Coordinating Officer represents the FEMA Administrator in the field to discharge all FEMA responsibilities for the response and recovery efforts underway. In addition, for Stafford Act incidents, the Federal Coordinating Officer is the primary Federal representative with whom the State Coordinating Officer and other response officials interface to determine the most urgent needs and to set objectives for an effective response in collaboration with the Unified Coordination Group. Federal Disaster Assistance Federal assistance provided to disaster victims or state and local governments by federal agencies under provisions of the Robert T. Stafford Relief and Emergency Assistance Act of 1988 (PL 93-288). 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 an accumulation of water Geographic Information System (GIS) Frederick County EOP—Section 1: Basic Plan Page 166 224 A computer system capable of assembling, storing, manipulating, and displaying geographically referenced information, i.e.-data identified according to their locations Governor wutnorizea Kepresenrative An individual empowered by a Governor to (1) execute all necessary documents for disaster assistance on behalf of the state, including certification of applications for public assistance; (2) represent the Governor of the impacted state in the Unified Coordination Group, when required; (3) coordinate and supervise the state disaster assistance program to include serving as its grant administrator; and (4) identify, in coordination with the State Coordinating Officer, the state's critical information needs for incorporation into a list of Essential Elements of Information. Hazard A natural, technological, or human-caused source or cause of harm or difficulty Hazardous Material (HAZMAT) Any substance or material that, when involved in an accident and released in sufficient quantities, poses a risk to people's health, safety, or property Hazardous Materials Emergency Response Plan A plan for recognizing the risks of a hazardous materials release, response, and recovery actions Hot Site An alternate facility that has the equipment and resources to recover the business functions affected by an event rnomeiand Security Exercise and Evaluation Program (HSEEP) A threat and performance-based exercise program developed by DHS that provides doctrine and policy for planning, conducting, and evaluating exercises Household Pet A domesticated animal, such as a dog, cat, bird, rabbit, rodent, or turtle, traditionally kept in the home for pleasure rather than commercial purposes, can travel in commercial carriers and be housed in temporary facilities. Hurricane A tropical cyclone, formed in the atmosphere over warm ocean areas, in which wind speeds reach 74-miles per hour or more and blow in a large spiral around a relatively calm center or eye Implementation Procedure Checklist A list of the immediate actions to take once the COOP plan is implemented Inc aent Frederick County EOP—Section 1: Basic Plan Page 167 225 An occurrence or event—natural, technological, or human-caused—that requires a response to protect life, property, or the environment incaent Vommand System (ICS) A standardized on-scene emergency management system designed to provide an integrated organizational structure that reflects the complexity and demands of single or multiple incidents Incident Commander (IC) The individual responsible for the on-scene management of all incident operations. Incident Management Assistance Team (IMT) A national or regional-based team composed of SMEs in incident management support during a major incident. Initial Damage Assessment Report The first report providing information regarding overall damage to public and private property, thereby providing a basis for an emergency declaration or disaster assistance Integrated Communications Pian A plan that coordinates the use of available communications means and establishes frequency assignments for certain functions Internal Call List A call list of emergency personnel that may be utilized during a disaster Joint Field Office (JFO) The Joint Field Office is a temporary Federal facility that provides a central location for the coordination of Federal, state, territorial, tribal, and local governments and private sector and non- governmental organizations with primary responsibility for response and recovery ont information tenter (JIC) 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. Joint Information System (JIS) A structure that integrates overarching incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, accurate, accessible, timely, and complete information during crisis or incident operations. Jurisdiction A political subdivision (e.g., Federal, state, county, city) with the responsibility for ensuring public safety, health, and welfare within its legal authorities and geographic boundaries Frederick County EOP—Section 1: Basic Plan Page 168 226 Key Personnel Personnel designated by their division as critical to the resumption of essential functions and services Likelihood Estimate of the potential for an incident's occurrence. Limited English Proficiency Persons who do not speak English as their primary language and have a limited ability to read, speak, write, or understand English. Line of Succession A list that specifies by position who will automatically fill a position once it is vacated. Local Emergency A condition declared by the local governing body when, in its judgment, the threat or the actual occurrence of a disaster is or threatens to be of sufficient severity and magnitude to warrant a coordinated local government action to prevent or alleviate the loss of life, property damage, or hardship Local Emergency Planning Committee (LEPC) Appointed representatives of local government, private industry, business, environmental groups, and emergency response organizations responsible for ensuring that the hazardous materials planning requirements of the Superfund Amendments and Reauthorization Act of 1986 (SARA Title III) are in compliance Mass Care The actions that are taken to protect evacuees and other disaster victims from the effects of the disaster. Activities include mass evacuation, mass sheltering, mass feeding, access, functional needs support, and household pet and service animal coordination. Mitigation Efforts to fix the cycle of disaster damage, reconstruction, and repeated damage Multi-Agency Coordination vroup (MAC) A group, typically consisting of agency administrators or executives from organizations, or their designees, that provides policy guidance to incident personnel, supports resource prioritization and allocation, and enables decision-making among elected and appointed officials and senior executives in other organizations, as well as those directly responsible for incident management. Mutual aid Agreement Frederick County EOP—Section 1: Basic Plan Page 169 227 A written agreement between agencies or jurisdictions in which they agree to assist one another, upon request, by furnishing personnel and equipment in an emergency Nat onai inciiaent management bystem (NIMS) A set of principles that provides a systematic, proactive approach guiding government agencies at all levels, non-governmental organizations, and the private sector to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life or property and harm to the environment. National Response Framework (NRF) 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. National Weather Service (NWS) The federal Agency that provides localized weather information to the population, and during a weather-related emergency, to state and local emergency management officials Nongovernmental Grganizaton (NGC ) An entity cooperatively working with the government that is based on serving a public purpose and are not for private benefit 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 Preparednes! Actions that involve a combination of planning, resources, training, exercising, and organizing to build, sustain, and improve operational capabilities 'revention Response organizations coordinate with those responsible for preventing imminent acts of terrorism Protected Group A group of people qualified for special protection by a law, policy, or similar authority Protection Actions to reduce or eliminate a threat to people, property, and the environment rresiaentliai Declaration Frederick County EOP—Section 1: Basic Plan Page 170 228 A presidential declaration frees up various sources of assistance from the Federal government based on the nature of the request from the Governor Primary Agency(s) The primary Agency shall be responsible for detailed planning, testing, and evaluation of their respective Emergency Support Function Reconstitution The process by which local government personnel resumes normal business operations from the original or replacement primary operating facility Record Retention The storing of historical documentation for a set period of time, usually mandated by state and federal law or the Internal Revenue Service Recovery The development, coordination, and execution of service and site restoration plans; the reconstitution of government operations and services; individual, private sector, non- governmental, 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; evaluation of the incident to identify lessons learned; post-incident reporting; and development of initiatives to mitigate the effects of future incidents Resource Management A system for identifying available resources at all jurisdictional levels to enable timely, efficient, and unimpeded access to resources Response Immediate actions to save and sustain lives, protect property and the environment, and meet basic human needs Regional Information Coordination Center (RICC) The Center facilitates communications and coordination among local, state, and federal government authorities to ensure an effective and timely response to regional emergencies and incidents, including coordination of decision-making regarding events such as closing, early release of employees, evacuation, transportation decisions, health response, etc Risk The potential for an unwanted outcome resulting from an incident or occurrence, as determined by its likelihood and the associated consequences Disk Assessment A process that collects information and assigns values to risks to inform priorities, develop or compare courses of action, and informed decision making Frederick County EOP—Section 1: Basic Plan Page 171 229 Risk Identification The process of finding, recognizing, and describing potential risks Risk Management The process of managing identified risks Scenario Hypothetical situation composed of a hazard, an entity impacted by that hazard, and associated conditions including consequences when appropriate Scenario-Based Planning A planning approach that uses a hazard vulnerability assessment to assess the hazard's impact on an organization based on various threats that the organization could encounter Senior Official The elected or appointed official, by statute, is charged with implementing and administering laws, ordinances, and regulations for a jurisdiction Service Anlmai Any guide dog, signal dog, or other animals individually trained to assist an individual with a disability Situation Report (Sit-Rep) An incident status update of activities submitted to the EOC at the end of each operational period Span of Control The number of subordinates or functions one supervisor can manage effectively. The desirable span of control recommends three (3)to seven (7) persons, with five(5) being the optimal number of subordinates 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 several interrelated functions in a uniform manner State Coordinating Officer The individual appointed by the Governor to coordinate state disaster assistance efforts with those of the Federal Government. The State Coordinating Officer plays a critical role in managing the state response and recovery operations following Stafford Act declarations. The Governor of the Frederick County EOP—Section 1: Basic Plan Page 172 230 affected state appoints the State Coordinating Officer, and lines of authority flow from the Governor to the State Coordinating Officer, following the state's policies and laws. State or r-mergency The condition declared by the Governor when, in their judgment, a threatened or actual disaster in any part of the State is of sufficient severity and magnitude to warrant disaster assistance by the State to supplement local efforts to prevent or alleviate the loss of life and property damage. Statewide Mutual aid A state program developed to assist localities in exchanging services and resources more effectively and efficiently in response to declared disasters and emergencies. Superfund Amendments and Reauthorization Act of 1966 (SARA) SARA is an established Federal regulation for the handling of hazardous materials. Support Agency(s) Entities that support primary Agency (s) when employed to complete a support function. Terrorism Unlawful use of force and violence against persons or property to intimidate or coerce a government, the civilian population, or any segment thereof, in furtherance of political or social objectives Tornacc A local atmospheric storm, generally of short duration formed by winds rotating at very high speeds, usually in a counterclockwise direction Uncertainty The degree to which a calculated, estimated, or observed value may deviate from the actual value Unified Command (UC) Shared responsibility for overall incident management as a result of a multi-jurisdictional or multi- agency incident Vital Records, Systems, and Equipment Records, files, documents, or databases, which, if damaged or destroyed, would cause considerable inconvenience or require replacement Vulnerability A physical feature or operational attribute rendering an entity open to exploitation or susceptible to a given hazard Frederick County EOP—Section 1: Basic Plan Page 173 231 Warm Site An alternate processing site which is only partially equipped 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 weapons ®t iviass uestruct on Nuclear, radiological, chemical, biological, or other devices are intended to harm many people. Frederick County EOP—Section 1: Basic Plan Page 174 232 illl/ 3 � � Emergency Operations Plan EOP Section 2 : Emer enc Su ort Frederick County EOP—Section 1: Basic Plan Page i 233 J Y pp Function Annex • - of Contents Section2:.....................................................................................................................................i Emergency Support Function Annex............................................................................................i Tableof Contents....................................................................................................................ii Annex 2-1: ESF-1 Transportation ........................................................................................... 1 Annex 2-2: ESF-2 Communications........................................................................................ 5 Annex 2-3: ESF-3 Public Works and Engineering..................................................................10 Annex 2-4: ESF-4 Firefighting................................................................................................17 Annex 2-5: ESF-5 Emergency Management..........................................................................20 Annex 2-6: ESF-6 Mass Care, Emergency Assistance, Housing, and Human Services.........23 Annex 2-7: ESF-7 Logistics Management and Resource Support .........................................29 Annex 2-8: ESF-8 Health and Medical Services ....................................................................34 Annex 2-9: ESF-9 Search and Rescue..................................................................................40 Annex 2-10: ESF-10 Oil and Hazardous Materials Response................................................43 Annex 2-11: ESF-11 Agriculture and Natural Resources.......................................................52 Annex2-12: ESF-12 Energy..................................................................................................55 Annex 2-13: ESF-13 Public Safety and Security....................................................................59 Annex 2-14: ESF-14 Long-Term Community Recovery.........................................................62 Annex 2-15: ESF-15 PIO/External Affairs..............................................................................69 Frederick County EOP—Section 1: Basic Plan Page I ii 234 ` • • • - Primary Agency(s) Support Agency(s) Transportation Emergency Management Fire and Rescue •• Public Information Officer Parks and Recreation Public Schools Sheriff's Office Social Services EOC Section: EOC Branch: Operations Infrastructure Purpose To address transportation requirements and other support functions in the performance of their respective missions during an emergency that accomplishes response, recovery, and evacuation assistance from an area at risk. Scope Assistance provided by ESF-1 includes, but is not limited to: • Coordinating transportation activities and resources during the response phase immediately following an emergency or disaster; • Facilitating damage assessments to establish priorities and determine needs of available County transportation resources; • Prioritization or allocation of all County government transportation resources; • Processing all transportation requests from County agencies and emergency support functions. This ESF will coordinate evacuation transportation as its priority; and • Facilitate movement of the public in coordination with other transportation agencies. Policies • This ESF lead will use the most effective means of transportation resources to carry out the necessary duties during an incident; • Emergency Management will recognize State and Federal policies, regulations, and priorities used to control the movement of relief personnel, equipment, and supplies; and • Facilitate the prompt deployment of resources and priorities for various incidents are developed and maintained through an interagency process led by the County before an incident. Each ESF is responsible for compiling, submitting, and updating information and requests for inclusion in the ESF-1 Transportation prioritized requests. Concept of Operations General • The EOP provides guidance for managing the use of transportation services and deployment of relief and recovery resources; • A disaster may severely damage the transportation infrastructure and interrupt transportation services. Most localized transportation activities will be hampered by a lack of useable surface transportation infrastructure and resources; Frederick County EOP—Section 3: Support Annex Page 11 235 • The damage to the transportation infrastructure may influence the means and accessibility level for relief services and supplies; • Disaster responses, which require usable transportation routes, will be challenging to coordinate effectively during the immediate post-disaster period; • Clearing access routes will permit a sustained flow of emergency relief, although localized distribution patterns may be disrupted for a significant period; • All government transportation resources not being used for the emergency/disaster will be available for use; • All requests for transportation support will be submitted to the EOC for coordination, validation, or action following this ESF; • In conjunction with the Virginia Department of Transportation (VDOT), this ESF is responsible for coordinating resources needed to restore and maintain transportation routes necessary to protect lives and property during an emergency or disaster event; • VDOT may provide a liaison and information on road closures, alternate routes, infrastructure damage, debris removal, as well as rail and bus transit and restoration activities; and • The Transportation Division of Planning and Development in conjunction with support agencies (VDOT), will assess the condition of highways, bridges, signals, rail, bus transit, and other components of the transportation infrastructure in conjunction with the County's on-call contracted engineering consultants as appropriate: o Close infrastructure determined to be unsafe; o Post signing and barricades; and o Maintain and restore critical transportation routes, facilities, and services. Actions • This ESF will develop, maintain, and update plans and procedures for use during an emergency. These plans should include but are not limited to: o Lists of evacuation routes; o Evacuation maps; and o Lists of designated pick-up sites. • Transportation personnel will stay up-to-date with education and training that is required for a safe and efficient response to an incident; • Alert local primary representatives of a possible incident, and begin preparations for mobilization of resources; • If necessary, contact State or Federal agencies and alert support departments. Assess initial damage and work to decide on the priorities for reconstruction and restoration of critical transportation facilities in conjunction with the County's on-call contracted engineering consultants; • Keep records of all expenses, and continue through the duration of the emergency; • Prepare appropriate County facilities for possible use; • Identify a County Transportation Officer (Planning and Development Director or their designee) to coordinate transportation issues, as needed; • Ensure personnel coordinate the use of transportation resources to fulfill mission assignments and follow established practices and procedures; and • Continue to provide support where needed. Frederick County EOP—Section 3: Support Annex Page 12 236 Responsibilities Primary Agency(s) • Transportation o Staff EOC as required to coordinate activities; o Partners with VDOT and Federal departments as well as local industry to assess damage and impact on transportation and infrastructure; o Coordinates and implements response and recovery functions as a primary agency in conjunction with the County's on-call contracted engineering consultants; o Assists with determining the most viable transportation networks to, from, and within the emergency or disaster area and regulates the use of these transportation networks; o Ensures safe and open transportation routes; o Monitor traffic flows in and out of the County; o Identify acceptable County primary and secondary evacuation routes; o Maintenance and continued operation of infrastructure in the County right-of-way, including traffic engineering and street maintenance; o Relocation of essential equipment and supplies; and o Transit Division ■ Identify available transportation resources and maintain a transportation resource contact list; ■ Coordinate with Frederick County Public Schools, other public agencies, and Frederick County businesses regarding emergency use of their transportation assets and develop appropriate written agreements and procedures for notifying appropriate officials of emergencies; ■ Coordinate with transportation authorities and commercial transportation providers to establish procedures for providing transportation resources during emergencies; ■ Coordinate with other emergency services to identify and prioritize the transportation of supplies, equipment, materials, and passengers necessary for response and recovery operations; ■ Coordinate with special facilities to determine their requirements for specialized transportation support during emergencies and the arrangements the facilities have made to provide such support; ■ Coordinate public transportation support for mass evacuations; ■ Coordinate with the ESF-13 Public Safety and Security on evacuation routes; ■ Coordinate with the ESF-5 Emergency Management on the location of transportation pickup points and staging areas; ■ Coordinate with local transportation authorities' pickup points and times for citizens requiring public transportation; and ■ Provide the Public Information Officer timely information on emergency transportation arrangements that can be disseminated to the public. Support Agency(s) • General o Support the primary agency in the mission of ESF-1 Transportation; o Maintain resource roster, inventory, and standard operating procedures; o Forward prioritized emergency transportation requests and determine pickup points and staging areas in conjunction with the Transportation Officer; and o Provide current information on available transportation equipment and personnel to the Transportation Officer to update the transportation resource list. • Emergency Management o Assist in identifying volunteer transportation resources; Frederick County EOP—Section 3: Support Annex Page 13 237 o Determine transportation pickup points and staging areas, in conjunction with the Transportation Officer; and o Coordinate situation reports and resource requests with the VEOC. • Fire and Rescue o Coordinate transportation of disaster victims to area medical facilities by county and private medical transport units; o Identify/assist with the evacuation of individuals; o Assist Public Services efforts in mitigation, preparedness, response, and recovery; and o Assist with damage assessments of transportation routes. • Parks and Recreation o Provide current information on available transportation equipment to the Transportation Officer for use in updating the transportation resource list; o Provide transportation and drivers for evacuation of the general public; and o Provide equipment and personnel to fulfill requirements for emergency transportation of cargo and passengers upon request of the Transportation Officer and to the extent possible. • Public Information Officer o The County Public Information Officer will receive updates & reports from the Public Services EOC representative(s) after receiving information from the Transportation Officer or their designee; and o After receiving updates, reports, and information, the County Public Information Officer will then disseminate information to the public, the media & the Board of Supervisors, and other individuals as deemed appropriate. • Public Schools o Assists with the coordination with outside agencies for support as needed (i.e., National Guard, Virginia Defense Force, Virginia State Police, etc.); o Provide current information on available transportation equipment to the Transportation Officer for use in updating the transportation resource list; o Provide and maintain equipment and personnel to fulfill requirements for emergency transportation of cargo and passengers, upon request of the Transportation Officer; and o Assist with damage assessments of transportation routes. • Sheriff's Office o Provide security, traffic control, and law enforcement at evacuation processing centers, shelters, evacuated areas, and vital facilities and supplies; o Evacuation and access control of threatened areas or damaged areas; o Assist in determining evacuation routes and provide traffic control for large-scale evacuations; and o Provide security at pickup points and staging areas as required. • Social Services o Coordinates transportation needs for mass care sheltering. Frederick County EOP—Section 3: Support Annex Page 14 238 ` nnex 2-2: ESF-2 Communicatio Primary Agency(s) Support Agency(s) Emergency Management Amateur Radio Emergency Service Emergency Communications Center 1,VAE " Fire and Rescue Information Technology Sheriff's Office EOC Section: EOC Branch: Operations Infrastructure Purpose To support County agencies and the public by maintaining continuity of information, telecommunication equipment, and other technical resources. Scope This ESF is responsible for keeping the public and County employees informed about an emergency, providing guidance when appropriate to help save lives and protect property, and supporting County agencies to restore and reconstruct telecommunications equipment, computers, and other technical resources. This section describes the County's emergency communications/notification and warning system. The County will coordinate with the VEOC should outside assistance be required to accurately and efficiently transfer information during any disaster incident and for the technology associated with the representation, transfer, interpretation, and processing of data among people, places, and machines. Communications include transmission, emission, or reception of signs, signals, writing, images, and sounds or intelligence of any nature by wire, radio, optical, or other electromagnetic systems. Policies • The ECC is a secure facility accessible to authorized personnel only and operates 24- hours a day, seven days a week and serves as the 911 center and the local warning point; • The EOC will provide support personnel to assist with communications that include the Radio Communications Manager; and • The emergency management program will maintain the County's mass notification system and initiate warnings to the public and appropriate emergency personnel. Concept of Operations • The EOP provides guidance for managing emergency communications resources; • The County ECC is the point of contact to receive all warnings and notifications of actual or impending emergencies or disasters. The dispatcher(s) on duty will notify other key personnel, chiefs, and department heads as required by the type of report and standard operating procedures (SOP); • The ECC is accessible to authorized personnel only. The ECC is most often the first point of contact for the general public; Frederick County EOP-Section 3: Support Annex Page 15 239 • The emergency management program and Public Safety Communication Department can broadcast emergency alerts to the public via: o Hyper-Reach mass alerting system; and o Federal Integrated Public Alerting and Warning (iPAWS) system. These systems shall ensure information is available to individuals with access and functional needs as required by the Americans with disabilities act. • During a major disaster, additional telephone lines may be utilized in the EOC to coordinate emergency operations. The emergency management program, in conjunction with ESF-15 External Affairs, will coordinate an information call center locally and disseminate disaster specific information obtained from operational period briefings with Emergency Management Coordinator and EOC staff; • Amateur radio operators may provide emergency backup radio communications between the EOC, VEOC, and regional partners should regular communications be disrupted. They may also provide communications with some in-field operators; • Common terminology will be used so that multiple agencies are better able to interact and understand each other; and • Should an evacuation become necessary, warning and evacuation instructions will be disseminated to the public. The County PIO or Joint Information Center (JIC) will develop and provide public information announcements and publications following ESF-15 External Affairs regarding evacuation procedures to include recommended primary and alternate evacuation routes, designated assembly points for those without transportation, rest areas, and service facilities along evacuation routes, if appropriate, as well as potential health hazards associated with the risk. Organizational • The ECC is dependent on a commercial telephone network. Technical failure or damage to telecommunications equipment could hamper communications with emergency personnel and the public throughout the locality. The local radio system may not be available or may not be able to provide sufficient coverage or channel loading to compensate for technical failure or damage to telecommunications resources in the locality during an emergency; • The County radio system will be maintained by a Radio Communication Manager and provides interoperability with neighboring jurisdictions through established radio frequencies and national disaster programming; and • Amateur radio operators and other non-governmental volunteer groups used to assist with emergency radio communications support will be under the authority of the Director or Coordinator of Emergency Management. The amateur radio and other non-governmental volunteer operators will be required to be NIMS compliant and actively participate in regular training and exercises established by Emergency Management. Actions • The Information Technology department will make available personnel to support the communications Technology incorporated into the ECC and EOC; • The ECC will initiate notification and warning of appropriate personnel. The emergency management program will follow up with additional notifications and warnings as appropriate. Landline telephones, voice or radio, and wireless telecommunications devices may be utilized to notify public officials, EOC staff, emergency personnel, and others, as required; • Emergency service vehicles equipped with public address systems may be used to warn the general public using alert routing; • The Emergency Management Director or their designee must authorize the use of the i PAWS; Frederick County EOP—Section 3: Support Annex Page 16 240 • Pre-scripted emergency messages shall be prepared for use with warning systems that are capable of delivering a verbal or written message; and • Emergency warnings may originate at the Federal, State, or County level of government. A timely warning requires dissemination to the public by all available means discussed previously and including: o Route Alerting and Door-to-Door Warning; and o NOAA Weather Radio messages through weather radios Responsibilities Primary Agency(s) • Emergency Management o Initiate alert messages to the public, including those with access and functional needs; o Develop and maintain call-down lists for schools, nursing homes, and daycares; o Activate an EOC Call Center for disaster specific related callers; o Coordinate, provide, and maintain the necessary staff to handle call volume; o Collect and share information with the EOC; o Serve as Point of Contact with the VEOC; o Provide radio communications and interoperability with neighboring jurisdictions; and o Support and promote interoperability to any local public safety responders responding within the County. Support Agency(s) • General o Support the Primary Agency(s) in the mission of ESF-2 Communications; and o Maintain resource roster, inventory, and standard operating procedures; • Emergency Communications Center o Develop and maintain primary and alternate communications systems for contact with local jurisdictions, State agencies, nongovernmental and private sector agencies required for mission support; o Provide additional staffing in the EOC (or off-site) to assist with communications functions; o Develop and maintain an emergency communications program and plan; and o Provide telephone service providers with a restoration priority list for telephone service before or following a major disaster. • Fire and Rescue o Assist in the dissemination of warnings in coordination with the ECC, Emergency Management, and other departments; o Communicate using common terminology; and o Provide public information personnel to support a JIC as needed. • Information Technology o Ensure the ability to provide continued service as the Public Safety Answering Point (PSAP)/local warning point for incoming emergency calls; and o Ensure communication lines and equipment essential to emergency services are maintained by the appropriate vendor. • Public Information Officer o Coordinate all press releases, briefings, and information dissemination to the public; and o Function in a JIC as appropriate • Sherrif's Office Frederick County EOP—Section 3: Support Annex Page 17 241 o Assist in the dissemination of warnings in coordination with the ECC, Emergency Management, and other departments; o Communicate using common terminology; and o Provide public information personnel to support a JIC as needed. Frederick County EOP—Section 3: Support Annex Page 18 242 Tab 1 for ESF-2 AMATEUR RADIO EMERGENCY SERVICE The Amateur Radio Emergency Service® (ARES) consists of licensed amateurs who have voluntarily registered their qualifications and equipment, with their local ARES leadership, for communications duty in the public service when disaster strikes; pursuant to Federal Communications Commission Rules Part 97, Subpart E. The Frederick County leadership within ARES is exercised by the Emergency Coordinator who appoints Assistant Emergency Coordinators, as necessary, to assist in the administration and operation of ARES throughout the county. The ARES Emergency Coordinator for Frederick County reports to the ARES District Two, District Emergency Coordinator (DEC) who, in turn, reports to the Virginia Section Emergency Coordinator. Upon notification by the EOC or other appropriate Frederick County official, the Frederick County ARES Emergency Coordinator will alert his ARES members, task organize his personnel and communications resources, and report immediately to the EOC or other location as directed. Upon reporting to the responsible Frederick County official directing activation, the ARES Emergency Coordinator shall receive tasking from that official until termination of the emergency and ARES members will then assume the authorizations and responsibilities as defined under the FCC rules and regulations. Frederick County ARES members are prepared to provide emergency backup radio communications, sustained by their own emergency backup power, from any location within Frederick County to other local, state, and national locations, should the emergency warrant. Emergency backup radio communications provided by Frederick County ARES members include equipment utilizing a wide variety of media and frequencies that are capable of passing voice and/or record traffic, in order to support the telecommunications requirements of the EOC or other local officials. It shall be the responsibility of the Frederick County ARES Emergency Coordinator to ensure that personnel and communications resources assigned to his area remain fully prepared to support any of the functional operations phases delineated in ESF -2 in the Concept of Operations. He shall keep the EOC fully advised of the state of readiness of ARES in Frederick County. Frederick County EOP—Section 3: Support Annex Page 19 243 Annex 2-3: ESF-3 Public • and • • Primary Agency(s) Support Agency(s) Public Works County Attorney Emergency Management 440 Information Technology Inspections Finance/Purchasing Fire and Rescue Frederick Water Parks and Recreation Planning and Zoning Public Schools Sheriff's Office VA Department of Health VA Department of Transportation Zoning EOC Section: EOC Branch: Operations Infrastructure Purpose To assess the overall damage to public and private property. In addition, this ESF will arrange necessary inspections to ensure the integrity of buildings, bridges, assist with debris removal, route clearance, and ensure that any rebuilding complies with existing zoning and land-use regulations as determined by the Zoning & Inspections Departments. This function is also responsible for the restoration of potable and wastewater capabilities. Scope This ESF is structured to provide public works & engineering-related support for the changing requirements of incident management to include preparedness, prevention, response, recovery, and mitigation actions. Activities within the scope of this function include: • Conducting pre-and post-incident assessments of County owned infrastructure; • Coordinating primary and emergency route clearance for life safety and infrastructure support activities; • Executing emergency contract support for life-saving and sustaining services; • Conducting overall damage assessment to include private, business, and County-owned structures affected by the disaster; • Providing technical assistance to include engineering expertise, construction management, and contracting and real estate services; and • Providing emergency repair of damaged County infrastructure and critical facilities. Policies • Public Services personnel will stay up to date with procedures through training and education; • Public Services will develop work priorities in conjunction with other agencies when necessary; and • Local authorities will obtain required waivers and clearances related to ESF- 3 support. Frederick County EOP—Section 3: Support Annex Page 110 244 Concept of Operations In a disaster, buildings and structures may be destroyed or severely damaged. Homes, public buildings, bridges, and other facilities may need to be reinforced or demolished to ensure safety. Public utilities, including water and wastewater systems, may be partially or fully damaged or inoperable. Access to the disaster areas may depend on debris clearance and roadway repairs. Debris clearance and emergency road repairs will be given top priority to support immediate lifesaving emergency response activities. In addition, consideration shall be given to the timely restoration of critical human services for children, families, individuals with disabilities, and others with access and functional needs. Prompt assessment of the disaster area is required to determine critical response times and potential workloads. Therefore, early damage assessment must be made rapidly and be general. Following an incident, a multitude of independent damage assessment activities will be conducted by various organizations, including Damage Assessment Teams, Insurance Companies, Virginia Department of Emergency Management, American Red Cross, Federal Emergency Management, and Utility Companies. Organizational To maintain a manageable span of control, the ESF-3 Group Supervisor (Public Works Director or their designee) may designate the following Unit Leaders for the following functions: • Route Clearance & Bridge Inspection Unit — Public Services Divisions of Engineering, Traffic, Streets & in conjunction with the County on-call contracted engineering consultants; • Debris Removal Unit — Public Works in conjunctions with the County on-call contracted debris removal companies; • Water and Wastewater Systems Unit — Frederick Water; and • Damage Assessment Unit — Inspections, Zoning, and Public Works in conjunction with the County on-call contracted engineering consultants. Route clearing and bridge inspections refer to the safety of roads and bridges following a disaster. This includes the physical removal of debris on roadways and other transportation routes for critical emergency vehicle passage, including the inspection of bridges to ensure they may continue to be used and have not suffered severe damage. Refer to Section 3: Support Annex, Annex 3-3: Debris Management for additional guidance regarding debris management. The Virginia Department of Transportation will serve as Unit Leaders for the route clearance and bridge inspection function. In addition, engineering will support, as required, in conjunction with the County on-call contracted engineering consultants. Debris removal involves waste collection, separation, hauling, landfill disposal, incinerations, and recycling. Debris must be removed and properly managed and includes vegetative debris (e.g., trees, limbs, shrubs), municipal solid waste (e.g., common household garbage and personal belongings), construction and demolition debris (in some instances, entire residential structures, and all their contents), vehicles (e.g., cars, trucks, and boats), food waste, white goods (e.g., refrigerators, freezers, air conditioners), and household hazardous waste (e.g., cleaning agents, pesticides, pool chemicals). The Landfill and Solid Waste Division of the Public Works Division will serve as the Unit Leader for the debris removal function. The County Parks and Recreation Department will support this function. Frederick County EOP—Section 3: Support Annex Page 111 245 Frederick Water is responsible for water and wastewater systems and will act as Unit Leader upon request of the ESF-3 Supervisor. To minimize threats to public health and the environment, the County Public Works Director, or their Designee, will serve as Environmental Administrator. This person will liaison with the Virginia Department of Environmental Quality (DEQ) and the County Attorney to secure the necessary emergency environmental waivers and legal clearances to manage and dispose of emergency debris and materials from demolition activities. The Public Works Director will coordinate with the DEQ and the Environmental Administrator, or their Designee, to monitor the disposal of debris materials. The County departments identified as primary and support will inspect all County facilities for structural, electrical, gas, plumbing, and mechanical damage following a disaster. In addition,they will ensure that any repairs or rebuilding that occurs following the incident will comply with the County building codes, zoning, land-use regulations, and comprehensive plan. The County Building Inspector or their designee is responsible for determining the state of a building and placing a notification on the facility. The building owner retains responsibility for deciding whether to demolish or restore the structure. During the recovery phase, the Building Inspector is responsible for facilitating the building permit issuance process and reviewing and approving the site-related and construction plans submitted for the rebuilding/restoration of residential and commercial buildings. A designated person within the Finance Department or the County Assessor will act as Unit Leader for Damage Assessment and report to the ESF-3 Group Supervisor. See Damage Assessment Annex for this process. Real Estate Valuation, along with all supporting agencies, will participate and support with damage assessments. The VA Department of Health may assist the Damage Assessment Unit with assessments related to health hazards that the disrupted disposal of sanitary wastes may cause. The ESF Group Supervisor or Damage Assessment Unit Leader will be responsible for deploying damage assessment teams, consolidating damage data, and compiling reports. At the Incident Commander's request, the Damage Assessment Teams' priority will assess the County infrastructure damage. An Initial Damage Assessment Report will be completed by the Emergency Management Coordinator and submitted to VDEM within 72-hours of the event, outlining the severity of the problems and determining the need for further assistance. Federal/State-supported damage assessment precedes the delivery of a Presidential Disaster Declaration and defines the specific needs for long-term recovery. Actions • Alert designated Public Services personnel to report to the Frederick County EOC; • Review plans; • Begin keeping a record of expenses and continue for the duration of the emergency; • Prepare to make an initial damage assessment; • Activate the necessary equipment and resources to address the emergency; and • Coordinate response with local, state, federal departments and agencies. Frederick County EOP—Section 3: Support Annex Page 112 246 Responsibilities Primary Agency(s) • Public Works o Coordinate activities to reduce the vulnerability of local facilities and other infrastructure to known hazards; o Assist in conducting initial damage assessment and compiling information to be sent forward to the State EOC; o Assist in coordinating response and recovery; o Develop and maintain lists of County utility providers, including emergency contact information; o Develop and maintain lists of employee call-up rosters for use in manpower management; o Prioritize debris removal; o Inspect buildings (Facilities Maintenance, Zoning & Inspections) and bridges (Engineering in conjunction with the County's on-call contracted engineering consultants for structural damage; o Ensure all repairs comply with local building codes, zoning, land-use regulations, and comprehensive plan; o Develop procedures for coordinating efforts of local departments and that may perform the public works or engineering functions and ensure appropriate emergency training for personnel; o Serve as liaison with the DEQ to secure the necessary emergency environmental waivers and legal clearances; o Identify heavy and specialized equipment contractors before emergencies, including the County on-call contracted utility repairs & equipment providers that may be willing to lend equipment during emergencies; o Ensure dam safety; o Provide ESF-7 Logistics Management and Resource Support a current list of Public Services resources; and o Assist in maintaining this ESF #3 annex. • Engineering Division o Assess County buildings, dams, and containment ponds in conjunction with the County's on-call contracted engineering consultants; o Provide specialized equipment to support emergency operations; o Assist I&IS with GIS mapping support; o Provide engineering services and advice to the Incident Commander and EOC staff; and o Safeguard vital engineering records. • Landfill and Solid Waste o Serve as the Unit Leader for debris removal; o Collect and properly dispose of refuse as needed during disaster operations; and o Support emergency public works, engineering, and parks and recreation operations with available resources. • Public Utilities Division o Assist Public Services' efforts in mitigation, preparedness, response, and recovery; o Maintain/repair transmission lines for potable water and sanitary sewer services; o Serve as Water and Wastewater Systems Unit Leader upon request of the ESF-3 Supervisor; o Assist in identifying essential facilities; o Provide potable water and coordinate with the VA Department of Health on the condition of potable water following a disaster; Frederick County EOP—Section 3: Support Annex Page 113 247 o Provide sanitary sewer service; o Assist with providing minimum essential sanitation service; o Assist with damage assessment; o Assist with hazardous materials clean-up; o Provide earth moving services for establishment of dikes; o Assist with debris removal operations; o Identify emergency water supplies for activated shelters and disaster relief centers; o Assist in assessing chemical releases which may affect water supplies or sewage treatment facilities. • VA Department of Transportation o Carry out pre-disaster protective actions for impending hazards, including identifying possible facilities for debris storage and reduction; o Repair damaged government facilities or protect such facilities from further damage; o Maintain emergency contracts to ensure timely delivery of disaster supplies such as sandbags, plastic sheeting, and plywood; o Serve as the Unit leader for the route clearance and bridge inspection function and supervise debris clearance from the public right-of-way & support debris removal operations; o Provide heavy equipment support for protective actions taken before an emergency and for response and recovery operations; o Assist and support with debris clearance and removal; o Make emergency repairs to County roads, bridges, culverts, and drainage systems; and o Place barricades where needed for safety. Support Agency(s) • General o Support Primary Agency in the mission of ESF-1 Transportation; o Maintain resource roster, inventory, and standard operating procedures; o All-County departments will participate and support with assessment; and o Assist Public Services efforts in mitigation, preparedness, response, and recovery. • County Attorney o Provide legal support in the EOC if requested; o Advise the County concerning legal responsibilities, powers, and liabilities regarding emergency operations and post-disaster assistance; o Assist the County Administrator and the Board of Supervisors with maintaining continuity of government; and o Develop any declarations or resolutions related to emergencies. • Emergency Management o Coordinate damage assessment with ESF Group Supervisor or Damage Assessment Unit leader; o Coordinate with Unit Leaders or ESF Group Supervisors in compiling damage assessment, debris removal, and other reports to submit to the VEOC; o Assist with Public Services effort in mitigation, preparedness, response, and recovery; o Ensure essential functions are performed through coordination with ESF Supervisor, Branch Directors, or Unit Leaders; and o Assist Debris Removal Unit Leader to ensure compliance with State and Federal regulations. • Facilities Maintenance Division o Participates in damage assessment of County-owned and maintained facilities; o Repairs damaged County government facilities and protect such facilities from further damage; Frederick County EOP—Section 3: Support Annex Page 114 248 o Maintains stockpiles of disaster supplies such as sandbags, plastic sheeting, and plywood for critical County facilities; o Perform ongoing maintenance and operations of emergency generators in critical facilities; o Ensure that Public Services equipment is maintained and perform emergency repairs as necessary; o Coordinate and assist with Emergency Purchasing orders and contracts on debris removal and emergency issues; o Maintain current listing of vendors for procurement of necessary emergency items; and o Advise of appropriate procurement regulations during emergencies. • Fire and Rescue o Coordinate search and rescue operations of damaged structures and adequately mark/indicate findings on structures; o Assist with damage assessment; and o Assist Public Services efforts in mitigation, preparedness, response, and recovery. Parks and Recreation Department o Provide support for the debris removal function; o Assess damage to County parks and recreation facilities and assist in assessing damage to other facilities; o Provide personnel and light equipment support for public works and engineering operations. • Public Information Officer o The County PIO will receive updates & reports from the Public Services Emergency Operations Center Representative(s) after receiving information from the respective Public Services Division Managers; and o The County PIO will then disseminate information to the public and County personnel as deemed appropriate. • Public Schools o Provide damage assessment report on all school property; and o Provide vehicle and building maintenance support personnel to County departments, if requested. • Public Works o Assist Public Services efforts in mitigation, preparedness, response, and recovery; o A designated representative will serve as Unit Leader for Damage Assessment (See Damage Assessment Support Annex); o Responsible for deploying damage assessment teams, consolidating damage data, and compiling reports; o Coordinate damage assessment services for County private homes and businesses; and o Evaluate structural damages in cooperation with Building/Inspection Services. • Sheriff's Office o Provide security and traffic control for law enforcement evacuated areas and vital facilities and supplies; o Evacuation and access control of threatened areas or damaged areas; and o Assist public works efforts in mitigation, preparedness, response, and recovery. • VA Department of Health o Support testing and evaluation for the restoration of potable and wastewater capabilities; o Support County Environmental Administrator and the DEQ in monitoring and identifying guidelines for environmental public health for debris removal and emergency clearance and temporary housing of debris; and o Assist the Damage Assessment Unit with assessments related to health hazards that the disrupted disposal of sanitary wastes may cause. Frederick County EOP—Section 3: Support Annex Page 115 249 • VA Department of Transportation o Assess damage to bridges, streets. • Zoning & Inspections o Assist Public Works efforts in mitigation, preparedness, response, and recovery; o As requested, provide staff for EOC to coordinate business community needs; o Support County departments ensuring all repairs comply with all Frederick County building codes, zoning, land-use regulations, and comprehensive plan; o Determine if access to damaged structures should be restricted or if they should be condemned and demolished; o Inspect expedient shelter and mass care facilities for safety; o Assist with the identification and acquisition of resources; o Maintain the lead for damage assessment surveys; o Assist with reports and records; o Assist in the identification of facilities for use during recovery periods; and o Assist with GIS support, as necessary. Frederick County EOP—Section 3: Support Annex Page 116 250 Annex 2-4: ESF-4 • • Primary Agency(s) Support Agency(s) Fire and Rescue Emergency Communications Center Emergency Management Public Information Officer Public Works Sheriff's Office Transit VA Dept. of Fire Programs VA Dept. of Forestry Mutual Aid Agencies EOC Section: EOC Branch: Operations Public Safety Purpose To direct and control operations regarding fire prevention, fire detection, fire suppression, rescue, and hazardous materials incidents and assist with warning and alerting, communications, evacuation, and other operations required during an emergency. This ESF manages and coordinates fire and rescue activities, including detecting and suppressing fires, and provides personnel, equipment, and supplies to support the firefighting and rescue operations agencies. Policies • Priority is given to life safety, incident stabilization, and property conservation; • For efficient and effective fire suppression, mutual aid may be required from various regional firefighting agencies; • Requires the use of the Incident Command System together with compatible equipment and communications; and • Personnel shall remain updated with department-specific procedures through education and training following department standard operating procedures. Concept of Operations • The Fire and Rescue Department shall be prepared to assume primary operational control in fire prevention strategies,fire suppression, emergency medical services, and hazardous material incidents. In addition, fire department personnel who are not otherwise engaged in emergency response operations will assist other local agencies in warning and alerting the public, evacuation, and communications necessary and appropriate during an emergency; • The Director of Emergency Management or designee will determine the need to evacuate large areas and issue orders for evacuation or other protective action as needed. The incident commander (Fire and Rescue Officer on the scene) may order an immediate evacuation before requesting or obtaining approval if this action is necessary to safeguard lives and preserve property in the IC's judgment. Methods to evacuate will include Mass Frederick County EOP—Section 3: Support Annex Page 117 251 Notification activation of the County's alerting system, through the County website or other social media outlets, use of Law Enforcement with mobile loudspeakers, and canvassing door to door to ensure that all affected residents have received the warning; • During an evacuation in which many citizens are displaced, Fire and Rescue may coordinate the positioning of an on-site EMS unit to support the evacuation shelter operation; and • The EOC staff shall consider long-term sheltering of citizens and coordinate through ESF- 6 Mass Care, Emergency Assistance, Housing, and Human Services. Organizational • A fire representative will be assigned to the EOC to coordinate the fire service response. The fire representative will be a part of the EOC staff and assist with the overall direction and control of emergency operations; • Fire and Rescue will implement evacuations, and the Sheriff's Office will assist and provide security for the evacuated area. In a hazardous materials incident, the Incident Commander should implement immediate protective actions to include evacuation as appropriate; and • The Fire and Rescue Department has a complement of career and volunteer firefighters and EMS personnel to support incident operations. Mutual aid support may be requested to supplement shortfalls in incident needs. Actions • Develop and maintain plans and procedures to provide fire, rescue, and EMS services in times of emergency; • Develop and maintain lists of resources available to the jurisdiction; • Document expenses and continue for the duration of the emergency; • Check firefighting and communications equipment; • Fire and Rescue representatives should report to the EOC to assist with operations; • Fire and Rescue personnel may be asked to assist with warning and alerting, evacuating, communications, and emergency medical transport; • Follow established procedures in responding to fires and hazardous materials incidents and in providing rescue services; and • Requests mutual aid from neighboring jurisdictions as necessary. Responsibilities Primary Agency(s) • Fire and Rescue o Fire prevention and suppression; o Emergency medical treatment; o Hazardous materials incident response and training; o Radiological monitoring and decontamination; o Assist with evacuation; o Search and rescue; o Coordinate and communicate the support for evacuees; o Assist in an initial warning and alerting; o Provide a qualified representative to assist in the EOC; o Requests assistance from supporting agencies when needed; o Arranges direct liaison with fire chiefs in the area; and o Implements Mutual Aid. Frederick County EOP—Section 3: Support Annex Page 118 252 Support Agency(s) • Emergency Communications Center o Provide communications to on-scene personnel for effective incident management • Emergency Management o Open the EOC as dictated by the incident needs; and o Coordinate resources as requested by on-scene personnel • Public information Officer o Communicate emergency information to the public to support the incident • Transit o When requested, provide transportation services to move evacuees or provide warming/cooling refuge areas for personnel or citizens. • Sheriff's Office o Provide traffic and citizen control on-scene; and o Assist with evacuation of citizens as defined by the incident commander • Mutual Aid Agencies o Provide suppression and logistical support as requested. Frederick County EOP—Section 3: Support Annex Page 119 253 Annex 2-5: ESF-5 Emergency Management__�-' Primary Agency(s) Support Agency(s) Emergency Management All-County Departments and Divisions 1 VA Department of Emergency Management EOC Section: EOC Branch: Command N/A Purpose To direct, control, and coordinate emergency operations from the County EOC utilizing the National Incident Command System (NIMS). SCOPE This ESF ensures the implementation of actions as called for in this plan, coordinates emergency information to the public through ESF-2 Communications, and coordinates with the VEOC should outside assistance be required. In addition, this ESF serves as the support for all local departments and agencies across the spectrum of incident management. ESF-5 facilitates information flow in the prevention phase to place assets on alert or pre-position assets for quick response. During the response phase, activities include critical functions to support and facilitate multi-agency planning and coordination. Included are alert and notification, deployment of response teams, incident action planning, coordination of operations, material, direction and control, information management, facilitation of requests for assistance, resource acquisition, and management(to include allocation and tracking),worker safety and health, facilities management, financial management, and other support as required. Policies • Provide an overall locality multi-agency command system implemented to manage operations during a disaster; • The Incident Command System (ICS) should be used in any or type of disaster to control response personnel, facilities, and equipment; • ICS principles include use of common terminology, modular organization, integrated communications, unified command structure, coordinated action planning, a manageable span of control, pre-designated facilities, and comprehensive resource management; • Staff supports the implementation of mutual aid agreements to ensure seamless resource response; • Provides representatives to key staff positions on Emergency Response Teams; and • Departments and agencies participate in the incident action planning process, which Emergency Management coordinates. Concept of Operations The Emergency Management Coordinator will ensure the development and maintenance of SOPs on each major emergency support service. Generally, each service should maintain current notification rosters, staff the EOC, establish procedures for reporting appropriate emergency Frederick County EOP—Section 3: Support Annex Page 120 254 information, develop mutual aid agreements with like services, and provide ongoing training to maintain emergency response capabilities. Emergency Management officials and agencies assigned responsibilities by this plan should be aware of the hazards that have the most significant potential for a local disaster and are most likely to occur. When an emergency threatens, available time will be used to implement increased readiness measures. The Emergency Management Coordinator will ensure that all actions are completed as scheduled. The EOC support staff will include support personnel as required to relieve the decision-making group of handling messages, maintaining logs, placing maps, etc. Procedures for these support operations should be established and maintained. The Planning Section will produce situation reports distributed to the EOC, on-scene incident command, and the VEOC. The staff of the EOC will support short-term and long-term planning activities. Plans will be short and to the point. The EOC will record the activities planned and track their progress. The response priorities for the next operational period will be addressed in the Incident Action Plan (IAP). Organizational Emergency operations will be directed and controlled from the EOC. The EOC will consist of the Emergency Management Director and Coordinator and key agency/department heads or their designated representatives. The succession of authority within these key departments/divisions should be available in the EOP. The list should include information on elected and designated positions; other positions may be outlined in state or local statutes. EOC support personnel to assist with communications, internal logistics, finance, external affairs, and administration will also be designated. The Emergency Management Director or their designee will be available for decision-making as required. They are also responsible for coordinating the development and implementation of hazard mitigation plans. The directors of regulatory agencies or designees enforce compliance with rules, codes, regulations, and ordinances. The Incident Commander will utilize ICS. Depending on the nature and scope of the incident, it may be handled solely by the Incident Commander or require coordination with the EOC. In major disasters, there may be more than one incident command post. The Incident Commander will generally be a representative from the Primary Agency. The regulatory agencies and governing bodies play an essential role as they must pass and implement the rules, regulations, codes, and ordinances, which would reduce the impact of a disaster. Local government agencies and volunteer emergency response organizations assigned disaster response duties are responsible for maintaining plans and procedures. These agencies are also responsible for ensuring that they can perform these duties in time of an emergency. In addition, these agencies are responsible for introducing areas where new/revised codes, regulations, and ordinances may mitigate a particular hazard to the attention of the County Administrator and the Board of Supervisors, in coordination with the Emergency Management Coordinator. The Emergency Management Coordinator will assure the development and maintenance of established procedures on each major Emergency Support Function. Generally, each agency should maintain current notification rosters, designate staffing as appropriate for an official agency operation center, if applicable, designate EOC representatives, establish procedures for reporting appropriate emergency information, and provide ongoing training to maintain emergency response capabilities. The Emergency Management Coordinator will ensure that all actions are completed as scheduled. In addition, the County Administrator may close facilities, programs, and activities so Frederick County EOP—Section 3: Support Annex Page 121 255 that employees who are not designated "emergency service personnel" are not unnecessarily placed in harm's way. The Emergency Management Coordinator will coordinate training for this emergency support function and conduct exercises involving the EOC. Actions • Develop and maintain a capability for emergency operations and reflect it in EOP. o Make individual assignments of duties and responsibilities to the EOC and implement operations; o Maintain a notification roster of EOC personnel and their alternates; o Establish a system and procedure for notifying EOC personnel; o Identify adequate facilities and resources to conduct emergency operations at the EOC; o Coordinate Emergency Management mutual aid agreements dealing with adjacent jurisdictions and relief organizations, such as the American Red Cross; o Develop plans and procedures for providing timely information and guidance to the public in time of emergency through ESF-2 Communications; o Identify and maintain a list of essential services and facilities, which must continue to operate and may need to be protected; o Test and exercise plans and procedures; and o Conduct community outreach/mitigation programs. • Ensure compatibility between this plan and the emergency plans and procedures of critical facilities and private organizations within the locality; • Develop accounting and record-keeping procedures for expenses incurred during an emergency; • Define and encourage hazard mitigation activities, which will reduce the probability of the occurrence of the disaster or reduce its effects; • Provide periodic staff briefings as required; • Prepare to provide emergency information to the public in coordination with ESF-2 Communications; • Provide logistical support to on-scene emergency response personnel; • Maintain essential emergency communications through established networks in coordination with ESF-2 Communications; • Provide reports and requests for assistance to the VEOC; • Compile and initial damage assessment report and send to the VEOC; and • Coordinate requests for non-mutual aid assistance. Responsibilities Primary Agency(s) • Emergency Management o Activates and assembles County emergency assets and capabilities; o Coordinates with County Departments/Divisions and emergency management organizations; o Coordinates short- and long-term planning activities; o Maintains continuity of government; o Directs and controls operations; o Submits state-required reports and records; o Conducts initial warning and alerting; and o Provides public information through ESF-15. Frederick County EOP—Section 3: Support Annex Page 122 256 Annex • • Mass Care, Emergency • • and Human Services AL Primary Agency(s) Support Agency(s) Department of Social Services American Red Cross I Emergency Management Fire and Rescue Information Technology Parks and Recreation Public Information Officer Public Schools Public Works Salvation Army Sinclair Health Clinic Sheriff's Office United Way VA Department of Health VA Department of Emergency Management EOC Section: EOC Branch: Operations Human Services Purpose Receive and care for persons who have been evacuated from high-risk areas in anticipation of or response to an emergency. Scopc This ESF promotes the delivery of services and the implementation of programs to assist individuals, households, and families impacted by potential or actual incidents. This service delivery includes immediate relief, short-term housing and assistance, and other services associated with four primary functions: Mass Care, Emergency Assistance, Housing, and Human Services within the jurisdiction of Frederick County. Policies All agencies assigned responsibilities with this ESF shall develop and maintain the necessary plans, standard operating procedures, mutual aid agreements, and contracts to accomplish their tasks. Medical care, nursing facilities, assisted living facilities, mental health and residential facilities are responsible for developing and implementing plans for their patients/residents in an evacuation. Facility managers should consult with the Emergency Management Department in the development of plans. Local, regional, and state human services organizations may be requested to assist with ESF-6 Mass Care functions. In addition, these organizations are represented in Support Annex 3-7 Volunteer and Donations Management to coordinate resources. ESF-6 Mass Care will coordinate with ESF-8 Public Health and Medical Services to develop partnerships and written agreements with the healthcare community to provide healthcare services for those sheltered and who do not require hospital admission. Frederick County EOP—Section 3: Support Annex Page 123 257 Special needs resources shall be coordinated to assist with providing for citizens with special or functional needs. Plans should make reasonable accommodations for the evacuation and sheltering of diverse populations as listed below: • Populations with communication or mobility limitations (deaf, blind, non-English speaking, wheelchair-bound); • Populations with conditions that may require assistance with daily activities but do not require hospital admission; • Populations that are transportation dependent or have no means to evacuate themselves out of harm's way; and • Populations who present themselves accompanied by pets or service animals. Concept of Operations This ESF shall coordinate sheltering, feeding, emergency first aid, emergency relief supplies, and other essential human services provided by the government and non-governmental organizations. The four primary functions of ESF-6 Mass Care, Emergency Assistance, Housing, and Human Services, are outlined below: • Mass Care involves coordinating non-medical mass care services to include sheltering victims, organizing feeding operations, providing emergency first aid at designated sites, collecting and providing information on victims to family members, and coordinating the bulk distribution of emergency relief items; • Emergency Assistance addresses immediate needs beyond the scope of the traditional mass care provided at the local level to include: activation of local managed shelters to include the registration and tracking of shelter occupants, reunification services to help families reunite with other family members impacted by disaster; • Housing involves the provision of assistance for the short and long-term housing needs of victims. Housing is a coordinated effort with other County agencies, private entities, and Non-Governmental Organizations (NGOs) such as the American Red Cross (ARC); and • Human Services include providing victim-related recovery efforts such as counseling, identifying support for persons with special needs, expediting the processing of new benefits claims, assisting in collecting crime victim compensation for acts of terrorism, and expediting mail services in affected areas. As early as practical, the Emergency Management Coordinator, the Director of Social Services or their designees shall be notified by on-scene incident commanders (if the command is established), or the ARC to determine if a mass shelter necessitates being opened. The following guidelines shall be followed to make this determination. • Evaluation of need to include the number of families and people to shelter, special needs, pets, and any language barriers; • Selection of a shelter location(s) will be in coordination with the Department of Social Services and the agency(s) of the potential shelter location(s); • The Director of Social Services or their designee shall contact the Superintendent of Schools, President of Shenandoah University, and the primary contact for the ARC as appropriate for the shelter location(s) that have been designated to be opened; • Shenandoah University's Wilkin's Athletic and Event Center shall be designated as the primary shelter location if it is not affected by the emergency; • Additional shelter locations that may be utilized when the Wilkin's Athletic and Event Center is not available or when multiple shelter openings are needed (see chart below); • All government/volunteer/private sector resources shall be utilized as necessary; Frederick County EOP—Section 3: Support Annex Page 124 258 • Logistics staging of equipment and supplies may take place in anticipation of an event by Emergency Management and Public Services; • The Department of Social Services will coordinate with the ARC, the registration and record-keeping of all shelter victims; • The ARC shall be responsible for managing the designated shelter(s)with assistance from the Department of Social Services; • Sheltering, feeding and emergency first aid activities shall begin immediately after the incident is identified; and • The County recognizes that sheltering may exist in various forms ranging from the need for short-term sheltering for one individual to mass sheltering involving multiple individuals. Based on this understanding, the Departments of Emergency Management, and the Social Services, in concert with partner agencies, have established a Tiered approach regarding sheltering as follows: o Tier I —When an event requires sheltering individuals or families, the first course of action will be coordinated with the ARC following their policies and procedures. ■ The ARC will be responsible for sheltering individuals in hotel/motel rooms. Each incident will be addressed on a case-by-case basis and the number of individuals sheltered. Hotel rooms will be dependent on the relationship between those needing shelter; ■ The ARC is responsible for all registration requirements during the Tier 1 phase of the plan; ■ The ARC shall authorize lodging duration; ■ The incident commander in charge shall notify the ARC through the Emergency Communications Center (ECC). Upon notification, the ARC shall respond to the scene and institute sheltering procedures; ■ The incident commander in charge shall be responsible for having the Departments of Emergency Management, and Social Services notified of the event to provide a situation report if further escalation is necessary; ■ The ARC will advise the County when it would be in the best interest to open a mass care shelter; and ■ If a shelter is open at any time during the lodging process in Tier I, the individuals/families will finish their current overnight stay and then be moved to the open shelter, when practical, the next day. The EOC will organize this movement with ESF-1 Transportation and ESF-6 Mass Care representatives and the shelter manager receiving the individuals. o Tier II — When it is determined to open a mass care shelter, it will be the responsibility of the Departments of Emergency Management and Social Services to coordinate efforts with the ARC and implement Mass Care: ■ The opening of shelter(s) will be dependent upon the extent of the event, the number of individuals requiring sheltering, and the length of time sheltering may be required; ■ Upon activation of a shelter, the Department of Emergency Management shall coordinate the movement of the County shelter trailer and any additional supplies to the shelter location (as long as the County is not affected by the disaster); ■ Additional shelter equipment may be requested through the ARC; ■ Logistics staging of equipment and supplies may take place in anticipation of an event; ■ The Department of Social Services shall have a staff person(s) available to operate in the EOC and execute this ESF; ■ It shall be incumbent upon the Departments of Emergency Management and Social Services and the ARC to coordinate sheltering operations and provide necessary resources to ensure the safety of those individuals being sheltered as well as those staffing the shelters; Frederick County EOP—Section 3: Support Annex Page 125 259 ■ The Emergency Management Coordinator and the Department of Social Services shall coordinate with ESF 15 - External Affairs to establish the dissemination of information to the public that identifies the location of the shelter(s) and items evacuees should consider bringing with them; ■ Evacuees shall be advised to bring the following items with them if time and circumstances permit: • One change of clothing; • Medications; • Baby food and supplies; and • Sleeping bags or blankets. ■ Upon arrival, registration forms shall be completed for each individual/family and then reviewed by the Shelter Staff; ■ Records shall be maintained on the whereabouts of all evacuees throughout the entire sheltering operations; ■ The ARC may provide food and clothing and assist in shelter operations following the Memorandum of Understanding with Frederick County; ■ Should crisis-counseling services be required, trained mental health professionals shall be provided by Northwestern Community Services Board, in conjunction with the Department of Behavioral Health and Developmental Services; ■ The ARC or the Department of Social Services shall supply daily situation reports to the Frederick County Emergency Operations Center (EOC) regarding the status of evacuees and operations at the shelter center(s); ■ The EOC shall relay this information to the Virginia EOC and make resource requests as appropriate; ■ The ARC and the Department of Social Services shall implement adequate record-keeping for all costs incurred to be eligible for post-disaster assistance; ■ Information about persons identified on shelter lists, casualty lists, hospital admission, etc., will be made available to family members to the extent allowable under confidentiality regulations; and ■ Efforts will be made to coordinate among agencies providing information to minimize the number of inquiry points for families. • Mass Sheltering Alternatives o If the ARC cannot implement mass care sheltering, the Emergency Management Coordinator and the Department of Social Services shall be responsible to execute this task; o If a significant emergency or disaster situation impacts major portions of the County or neighborhoods, the ARC, and Departments of Emergency Management and Social Services may immediately establish a Tier II shelter by-passing Tier I; and o Demobilization from Tier II may be scaled back to Tier I if the EOC and the ARC do not find it economically or practically feasible to maintain a mass shelter. Organizational The Department of Social Services is designated the primary agency for executing ESF-6 and maintains an overview of activities, resolves conflicts, and responds to inquiries. Through written agreement, mass care sheltering responsibilities are shared with the Department of Social Services and the ARC. Frederick County EOP—Section 3: Support Annex Page 126 260 Shelter Locations/Addresses/Capacities Capacities Shelter Name Address Evacuation Congregate Non- Remarks Congregate James Wilkens 1188 Ralph Athletic and Event Shockey Drive 1200 TBD TBD Primary Shelter Center James Wood Middle 1313 Amherst 125 TBD TBD Pet Shelter School Street 1325 TBD TBD Responsibilities Primary Agency(s) • Department of Social Services, assisted by the ARC o Staff EOC as required to coordinate activities; o Responsible for the reception and care of shelter evacuees; and o Makes requests for resources to the EOC. Support Agency(s) • Emergency Management o Communicates with incident commanders regarding sheltering needs; o Coordinates resources through the EOC Logistic Section Chief; and o Coordinates transportation to the shelter site with County Transit through ESF-1. • Fire and Rescue o Provides Emergency medical support as needed; and o Coordinates medical services with Sinclair Health Clinic. • Information Technology o Provides ongoing IT support for DSS operations. • Parks and Recreation o Parks staff will be utilized to support the DSS in establishing maintaining the shelter location. o Provides staff to assist in the setup and maintenance of shelter locations; and o Moves logistics from central PODs to designated locations. • Public information Officer o Disseminates shelter information to the public through available media platforms. • Public Schools o Staff the EOC, as requested; o Provide pre-designated Frederick County Public School buildings for use as shelters for the reception and care of evacuees; o Provide facility management and staff support (kitchen, janitorial, and others) to activate school shelters; o Provide school buses/drivers for evacuation of the general public; and o Provide special school buses and drivers for the evacuation of the special needs population, if requested. • Public Works o Provides staff to assist in the setup and maintenance of Pet sheltering needs. • Transit o Provides transportation resources to transport special needs or isolated populations to shelters as needed. • American Red Cross o Coordinates ARC services with DSS into the overall ESF-6 plan. • Salvation Army Frederick County EOP—Section 3: Support Annex Page 127 261 o Responsible for shelter feeding; and o Makes requests for resource needs. • Sinclair Health Clinic o Responsible for shelter population medical support; and o Coordinates with Fire and Rescue for emergency medical care. • Sheriff's Office o Provides security at shelter locations and coordinates services with the DSS • United Way o Coordinates with County agencies to ensure goods and resources are used effectively; o Manage monetary and physical donations through established networks; and o Work in partnership with the American Red Cross to identify and manage volunteer needs. • VA Department of Health o Conducts the planning and operation of special needs and communal disease sheltering; and o Through ESF-8 and in coordination with the Shelter Manager, shall develop a process to identify, screen, and handle evacuees who have been exposed to hazards such as infectious waste, polluted floodwaters, or chemical hazards. • VA Dept. of Emergency Management o Receive and respond to requests from the County EOC for shelter activities. Frederick County EOP—Section 3: Support Annex Page 128 262 Annex 2-7: ESF-7 Logistics Management and Resource Support Primary Agency(s) Support Agency(s) Finance/Purchasing All Departments and Divisions EOC Section: EOC Branch: Finance N/A Purpose To implement procedures for purchasing, receiving, and distributing critical resources for operational, tactical, and humanitarian functions during all phases of a disaster and coordinate with other local, State, Federal, private industry, and volunteer organizations. SCOPE This ESF must coordinate with state and federal officials to obtain needed manpower and equipment resources during the response phase of a disaster when such assistance can save lives and protect property and during the post-disaster recovery period to help the victims recover. This ESF identifies the components of local, State, and Federal logistics delivery structure provides an overview of the receiving Points and Distribution Centers (PODs), provides a concept of operations for logistics management in support of the EOP, and describes how the County coordinates logistics management with State and Federal governments and the private sector. Policies Coordinate personnel for managing the control and accountability for supplies and equipment; resource procurement and tracking; delivery of equipment, supplies, and services; facility location and operations; transportation coordination; information technology systems services, and other administrative services. Coordinates closely with ESF-5 Emergency Management and the EOC. • County departments will use their resources and equipment during incidents and will have control over the management of the resources as needed to respond to the situation; • Identified public and private sector resources will be available when needed for emergency response; • If local resources are depleted, assistance may be requested through the VEOC; • The Emergency Management Coordinator will initiate the commitment of resources from outside governments with operational control being exercised by the on-scene incident commander of the service requiring that resource; • All resource expenditures will be recorded and maintained, following proper procedures; • Materials/Supplies Management: o Logistics personnel find appropriate, time-sensitive, and cost-effective ways to fill resource requests from the various departments/divisions; o Equipment and supplies will be provided from current stocks and supplies or, if necessary, procured from commercial sources; and o Handle all procurement actions following current laws and regulations. • Personal Property Management Frederick County EOP—Section 3: Support Annex Page 129 263 o All departments and agencies acting within incident response and recovery account for the personal property following existing agency property management policies. This occurs whether the property is acquired from an agency's stock or available state or federal excess, or purchased with money allocated from other resources; and o The process for requesting reimbursement will follow the Financial Management Support Annex. • Facility Management o All facilities and related support necessary for operations are sourced through the following ESFs when they are activated and requested to do so: ■ ESF-3 Public Works and Engineering provides operational support for mobilization centers, staging areas, and distribution sites for all infrastructure and engineering service commodities (supplies and equipment) required to support assigned and direct-support missions; ■ ESF-2 Communications supports emergency telecommunications and information technology services for Local, State, and Federal incident managers, as needed; and ■ ESF-5 Emergency Management will support portable emergency communications through an agreement with Amateur Radio Emergency Services. • Transportation Management o ESF-1 Transportation serves as the point of contact for requesting transportation assistance and determines the mode and carrier for all transportation requests. Other ESF representatives coordinate transportation requirements with ESF-1 Transportation; o The Transportation Unit Leader/Officer will maintain a comprehensive resource directory as well as various transportation contracts capable of providing assets; and o If necessary, ESF-1 Transportation or its support agencies can contract additional resources. If commercial transportation is not available, requests for National Guard resources will be made through the EOC. Concept of Operations • Logistics support is provided for prevention, preparedness, response, and recovery actions during all phases of incident management. Effective logistics management contributes to mission success while ensuring all functions are unified to reduce costs, ensure appropriate support actions, and increase response capability. Logistics Management will identify, procure, inventory, and distribute critical resources, in coordination with other local and state governments, the federal government, private industry, and volunteer organizations, to effectively respond to and recover from the effects of a disaster; • Critical resources will be in short supply or unavailable in the disaster-stricken area. To fulfill the immediate needs of the stricken population, as well as to fulfill local and regional recovery priorities, resources will have to be brought in from outside the disaster area; • Resource needs will be met through a variety of sources and means to include local, state, and federal governments, private industry/contractors, mutual aid agreements, and donated goods; • Each County department has the responsibility for managing its resources under their control. This ESF may activate and allow for a centralized approach in obtaining, tracking, storing, and deploying resources during large-scale emergencies and disasters. This function will be administered from the EOC; • This ESF will identify sites and facilities used to receive, process, and coordinate the movement of resources, equipment, supplies, and other properties that will be sent to the disaster area. The necessary equipment, staff to track, package, load, and transport, Frederick County EOP—Section 3: Support Annex Page 130 264 communications, and security support to these facilities and sites will be provided by the County, State, Federal governments, volunteer organizations, or private security as required. Therefore, this process must be closely coordinated with State and Federal emergency management officials, other local governments in the region, and the media; • The Finance Department will be responsible for securing and providing the necessary resource material and expertise in their respective areas, through public and private means, to perform duties efficiently and effectively in the event of an emergency. Resource lists will be developed and maintained to detail the identified resources' type, location, contact arrangements, and acquisition procedures. In addition, mutual aid agreements will be developed and maintained with adjacent jurisdictions, private industry, quasi-public groups, and volunteer groups, as appropriate, to facilitate the acquisition of emergency resources and assistance; • This ESF will assist departments in procuring the necessary resources, including contracting specialized services, and hiring additional personnel, effectively responding to and recovering, and maintaining all expenditures relating to the emergency/disaster. In addition, this function will make arrangements to purchase needed resources if it is determined the County does not have the resources to supply a requirement in the field. Finally, the payment of debts and other encumbrances generated as a result of the emergency is handled by this group as well; and • Potential sites for local and regional POD centers will be identified, if necessary, and strategically located to facilitate recovery efforts. In addition, priorities will be set regarding the allocation and use of available resources. Organizational • All departments will be responsible for identifying essential resources in their functional area to successfully carry out their mission of mitigating against, responding to, and recovering from the devastating effects of disasters that could occur within the jurisdiction. All departments will coordinate additional resource needs with Purchasing or their ESF Group Supervisor; • The Director of Public Works or their designee will be responsible for the physical recovery and debris removal resource coordination. The Director will be assisted by and work in conjunction with a variety of County departments, State and Federal agencies, private utility companies, contractors, heavy equipment operators, and waste management firms; • A resource directory will be electronically maintained with emergency management program. Each department will develop and maintain detailed resource lists that detail the type, location, contact arrangements, and acquisition procedures of the resources identified as critical. Resources shall be categorized alphabetically by response action. Redundancy will be built into the provider lists to ensure the resource's availability when needed. Memorandums of Understanding, Mutual Aid Agreements, and emergency contracts will be developed before the disaster to facilitate access and delivery of critical resources; • Potential sites for local and regional resource collection, storage, and distribution centers must be identified and strategically located to facilitate recovery efforts. SOPs will be developed to manage the processing, use, inspection, and return of resources coming into the area. Priorities will have to be set regarding the allocation and use of the available resources, and training will be provided, as required, in the use of the specialized equipment; • In responding to major emergencies and disasters, the Director of Emergency Management or their designee, with the consent of the Board of Supervisors, may declare that a local emergency exists and invoke certain emergency powers to protect public health and safety and preserve property; • When a disaster declaration has been issued, the Director of Emergency Management or their designee may use all available local government resources to respond to the disaster and temporarily suspend statutes and rules, including those relating to purchasing and Frederick County EOP—Section 3: Support Annex Page 131 265 contracting, if compliance would hinder or delay actions necessary to cope with the disaster. The County Attorney will provide advice regarding the legality of any proposed suspension of statutes or rules. When purchasing and contracting rules are suspended, it is incumbent on the County Purchasing ManagerREar to formulate and advise employees of the rules that are in effect for emergency purchasing and contracting; and • When a disaster declaration has been issued, the County may commandeer public or private property, if necessary, to cope with a disaster, subject to compensation. This procedure should be used as a last resort and only after obtaining the advice of the County Attorney. Actions • Identify essential resources to carry out the mission in each functional area and to support the operation of critical facilities during the disaster; • Designate department(s) responsible for resource management; • Work with ESF-3 Public Works and Engineering to develop contingency plans to provide emergency lighting, procure and distribute emergency water and provide sewage disposal, if necessary; • Identify personnel requirements and training needs to carry out missions effectively; • Develop resource lists that detail kind, type, location, contact arrangements, and acquisition procedures for critical resources; • Prepare mutual aid agreements with surrounding jurisdictions to augment local resources; • Review compatibility of equipment of local departments and surrounding jurisdictions and identify specialized training or knowledge required to operate equipment; • Develop SOPs to manage the processing, use, inspection, and return of resources coming into the area; • Identify actual or potential facilities and ensure they are ready and available to receive store, and distribute resources (government, private, donated); • Work with ESF-5 Emergency Management to develop training/exercises to test plans and to ensure maximum use of available resources; • Coordinate and develop prescript announcements with the County PIO regarding potential resource issues and instructions (e.g., types of resources required, the status of critical resource reserves, recommended contingency actions, etc.); and • Contract with federal and state agencies and private industry for additional resources, equipment, and personnel, if necessary. Responsibilities Primary Agency(s) • Finance/Purchasing o Locate, procure, and issue resources to other agencies to support the emergency response or to promote public safety; o Work with ESF-5 Emergency Management to pre-identify POD sites and develop capabilities and procedures to open, staff, and demobilize, as needed; o Identify Staging areas and assign qualified personnel as Staging Area managers, as needed; o Coordinate with ESF-5 Emergency Management on maintaining an inventory of County-owned and essential private resources; o Ensure cost centers are established to sustain resource requests; o When purchasing and contracting rules are suspended, the Purchasing Division must advise all employees of rules that are in effect for emergency purchasing and contracting; o Coordinate and determine the availability and provision of consumable supplies; Frederick County EOP—Section 3: Support Annex Page 132 266 o Develop procedures and SOPs for the purchasing commodities and services, leasing of buildings and warehouses; o Develop procedures for the temporary loan and return of private, County, and state equipment; o Develop methods and procedures for responding to and complying with a request for supplies; o Develop procedures for reimbursing private vendors for services rendered; o Develop a list of private vendors and suppliers and their available resources; o Consider establishing pre-planned contracts as necessary to ensure prompt support from vendors during emergencies; and o Train personnel on purchasing procedures for acquiring supplies, resources, and equipment. Support Agency(s) • General Responsibilities- All Departments o All departments will maintain a current resource directory. o Develop and maintain mutual aid agreements with local jurisdictions, private and non-profit organizations for resource support; o All departments will coordinate additional resource needs with ESF-7 or their designated ESF Group Supervisor; o Consideration shall be given to the transporting of resources through restricted areas, quarantine zones, and law enforcement checkpoints; and o All departments will utilize and submit the ICS-213 RR form to request resources. • County Attorney o Provide advice regarding the legality of any proposed suspension of statutes or rules. • Public Information Officer o Disseminate coordinated prescript announcements regarding potential resource issues and instructions through identified outlets. • Sheriff's Office o Provides escort and security as appropriate for the delivery, storage, and Receiving/Distribution of resources. Frederick County EOP—Section 3: Support Annex Page 133 267 Annex i iHealth andMedical Services Primary Agency(s) Support Agency(s) Fire and Rescue Emergency Management VA Department of Health Frederick Water Inspections Lord Fairfax EMS Council Office of the Chief Medical Examiner Public Information Officer Public Works Sheriff's Office VA Department of Mental Health VA Department of Transportation Winchester Medical Center Zoning EOC Section: EOC Branch: Operations Human Services Purpose To provide coordinated medical, public health, mental health, and emergency medical services to save lives in the time of an emergency. These health and medical needs are to include veterinary or animal health issues when appropriate. Scope This ESF meets the public health and medical needs of victims affected by an incident and are categorized in the following way: • Assessment of public health/medical needs; • Emergency Medical Services; • Public health surveillance; • Medical care personnel and medical equipment and supplies; and • Detect mental health issues and prevent harmful stress levels in the general public. Policies • Each ESF-8 organization listed is responsible for managing its respective response assets after receiving coordinating instructions; • The VA Department of Health: o Coordinates all ESF-8 response actions using its internal policies and procedures; o The County P10 or JIC is authorized to release general medical and public health response information to the public after consultation; o Determines the appropriateness of all requests for public health and medical information; and o Responsible for consulting with and organizing public health and subject matter experts as needed. • The EOC will request regional CISM and victim's services assistance to the local contact or through the VEOC; Frederick County EOP—Section 3: Support Annex Page 134 268 • Fire and Rescue: o Coordinates all pre-hospital emergency medical services for the County following OEMS protocols; o Executes MCI strategies and tactics as necessary during a mass casualty event; and o Maintains mutual-aid support for emergency medical services. Concept of Operations During a threatened or actual emergency, the Director of Health or their designated representative will direct joint health, medical, and rescue services from the EOC. Coordination will be in conjunction with adjacent jurisdictions as required. Services include: • Essential public health services, such as food and water inspections, will be provided by the Health Department and augmented by state resources and manpower. Public health advisories will be issued only after coordination/notification with the EOC; • During an evacuation in which a large number of evacuees are sheltered, the Social Service Department will establish a shelter following guidance from ESF-6 Mass Care, Emergency Assistance, Housing, and Human Services; • The Lord Fairfax Emergency Medical Services CISM is established to assist emergency service personnel who have experienced critical incidents such as line of duty deaths, mass casualties, multiple fatalities, and local disasters. CISM teams are available upon request on a 24/7 basis regardless of whether a state or federal disaster has been declared. Activation of the Team is conducted through the Frederick County Emergency Communications Center at (540) 665-5645; and • In disasters involving significant fatalities, the EOC will execute Support Annex 3-6 Fatality Management of this document in conjunction with the VA Department of Health established procedures. Organ zationai • A Fire and Rescue representative will be assigned to the EOC to coordinate EMS response and will assist with the overall direction and control of emergency operations; • Ground transport vehicle assets will be assessed by the Fire and Rescue representative in the EOC with consideration to mutual aid support and VEOC request; • All emergency medical service vehicles will be dispatched through the ECC; and • Helicopter assistance can be made available to respond quickly to emergencies and provide rapid evacuation of seriously injured. The Fire and Rescue Department will provide ground support for helicopter operations following internal policies and procedures; Actions • Designate an individual to coordinate medical, health, and rescue services; • Develop and maintain procedures for providing a coordinated response; • Develop rosters of available resources on a regional level of support; • Maintain a roster of key officials in each medical support area; • Establish a working relationship and review emergency roles with the local hospital and emergency medical services providers; • Activate the agency emergency response plan; • Implement mutual aid agreements as necessary; • The VA Department of Health representative will report to the EOC or will be immediately available; • Coordinate medical, public health, and mental health services; Frederick County EOP—Section 3: Support Annex Page 135 269 • Coordination of decontaminating persons and animals with on-scene personnel and resources and with the assistance of medical care facilities; and • Provide laboratory services to support emergency public health protection measures; • Obtain crisis augmentation of health/medical personnel (e.g., physicians, nurse practitioners, laboratory technicians, pharmacists, and other trained volunteers) and supplies as needed; • Maintain records and status of persons injured during the emergency; • Identify and secure medical records to enable children with disabilities or other special health care needs, as well as individuals with disabilities and others with access and functional needs, to receive health care and sustained rehabilitation in advance of, during, and following an emergency; • Assist the Office of Chief Medical Examiner's in the identification and disposition of the deceased; • Coordinate with cemetery entities for gravesite destruction from disaster-related incidents; • Provide animal care services with the support of the local animal shleter; • Consolidate and submit a record of disaster-related expenses incurred by the VA Department of Health personnel; and • Assist with the damage assessment of water and sewage facilities, as required. Responsibilities Primary Agency(s) • Fire and Rescue o Respond to the scene with appropriate emergency medical personnel and equipment; o Assume an appropriate role in the ICS. If ICS has not been established, initiate it and report to the Emergency Operations Center; o Request through additional resources as required for the emergency; o Triage, treat and transport the injured; o If necessary, establish an onsite treatment area; o Coordinate with the Regional Healthcare Coordination Center (RHCC) at (855) 469-7422 to ensure casualties are transported to the appropriate facilities; o Establish and maintain interoperability communications and coordination with other responding emergency teams (medical, fire, police, public works, etc.) and radio or telephone communications with hospitals, as appropriate; o Coordinate the activities of private, volunteer, and other emergency medical units, and bystander volunteers, as needed; o Assist in the evacuation of patients from affected facilities and residences, if needed; o Provide medical support for special operation teams (e.g., Haz-mat, Swiftwater Rescue); o Provide decontamination assistance to hospitals and medical facilities, as needed; and o Support health and medical functions when not dedicated to emergency operations. • VA Department of Health o Provide personnel, equipment, supplies, and other resources necessary to coordinate plans and programs for public health activities during an incident; o Establish communications with ESF-5 Emergency Management to report and receive assessments and status information; o Coordinate through ESF-15 External Affairs for dissemination of disaster-related public health information; o Coordinate with hospitals and other health providers on response to health needs; o Provide coordination of laboratory services; Frederick County EOP—Section 3: Support Annex Page 136 270 o Assess behavioral health needs following an incident, considering both the immediate and cumulative stress resulting from the incident; o Coordinate with ESF-6 Mass Care to identify shelter occupants that may require assistance; o Coordinate emergency health and medical activities from the Public Health EOC when that facility is activated or from the local EOC; o Oversee and coordinate the efforts of local health and medical organizations activated for an emergency, assess their needs, help them obtain additional resources, and ensure that necessary services are provided; o Coordinate with regional health and medical organizations on matters related to assistance from other jurisdictions; o Coordinate with incoming response units, such as Federal Disaster Medical Assistance Teams (DMATs); o Work with Medical Reserve Corps and coordinate and screen individual health and medical volunteers; o Coordinate the location, procurement, screening, and allocation of health and medical supplies and resources, including human resources, required to support health and medical operations; o Coordinate the control and distribution of supplies from state and federal agencies for the general population as well as emergency response personnel; o Coordinate the provision of laboratory services required in support of emergency health and medical services; o Coordinate immunization campaigns or quarantines, if required; o Coordinate inspection of food, water, drugs, and other consumables that were exposed to the hazard; o Coordinate inspection of damaged buildings for health hazards; o Coordinate the implementation of measures to prevent or control disease vectors such as flies, mosquitoes, and rodents; o Establish preventive health services, including control of infectious diseases such as influenza; o Monitor food handling and sanitation in emergency facilities; o Assist in expanding medical and mortuary services to other facilities, as needed; o Assist with the identification of the deceased; and o Coordinate efforts with physician offices, health clinics, and related areas for the possible treatment of disaster victims. Support Agency(s) • Emergency Management o Coordinate EOC operations; o Request resources through the VEOC. • Lord Fairfax EMS Council o Serve as a conduit through the Office of EMS for additional supplies and resources as needed for the region; and o Assist with the coordination and distribution of EMS resources as requested through the EOC. • Office of Chief Medical Examiner o Conduct inquests for the deceased and prepare death certificates; o Order or conduct autopsies if necessary, to determine the cause of death; o Order or conduct forensic investigations to identify unidentified bodies; o Authorize removal of bodies from incident to the mortuary facilities; o Provide information through ESF-15 External Affairs to the news media for the dissemination of public advisories, as needed; and o Coordinate with the VA Department of Health in establishing temporary morgue facilities and transport. Frederick County EOP—Section 3: Support Annex Page 137 271 • Public Information Officer o Disseminate emergency public information provided by health and medical officials to all media; o A Joint Information Center may be established to assure accurate and coordinated information is assembled for release to the media; and o Coordinate disseminating information to the media on casualties and instructions to the public on dealing with public health problems. • Utility Partners and VA Department of Transportation o Support Utilities in the restoration of utility service to critical medical facilities; o Install temporary services as requested or permitted; o Repair streets and maintain road egress and ingress; o Provide barricades streets to limit access; and o Coordinate with other departments for debris removal. • Sheriff's Office o Upon request, provide security for medical facilities, shelters, temporary facilities, and operations; o Provide security for evacuation routes and staging areas; o Provide guidance for evidence preservation in respect to treating victims; o Activate plan for maintaining order and security for citizens; o Deputize Hospital Security/Police as needed to provide security and traffic control in/around Hospitals; o Conduct investigations of deaths not due to natural causes; o Locate and notify next of kin; and o Coordinate with Mortuary Services and Medical Examiner to secure evidence and victim belongings, and arrange transport of the deceased. • VA Department of Mental Health o Ensure that appropriate mental health services are available for disaster victims, survivors, bystanders, responders, and their families, and other community caregivers during response and recovery operations; o Provide outreach to serve identified behavioral health needs; o Coordinate behavioral health activities among response agencies; and o Coordinate through ESF-15 External Affairs the dissemination of public education on critical incident stress and stress management techniques. • Winchester Medical Center o Implement internal or external disaster plans; o Update the NWRHCC, which will streamline patient destination determination; o Establish and maintain field and inter-facility medical communications; o Provide medical guidance, as needed, to EMS; o Coordinate with local emergency responders to isolate and decontaminate incoming patients, if needed, to avoid the spread of chemical or bacterial agents to other patients and staff; o Coordinate with other hospitals and with EMS on the evacuation of affected hospitals, if necessary. Evacuation provisions should specify where the patients are to be taken; o Depending on the situation, deploy medical personnel, supplies, and equipment to the disaster site(s) or retain them at the hospital for incoming patients; o Provide decontamination facilities for incoming patients not previously decontaminated; o Support pharmaceutical caches for treatment of victims that may not be transported to the hospital; o Coordinate with the American Red Cross to develop procedures and establish and staff a reception and support area for the relatives and friends of disaster victims who may converge there in search of loved ones; o Provide patient identification information to the American Red Cross upon request as legally permitted; Frederick County EOP—Section 3: Support Annex Page 138 272 o Provide for the collection and care of human remains; o Establish temporary holding facilities and morgue sites; and o Coordinate, as necessary, with emergency health and medical services and law enforcement. • Zoning and Inspections o Inspect damaged medical facilities as necessary; and o Make recommendations for occupancy. Frederick County EOP—Section 3: Support Annex Page 139 273 Annex • • Search and Rescue Primary Agency(s) Support Agency(s) Sheriff's Office Civil Air Patrol '* Emergency Management Fire and Rescue Inspections Public Information Officer Social Services VA Department of Emergency Management VA Department of Health Virginia Search and Rescue Council Zoning EOC Section: EOC Branch: Operations Public Safety Purpose To provide a coordinated response of personnel and equipment for the Search and Rescue (SAR) of people that may be in potential or actual distress. SAR resources must be prepared to respond to emergency events and provide special lifesaving assistance for the array of potential threats. Their operational activities include: locating missing persons, extricating, and providing on-site medical treatment to victims trapped in collapsed structures, locating and stabilizing missing, disoriented, traumatized, or injured persons in urban or flood/swift water incidents. SAR agencies must be prepared to respond to these incidents and implement tactics to assist those who are or are believed to be in distress or imminent danger. Policies • The Sheriff's Office will be the Primary Agency to execute the coordination of SAR missions; • If activated, all requests for SAR and USAR mission will be submitted to the EOC for coordination, validation, or action following this ESF; • Communications will be established and maintained with ESF-2 Communications Radio interoperability) and ESF-5 Emergency Management to report and receive assessments and status information; • Coordinate with state, and federal agencies as necessary; • Personnel will maintain a level of understanding with procedures through training and education; and • The EOC will make resource requests through the VEOC. Concept of Operations The Sheriff's Office is primarily responsible for providing incident management for SAR operations involving lost persons or criminal searches defined in ESF-13 Public Safety and Security. The Fire and Rescue Department will be the primary agency for search and rescue disasters in urban and swift water incidents. In a secondary role, the Sheriff's Office will assist with perimeter Frederick County EOP—Section 3: Support Annex Page 140 274 security, communications, and assistance as required for a USAR event. Zoning and Inspections may assist when required for structural evaluation and safety of buildings and structures. The Health Department will advise search and rescue teams on industrial hygiene issues as they become apparent. Fire and Rescue will provide medical resources, equipment, and expertise. Communications will be established and maintained with ESF-5 Emergency Management to report and receive assessments and status information. Additional SAR resources include: • VA Dept. of Emergency Management (SAR Coordinators) Actions • Develop and maintain plans and procedures to implement USAR operations in time of emergency; • Provide emergency medical treatment and pre-hospital care to the injured; • Assist with the warning, evacuation, and relocation of citizens during a disaster; • Designate representatives to report to the EOC; • Implement and utilize ICS; • Maintain interoperability communication with all assisting agencies; • Follow established procedures in responding to SAR incidents; and • Record disaster-related expenses. Responsibilities Primary Agency(s) • Sheriff's Office o Develop and maintain standard operating procedures for SAR missions; o Serve as the primary agency in any USAR disaster operation; o Manages USAR deployment to, employment in, and redeployment from the affected area; o Coordinates logistical support for USAR resources during field operations; o Provide status reports on USAR operations throughout the affected area; o Assist with perimeter security, communications, and assistance as required for USAR incidents; and o Request assistance through the EOC (if established) or directly from the VEOC. Support Agency(s) • Public Information Officer o Collect and disseminate information on search and rescue operations; o Request communications assets through the VEOC; o Develop and maintain alerting and communication procedures that will ensure timely notification; and o Prepare press releases on situation status as needed. • Emergency Management o Coordinate resource requests through the VEOC; o Collect and disseminate situation status reports; o Serve as technical specialist as needed; o Provide administrative and logistical support; and o Provide sUAS resources as requested. • Fire and Rescue o Provide personnel, medical resources, equipment, and expertise; Frederick County EOP—Section 3: Support Annex Page 141 275 • Public Information Officer o Collect and disseminate information on search and rescue operations; o Request communications assets through the VEOC; o Develop and maintain alerting and communication procedures that will ensure timely notification; and o Prepare press releases on situation status as needed. • Social Services o Provide shelter resources for evacuees as necessary. • VA Department of Health o Advise search and rescue teams on industrial hygiene issues as needed. • VA Department of Emergency Management o Receive and respond to requests for personnel and resources; o Provide technical training and response expertise for SAR events; and o Provide response coordination with volunteer SAR agencies. • Zoning and Inspections o Provide personnel and equipment as requested; o Assist with structural evaluation and safety of buildings and structures; o Coordinate electricity termination to collapsed structures Frederick County EOP—Section 3: Support Annex Page 42 276 Annex 1 1 Oil and Hazardous Materials Response Primary Agency(s) Support Agency(s) LL Fire and Rescue Emergency Communications Center Col Emergency Management 0 Public Information Officer Sheriff's Office VA Department of Emergency Management VA Department of Environmental Quality VA Department of Transportation EOC Section: EOC Branch: Operations Public Safety Purpose To coordinate the technical response to hazardous materials incidents. Provide environmental compliance and oversight with overall disaster response. Support the Local Emergency Planning Committee (LEPC) in meeting its requirements under the Emergency Planning and Community Right to Know Act—SARA Title III. scop( A hazardous materials incident is any human-caused or natural incident, including terrorism, that results in a release of dangerous materials that could have extraordinary levels of mass casualties, damage, or disruptions severely affecting the population, infrastructure, environment, economy, or continuity of government functions. In addition, a hazardous materials incident could result in sustained impacts over a prolonged period. These incidents may occur without warning and require immediate response when the threat of an incident escalates due to a release into the environment. Hazardous materials may be released into the environment from a variety of sources including, but not limited to: • Fixed facilities that produce, generate, use, store or dispose of hazardous materials; • Transportation accidents, including rail, aircraft, and waterways; and • Abandoned hazardous waste sites; and • Terrorism incidents involving Weapons of Mass Destruction. Evacuation or sheltering in place may be required to protect portions of the County. If contamination occurs, victims may require special medical treatment. The release of hazardous materials may have short or long health, environmental and economic effects depending upon the type of product. Policies • The strategies in this plan are consistent with NIMS and the NRF; • Incident Commanders may need to request assistance from state and federal authorities. These resources will be provided through Regional Coordination Centers or staging areas. • Personnel will be adequately trained; • Fixed Facilities will report to the LEPC annually under the provisions of SARA Title III; Frederick County EOP—Section 3: Support Annex Page 143 277 • The Fire Chief or designee will assume primary operational control of all hazardous materials incidents; • Determine the need to evacuate or shelter in place; • Maintain the VDEM regional contract team with Winchester Fire and Rescue; • Mutual aid agreements will be implemented; and • Establish communications with ESF # 5 (Emergency Management). Concept of Operations The Winchester/Frederick County LEPC maintains the Emergency Response Plan following guidance from SARA Title III. The EOP and the Emergency Response Plan only provide general guidance. The Fire and Rescue Department will provide specific guidance for managing hazardous materials incidents. During a disaster, all requests for hazardous materials support will be submitted to the EOC for coordination, validation, or action following this ESF. Otherwise, Hazardous Materials incidents will be coordinated by the Fire and Rescue Department through the Emergency Communications Center. Mitigation Hazardous materials mitigation is undertaken to reduce the threat to lives and property during a hazmat incident. The hazardous materials mitigation activities include: • The fire department has identified the types and quantities of chemicals at certain fixed facilities and transportation routes that may pose a potential hazardous materials release; • Through the Local Emergency Planning Committee (LEPC), the County receives Tier II and Tier III reports and maintains data on the hazmat inventories at local facilities for use in emergency planning; • The County Fire Marshal performs periodic inspection of facilities that make, use, or store hazardous materials; and • The Fire and Rescue Chief monitors land/use zoning, building or expanding facilities that make, use, or store hazardous materials to minimize the potential impact of such a facility. Preparedness To enhance the preparedness of the emergency responders, businesses, and public. • The County Hazardous Materials Officer will coordinate the VDEM Hazmat Officer (HMO) assigned to the Winchester/Frederick Hazardous Materials Team; • Trained emergency personnel respond to a level commensurate with hazmat response duties and provide appropriate detection and monitoring and personal protective equipment; • Identify emergency response resources for hazmat incidents; • Developed standard operating procedures for hazmat response and recovery; • Continuous training on hazmat emergencies that exceed VDEM requirements for a Level III hazardous materials team; and • Train and meet periodically with regulated facilities to ensure that company and local emergency plans are coordinated. Response Incident Classification. A three-level incident classification scheme will be used. The initial classification will be made by responders on scene and updated by the Incident Commander. • Level I: An incident is a situation that is limited in scope and potential effects; involves a limited area or limited population and has no effects on the environment, and can be Frederick County EOP—Section 3: Support Annex Page 144 278 handled by the initial responding personnel with no assistance from local or outside agencies or contractors; • Level II: An emergency that is larger in scope and more severe in actual or potential effects than a Level I incident. It could include a large area, a limited or significant population, or critical facilities. In addition, an emergency requiring evacuation or in-place sheltering, medical care operations, and any environmental impact. It requires the activation of the County hazardous materials team or a request made to VDEM to activate the Winchester/Frederick Regional Hazardous Materials Team and limited external assistance from state or federal agencies along with private contractors. In situations deemed necessary, a state of emergency may be declared at the state /federal level; • Level III: A disaster involving the occurrence or threat of significant causalities or widespread property damage beyond the local government's capabilities with its resources. It involves a large area, sizeable population, and severe environmental impact may require large-scale evacuation or in-place sheltering.The situation requires significant external assistance from other local agencies, contractors, and extensive state or federal assistance. In a disaster, a state of emergency will be declared at the state/federal levels; • Initial Reporting o It is anticipated that a citizen who discovers a hazardous materials incident will immediately notify 911 and provide information on the incident; o Any employee of the County discovering an incident involving a potential or an actual release of hazardous materials should immediately notify the ECC; o Operators of regulated facilities and hazmat transportation systems must report certain types of hazmat releases. For hazmat incidents occurring at regulated facilities, a facilities representative at a regulated site is expected to notify the County through the 9-1-1 system and provide information for a hazardous materials incident; and o In cases where the initial report is made to the state EOC, the state HMO will notify the County HMO to report the incident and provide additional information. • Notification o When the ECC receives a hazardous materials report, they will notify the initial responders through established protocols. If the incident warrants, they may also notify the Emergency Management Coordinator and the County HMO. • Response Activities o The Incident Commander at the scene will initiate ICS and begin to take actions as defined in Fire and Rescue SOPs. If the situation is characterized as a Level II or III incident, the VEOC, State HMO, and County HMO will be notified immediately; o The Incident Commander should immediately take actions to isolate the site and evacuate nearby residents if the situation requires; and o The EOC may be activated for a Level II response and will be activated for a Level III response. • EOC Interface o If the EOC is activated, the State HMO, County HMO, Incident Commandeer, and the EOC will communicate to ensure that critical actions are not overlooked. • Determining Affected Areas and Protective Actions o The on-scene HMO shall estimate the affected areas and the population affected by the hazmat release, aids for determining affected areas may include: ■ ERG- Emergency Response Guidebook; ■ Computerized release models and guides; ■ Assistance from responsible parties; ■ Assistance from subject matter experts; and ■ Assistance from local, state, and federal agencies Frederick County EOP—Section 3: Support Annex Page 145 279 o On-scene personnel will determine the required protective actions for the proper protection for the emergency responders and the public; and o The on-scene HMO and Incident Commander will warn and implement protective actions for the public near the incident site. The EOC will oversee the dissemination of warnings and protective measures for the public beyond the immediate incident site. • Release Containment o The responsibility for selecting and implementing appropriate measures to contain the release of hazardous materials is assigned to the on-scene HMO, who may obtain advice from the responsible party, state and federal agencies, and appropriate technical experts; and o Containment methods may include berms, dikes, trenches, booms, and other deployable barriers, stream diversion drain installations, catch basins, patching or plugging leaking containers, reorientation, and freezing valves, or repackaging. • Evacuation o The on-scene HMO shall determine the severity of the hazmat release and determine the need to shelter citizens in place or conduct evacuations of the population; o The Sheriff's Office shall be utilized to assist in the safe evacuation of people; and o The County PIO will disseminate evacuation notices to the public. Recovery When the initial response to an incident has ended, an additional effort may be required to control access to contaminated areas, clean up and dispose of spilled materials, decontaminate and restore areas that have been affected, and recover response costs from the responsible party. As a result, the recovery process may continue for an extended period. • The spiller is, by common law, responsible for all cleanup activities. However, most cleanup activities will be performed by contractors, paid for by the responsible party, and overseen by local, state, and federal authorities. Methods of cleanup may include excavating, pump and treating, dredging, skimming dispersion, vacuuming, and biological remediation; and • The Hazardous Materials Coordinator will oversee recovery efforts and serve as the local government contact with the responsible party, cleanup contractor, and state and federal agencies. Responsibilities • Establish that a hazardous materials incident has occurred; • Notify all departments and agencies; • Activate and deploy or prepare to deploy teams, equipment caches, and other resources; • Identify, prepare, and operationalize facilities critical to supporting the movement and reception of State and Federal resources; and o Establish and maintain communications with the incident commander to ensure a common and current operating picture regarding critical resource requirements. Organizational • The Superfund Amendments and Reauthorization Act of 1986(SARA Title III) requires the development of detailed procedures for identifying facilities with highly hazardous materials and assuring an adequate emergency response capability by these facilities and local emergency services. As a result, a separately published Emergency Response Plan has been developed for the Winchester/Frederick County area by the Frederick County EOP—Section 3: Support Annex Page 146 280 Winchester/Frederick County LEPC. This plan is considered a part of the County's Emergency Operations Plan (EOP); • Mutual aid agreements will be implemented should the incident demand more significant resources than are immediately available. The VDEM Regional Hazardous Materials Officer and a contract Hazardous Materials Response Team may be requested through the VEOC; • The Emergency Management Coordinator, Fire Chief, and the VDEM Regional Hazardous Materials Officer will determine the need to evacuate a large area. Evacuation orders or other protective actions will be issued as needed. However, the on-scene commander may order an immediate evacuation before requesting or obtaining approval. Fire and Rescue and the Sheriff's Office will coordinate the evacuation of the area, and ESF-13 Public Safety and Security will be responsible for providing security for the evacuated area; and • Should an evacuation become necessary, directions for evacuation or shelter-in-place will be disseminated in conjunction with ESF-2 Communications and ESF-15 External Affairs. Achievement of this will include all appropriate means to include, but not limited to, canvassing, route-alerting, loud-speakers, the County mass notification system, and EAS broadcast messages to ensure that residents in the threatened areas have received evacuation warnings. Actions • Respond to the incident; • Assess the situation; • Determine the need for immediate evacuation or sheltering in place; • Coordinate with the EOC; • Notify and request assistance through the VEOC; and • Implement Mutual Aid agreements. Responsailities Primary Agency(s) • Fire and Rescue o Follow established procedures in responding to hazardous materials incidents; o Develop procedures to protect life and property aimed at minimizing the impact of an unplanned release of hazardous materials; o Conduct training for personnel in hazardous materials response and mitigation; o Provide technical information to others; o Coordinate control/mitigation efforts with other local, state, and federal agencies; o Perform the duties necessary to reduce, remove or eliminate the threat of a hazardous materials spill or release; o Provide emergency medical treatment and transport to medical facilities for further treatment; o Request and utilize assistance or support from the Winchester/Frederick Regional Hazardous Materials Team or state or federal agencies; and o Record all expenses and seek reimbursement of costs associated with the response. Support Agency(s) • Emergency Communications Center o Maintain interoperability communications with all agencies as needed; o Develop procedures for paging personnel and contacting the state VEOC. • Emergency Management Frederick County EOP—Section 3: Support Annex Page 147 281 o Coordinates with the Incident Commander based upon the incident classification and provide recommendations that can initiate the activation of the EOC; o Coordinates with regional/state/federal agencies when support is provided to augment response and recovery operations; o Coordinate with the LEPC on hazmat issues, as required by the EPCRA (Emergency Planning, Community Right-to-Know Act of 1986); o Assist in the maintenance of the Emergency Response Plan for the LEPC; o Declare a State of Emergency to the proper state or federal agencies; o Seek state and federal funds for reimbursement of costs associated with the incident; o Maintains an accurate and up-to-date hazmat emergency contact roster that provides 24-hour contact information for state, federal, and private contractors. o Coordinate with Water Authority on: ■ Potential impact to water or sewer systems and take preventive actions to prevent damage to those systems; ■ If a hazmat incident impacted the water or sewer systems, check systems for damage and restore service; and ■ Provide input for protective actions for the public relating to water and sewer systems. o Provide sUAS resources as requested. • Public Information Officer o Collect and disseminate information about hazardous materials operations; o Develop and maintain alerting and communication procedures that will ensure timely notification; and o Prepare press releases on situation status as needed. • Regulated Facilities/Hazmat Transportation Companies o Provide current emergency contact numbers to local authorities; o Upon request, provide planning support for accidental release contingency planning by local emergency responders; o Immediately make notification of the incident to local officials and other agencies required by state and federal law; o Provide information about the incident to emergency responders; o Make recommendations to responders for containing the release; and o Assist with specialized equipment, if available, used with the hazardous materials problem; o Regulated facilities are also required to: ■ Report hazmat inventories to the LEPC, and the Fire and Rescue Department, as required by federal and state statutes and regulations; ■ Provide MSDS (Material Safety Data Sheets); ■ Designate a facility emergency coordinator; and ■ Develop an on-site emergency plan that specifies notification and emergency response procedures and recovery actions. • Sherrif's Officer o Provide security and traffic control at the scene of a hazardous materials incident; o Control access to the immediate incident site for safety and limit entry to authorized personnel only; o Assist with the evacuation of citizens when requested by the Incident Commander; o Provide access control to evacuated areas to prevent theft; and o Assist in determining the number and identity of casualties. • VA Dept. of Emergency Management and Environmental Quality o The point of contact for a hazardous materials incident will be the VEOC; o If requested, assistance from the VDEM Hazardous Materials Officer will be provided; o Notify the Virginia Department of Environmental Quality (VDEQ) for any release of hazardous materials into the environment; Frederick County EOP—Section 3: Support Annex Page 148 282 o The VDEQ is the lead State agency for response to any soil spill or spill affecting the waters, storm drains, and lands of the Commonwealth following abatements of public safety concerns; o Provides support to emergency response operations and serves as technical adviser to County or State emergency responders with regards to environmental threats affecting public health and safety as well as threats to critical systems; and o Coordinate any cleanups if the responsible party cannot be identified or provide cleanup of the spill through the Virginia Petroleum Storage Tank Fund (VPSTF). • VA Dept. of Transportation o Provide heavy equipment and materials for spill containment; o When requested, provide barricades to isolate the incident site; o Cooperate with law enforcement to detour traffic around the incident site; Frederick County EOP—Section 3: Support Annex Page 149 283 Tab 1 for ESF-10 Protective Actions for the Public Factors to Consider in Selecting Protective Actions Among the factors to be considered in determining protective actions for the public are the following: • Characteristics of the hazardous material o Degree of health hazard; o Amount of material that has been released or is expected to be released; o Time of release; and o Rate of spread. • Weather conditions, particularly wind direction and speed for airborne hazards • Population at risk o Location; o Number; o Special facilities or populations; and o Evacuation routes. • Estimated warning and evacuation times; and • Ability to predict the behavior of hazmat release(typically from release modeling software). Primary Protective Strategies • The two primary protective strategies used during hazmat incidents are sheltering in place and evacuation: o Shelter in place involves having people shelter in a building and take steps to reduce the infiltration of contaminated outside air. Shelter in place can protect people for limited periods by using the shielding provided by a building's structure to decrease the amount or concentration of hazmat to which they are exposed. However, with a continuous release, the indoor concentration of hazmat for buildings within the hazmat plume will eventually equal the average outdoor concentration, limiting the effectiveness of this strategy in long-term releases; o Evacuation protects people by relocating them from an area of known danger or potential risk to a safer area or a place where the risk to health and safety is considered acceptable. While evacuation can be very effective in protecting the public, large-scale evacuation can be difficult to manage, time-consuming, and resource-intensive; and o Shelter in place and evacuation are not mutually exclusive protective strategies. Each strategy may be appropriate for different geographic areas at risk in the same incident. For example, residents within a mile downwind of an incident site may be advised to shelter in place because there is insufficient time to evacuate them. In contrast, residents of areas further downwind may be advised to evacuate. • Determining Protective Actions: The following information is intended to weigh suitable protective actions for the public and unique facilities: o Shelter in place may be appropriate when: ■ Public education on shelter-in-place techniques has been conducted; ■ Sufficient buildings are available in the potential impact area to shelter the population at risk; ■ In the initial stages of an incident, when the area of impact is uncertain; ■ A hazmat release is impacting or will shortly impact the area of concern; ■ A hazmat release is a short term (instantaneous or puff release), and the wind is moving vapor cloud rapidly downwind; Frederick County EOP—Section 3: Support Annex Page 150 284 ■ Evacuation routes are unusable due to weather or damage or because they pass through a likely hazmat impact area; and ■ Specialized equipment and personnel needed to evacuate institutions such as schools, nursing homes, and jails are unavailable. o Evacuation may be appropriate when: ■ A hazmat release threatens the area of concern but has not yet reached it; ■ A hazmat release is uncontrolled or likely to be long-term; ■ There is adequate time to warn and instruct the public and to carry out an evacuation; ■ Suitable evacuation routes are available and open to traffic; ■ Adequate transportation is available or can be provided within the time available; ■ Specialized equipment and personnel needed to evacuate institutions are available; ■ The hazmat released is or will be deposited on the ground or structures and remain a persistent hazard; and ■ The likely impact area includes a large outdoor population and insufficient structures for sheltering that population. Other Protection Strategies • Protection of Water Systems: A hazmat incident may contaminate groundwater supplies and water treatment and distribution systems. Threats to the drinking water supply must be identified quickly, and water system operators must be notified promptly to implement protective actions. If water supplies are affected, the public must be warned and advised of appropriate protective actions, and alternative water sources will have to be provided; • Protection of Sewer Systems: A hazardous chemical entering the sanitary sewer system can cause damage to a sewage treatment plant. If sewer systems are threatened, facility operators must be notified promptly to implement protective actions. If systems are damaged, the public must be warned and advised what to do. It will likely be necessary to provide portable toilets in affected areas; and • Relocation: Some hazardous material incidents may contaminate the soil or water of an area and pose a chronic threat to people living there. People may need to move out of the area for a substantial period until the area is decontaminated or until natural weathering or decay reduces the hazard. Frederick County EOP—Section 3: Support Annex Page 151 285 1111 Annex 2-11 : ESF-1 1 Agriculture and Natural Resourd6�, Primary Agency(s) Support Agency(s) Emergency Management VA Department of Agriculture VA Department of Health and Consumer Services VA Tech Extension Office EOC Section: EOC Branch: Operations Human Services Purpose To coordinate through the VA Department of Health in providing nutrition assistance; control and eradication of an outbreak of a highly contagious or economically devastating animal/zoonotic disease, highly infective plant disease, or economically devastating plant pest infestation; assurance of food safety and security; and protection of cultural resources and historic property resources during an incident. Scopta The Health Department, with assistance from other agencies, will: • Identify food assistance needs; • Obtain appropriate food supplies; • Arrange for transportation of food supplies to the designated area; • Implement an integrated response to an outbreak of highly contagious or economically devastating animal disease, infective exotic plant disease, or an economically devastating plant pest infestation; • Coordinate with Public Health and Medical Services to ensure that animal/veterinary/and wildlife issues are supported; • Inspect and verify food safety in distribution and retail sites; • Conduct food borne disease surveillance and field investigations; and • Coordinate appropriate response actions to conserve, rehabilitate, recover, and restore natural, cultural, and historic properties resources. Policies • Each supporting agency is responsible for managing its assets and resources after receiving direction from the Department of Health; • Actions will be coordinated with agencies responsible for mass feeding; • This ESF will encourage the use of mass feeding as the primary outlet for disaster food supplies; • Schools and institutions may be able to feed the affected population for several days; • Food supplies secured and delivered are for household distribution or congregate meal service; • Volunteer organizations may arrange transportation and distribution; • Priority is given to moving supplies into areas of critical need and then to areas of moderate need; Frederick County EOP—Section 3: Support Annex Page 152 286 • Animal culling and disposal will be conducted as humanely as possible; and • Ensure food safety. Concept of Operations The Health Department will assume the coordinator's role of the ESF. The coordinator will organize staff based on the four functional areas: • Organizes and coordinates resources and capabilities to facilitate the delivery of services, assistance, and expertise; • Provides for an integrated response to an outbreak of highly contagious or economically devastating animal/zoonotic disease, exotic plant disease, or economically devastating plant or pest infestation; • Ensures the safety and security of the commercial supply of food (meat, poultry, and egg products) following an incident; and • Identifies, secures, and arranges for the transportation of food to areas. Organizational The coordination depends on what kind of assistance is required at the time: • When an incident requires assistance from more than one of the functions, the Health Department provides overall direction; • Once the ESF is activated, the coordinator will contact appropriate support agencies to assess the situation and determine appropriate actions; • Frederick County may activate its Emergency Operations Center, and a local emergency may need to be declared to initiate response activities; and • The Virginia Department of Agriculture and Consumer Services and the Health Department coordinate the field response for food supply safety and security. Actions Determine the critical needs of the affected population: • Catalog available resources and locate these resources; • Ensure food is fit for consumption; • Coordinate shipment of food to staging areas; • Work to obtain critical food supplies that are unavailable from existing inventories; • Identify animal and plant disease outbreaks; and • Provide inspection, fumigation, disinfection, sanitation, pest termination, and destruction of animals or articles found to be contaminated or infected. Responsibilities Primary Agency(s) • VA Department of Health o Provides guidance to unaffected areas as to precautions that may be taken to ensure animal and plant health; o Ensure proper handling and packing of any samples and shipments to the appropriate research laboratory; o Provides information and recommendations to the Health Department for outbreak incidents; o Assigns veterinary personnel to assist in delivering animal health care and performing preventative medicine activities; Frederick County EOP—Section 3: Support Annex Page 153 287 o Conduct subsequent investigations jointly with other law enforcement agencies; o Assess the operating status of inspected meat, poultry, and egg product processing, distribution, import, and retail facilities in the affected area; o Evaluate the adequacy of inspectors, program investigators, and laboratory services relative to the incident; and o Establish the need for replacement food products; Support Agency(s) • Establish logistical links with organizations involved in long-term congregate meal service; • Implement pet sheltering with the assistance of the City and their plan; • Work closely with the Health department on all County responsibilities; and • Work with ESF-7 Resource Management to organize and coordinate resources and capabilities to facilitate the delivery of services, assistance, and expertise. Frederick County EOP—Section 3: Support Annex Page 154 288 Annex 2-12: ESF-12 • Primary Agency(s) Support Agency(s) Electrical Co-ops County Attorney Emergency Management ►=� Information Technology Public Information Officer Utility Companies EOC Section: EOC Branch: Operations Infrastructure Purpose To coordinate the restoration of energy sources for critical infrastructure and the public during disaster events. Scope This ESF is to collect, evaluate, and share information on energy system damage. It will also estimate the impact of energy system outages within the affected area. According to the National Response Plan, the term "energy" includes producing, refining, transporting, generating, transmitting, conserving, building, distributing, and maintaining energy systems. Additionally, the ESF will provide information concerning the energy restoration process, such as projected schedules, percent completion of the restoration, and other information as appropriate. Policies • Will work to provide fuel, power, and other essential resources to the County; • Will work with utility providers to set priorities for allocating commodities; • Personnel will stay up to date with procedures through education and training; • Restoration of normal operations at critical facilities will be a priority; and • Maintain a list of critical facilities and continuously monitor those to identify vulnerabilities. Concept of Operations Electric power supply to customers may be cut off due to either generation capacity shortages or transmission/distribution limitations. Generation capacity shortfalls are more likely to result from extremely hot weather conditions or disruptions to generation facilities. Other energy shortages, such as interruptions in the supply of natural gas or other petroleum products for transportation and industrial uses, may result from extreme weather, labor strikes, international embargoes, disruption of pipeline systems, or terrorism. In addition, the suddenness and devastation of a catastrophic disaster or another significant event can sever critical energy lifelines, constrain supply in the impacted areas, affect transportation, communications, and other lifelines needed for public health and safety. As a result, there may be widespread and prolonged electric power failures. Without electric power, communications will be interrupted, traffic signals will not operate, and surface movement will become grid locked. Such outages may impact public health and safety services and the movement of petroleum products for transportation and emergency power generation. Thus, a major, prolonged energy systems failure could be very costly and disruptive. Organizational Frederick County EOP—Section 3: Support Annex Page 155 289 • In the wake of such a major disaster, the EOC may be assisted with the region and state- level assets to help in the emergency efforts to provide fuel and power, and other essential resources as needed. The priorities for allocation of these assets will be to: o Provide for the health and safety of individuals and families affected by the event; o Provide sufficient fuel supplies to local agencies, emergency response organizations, and service stations in critical areas; o Help energy suppliers obtain information, equipment, specialized labor, fuel, and transportation to repair or restore energy systems; o Recommend/comply with local and state actions to conserve fuel, if needed; o Coordinate with local, State, and Federal agencies in providing energy emergency information, education, and conservation guidance to the public; o Coordinate information with local, State, and Federal officials and energy suppliers about available energy supply recovery assistance; and o The EOC will send requests to the VEOC for fuel and power assistance; • The private sector will be relied upon to independently manage until it can no longer do so or citizens' health, safety, and welfare are no longer at risk. The industries will be expected to establish their emergency plans and procedures and to implement them through their proprietary systems; • The State Corporation Commission (SCC) is designated the commodity manager for natural gas and electric power. The Virginia Department of Energy(VDE) is the commodity manager for petroleum products and solid fuels; • Additional supporting information, such as key contacts, recommended conservation measures, and pre-scripted press releases, can be found in the "Electric Power and Natural Gas Energy Emergency Handbook," maintained by the SCC, and in the "Petroleum and Solid Fuels Energy Emergency Handbook," maintained by the VDE; and • Following a catastrophic disaster, the VEOC, with staff support from SCC and VIDE, will coordinate emergency power and fuel to affected jurisdictions to support immediate response operations. In addition, they will work closely with Federal energy officials, other Commonwealth support agencies, and energy suppliers and distributors. The County has identified and will work with the providers for each of their energy resources. Actions • Identify, quantify, and prioritize the minimum essential supply of fuel and resources required to ensure continued operation of critical facilities such as public utilities and schools; • Develop plans of action for continued power generation for critical facilities and timelines for self-sustainment; • Develop and maintain lists of all utility providers to the County, including emergency contact information; • Monitor the status of all essential resources to anticipate shortages; • Develop minimum levels of fuel to maintain and establish sustainment timelines; • Maintain contact with fuel distributors and local utility representatives; • Implement emergency primary and secondary procurement contracts with fuel supply vendors that receive products from different locations; • Implement local conservation measures; • Keep the public informed; • Implement procedures for determining need and for the distribution of aid; • Allocate available resources to assure maintenance of essential services; • Consider declaring a local emergency; and • Document expenses. Responsibilities Frederick County EOP—Section 3: Support Annex Page 156 290 Primary Agency(s) • Public Services o Designate a Utilities Unit Leader to act as the primary point of contact to all Utility Companies affecting the County; o Coordinate press releases with ESF-2 Communications to keep the public informed and aware of the extent of the shortage, the need to conserve the resource in short supply, and the location and availability of emergency assistance; o Coordinate emergency assistance to individuals as required; o Enforce state and local government conservation programs; o Identify resources needed to restore energy systems; and o Responsibilities include: ■ Identify all utilities that may affect the continuity of operations for public businesses and private residents in the County; ■ Maintain a list of emergency contacts for all utility operators; ■ Identify a liaison for each utility operator that will be available to report to EOC, as needed; ■ Coordinate with ESF-5 Emergency Management on a list of critical facilities that shall have priority for utility restoration; and ■ Request, receive, and summarize damage situation reports from affected utilities to include: • Operational status; • Number of customers affected; • Geographic areas affected; • Estimated time to restoration; and • Coordinate recovery plans and actions with all utility providers. Support Agency(s) • General o In the event of a fuel shortage, establish procedures for local fuel suppliers/ distributors to serve customers referred to them by local government; o Identify, quantify, and prioritize the minimum essential supply of fuel and resources required to ensure continued operation of critical facilities, including support to public utilities and schools; o Identify resources needed to restore energy systems; and o Ensure continuity of fuel availability for emergency County operations (vehicles, generators, etc.). • County Attorney o Advise officials on emergency powers and procedures for invoking commodity control measures; and o Prepare or recommend legislation/ordinance to implement the emergency powers that may be required during the emergency. • Emergency Management o Request all other assistance relating to petroleum shortages from the State EOC; and o Liaison with state and federal entities. o Coordinate with ESF Group Supervisor or Utilities Unit Leader on general guidance and recommendations regarding the utility response to emergencies; o Maintain this annex in cooperation with County, public and privately-owned utilities, and energy providers; o Identify critical facilities requiring uninterrupted power or priority restoration during emergencies/disasters; and o Maintain and share information on existing emergency generators and potential generator requirements, as necessary. Frederick County EOP—Section 3: Support Annex Page 157 291 • Information Technology o Identify resources needed to restore telecommunication systems; o Ensure continuity of communications capabilities; and o Coordinate activities with local providers. • Public Information Officer o Coordinate with the Emergency Management Coordinator, Utility and Energy providers to provide timely, accurate, and consistent information to the public regarding utility outages and energy shortages, including communicating; o Protective measures, such as boil water orders; o Coordinate with Support Annex 3-7 Volunteer and Donation Management on information regarding where to obtain water, ice, and other essentials; and o Coordinate press releases with ESF Group or Utilities Unit Leader to keep the public informed and aware of the extent of the shortage, the need to conserve the resource in short supply, and the location and availability of emergency assistance. • Utility Companies o Provide an emergency point of contact and provide emergency information to the Emergency Management Coordinator and EOC; o During emergencies, respond promptly to restore utility service; o Maintain the Utility Restoration Priorities for Critical Facilities and share with Utility Unit Leader; o In coordination with the Emergency Management, update utility restoration priorities for critical facilities in the aftermath of an emergency if required; o Where it appears that outages or shortages will be long term and have a significant impact on the County, coordinate with the Utilities Unit Leader on action that should be taken to obtain support for missing services or identify locations so the County can act to relocate people who cannot be provided substitute services; o Coordinate with the EOC to respond to requests for assistance in facilitating utility repair and reconstruction activities; o Ensure utility emergency plans are current and comply with state regulations; o Coordinate information regarding utility status, number of customers affected, and areas affected to the ESF Group Supervisor or Utilities Unit Leader regularly; o Have utility personnel participate in periodic local emergency exercises to determine the adequacy of plans, training, equipment, and coordination procedures; o Maintain adequate stocks of needed emergency supplies and identify sources of timely re-supply of such supplies during an emergency; o Develop mutual aid agreements to obtain an external response and recovery assistance and identify contractors that could assist in the restoration of utilities for major disasters; o Ensure utility maps, engineering records, and other materials needed to conduct emergency operations are available during emergencies; and o Take appropriate measures to protect and preserve utility equipment, personnel, and infrastructure, including increasing security when there is a threat of terrorism directed against utility facilities. Frederick County EOP—Section 3: Support Annex Page 158 292 Annex 2-13: ESF-13 Public Safety and Security Primary Agency(s) Support Agency(s) Sheriff's Office County Attorney Emergency Management Emergency Communications Center Fire and Rescue Public Information Officer Northwestern Regional Adult Detention Center EOC Section: EOC Branch: Operations Public Safety Purpose To maintain law and order and provide public warning, security of critical facilities and supplies, safe traffic control, evacuations of people, conduct search and rescue operations and assist with identifying the deceased. Scop( This ESF is designed to respond during a time of emergency using existing procedures. These procedures are in the form of department directives covering all types of natural disasters, technological hazards, and acts of terrorism; incidents include flooding, hazardous materials spills, transportation accidents, search and rescue operations, traffic control, and evacuations. In a state or federally declared disaster, the Governor can provide National Guard personnel and equipment to support local law enforcement operations. Policies • The Sheriff's Office will retain operational control; • The Incident Commander will determine the need for security at the scene; • The Sheriff's Office EOC Representative, in coordination with the Emergency Management Coordinator, will identify areas of potential evacuation; • The concentration of large numbers of people in shelters during an evacuation will necessitate law enforcement presence to maintain orderly conduct; and • Law enforcement will be needed in evacuated areas to prevent looting and protect property; Concept of Operations • Existing procedures in the form of department directives provide the basis for a law enforcement response in time of emergency. The mission of the Public Safety and Security function is to maintain law and order, protect life and property, provide traffic control and law enforcement support, guard essential facilities/supplies, and coordinate mutual aid; • The Emergency Communications Center is the contact for receiving all warnings and notifications of actual or impending emergencies or disasters; • Should the National Guard be called in for a State or federally declared disaster, they may only be used for low-risk duties such as security and traffic control; and Frederick County EOP—Section 3: Support Annex Page 159 293 • A hazard or potential hazard situation could justify the need for evacuation for a few hours to several days or weeks, depending on the hazard and its severity. Limiting access to the hazard area, various personnel and devices will be required, such as the following: o Personnel to direct traffic and staff control points; o Signs to control or restrict traffic; o Accurate communications to personnel within and outside the secured area; o Traffic control point(s); o Adjacent highway markers indicating closure of area; o Markers on surface roads leading into the secured areas; o Patrols within and outside the secured areas; and o Established pass system for entry and exit of secured areas. Organizational Law Enforcement will utilize their usual communications networks during disasters. In coordination with law enforcement and Fire & Rescue departments, the Emergency Management Coordinator should delineate areas that may need to be evacuated. Law Enforcement will set up control points and detours to expedite traffic to reception centers or shelters and prevent reentry of evacuated areas. They will also provide traffic control and security at the damaged public property, shelter facilities, and donations/ distribution centers. Should an evacuation become necessary, warning and evacuation instructions will be sent via radio, the County's mass notification system, social media platforms, and television. Also, law enforcement and the Fire & Rescue departments will use mobile loudspeakers to ensure that all residents in the threatened areas have received the evacuation warning. Actions • Identify essential facilities and develop procedures to provide for their security and continued operation in the time of an emergency; • Maintain law enforcement intelligence capability to alert government agencies and the public to potential threats; • Develop and maintain lists of available resources for all law enforcement agencies in the County that includes vehicles and equipment; • Develop procedures and provide training for the search and rescue of missing persons; • Develop strategies to effectively address emergencies that may require distinct law enforcement procedures, such as civil disorders, hostage-taking, weapons of mass destruction, terrorist situations, and bomb threats/detonations; • Test primary communications systems and arrange for alternate systems, if necessary; • Assist with the implementation of the evacuation procedures for the threatened areas, if necessary; • Provide security, traffic, and crowd control as required; • Implement existing mutual aid agreements, if necessary; and • Document expenses. Responsibilities Primary Agency(s) • Sherrif's Office o Prepare law enforcement mutual aid agreements; o Maintain law and order during emergencies; o Direct and control evacuations; o Assist ESF-5 Emergency Management in the pre-planning of emergency evacuations; Frederick County EOP—Section 3: Support Annex Page 160 294 o Protect property in evacuated areas; o Provide access control to damaged areas; o Establish and coordinate traffic control points as needed; o Provide crowd control as needed; o Participate in the local warning system; o Conduct counter-terrorism and anti-terrorist operations; o Support search and rescue operations; o Assist in hazardous materials incidents; o Assist in the evacuation of prisoners from the jail by providing perimeter security; o Provide qualified individuals to staff the EOC and other critical facilities when activated; o Assist the Office of Chief Medical Examiner with identification of the dead. o Support other emergency functions as necessary; o Coordinate security for critical facilities; and o Coordinate security for shelter and mass care operations. Support Agency(s) • General o Support Primary Department in the mission of the ESF; and o Maintain resource roster, inventory, and standard operating procedures; • County Attorney o Upon request, advise law enforcement agencies regarding the emergency powers of local government and their potential impact on law enforcement requirements during emergencies. • Emergency Management o Work together to plan and manage ESF requirements; and o Provide sUAS resources as requested. • Emergency Communications Center o Coordinate emergency communications for internal and external agencies. • Fire and Rescue o Coordinate emergency response efforts for efficiency. • Northwestern Regional Adult Detention Center o Assist with law and order during emergencies; o Assist in transportation of suspects during law enforcement activities; and o Support other emergency functions as necessary. • Public Information Officer o Provide communication services to the public. Frederick County EOP—Section 3: Support Annex Page 61 295 Annex 2-14: ESF-14 • • Community • Primary Agency(s) Support Agency(s) Planning Economic Development ' Emergency Management Fire and Rescue Inspections Information Technology Public Information Officer Public Works Sheriff's Office VA Dept. of Health VA Dept. of Transportation Zoning EOC Section: EOC Branch: Planning Situation, Planning & Documentation, Recovery Purpose Develops a comprehensive and coordinated recovery process that will prompt and orderly restoration of community facilities and services, infrastructure, and economic base while providing for the population's health, welfare, and safety. • Recognizes the importance of affected governments and the private sector in defining and addressing risk reduction and long-term community recovery priorities; • Support is tailored based on the event's type, extent, duration, and long-term recovery period, and the availability of local, state, and federal resources; • Long-term community recovery and mitigation efforts are forward-looking and market- based, focusing on permanent restoration of infrastructure, housing, and the economy, with attention to mitigation of future impacts of a similar nature, when feasible; • The Federal Government uses the post-incident environment as an opportunity to measure the effectiveness of previous community recovery and mitigation efforts; and • Facilitates applying loss-reduction building science to rebuilding critical infrastructure (e.g., repairing hospitals or emergency operation centers to mitigate future tornado risk). This ESF support may vary depending on the magnitude and type of incident and the potential for long-term and severe consequences. It will coordinate during large-scale or catastrophic incidents that require assistance to address significant long-term impacts in the affected area. Activities within the scope of this function include: • Advise on the long-term recovery implications of response activities and coordinate the transition from response to recovery in field operations; • Work with County Departments, other local governments; non-governmental organizations; and private-sector organizations to conduct comprehensive market disruption and loss analysis and develop a comprehensive long-term recovery plan for the community; • Identify appropriate State and Federal programs and agencies to support the implementation of the long-term community recovery plan, ensure coordination, and identify gaps in resources available; Frederick County EOP—Section 3: Support Annex Page 162 296 • Determine/identify responsibilities for recovery activities, and provide a vehicle to maintain continuity in program delivery among departments and agencies and other involved parties to ensure recovery and hazard mitigation efforts; • Develop procedures to identify needs and requirements for populations with special needs and how these needs will be incorporated into recovery strategies; • Develop coordination mechanisms and requirements for post-incident assessments, plans, and activities that can be scaled to incidents of varying types and magnitudes; • Establish procedures for integration of pre-incident planning and risk assessment with post-incident recovery and mitigation efforts; and • Facilitate recovery decision-making across ESFs. Also, facilitate awareness of post- incident digital mapping and pre-incident hazard mitigation and recovery planning across ESFs. Policies • Long term community recovery and mitigation efforts are forward-looking and market- based, focusing on permanent restoration of infrastructure, housing, and the local economy, with attention to mitigation of future impacts of a similar nature when feasible; • Use the post-incident environment as an opportunity to measure the effectiveness of previous community recovery and mitigation efforts; • Facilitates the application of loss reduction building science expertise to the rebuilding of critical infrastructure; and • Personnel will stay up to date with policies and procedures through training and education. Concept of operations The recovery phase is characterized by two components: • The emergency recovery phase deals primarily with lifesaving and emergency relief efforts (i.e., clearing roads, restoring power, and securing structures for search and rescue); and • The broader recovery and reconstruction component deals with more permanent and long-term recovery and redevelopment issues. Although all County departments are involved in both components, the emphasis and focus change among departments as they shift from one component to another. In the emergency recovery component, the primary departments involved include Fire and Rescue, Police, Health, Social Services, Public Works departments, and County Schools; whereas in the recovery and reconstruction component, the emphasis shifts to departments and agencies dealing with housing and redevelopment, public works, economic development, land use, zoning, and government financing. The two components will coincide with the emergency recovery component taking precedence in the initial stages of recovery. The recovery and reconstruction component will receive greater attention as the recovery process matures. Emergency Management will be the lead coordinating department for the lifesaving and emergency recovery component of the recovery process. Planning and Development Services will be the ESF Group Supervisor and will work closely with Public Works (Engineering), Housing and Neighborhood Services, and Emergency Management during the reconstruction phase. The recovery analysis process is comprised of the following phases: • Re-entry; • Needs assessment; • Damage assessment; • Formulation of short- and long-term priorities within the context of basic needs and available resources, and Frederick County EOP—Section 3: Support Annex Page 163 297 • Identify and implement appropriate restoration and development strategies to fulfill priorities established and bring about an effective recovery program. The damage assessment process for the County is described in the Damage Assessment Support Annex of the EOP. Team leaders for the Damage Assessment Teams have been identified, and the necessary forms are included within the support annex. Although damage assessment is primarily a local government responsibility, assistance is provided by State and Federal agencies and private industries that have expertise in specific functional areas such as transportation, agriculture, forestry, water quality, housing, etc. The process to request and receives federal assistance will be the same as all other natural or human-caused disasters. VDEM will be the coordinating state agency in the recovery process, and FEMA will be the federal coordinating agency. First, short-term and long-term priorities are established using the preliminary damage assessment information. Then, recovery strategies are developed in coordination with other state agencies, local governments, the federal government, and private industry. Short-term recovery strategies would include: • Emergency Services; • Communications networks; • Transportation networks and services; • Potable water systems; • Sewer systems; • Oil and natural gas networks; • Electrical power systems; • Initial damage assessment; • Emergency debris removal; • Security of evacuated or destroyed area; and • Establishing a Disaster Recovery Center (DRC) and Joint Field Office (JFO) for long-term strategies would strive to restore and reconstruct the post-disaster environment to pre- existing conditions. Federal and State agencies will provide technical assistance to the County in the long-term planning and redevelopment process. Economic aid will be provided to assist in rebuilding the economic base, replacing and restoring the housing inventory, and ensuring that all construction and development complies with building codes and plans. Regional cooperation and coordination shall be stressed and promoted at all levels to achieve the priorities established and facilitate recovery efforts. The County will develop strategies in coordination with other local governments and Economic Planning Councils. Federal and state catastrophic disaster plans will support this effort. Items or actions to be focused on in this phase include: o Completion of the damage assessment; o Completion of the debris removal; o Repairing/rebuilding the transportation infrastructure; o Repairing/rebuilding of private homes and businesses; and o Hazard Mitigation projects. Organizational The Emergency Management Coordinator will direct response, recovery, and reconstruction efforts in the disaster impacted areas of the County, in coordination with all local departments and the appropriate state and federal agencies. Frederick County EOP—Section 3: Support Annex Page 164 298 A Presidential Declaration of Disaster will initiate the following series of events: • The President will appoint a Federal Coordinating Officer to coordinate the federal efforts; • The Governor will appoint a State Coordinating Officer to coordinate state efforts; • A JFO will be established within the state (central to the damaged area) from which the disaster assistance programs will be coordinated; and • A DRC will be established in the affected areas to accommodate persons needing individual assistance after registering with FEMA. A Presidential Declaration of Disaster may authorize two basic types of disaster relief assistance: • Individual Assistance — Supplementary Federal Assistance provided under the Stafford Act to individuals and families adversely affected by a major disaster or emergency. Such assistance may be provided directly by the Federal government or through State or local governments or disaster relief organizations; and • Public Assistance — Supplementary Federal Assistance provided under the Stafford Act to State and Local governments or specific private, non-profit organizations other than assistance for the direct benefit of families and individuals. As potential applicants for Public Assistance, local governments and private nongovernmental agencies must thoroughly document disaster-related expenses from the onset of an incident. Mitigation has become increasingly important to local officials who must bear the agony of losing life and property when disaster strikes. The Emergency Management Director/Coordinator will coordinate with Planning and Zoning to determine mitigation projects needed following a disaster and apply for available mitigation grants. Actions • In cooperation with other ESFs, as appropriate, use hazard predictive modeling and loss estimation methodology to ascertain vulnerable critical facilities as a basis for identifying recovery priorities; • Gather information to assess the scope and magnitude of the social and economic impacts on the affected region; • Coordinate and conduct recovery operations; • Conduct initial damage assessment (See Damage Assessment Annex); • Coordinate early resolution of issues and delivery of assistance to minimize delays for recipients; • Coordinate assessment of accuracy and recalibration of existing hazard, risk, and evacuation modeling; • Facilitate sharing of information and identification of information of issues among agencies and ESFs; • Facilitate recovery decision making across ESFs; and • Facilitate awareness of post-incident digital mapping and pre-incident hazard mitigation and recovery planning. Frederick County EOP—Section 3: Support Annex Page 165 299 Responsibilities Primary Agency(s) • Planning o Implement plans that address critical issues such as temporary and permanent housing, debris removal, decontamination, and environmental restoration, restoration of public facilities and infrastructure, restoration of the agricultural sector, and short and long-term economic recovery; o Notify supporting agencies upon EOC activation, as needed; o Review mitigation plans for the early identification of mitigation projects to reduce socio-economic consequences; o Support Real Estate Evaluation in the development of damage assessment teams and develop plans to obtain and analyze damage assessment data; o Coordinate the identification of federal and state programs to support the implementation of long-term recovery plans; o Provide technical assistance in County and municipal planning; o In conjunction with Planning, coordinate the National Flood Insurance Program; o Support Engineering on conducting outreach activities on floodplain management and insurance as deemed appropriate based on the event; o Assist GIS in the development of flood recovery maps as necessary; o Develop plans for post-incident assessment that can be scaled to incidents of varying types and magnitudes; o Develop action plans identifying appropriate agency participation and resources available, taking into account the differing technical needs for risk assessment and statutory responsibilities by hazards; o Ensure participation from primary and support agencies; o Lead post-incident assistance efforts; o Identify areas of collaboration with support agencies and facilitate interagency integration; and o The ESF-3 Public Works and Engineering Group Supervisor or Debris Management Unit Leader supports debris management. Support Agency(s) • Economic Development o Develop long-term strategies that strive to restore and reconstruct the post- disaster environment to pre-existing conditions; o Coordinate the identification of federal and state programs to support the implementation of long-term recovery plans; o Conduct outreach activities on floodplain management and insurance as deemed appropriate based on the event; and o Work to develop strategies in coordination with local governments and Economic Planning Councils. • Emergency Management o Document damage assessment information received in the EOC to determine the priority areas for the damage assessment teams to survey; o As soon as the magnitude of the disaster is determined, request that VDEM deploy the State Assessment Team; o Request a damage assessment team or support from the Red Cross; o Notify all supporting agencies upon EOC activation; and o Establish a disaster recovery center and joint field office as needed. o Confirm that the Frederick Water conducts the appropriate tests to ensure that water quality is maintained following the disaster; Frederick County EOP—Section 3: Support Annex Page 166 300 o Assign staff to identify and document the economic impact and losses avoided due to previous mitigation projects and determine new priorities for mitigation in the affected areas; and o Assist in the development of flood recovery maps as necessary. • Fire and Rescue o Conduct an immediate assessment on the capability and availability of firefighting resources in the County; o Determine the immediate need for firefighting services with ongoing fires as a result of the disaster; o In conjunction with ESF-8 Public Health and Medical Services and ESF-13 Public Safety and Security, coordinate ESF-9 Search and Rescue and ESF-10 Oil and Hazardous Material Response operations in the County; o Coordinate mutual aid requests and any resource requests through the EOC; o Determine if hazardous materials operations are required following the disaster; o Determine if assistance is needed for the Region II VDEM Hazardous Materials Team, submit the request through the EOC; and o Support Damage Assessment and share information gathered. o Information Technology o Ensure continuity of Communications Networks; o Use hazard predictive modeling and loss estimation methodology to ascertain vulnerable critical facilities as a basis for identifying recovery priorities; and o Assist in the development of flood recovery maps as necessary. o Public Information Officer o Approve all press releases from all departments before releasing them to the media; o Ensure that procedures are in place so that timely and accurate information is provided to the public regarding; o Status of emergency conditions within the affected areas; o The availability of emergency services; o Additional measures necessary to protect public health and safety; o Availability of relief supplies and donated goods; o Status of power and telecommunications services being restored; o Availability and safety of water through Frederick Water; o Establish the County Joint Information Center and ensure it is staffed appropriately; and o Coordinate and conduct tours for the media and VIPs in the affected areas. • Public Works o Plan for and provide technical assistance in transportation planning and engineering; o Determine the transportation requirements necessary to conduct debris removal operations; o Assist in obtaining transportation assistance as needed in the removal and disposal of disaster debris; o Determine the capability of the landfill to accept disaster debris or establish burn sites for disaster debris; and o Contract with local vendors to conduct immediate debris removal operations and when the debris removal capaCounty exceeds local capabilities, coordinate with companies to conduct debris removal; • Sheriff's Office o Enforce curfews as imposed; o Establish traffic control around areas where homes, businesses, and critical infrastructure has been damaged; o Establish traffic control points as necessary to establish security around disaster areas; Frederick County EOP—Section 3: Support Annex Page 167 301 o Verify that personnel attempting to enter restricted, or disaster areas are residents or response personnel who can display approved access passes before entry; o Submit all requests for law enforcement assistance through the EOC; and o Establish assembly areas for law enforcement assistance arriving from other counties across the state. • VA Department of Health o Conduct an immediate assessment of the availability and capability of area hospitals and medical facilities to provide patient care; o Provide technical assistance in the removal and management of contaminated debris and environmental remediation; o Coordinate requests and activation of the state and federal mass fatality plans, NDMS, and DMORT activities; and o Coordinate vector control programs. • VA Department of Transportation o Coordinate damage assessment of the County road system, including Engineering performing structural evaluations of all bridges; o Determine the priority for clearing the road system in the County; and • Zoning and Inspections o Conduct support services for short- and long-term infrastructure; and o Provide manpower and conduct damage assessments using provided damage assessment tools. Frederick County EOP—Section 3: Support Annex Page 168 302 Annex 2-15: ESF-15 ■ IO/External Affairs Primary Agency(s) Support Agency(s) Public Information Officer County Administrator Emergency Management Fire & Rescue Information Technology �® Public Schools Sheriff's Office Social Services VA Dept. of Health EOC Section: EOC Branch: Command N/A Purpose To keep the public informed concerning a threatened or actual emergency and provide protective action guidance as appropriate to save lives and protect property. SCOPE This ESF coordinates the resources necessary to manage information during a significant incident so that accurate and current information is used to inform the public. Activities within the scope of this ESF functions include developing and disseminating public messages; providing accurate and authorized information to the public and making it accessible; coordinating all official briefings and news conferences; and executing the Joint Information System (JIS) as needed. In addition, the ESF will coordinate with all agencies involved with the incident so that one message is used for public information to avoid any conflicts of released information. This emergency support function is organized into the following functional components: • Public Affairs; • Community Relations; • Legislative Affairs; • International Affairs; and • Rumor Control. The scope of this annex is to provide concepts for developing a unified crisis management plan. The objectives of this plan are to: • Prepare County staff in effectively managing crisis communications; • Help staff respond in a unified, professional manner that reinforces leadership, transparency, and responsive government; • Manage the distribution of critical, often sensitive, information to the various audiences served by the County, including the media; and • A crisis is defined as a significant incident or threat to operations that can have negative consequences if not handled properly. Frederick County EOP—Section 3: Support Annex Page 169 303 Policies The following outlines Frederick County's policy on communications with the media in the event of a crisis: • Any staff member alerted to a potential crisis should immediately report the information to their supervisor and the County's Public Information Officer (PIO). This "single source" of information reinforces the messages and helps correct misinformation; • Only the County PIO and others outlined in this plan can release information to the media and the public. All other staff and representatives of the County, such as the Board of Supervisors, are asked to be professional and helpful to the media by providing them with contact information for the County PIO; • The County Administrator is responsible for coordinating all aspects of the organization's response, including messages. These messages should be developed in coordination with the PIO. There may be cases where the same person fills these roles; • All messages should be developed with professionalism and transparency in mind. Messages should be written to communicate information, reduce uncertainty, maintain morale, collaborate, inform and educate audiences, and build credibility. When possible, responses should be proactive, responsive, and action-oriented; • "No comment' is never an acceptable response. If an answer is unknown or is not immediately available, the questions should be noted, and the inquirer told there would be a follow-up. If the question cannot be answered due to a policy, the reason should be explained, and additional policy/procedural information provided. Personnel matters are to remain confidential; and • Only the County PIO is permitted to represent the County on social media channels. The Sheriff's Office PIO is permitted to represent the Frederick County Sherrif's Office on social media. Employees responsible for county-related social media accounts are not permitted to disclose information about an event before the release of information from the PIO. Additionally, all employees are not permitted to disclose confidential information related to other employees or members of the public they serve via county-related or personal social media pages. During an emergency, the Public Information Officer (PIO) will: • Disseminate information by appropriate means to include news releases, email, website updates, social media, government access TV channels, news conferences, voice and texting alerting systems, and the Integrated Public Alert and Warning System (iPAWS); • Clear news releases with the Emergency Management Director or Incident Command before distribution to the media or public, when appropriate; • Coordinate all official briefings and press conferences; • Encourage news media to publish articles to increase public awareness; • Answer questions from the media or public; • Set up media interviews with appropriate personnel; • Monitor news coverage to ensure accuracy; • Create talking points for elected officials and County leadership; • Notify County Administrator and Board of Supervisor members of the incident and provide status updates; • Ensure information disseminated is accurate, up-to-date, and released promptly; and • Send updates or coordinate site visits from legislative representatives. Concept of Operations • Establish a working arrangement between regional PIOs, the County Emergency Operations Center, local radio stations, television stations, and newspapers; Frederick County EOP—Section 3: Support Annex Page 170 304 • Encourage local media outlets to periodically publish general information about those specific hazards most likely to occur, such as flooding, severe weather, and hazardous materials accidents; • Activate staff and coordinate a Joint Information Center as needed; • Prepare and provide general information appropriate to special groups such as the visually impaired, the elderly, etc.; • If activated by the EOC, coordinate with and provide information to the community call center to help with citizen inquiries, rumor control, and information dissemination; • Assist the Health Department in disseminating public health notices; • Arrange regular press briefings; • Establish communications with State Joint Information Center if needed; • Coordinate the release of information through public broadcast channels, online resources, and written documents; • Maintain an up-to-date telephone, email, and fax number list for all local news organizations; and • Follow the County's Crisis Communications Plan and other Standard Operating Procedures (SOP). Organzationai Public Affairs • Coordinates messages from the various agencies involved in the incident; • Establishes a Joint Information Center when needed; • Gathers information on the incident and provides information to the public directly and through media outlets and other sources; • Monitors the news coverage to ensure the accuracy of the information being disseminated; and • Handles appropriate special projects such as news conferences and press operations for incident area tours. Community Relations • Prepares an initial action plan with incident-specific guidance and objectives to address community issues at the beginning of an actual or potential incident; and • Identifies and coordinates with the community leaders and neighborhood groups to assist in rapidly disseminating information, identifies unmet needs, and establishes an ongoing dialogue and information exchange. Legislative Affairs • Establishes contact with the state legislative and congressional offices representing the affected areas to provide information on the incident; • Prepares to arrange an incident site visit for legislators and their staff; and • Responds to legislative and congressional inquiries. International Affairs • Works with the Department of State to coordinate all matters requiring international involvement, if needed. Frederick County EOP—Section 3: Support Annex Page 171 305 Rumor Control • All information will be verified before being released to the public. The verification can be returned by telephone calls to the information source or by having another agency or department verify the authentiCounty of the information. If the information cannot be verified through at least one additional source, it will not be released to the general public; and • Media reports and social media posts will be monitored during and after the incident for misinformation. Corrections will be sent or posted as necessary to reduce the spread of rumors or incorrect information. Actions • Evaluate the situation and gather information; • Monitor national, state, and local news coverage of the situation; • After coordination with the Emergency Operations Center (time permitting), disseminate emergency public information via communications channels to the public and news media (local or regional); • Content should be coordinated with adjacent jurisdictions and the State EOC if the incident affects multiple jurisdictions; • Establish a JIC/media center with all entities involved and coordinate timely information dissemination as one unified voice; • Emphasize citizen response and protective action; • Develop accurate and complete information regarding incident cause, size, current situation, and resources committed; • Continue to keep the public informed concerning local recovery operations; • Assist the Health Department in disseminating public health notices, if necessary; • Assist State and Federal officials in disseminating information concerning relief assistance; • Pre-develop templates for press releases; • Develop and maintain lists of the various media outlets, including after-hour contact information; and • Document expenses and actions taken. Responsibilities Primary Agency(s) • Public Information Officer o Act as the primary information source and spokesperson, communicating information to the County leadership and Board of Supervisors before or as it is being communicated to the media and public; o Develop policies that support crisis communications to include expanding operations into a JIC; o Ensure that information released is timely and accurate. If a subject matter expert must be interviewed, the PIO will sit in on all interviews to ensure consistent messaging and information is being provided; o Write and distribute press releases and messaging via e-mail, website, and social media platforms; o Interact with media by responding to their questions, interview requests and by providing information via e-mail, phone, or social media; o Communicate with the public and internal staff via the County website, social media, e-mail blasts, Alert Frederick, and postings on the internal website of the County; Frederick County EOP—Section 3: Support Annex Page 172 306 o Attend pertinent meetings and provide advice and counsel on the best routes of action from a public relation perspective; o Staffing the Emergency Operations Center when activated as outlined in the EOP; o Communicate with management and provide key messages and talking points for County officials, employees and their families, clients, client family members, media, regulatory officials, emergency response officials, and any additional audiences; o Coordinate media interviews and briefing subject matter experts for potential media interviews; o Provides updates for employees, as well as provides talking points for employees asked about the situation and for the receptionist or call center; o Rumor & misinformation control; o Storing equipment, supplies, etc. that will assist in the performance of their duties at alternate relocation facilities, should they become necessary; and o Conduct a post-crisis communications evaluation. • Communications o Six major goals: ■ Make the public aware of potential emergencies and appropriate protective actions; ■ Quickly relay critical and potentially life-saving information to the public; ■ Provide timely, consistent information on the status of an ongoing emergency or disaster situation; ■ Keep public officials, including elected officials, informed of the processes of coordinating the response to and facilitating the recovery from emergencies and disasters; ■ Provide ongoing and helpful information regarding recovery activities; and ■ Track and correct rumors and misinformation. Support Agency(s) • County Administrator o Responsible for coordinating all aspects of the organization's response, including messages. These messages should be developed in coordination with the PIO, who is responsible for delivering messages to the various audiences. However, there may be cases where the same person fills these roles. • Emergency Management o The Emergency Management Director has the authority to approve all press releases; o The Emergency Management Director provides situation reports to the County Administrator, Chairman of the Board and Board of Supervisors, as requested; o The Emergency Management Director is responsible for all legislative updates and congressional inquiries and may delegate as needed; o The Emergency Management Coordinator activates an information call center to handle citizen inquiries, as needed depending on the severity of the disaster, and coordinates, schedules, and maintains the necessary staff to handle the call volume; and o The Emergency Management Coordinator collects and shares information with the Emergency Operations Center. • Fire and Rescue o Maintains and keeps resources and situation status reports available; and o Provides public information personnel to support Joint Information Center and as needed. • Information Technology o Maintains and keeps resource and situation status reports available; o Provides technical equipment, GIS services, support, and supplies as needed; and Frederick County EOP—Section 3: Support Annex Page 173 307 o Assigns public information personnel to support Joint Information Center and as needed. • Public Schools o Maintains and keeps resources and situation status reports available; o Maintains detailed school, student, and operation conditions available; and o Assigns public information personnel to support Joint Information Center and as needed. • Sheriff's Office o Maintains and keeps resources and situation status reports available; o Provides information regarding jail and inmates, as requested; o Provides security for media staging areas as needed; o Provides security for Joint Information Center as needed; and o Assigns public information personnel to support Joint Information Center and as needed. • Social Services o Maintains and keeps resource and situation status reports available; and o Assigns public information personnel to support Joint Information Center and as needed. • VA Dept. of Health o Maintains and keeps resource and situation status reports available; and o Assigns Public information personnel to support the JIC as needed. Frederick County EOP—Section 3: Support Annex Page 174 308 �Itl! Emergency Operations Plan EOP Section 3 : Su ort Annex pp 0• Table of Contents Section3:.....................................................................................................................................i SupportAnnex.............................................................................................................................i Tableof Contents....................................................................................................................ii Purpose.................................................................................................................................. 1 Scope..................................................................................................................................... 1 Roles and Responsibilities...................................................................................................... 1 PrimaryAgency(s).................................................................................................................. 1 SupportAgency(s).................................................................................................................. 2 Annex 3-1: Continuity of Government..................................................................................... 3 Annex 3-2: Damage Assessment ..........................................................................................10 Annex 3-3: Debris Management............................................................................................24 Annex 3-4: Fatality Management...........................................................................................31 Annex 3-5: Financial Management ........................................................................................36 Annex 3-6: Information Technology.......................................................................................39 Annex 3-7: Joint Information System .....................................................................................41 Annex 3-8: Volunteer and Donations Management................................................................48 Annex 3-9: Worker Safety and Health....................................................................................51 Frederick County EOP—Section 3: Support Annex Page I ii 310 GEMW To provide areas of operational guidance that can be applied to any type of disaster when executing the EOP. The Support Annex describes the framework through which local departments and agencies, the private sector, volunteer organizations, and nongovernmental organizations coordinate and execute the common functional processes and administrative requirements necessary to ensure efficient incident management. During an incident, numerous procedures and administrative functions are required to support incident management. Therefore, the actions described in the Support Annex are not limited to particular types of events but are overarching and applicable to nearly every type of incident. In addition, they may support several ESFs. The following section includes a series of annexes describing the roles and responsibilities, when appropriate, of local departments and agencies, nongovernmental organizations, and the private sector for those common activities that support most incidents. This annex addresses the following areas: • Continuity of Government; • Damage Assessment; • Debris Management; • Fatality Management; • Financial Management; • Information Technology; • Volunteer and Donations Management; and • Worker Safety & Health. Roles • Responsibilities Each Support Annex identifies a primary coordinating agency and supporting agencies. In some instances, the responsibility of a primary agency is a joint endeavor between two agencies. The overarching nature of functions described in this annex frequently involves supporting or cooperating with all the departments and agencies involved in incident management efforts. In some cases, actions detailed in the annex also incorporate various components of emergency management and other departments and agencies to ensure seamless integration of and transitions between preparedness, prevention, response, recovery, and mitigation activities. Primary • - Primary coordinating agencies described in this annex support the incident management mission by providing the leadership, expertise, and authority to implement critical and specific aspects of the response. The County emergency management program provides for overall incident coordination and collaboration between all entities involved with an incident. When the functions of a particular Support Annex are required to assist in the management of an incident, the agency serving as the coordinator is responsible for: • Orchestrating a coordinated delivery of those functions and procedures identified in the annex; • Providing staff for the operations function at fixed and field facilities; Frederick County EOP —Section 1: Basic Plan Page 11 311 • Notifying and sub-tasking cooperating agencies; • Managing any tasks with cooperating agencies, as well as appropriate State and Federal agencies; • Working with appropriate private sector organizations to maximize the use of all available resources; • Supporting and keeping ESFs and other organizational elements informed of ongoing annex activities; • Planning for short-term and long-term support to incident management and recovery operations; and • Maintaining trained personnel to execute their appropriate support responsibilities. Support ' • - When the procedures within a Support Annex are needed to support elements of an incident, the coordinating agency will notify cooperating agencies of the circumstances. Support agencies are responsible for: • Conducting operations, when requested by the primary coordinating agency or emergency management, using their own authorities, subject-matter experts, capabilities, or resources; • Participating in planning for short-term and long-term incident management and recovery operations and the development of supporting operational plans, standard operating procedures, checklists, or otherjob aids, in concert with existing first-responder standards; • Furnishing available personnel, equipment, or other resource support as requested by emergency management; • Participating in training and exercises aimed at continuous improvement of prevention, response, and recovery capabilities; and • Implementing new technologies or procedures that have the potential to improve performance within or across functional areas for review and evaluation. Frederick County EOP —Section 1: Basic Plan Page 12 312 ` nnex 3-1 : Continuity of • Primary Agency(s) Support Agency(s) Emergency Management All Departments and Divisions 0, Z Purpose To provide guidance for County departments in determining essential functions in an emergency or disaster that affects Countywide or individual department operations through an overarching Continuity of Government (COG) plan. Scope Local government does not stop for a disaster as essential functions and services still need to be provided in an emergency. Depending on the size and severity of the emergency, several departments or the entire County government may be involved. Therefore, it is essential to have a plan that is flexible and takes an all-hazards approach. Each department should develop, maintain, and be prepared to relocate or operate in a virtual setting to perform essential functions within 12-hours of activation. The majority of the County's COG plan lies within each department's developed COOP as emergencies have varying degrees of severity. Therefore, all departments may not be involved in the response and recovery. Instead, each department will be in charge of determining what is needed to continue providing essential functions and services in time of an emergency. Continuity of Operations Planning (COOP) is considered good business practice and includes the following objectives: • Ensuring the continuous performance of any agency's essential functions, operations, and services during an emergency; • Protect essential facilities, equipment, vital records, and other assets; • Reduce or mitigate disruptions to operations; and • Achieve a timely and orderly recovery from an emergency and resumption of full-service to customers. This document establishes the guidelines for addressing three types of disruptions: • Loss of use to a facility; • Loss of services due to a reduced workforce; and • Loss of services due to equipment or systems failure. Policies • The COG plan will be the responding policy of the County for all levels of natural and human-caused threats, emergencies, or disasters, to continue essential internal operations and continue to provide services to the citizens; • COG capabilities must be maintained at a high level of readiness regardless of the type of emergency, capable of being activated both with and without warning, achieving Frederick County EOP —Section 1: Basic Plan Page 13 313 operational status no later than 12-hours after activation, and sustaining operations for up to 30-days or until termination; and • Departments should be aware of the transitioning or expanding roles depending on the type of emergency and plan to provide applicable service to other departments and citizens as necessary. Departments are to maintain and operate individual COOP plans as part of the overall County's COG plan. COOP vs. COG COOP is a planning strategy created within individual departments to ensure their ability to continue its essential functions during a wide range of potential disruptions. Essentially, it is capable of maintaining its department's core operations and essential functions under all eventualities. This is accomplished by developing plans, procedures, and provisions for leadership succession, essential functions, alternative facilities, personnel, resources, interoperable communications, and vital records/databases. Each of these plans is uniquely specific to the organization's structure and operations and has been tailored to address the following critical elements of the department's continuity planning requirements: • Essential Functions (Ranked by Priority); • Vital Records / Vital Resources; • Succession of Authority; • Delegations of Authority; • Alternate Facilities; • COOP Teams and Responsibilities; • Communications; • Alert Notification (as outlined within the COG); and • Testing, Training, and Exercises (as outlined within the COG). COG is a Countywide plan that summarizes the most critical and significant elements of each department's COOPs highlighted above. The COG plan supports a higher level of planning which serves as the framework for the preservation, maintenance, or reconstitution of the institution of the overall County government. Planning Assumptions and Considerations The COG plan assumes that all County organizations have COOPs and locations necessary to maintain or recover essential functions. Organizations are expected to understand their space allocation needs and communicate that to the proper continuity team when they cannot organize their alternate site plan. This plan assumes that the County will form specific Continuity Teams designed to address the situation and meet the needs and requirements of the County during continuity events. At a minimum, Continuity Teams will consist of leadership, management, and critical decision-makers responsible for implementing the COG plan and its actions as required. The assumptions listed below serve as a scope of an incident that could occur and what other situations may exist that will need to be considered in each department COOP document: • An incident or operational disruption has occurred within the County which impacts the ability to perform or deliver one or more organization's essential functions; • Whatever the incident, the consequences can be summarized to manageable situations that the County, its organizations, and their private partners can manage; Frederick County EOP —Section 1: Basic Plan Page 14 314 • One or more County organizations are becoming overwhelmed in their ability to recover from the incident independently; • Services provided by private enterprise, local government(s), or the federal government may be impacted; and • Power, fuel, water, food, medical, power, and telecommunications sources and supply chains may be impacted. The COG planning strategy is based on four basic scenarios that may disrupt normal business activities. • Level 1: Part of a County-owned building/s are affected; • Level 2: Entire County-owned building/s affected; • Level 3: County-owned building/s and surrounding area affected; and • Level 4: Frederick County affected. Risk Analysis Considerations • Government Operations o Funding constraints; o Budget; o Government accountability; o Facilities, both primary and alternate; o Employees and family support planning; o Risk, Safety, and Health of employees; o Transportation and parking; o Waste management; o Security; and o Operating infrastructure (water, sewer, power, communications). • Technical or technology changes o The rapid cycle of change or duration between initiation and obsolescence; o Telecommunications; o Cable systems and media; and o Bandwidth requirements. • Information systems (hardware and software) o Computer migration from mainframe (centralized) to LAN; o Connectivity; o The complexity of network environment; o Dependence on software and reliability of systems; and o Internet and Intranet applications and agreements. Essential Functions Functions stated or implied are required to be performed to provide vital services, exercise civil authority, maintain the safety and well-being of the general populace, sustain the industrial and economic base in an emergency, or other functions deemed essential by the heads of principal organizational elements. Standard definitions of essential function priority level have been developed to maintain consistency across County government. • Low priority: helping facilitate smooth operations, but not always immediately required; • Medium priority: pertinent to operations but may be performed on time as needed; and • High priority: vital to the function of the department or local government and must be done on time. Frederick County EOP —Section 1: Basic Plan Page 15 315 Department essential functions include the priority level relating to the duration of the incident and what personnel is needed to perform the specified function. Payroll Payroll will not need to be issued at the department level unless the emergency extends beyond 2-weeks and the department has the means to do so. The Finance Department will use the last submitted payroll for departments that cannot enter current information. After the emergency, any overages or shortages will be taken care of on an individual basis. Employees not working during COOP activation, Personal Time Off (PTO) will need to be used. If none is available, the employee will enter a no-pay status that will not affect their anniversary date. Identification of Essential Personnel All County job descriptions identify essential vs. non-essential personnel. Department COOPs should identify the various types of functions as applicable to essential and non-essential personnel. The focus of the COG plan will be the continuation of the identified essential function activities in a transition phase until they can be resumed in the original facility or other long-term accommodations can be made available. Delegation of Authority Delegations of authority ensure that qualified personnel have been identified to carry out each essential function. They specify who is authorized to make decisions or act on behalf of key department personnel. Two types of authority may be delegated: • Emergency Authority: the ability to make decisions related to an emergency (i.e., COOP plan activation, evacuation of primary facility, or determining which personnel should report to duty and where). Typically, this authority expires once the emergency has expired; and • Administrative Authority: the ability to make decisions that affect beyond the duration of the emergency (i.e., hiring, firing, drafting policy, or fiscal encumbrances). Statutory or constitutional law may limit the delegation of this kind of authority, and it may be necessary to consult with the County Attorney when considering delegation of administrative authority. Succession of Authority Succession planning ensures that critical positions that are suddenly vacant can be continued effectively by making appropriate provisions. Lines of succession should be completed for each essential function. The Basic Plan of the EOP identifies these positions based upon job title. Building Evacuation Plan Evacuation plans ensure that personnel, visitors, contractors, and others are safely evacuated at the time of an emergency event. In contrast, the COG Plan provides the continuation of essential government activities and functions if the buildings or parts of the buildings cannot be quickly reoccupied after an evacuation. Concepts of Operations The County Administrator or their designee may activate the County COG plan. Each department COOP Manager will perform an assessment based on the information gathered by the PIO of the Frederick County EOP —Section 1: Basic Plan Page 16 316 emergency and recommend individual COOP activation based on the findings. The affected department heads or their designee will take such actions necessary to continue operations within 12 hours of the event. Based on the guidance in this plan: • Individual departments may activate their COOP if they are forced to operate from home or an alternate facility; • The severity of the event determines how long the COG will remain activated; and • The COG will phase out and transition essential functions as normal operations resume. The activation and implementation of the COG plan are performed in conjunction with the details of the County EOP. Policy support and executive leadership are a vital part of any response, and the EOP guidelines set forth the roles and responsibilities as part of the overall Incident Command System (ICS). For the County to successfully manage and execute the actions contained within this COG plan, it may be necessary to develop specific Continuity Teams responsible in their various areas to oversee the design, strategy, and ongoing development and coordination of the COG plan as a whole. In addition, Continuity Team members will serve a significant role in the response and decision-making process of the COG plan when disruptions occur. The COG Plan is based upon the following scenarios and will be used for descriptive purposes to provide detail about the severity of the activation. The level will be designated by the County Administrator, who will consult the Board of Supervisors. • Level 1 County-Owned Building/s Affected: A building housing critical local government functions are operational, but regular business operations are suspended in a room, floor, level, or section because of fire, explosion, water damage, or other localized incidents; • Level 2 Entire County-Owned Building/s Affected: A building is closed for regular business activities, but the cause of the disruption has not affected surrounding buildings, utilities, or transportation systems. The likely cause of disruption of business is structural fire; system/mechanical failure; loss of utilities, including water or steam; or an explosion that causes no significant damage to surrounding buildings or utility systems; • Level 3 County-Owned Building and Surrounding Area Affected: At least one County building and surrounding buildings and area are closed to regular business activities due to widespread damage. In addition, under this level of emergency, there could be uncertainty regarding whether additional events such as secondary explosions, after shocks, or cascading utility failures could occur; and • Level 4 Frederick County Affected: The County area is closed to regular business activities due to a widespread disaster or emergency, including natural disasters, technological failures, and terrorist threats or incidents. Under this level of emergency, the County Administrator will declare a Local State of Emergency and likely request the Governor to declare a State of Emergency. Many, if not all, local department/agency COOP plans will be activated. The members of the Board of Supervisors or their designee may implement the County COG plan. The implementation notification will be done through the County PIO, which will first notify all department heads. The affected departments will then activate their COOP procedures and be responsible for notifying their employees. The PIO will release information about the COG activation to include the affected departments, what services will be provided, where they are located, and what personnel will be working. The COG is implemented based on known or anticipated threats and emergencies with or without warning. The County will use a time-phased approach for implementation where critical resources are deployed early, and other resources will follow as needed. • Known threats and emergencies (with a warning): o Some threats to operations may provide warnings that will permit the orderly alert, notification, evacuation, and, if necessary, the relocation of employees. Situations Frederick County EOP —Section 1: Basic Plan Page 17 317 that might provide such warning include a tornado, a transportation accident threatening to release Hazardous Materials (HAZMAT), or a terrorist incident. • Unanticipated threats and emergencies (no warning): o During Non-Duty Hours: Incidents may not be preceded by a warning, e.g., earthquakes, arson, HAZMAT, or terrorist incidents, or may occur while the most on-site staff is not at work. In these circumstances, while our operations from the home site may be impossible, most of our employees will still be able to respond to instructions, including the requirement to relocate following proper notification; and o During Duty Hours: Incidents may also occur with no warning during regular office hours. In these circumstances, execution of the COG, if indicated by the event circumstances, would begin by executing the respective Evacuation Plans to move employees out of the building expeditiously. The distinction between a widespread versus a localized event is based on assessing the impact of an event on an agency, department, and business unit or facility operations. Typically, if an event impacts a significant number of employees or could force the relocation of many employees, the event is considered widespread. Conversely, localized events are usually limited to smaller or isolated areas of a facility, such as a department or business unit. In either case, there is a need to account for all employees. Either case may trigger activation of the COG and result in the automatic implementation of specific COG procedures. However, depending upon the scope of the impact of the emergency, the actions taken to continue operations may vary. As part of the planning process, it is suggested that pre-planning and possible pre-positioning of items should be considered. The items selected will support the organization's business requirements and personnel needs for an event that could demand relocation or isolation for an extended period. Go kits are packages of records, information, communication and computer equipment, and other items or material related to an emergency operation. The kits are used by persons supporting an external or internal response or are deployed to relocation sites/alternate facilities. The kits contain primary and backup sources of information and respective agencies/departments. Password-protected flash drives may be an excellent tool for document backup assistance. Any kit containing unclassified, sensitive, and classified documents must be handled and protected following Local, State, and Federal regulations. Security measures should encompass the spectrum of considerations: • Personnel (access, control); • Physical (storage, transportation); • Operational (validation); and • Information (integrity, protection). The COOP of each department will identify and document proper handling procedures for its vital records. Departments with vital records not residing on the County computer network are encouraged to duplicate the information to be included as part of their Go Kits at an offsite location. It is the individual department's responsibility to identify and secure all vital records for their area. Electronic information and systems that reside on the County network are backed up daily. If the County data center becomes unavailable, special arrangements have been made to provide alternate access to the financial systems. Alternate facilities provide a means of accomplishing the COG mission essential functions in an emergency or threat when the primary location cannot be occupied. A thorough understanding of the agency's mission, essential functions, communications connectivity requirements, and the resources allotted are essential for alternate facility considerations. Any alternate facility must be reevaluated for sustainability and functionality on an annual basis. Departments with personnel Frederick County EOP —Section 1: Basic Plan Page 18 318 not providing essential functions or services may be deployed to alternate locations to assist. The personnel will receive notification of their activation from their department head. Reconstitution planning will begin at the onset of the emergency. The EOC will coordinate the transition of departments back to their primary facility and resumption of normal operations. It will notify departments of the expected timeframe for the transition. During an emergency or disaster, all forms of communication will be impacted directly or indirectly. Interagency and intra-agency communications will become crucial. Accurate and timely information must be communicated according to specific policies that support essential activities as the event or situation evolves. The PIO will work with the news media as the primary method for the agency to communicate initially with all employees and the local community regarding any crisis impact on the County, changes in working hours and conditions, and any special instructions. This information will also adequately explain what employees and the community can expect, provide a clear understanding of what is being done to protect public health and safety, and what is being done to mitigate the event's impact and recover and restore operations of the community facility. The PIO is responsible for developing, providing, and ensuring orderly and accurate information through the local media. Department heads are also responsible for briefing the County Administrator and keeping internal and external communications channels open and transparent. Personnel training is essential to improving the capability of agencies to execute their COOP plans and familiarize their members with the essential functions they might have to perform in an emergency. The continued viability of a COG is mainly dependent on training and evaluating the results of the training programs. Therefore, Emergency Management will develop training programs for departments and tailor them to their individual department's COOP plan. This will allow departments to train their personnel on the responsibilities they are expected to carry out during COOP activation. Frederick County EOP —Section 1: Basic Plan Page 19 319 Annex 3-2: Damage Assessment Primary Agency(s) Support Agency(s) Zoning and Inspections Emergency Management Finance/Purchasing Fire and Rescue Information Technology Public Information Officer Public Works Planning & Development Sheriff's Office VA Department of Health Purpose To provide guidance for agencies to follow during a disaster in identifying and assessing damage to public and private property, thereby providing a basis for an emergency declaration or disaster assistance. In addition, the timely evaluation, collation, and dissemination of specific information using designated forms and computer software are required to be eligible for post-disaster assistance. Damage assessment activities evaluate (in dollars) the estimated cost for damage or loss to agriculture, infrastructure, property (County, State, and private), and equipment. This Support Annex will cover a broad scope of responsibilities, assignments, and standard forms used in the overall process. An Initial Damage Assessment Report will be completed by the Emergency Management Coordinator and submitted to the Virginia Department of Emergency Management within 72-hours of the event, outlining the severity of the problems and determining the need for further assistance. Federal/State-supported damage assessment precedes a Presidential Disaster Declaration delivery and defines the specific needs for long-term recovery. A catastrophic emergency will require the expenditure of large sums of local funds. Financial Operations will be carried out under compressed schedules and intense political pressures, which will require expeditious pressures that meet sound financial management and accountability requirements. Policies • Initial Damage Assessment reports will be made to the State EOC within seventy-two (72) hours after the disaster occurs; • An estimate of expenditure and obligated expenditures will be submitted to both the County and State EOCs before a Presidential Declaration is requested; • Additional reports will be required when requested by the Emergency Management Coordinator depending on the type and magnitude of the disaster; • Initial Damage Assessments data collection will be conducted by the County Development Services Inspections Division utilizing the online Crisis Track software; • Other departments and agencies may assist with damage assessments as necessary and dependent on the size and scope of the disaster; • Supplies, equipment, and transportation specific to each organization will be utilized by that organization in the accomplishment of its assigned responsibility or mission; Frederick County EOP —Section 1: Basic Plan Page J 10 320 • Additional supplies, equipment, and transportation essential to the continued operation of each organization will be requested through ESF-7 Logistics Management and Resource Support in the EOC; and • The EOC Finance Section will approve to expend funds for response and recovery operations. Concept of Operations A damage assessment program is essential in a disaster situation to evaluate the estimated cost of damages or loss to infrastructure, property (government, business, and private), and equipment. In addition, damage assessment provides the basis for the Governor to proclaim an emergency or disaster or request Federal assistance. Therefore, the objective of this annex is to ensure a detailed appraisal of any damage sustained to the County is documented in a timely fashion and forwarded to all necessary entities. Designated teams will assess the damage within the limits of their capability. For example, damage to state-owned roads and bridges will be assessed by VDOT. If the nature of the emergency is such that local resources are incapable of assessing the damage, state assistance will be requested by the Emergency Management Coordinator to the VEOC. The Emergency Management Coordinator or designee will complete a situation report on the first day of EOC operations and daily after that. An incident needs assessment report will be prepared as soon as possible following the emergency with daily updates or situation changes. An Initial Damage Assessment Report will be compiled and submitted to the State EOC within 72-hours following any disaster or emergency which causes damage to public or private property of such magnitude, which requires the expenditure of local government funds, or which might be eligible for or require a request for state or federal assistance. Based upon the local damage assessment reports, the Governor may request a Presidential declaration of a "major disaster," "major emergency," or a specific federal agency disaster declaration (Small Business Administration, Department of Agriculture, Corps of Engineers, etc.) to augment state/local/private disaster relief efforts. Under a "major emergency" declaration, the President may authorize federal equipment, personnel, and other resources. In addition, the President, under a "major disaster" declaration, may authorize two basic types of disaster relief assistance: • Individual Assistance (IA) o Temporary housing; o Individual and family grants (IFG); o Disaster unemployment assistance; o Disaster loans to individuals, businesses, and farmers; o Agricultural assistance; o Legal services to low-income families and individuals; o Consumer counseling and assistance in obtaining insurance benefits; o Social security assistance; o Veteran's assistance; and o Casualty loss tax assistance. • Public Assistance (PA) o Debris removal; o Emergency protective measures; and o Permanent work to repair, restore or replace road systems, water control facilities, public buildings and equipment, public utilities, public recreational facilities, etc. Organizationai Frederick County EOP —Section 1: Basic Plan Page 111 321 • The Building Official has overall responsibility for the compilation of all damage assessment reports. A designated person within the Zoning office will act as Damage Assessment Unit Leader and report to the ESF-3 Public Works and Engineering Group Supervisor; • As appropriate, the Building Official will coordinate notification of damage assessment personnel; • Damage assessment personnel will comprise representatives from building inspections, public works, schools, emergency services, Red Cross, and, if needed, amateur radio emergency services (See Tab 1 Assignments). These personnel will report to the affected areas to conduct the Individual Damage Assessment in pre- identified teams; • The Building Official will organize, equip, and assign teams to the affected areas to conduct the initial damage assessment; • Through the use of the online Crisis Track software, the Building Official will coordinate the compilation of damage survey data, prepare damage assessment reports for the Emergency Management Coordinator, and locate damaged areas on local maps; • The Building Official or their designee is responsible for determining the state of a building and placing notification/placards on the facility. The building owner retains responsibility for deciding whether to demolish or restore the structure. During the recovery phase, the Building Inspector is responsible for the facilitation of the building permit issuance process and the review and approval of the site-related and construction plans submitted for the rebuilding/restoration of residential and commercial buildings; • The VA Department of Health may assist the damage assessment teams with assessments related to health hazards that the disrupted disposal of sanitary wastes may cause; • Damage assessment priority will be to assess County structural/infrastructure damage; and • After a disaster, technical specialists will inspect all buildings for structural, electrical, gas, plumbing, and mechanical damage. In addition, they will ensure that any repairs or rebuilding that occurs following the incident will comply with the County building codes, zoning, land-use regulations, and comprehensive plan. In the event a major disaster or emergency is declared: • The President will appoint a Federal Coordinating Officer (FCO) to coordinate the federal efforts; • A State Coordinating Officer (SCO) and Governor's Authorized Representative (GAR) may be appointed by the Governor to coordinate the state efforts; • A Joint Field Office (JFO) will be established within the state (central to the damaged areas) from which the disaster assistance programs will be administered; • For Individual Assistance only, Disaster Application Centers (DACs) will be established central to the affected areas where individuals may apply for assistance; • If the area is declared eligible for Public Assistance programs, an Applicant's Briefing will be conducted for officials of counties, cities, Indian tribes, and private non-profit (PNP) organizations to explain eligibility criteria. The Emergency Management Coordinator will be requested to assist with identifying and notifying eligible applicants; • At the applicant's briefing, each eligible entity will submit a Notice of Interest (NOI); and • Each PA applicant (including government entities) will appoint an "Applicant's Agent" to coordinate the collection of documentation and submission of information to the JFO. Respoiisibilitit_ Primary Agency(s) • Inspections Frederick County EOP —Section 1: Basic Plan Page 112 322 o The ESF Group Supervisor or Damage Assessment Unit Leader will be responsible for contacting, identifying a staging area, and deploying damage assessment teams, consolidating damage data, and compiling reports; o Implement SOPs for gathering damage assessment information, for reporting the information to the EOC, and for conducting building safety inspections; o At the Incident Commander's request, the Damage Assessment Teams' priority will be to assess County structural/infrastructure damage; o Develop mutual-aid agreements with other state and local agencies, as appropriate; o Pre-identify and triage damage assessment routes and critical infrastructure; and o Coordinate with ESF-5 Emergency Management, Planning, Zoning, and Economic Development in compiling damage assessment data for submittal to the VEOC. Documentation will be entered into Crisis Track and referenced in WEBEOC emergency management software. Support Agency(s) • All Support Departments o Conduct a thorough damage assessment of the areas of the County that are assigned to each field assessor; o Document findings on the forms provided in this annex which may be reproduced as necessary; o Use photos to provide additional documentation of the damages found in assigned areas; o Follow tabbed sections for determining and collecting damage information; and o Each agency should create and maintain detailed records for cost recovery efforts. • Emergency Management o Use predictive modeling, including the HAZUS loss estimation methodology (flood reduction models and GIS Technology) and Crisis Track software to determine vulnerable critical facilities as a basis for identifying damage assessment triage and recovery activities; o Document initial damage assessment information received to determine the priority areas for the damage assessment teams to survey; o Complete an Initial Damage Assessment Report and submit it to the Virginia Department of Emergency Management within 72-hours of the event, outlining the severity of the problems and the determination of the need for further assistance; o As soon as the magnitude of the disaster is determined, request that the State EOC deploy the State Assessment Team; o Request a damage assessment team or the data from the Red Cross Liaison; o Notify all ESF-14 Long-Term Community Recovery supporting agencies upon EOC activation; o Provide sUAS support to survey and document affected areas; o Coordinate with Rappahannock Electric COOP and Shenandoah Valley Electric COOP to determine the number of customers without power and provide ESF-15 External Affairs with this information; o Coordinate with the telephone companies (landline and cellular) to determine the number of customers without telephone service; and o Coordinate with Washington Gas to determine if the natural gas pipelines in the County have been damaged during the disaster. • Finance/Purchasing o Provide resources and assistance to support Damage Assessment Teams; o Coordinate with all County agencies to ensure that adequate resources are available to conduct recovery operations; o Coordinate with all County agencies to ensure that emergency contracts with vendors are maintained to ensure that the County recovers all eligible costs; Frederick County EOP —Section 1: Basic Plan Page 113 323 o Upon notification that a Presidential Disaster Declaration has been approved that includes the County, coordinate with FEMA/Logistics, the Emergency Services Director or Coordinator, and the ESF-14 Long-Term Community Recovery Unit Leader to determine a location(s) to establish a Disaster Recovery Center (DRC); and o Establish adequate administrative controls to guide the expenditure of funds during a disaster. Record-keeping is necessary to facilitate close-outs and to support post-emergency audits. • Fire & Rescue o Conduct an immediate assessment on the capability and availability of firefighting resources in the County; o Determine the immediate need for firefighting services with ongoing fires as a result of the disaster; o Utilize fire stations as staging/respite areas for Damage Assessment Teams; o Coordinate hazardous material operations in the County; o Coordinate mutual aid requests and any request for activation of additional resources through the EOC; o Emergency Medical Services: ■ Support Damage Assessment Teams, as needed; and ■ Conduct an immediate assessment of the EMS service and local rescue squads to provide emergency medical services. o Determine if search and rescue operations are required following the disaster; o Determine if search and rescue operations can be conducted using only local assets; o Determine if hazardous materials and decontamination operations are required following the disaster; o Determine if hazardous materials operations can be conducted using only local assets; and o If regional or state assistance is needed, submit the request through the VEOC. • Information Technology o Technology equipment support for assessment teams; o GIS Support to Damage Assessment Teams; and o Timely compilation and display of damage assessment reports and findings. • Public Information Officer o Approve all press releases from all County agencies before releasing them to the media; and o Ensure that procedures are in place to ensure that timely and accurate information is provided to the public regarding: ■ Status of emergency conditions within the affected areas; ■ The availability of emergency services; ■ Additional measures necessary to protect public health and safety; ■ Availability of relief supplies and donated goods; ■ Status of power and telecommunications services being restored; ■ Availability and safety of water; ■ Establish the County's JIC and ensure that it is staffed appropriately; and ■ Coordinate and conduct tours for the media and VIPs in the affected disaster areas. • Public Works and Engineering o Plan for and provide technical assistance in transportation planning and engineering; o Coordinate the damage assessment of the County's road system within the Shawneeland Sanitary District. o Assist in obtaining transportation resources as needed in the removal and disposal of disaster debris; Frederick County EOP —Section 1: Basic Plan Page 114 324 o Assign staff to assist ESF-1 Transportation in assessing damages to the County's transportation infrastructure and to conducting building safety inspections; o Coordinate the inspection and structural evaluation of damaged buildings placing the highest priority on critical and essential facilities; o Utilize Engineering & GIS technology to capture digital and geographic coordinate information of all damaged structures and facilities; o Survey and evaluate damages sustained by the County's transportation infrastructure, including streets, bridges, and traffic control devices; o Coordinate with the Water Authority on status of sanitary and potable water service; o Maintain that the water and sewer authority conducts the appropriate tests to ensure that water quality is maintained following the disaster (See ESF-12 Energy); o With assistance from other departments, gather information needed to file necessary insurance claims; o Ensure damage mitigation to protect claim rights; o Initiate emergency building repairs to mitigate damage or allow continuity of operations; and o Files claims with commercial and National Flood Insurance Program insurers and follows up as needed. • Planning o Assist ESF-5 Emergency Management in coordinating the identification of Federal and State programs to support the implementation of long-term recovery plans; o Work with ESF-5 Emergency Management and ESF-3 Public Works and Engineering to review local mitigation plans for the early identification of mitigation projects to reduce socio-economic consequences; and o Assist in organizing Damage Assessment teams and developing plans to obtain and analyze damage assessment data. • Sheriff's Office o Assign local law enforcement personnel to provide security at; ■ Relief supply distribution sites; ■ Relief supply receiving points; ■ Areas where homes or critical infrastructure has been significantly damaged; ■ Areas where looting may occur; and ■ Emergency shelters. o Enforce curfews imposed by the Board of Supervisors; o Establish traffic control around areas where homes and critical infrastructure have been damaged; o Establish traffic control points as necessary to establish security around disaster areas; o Determine the need for assistance from state assets (VDEM, National Guard, etc.) to maintain security around disaster areas; o Verify that personnel attempting to enter restricted or disaster areas are residents or response personnel who can display approved access passes before entry; o Submit all requests for law enforcement assistance through the EOC; and Establish assembly areas for law enforcement assistance arriving from mutual-aid assistance. • VA Department of Health o Assist the Damage Assessment Unit with assessments related to health hazards that the disrupted disposal of sanitary wastes may cause; o Implement Standard Operating Procedures for obtaining death and injury information and reporting it to the EOC; o Ascertain the number of deaths and injuries resulting from the emergency or disaster and classify according to severity; and Frederick County EOP —Section 1: Basic Plan Page 115 325 o Conduct an immediate assessment of the availability and capability of area hospitals and medical facilities to provide patient care and maintain status conditions. Frederick County EOP —Section 1: Basic Plan Page 116 326 Tab 1 for Damage Assessment Sample Damage Assessment Team Assignments The Building Official will report to the EOC when activated by the Emergency Management Coordinator. Damage assessment teams will be assembled, and instructions provided relative to the emergency. Assigned team leaders will be designated for compiling information for situation and damage assessment reports. TEAM ASSIGNMENTS (based on categories in Damage Assessment Form) Private Property Category A - Residential/Personal Property Houses, manufactured homes, apartments, duplexes (Identify the number of families and units affected) - Include estimate for structures, private bridges, fencing, and vehicles/boats. • Team: o Inspections; o Commissioner of Revenue; o Engineering; and o Facilities Management. Category B - Business and Industry Industrial Plants and Businesses (facilities, equipment, materials, commercial vehicles) • Team: o Inspections; o Economic Development; and o Commissioner of Revenue. Category C - Agriculture An agricultural parcel is at least 5 acres. Include an estimate of all damage to houses, manufactured homes, crops (type and acres),farm buildings, livestock(number and type),fencing (in miles), and equipment (pieces and type). • Team: o Inspections; o Engineering; o Commissioner of Revenue; o Virginia Cooperative Extension. Public Property Category A- Debris Clearance (on roads and streets, on public property, on private property, and structure demolition) • Team: o Public Works and Engineering; o Facilities Management; and o Parks and Recreation. Frederick County EOP —Section 1: Basic Plan Page 117 327 Category B - Protective Measures • Life and safety (all public safety report costs) o Team: ■ Sheriff's Office; ■ Fire and Rescue; and ■ Emergency Communications Center. • Barricading, sandbagging, stream drainage channels, health (rodents/insect control) o Team: ■ Public Works and Engineering; ■ Facilities Management; and ■ VA Department of Environmental Quality. Category C - Road Systems (roads and streets, bridges, culverts, sidewalks, traffic control) • Team: o VA Department of Transportation; and o Shawneeland Sanitary District. Category D - Water Control Facilities (dams and drainage) • Team: o Public Works; and o Frederick Water. Category E - Public Buildings and Equipment (buildings, inventory, vehicles, equipment) • Team: o Facilities Management; o Public Works and Engineering; o Transportation; and o Risk Management. Category F - Public Utility Systems (water plants, dams, sanitary/sewage, storm drainage) • Team: o Public Works and Engineering; and o Frederick Water. Category G - Recreational Facilities (parks, shelters, lighting, equipment) • Team: o Parks and Recreation; o Facilities Management; o Public Works and Engineering; and o Risk Management. Frederick County EOP —Section 1: Basic Plan Page 18 328 Tab 2 for Damage Assessment 0VIRGINIA ' DEPARTMENT JW OF EMERGENCY MANAGEMENT Individual Assistance Damage Assessment Level Guidelines Damage General Things to Look For Water Levels Definitions Description DESTROYED DESTROYED DESTROYED DESTROYED Structure leveled above Structure leveled or has Structure is a total loss. the foundation, or major shifting off its More than 4 feet in first foundation or only the second floor is gone. floor. Not economically Foundation or basement foundation remains.Roof is gone, with More than 2 feet in feasible to rebuild. is significantly noticeable distortion to mobile home. damaged. walls. MAJOR MAJOR MAJOR MAJOR 2 to 4 feet in first floor Structure is currently Portions of the roof and without basement. uninhabitable. Walls collapsed. decking are missing. 1 foot or more in first Extensive repairs are Exterior frame Twisted, bowed, floor with basement. necessary to make damaged. Roof off or cracked, or collapsed habitable. collapsed. Major walls. Structure 6 inches to 2 feet in damage to utilities: penetrated by large mobile home with Will take more than 30 furnace, water heater, foreign object, such as a plywood floors. days to repair. well, septic system. tree. Damaged 1 inch in mobile home foundation. with particle board floors. MINOR MINOR MINOR MINOR Structure is damaged 2 inches to 2 feet in first and uninhabitable. Interior flooring /exterior Many missing shingles, floor without basement. Minor repairs are walls with minor broken windows and 1 foot or more in necessary to make damage. Tree(s) fallen doors. Loose or missing basement. habitable. on structure. Smoke siding. Minor shifting or Crawlspace—reached damage. Shingles/ roof settling of foundation. insulation. Will take less than 30 tiles moved or missing. Minor damage to septic Sewage - in basement. system. Mobile home, "Belly days to repair. Board"to 6 inches. AFFECTED AFFECTED AFFECTED AFFECTED HABITABLE HABITABLE HABITABLE HABITABLE Few missing shingles, Less than 2 inches in Structure has received Chimney or porch some broken windows. first floor. Minor minimal damage and is damaged. Carpet on Damage to air basement flooding. habitable without first floor soaked. conditioning units /etc. Mobile home, no water repairs. Broken windows. Some minor basement in 'Belly Board." flooding. IDA Tips: Estimating Water Depths Brick-2 1/2 inches per course Lap or aluminum siding-4 inches or 8 inches per course Stair risers-7 inches Concrete or cinder block-8 inches per course Doorknobs-36 inches above floor Standard doors-6 feet 8 inches Additional information:www.VAEmer.gency.com Adapted from FEMA 9327.1-PR April 2005 Revised 03/13/07 VDEM Frederick County EOP —Section 1: Basic Plan Page 119 329 Tab 3 for Damage Assessment 0VIRGINIA DEPARTMENT OF EMERGENCY MANAGEMENT Public Assistance Damage Assessment Guidelines Category Purpose Eligible Activities Debris Removal Clearance of trees and woody debris; building . Debris removal from a street or highway to allow the safe wreckage;sand, mud,silt, and gravel;vehicles; passage of emergency vehicles; and and other disaster-related material deposited on . Debris removal from public property to eliminate health public and, in very and safety hazards. limited cases, private property B: Emergency Measures taken before, during, and after a . Emergency Operations Center activation; Protective Measures disaster to save lives, protect public health and . Warning devices (barricades, signs, and announcements) safety, and protect improved public and private 0 Search and rescue; property 0 Security forces (police and guards); • Construction of temporary levees; • Provision of shelters or emergency care; • Sandbagging • Bracing/shoring damaged structures; • Provision of food,water, ice, and other essential needs; • Emergency repairs; • Emergency demolition; and • Removal of health and safety hazards. C: Roads and Repair of roads, bridges, and associated . Eligible work includes: repair to surfaces, bases, Bridges features,such as shoulders, ditches, culverts, . shoulders, ditches, culverts, low water crossings, and lighting, and signs other features,such as guardrails. D:Water Control Repair of irrigation systems,drainage channels, . Channel alignment ; Facilities and pumping facilities. Repair of levees, dams, . Recreation; and flood control channels falls under Category . Navigation D, but the eligibility of these facilities is restricted. . Land reclamation; • Fish and wildlife habitat; • Interior drainage; • Irrigation; • Erosion prevention; • Flood control. E: Buildings and Repair or replacement of buildings, including . Buildings, including contents such as furnishings and Equipment their contents and systems; heavy equipment; interior systems such as electrical work; and vehicles . Replacement of pre-disaster quantities of consumable supplies and inventory; • Replacement of library books and publications; • Removal of mud, silt, or other accumulated debris is eligible, along with any cleaning and painting necessary to restore the building; and • All types of equipment, including vehicles, may be eligible for repair or replacement when damaged as a result of the declared event. F: Utilities Repair of water treatment and delivery systems; . Restoration of damaged utilities and power generation facilities and distribution lines; 0 Temporary as well as permanent repair costs can be and sewage collection reimbursed. and treatment facilities Frederick County EOP —Section 1: Basic Plan Page 120 330 G: Parks, Repair and restoration of parks, playgrounds, 0 Roads, buildings, and utilities within those areas and other Recreational pools, cemeteries, and beaches. This category features,such as playground equipment, ball fields, Facilities, and Other also is used for any work or facility that cannot be swimming pools, tennis courts, boat docks and ramps, Items characterized adequately by Categories A-F piers, and golf courses; • Grass and sod are eligible only when necessary to stabilize slopes and minimize sediment runoff; and • Repairs to maintained public beaches may be eligible in limited circumstances Adapted from the Public Assistance Guide, FEMA 322 Additional policy information is available at http://www.fema.gov/government/grant/pa/policV.shtm Frederick County EOP —Section 1: Basic Plan Page 121 331 Tab 4 for Damage Assessment Public Assistance Damage Assessment Field Form JURISDICTION: DATE: PAGE of Key for Damage Categories (Use appropriate letters in the `category' blocks below) A. Debris Clearance D. Water Control Facilities G. Parks, Recreation Facilities & B. Emergency Protective Measures E. Public Buildings &Equipment Other C. Roads & Bridges F. Public Utility System SITE# CATEGORY STREET or AREA LOCATION GPS (when available, use decimal degrees) DAMAGE DESCRIPTION: EMERGENCY FOLLOW-UP Y N TOTAL ESTIMATED DAMAGES: $ NEEDED? FLOOD INSURANCE Y I N I PROPERTY INSURANCE I Y I N NO DATA AVAILABLE (check box) SITE# CATEGORY STREET or AREA LOCATION GPS (when available, use decimal degrees) DAMAGE DESCRIPTION: NEEDED? EMERGENCY FOLLOW-UP Y N TOTAL ESTIMATED DAMAGES: $ FLOOD INSURANCE Y N PROPERTY INSURANCE I Y N NO DATA AVAILABLE (check box) SITE# CATEGORY STREET or AREA LOCATION GPS (when available, use decimal degrees) DAMAGE DESCRIPTION: EMERGENCY FOLLOW-UP Y N TOTAL ESTIMATED DAMAGES: $ NEEDED? FLOOD INSURANCE Y I N I PROPERTY INSURANCE I Y I N I NO DATA AVAILABLE (check box) Tab 5 for Damage Assessment Frederick County EOP —Section 1: Basic Plan Page 122 332 Cumulative Initial Damage Assessment Report VDEM VEOC Phone Number(804) 674-2400 Fax Number (804) 674-2419 www.vaemeraency.com Jurisdiction: Date/Time IDA Report Prepared: Prepared By: Call back number: Fax Number: Email Address: Part I: Private Property CUMULATIVE DAMAGES # # Major # Minor # Dollar % Flood Property % Type Property Destroyed Damage Damage Affected Loss Insured Insured %Owned Secondary Single Dwelling Houses Multi-Family Residences Manufactured Residences (Mobile) Business/Industry Non-Profit Organization Buildings Agricultural Facilities Part II: Public Property (Includes eligible non-profit Facilities) CUMULATIVE DAMAGES Estimated Dollar % Type of Property Loss Insured Category A(Debris Removal) Category B (Emergency Protective Measures) Category C (Roads and Bridges) Category D (Water Control Facilities) Category E (Public Buildings and Equipment Category F(Public Utilities) Category G (Parks and Recreation Facilities) TOTAL $0.00 Additional Comments: Frederick County EOP —Section 1: Basic Plan Page 23 333 Annex 3-3: Debris Management Primary Agency(s) Support Agency(s) Public Works County Attorney Emergency Communications Center Emergency Management Finance/Purchasing Fire and Rescue Frederick County Regional Landfill Northern Shenandoah Valley Regional Commission Outside Contractors/Vendors Parks and Recreation Public Information Officer Sheriff's Office Transportation Purpust- To 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 citizens. In addition, to expedite recovery efforts in the impacted area(s) and address any threat of significant damage to improved public or private property in the County. Scope The County, debris management program will be based on the waste management approach of reduction, reuse, reclamation, resource recovery, incineration, and land filling. County Administration and agencies can reasonably be expected to accomplish expedient repair and restoration of essential services and vital facilities, but it may be necessary to contract for significant reconstruction. In addition, damage to power lines, sewer and water distribution systems, and secondary hazards, such as fires, could result in health and safety hazards that may threaten employees and citizens. Public Works will organize and initiate debris clearance in the aftermath of an emergency. Still, they may require external assistance in debris removal if there are large quantities of debris or if debris includes hazardous materials. Assistance may be available from other jurisdictions through local agreements and from commercial firms through contingency contracts. If local debris removal capabilities are insufficient, it may be necessary to execute a local emergency declaration and request State assistance in debris removal. If the local emergency is of such magnitude that the Governor requests a Presidential Disaster Declaration and such a declaration is approved, federal resources could become available. For major emergencies or disasters, private contractors may be needed to collect, reduce the volume, and dispose of debris. Citizens will assist in removing debris from the immediate area of their homes and businesses but will generally need government assistance in hauling it away for disposal. Citizens are often willing to help their neighbors remove debris; accurate public information can encourage cooperative action, speeding up the process and reducing costs. Frederick County EOP —Section 1: Basic Plan Page 124 334 Policies • The County debris removal process must be initiated prompt y and conducted in an orderly, effective manner to protect public health and safety following an incident; • Standard operating procedures should be developed and maintained for dealing with debris removal; and • Contracts with private organizations will be established to manage large amounts of disaster debris. Authorities Local • Frederick County Emergency Operations Plan, current revision State • Commonwealth of Virginia Emergency Services & Disaster Law of 2000, as amended • Commonwealth of Virginia Emergency Operations Plan • Executive Order of the Governor • FEMA-State Agreement (developed for each disaster event) • Virginia House Joint Resolution #54, 1983 Federal • 42 U.S.C. Section 5121-5206, Robert T. Stafford Act • Sandy Recovery Improvement Act of 2013 (P.L. 113-2) • FEMA Regulation, 44 CFR Part 206 • FEMA Regulation, 44 CFR Parts 9 & 10 • FEMA Regulation, 2 CFR 200, Subpart D • FEMA Regulation, 44 CFR Part 14 • 2 CFR 200, Cost Principle and Audit Requirements for Federal Awards, Title 2 of Code of Federal Regulations Executive Order 11988 • Floodplain Management • Executive Order 12612, Federalism Executive • Order 12699, Seismic Design Executive Order • 12898, EnvironmentalJustice • 16 U.S.C. Section 3501, Coastal Barrier Resources Act • 16 U.S.C. Section 470, National Historic Preservation Act • 16 U.S.C. Section 1531, Endangered Species Act References Concept of Operations Public Works will be responsible for coordinating debris removal operations for the County. The County will be responsible for removing debris from property under its legal authority and private property when in the best interest of threat to life, public health, or safety. Debris must not be permitted to impede recovery operations for any longer than the absolute minimum period. To this end, Public Works will stage equipment in strategic locations locally and regionally, if necessary, to protect the equipment from damage, preserve the decision maker's flexibility for employment of the equipment, and allow the clearing crews to begin work immediately after the incident. Public Works will work with Emergency Management to develop and maintain a list of approved contractors who can provide debris removal, collection, and disposal in a cost-effective, expeditious, and environmentally sound manner following a disaster. The listing will categorize contractors by their capabilities and service area to facilitate their identification by state agencies Frederick County EOP —Section 1: Basic Plan Page 125 335 and local governments and ensure their effective utilization and prompt deployment following the disaster. Public Works will be responsible for managing the debris contract from project inception to completion unless the government entities involved are incapable of carrying out this responsibility due to the lack of adequate resources. In these circumstances, other state and federal agencies will be identified to manage the debris contract. Managing the debris contract includes monitoring performance, contract modifications, inspections, acceptance, payment, and closing out of activities. The County will seek out regional agreements to maximize the utilization of public assets. These should be pre-identified before the agreement is developed and implemented. Debris will be hauled to the Frederick County Regional Landfill to be sorted and handled by landfill staff. Priority locations for depositing non-hazardous debris collected during an event will be as follows: • The most preferred location to haul & handle non-hazardous debris will be the Frederick County landfill; • General household trash can be taken to the Citizen Convenience Sites throughout the County. To facilitate the disposal process, debris will be segregated by type. It is recommended that the categories of debris established for recovery operations be standardized. Modifications to these categories can be made as needed. Hazardous and toxic materials, contaminated soils, household hazardous waste, and debris generated by the event will be handled following federal, state, and local regulations. Organizational The Public Works Department is responsible for the debris removal function. It will work in conjunction with designated support departments, VDOT, utility companies, waste management firms, and trucking companies to facilitate the debris clearance, collection, reduction, and disposal needs of the locality following a disaster. Emergency Roadway Clearance Clear debris from major arterial roads to provide access for emergency vehicles and resources into the impacted area. • Following a disaster, the top priority is to clear major roads and routes, provide access to vulnerable populations and support facilities such as hospitals, allow emergency vehicles' movement, the resumption of critical services, and damage assessments. Emergency roadway clearance also facilitates the deployment of external response elements and delivering emergency equipment and supplies. In initial roadway debris clearance, debris is typically pushed to the side of the road, and no attempt is made to remove or dispose of it; • In this phase, crews equipped with chain saws will generally be needed to cut downed trees, and heavy equipment will be needed to move the remains. If possible, heavy equipment used for moving debris should be equipped with protective cabs, and all personnel should wear protective equipment. Fire hydrants, driveway cutouts, and utility valves should be left unobstructed; • As electrical systems are often damaged by the same hazards that create substantial Frederick County EOP —Section 1: Basic Plan Page 126 336 debris, debris management crews may need to coordinate their efforts to remove debris with utility crews; and • Depending on the type of event and the affected areas in the County, consideration should be given to clear roadways by utilizing: o Frederick County Snow Routes per the most current snow plan beginning with primary routes & then progressing to secondary routes Debris Removal and Disposal • Debris removal from public property o In the aftermath of a disaster, debris may have to be removed from a variety of public areas, including: ■ Roads and rights of way; ■ Government buildings, grounds, and parking lots; and ■ Storm drainage systems o If the emergency resulted in a Presidential Disaster Declaration, expenses of debris removal from public property might be partially reimbursed by the federal government if the debris must be removed to: ■ Eliminate immediate threats to life, public health, and safety; ■ Eliminate immediate threats of significant damage to improved public or private property; and ■ Ensure economic recovery of the affected community. o As large-scale debris removal and disposal operations can be extremely costly, it is vital to determine if federal assistance will be provided and the rules that apply to such assistance before commencing debris removal operations. Debris Removal from Private Property Debris removal from private property, including demolishing condemned structures, is generally the property owner's responsibility and the cost may be wholly or partially covered by insurance. If there has been a Presidential Disaster Declaration and debris on private property is so widespread that public health, safety, or economic recovery is threatened, the local government may be partially reimbursed for the cost of debris removal from private property. Preparation for Debris Removal Considerable time and labor can be saved in the debris removal process by sorting debris from public property and encouraging the public to sort it from private property before it is picked up. A proactive public outreach program should advise the public of the actions they can take to facilitate pickup, including: • Sorting debris into categories; • Placing sorted debris piles curbside; • Keeping debris out of the road and away from fire hydrants and utility services; and • Disposing household garbage in regular refuse containers. Estimating the Amount of Debris In determining the means to remove and dispose of debris, local officials must have a reasonable estimate of the amount of debris that must be removed and eventually disposed of. Determining Debris Removal Strategy Frederick County EOP —Section 1: Basic Plan Page 127 337 After estimating the amount of debris needing removed, options for removing the debris should be evaluated regarding their cost and timeliness. The general strategies for debris removal and processing are: • Removal and processing of debris by local government o Advantages ■ Direct government control o Disadvantages ■ Typically requires diversion of significant government resources from regular functions and makes them unavailable for other recovery tasks; ■ Speed of debris removal may be constrained by the government equipment and personnel available; and ■ The local government may lack the specialized equipment and skills needed to carry out all aspects of debris removal. • Removal and processing of debris by contractors: o Advantages ■ Speed of debris removal may be increased by contracting for additional resources; and ■ If local contractors are used, they may provide local economic benefit. o Disadvantages ■ Requires detailed contracts; ■ Requires extensive oversight and inspection; and ■ Removal and processing of debris through a combination of local government and contractors. o If contractors are used, the disaster area should be divided into geographical sectors for control purposes, and bids solicited based on the estimated quantity of debris in each sector. In addition, it is desirable to group properties of like type, construction, and similar vegetation together when defining sectors. This will also facilitate estimating the quantity of debris that needs to be removed; o If contractors are used, the County will mark or tag their vehicles so the landfill may identify them. A list of all contractor vehicles information, including description, plate number, and VIN, will be kept at the EOC and provided to the regional landfill manager; and o Debris may be removed by a one-time collection of all debris at each property or using multiple passes to collect different types of material that the property owner has pre- sorted. Responsibilities Primary Agency(s) • Public Works o Assign a representative as the Debris Management Unit Leader, who ■ Will supervise debris clearance from the public right-of-way; ■ Will coordinate debris management for public and private entities; and ■ Will oversee the repair and restoration of critical facilities and systems following a disaster/emergency. o Develop sample contracts with generic scopes of work to expedite the implementation of debris management strategies; o Develop mutual-aid agreements with other state agencies and local governments, as appropriate; o Pre-identify local and regional critical routes in cooperation with contiguous and regional jurisdictions; o Identify and coordinate with appropriate regulatory agencies regarding Frederick County EOP —Section 1: Basic Plan Page 128 338 potential regulatory issues and emergency response needs; o Establish debris assessment process to define the scope of t h e problem; o Develop and coordinate prescript announcements with the County PIO regarding debris removal process, collection times, extended landfill hours, use of private contractors, environmental and health issues, etc.; o Upon completion of debris removal mission, close debris storage, and reduction sites by developing and implementing the necessary site remediation and restoration actions; o Perform necessary audits of operation and coordinate with ESF-5 Emergency Management to submit a claim for federal assistance; o In conjunction with ESF-1 Transportation, determine the transportation requirements necessary to conduct debris removal operations and determine the priority for clearing the road system; o In conjunction with ESF-7 Logistics Management and Resource Support), contract with local vendors to conduct immediate debris removal operations. When the debris removal capacity exceeds local capabilities, coordinate with national companies to conduct debris removal. Support Agency(s) • County Attorney o Identify and address potential legal, environmental, and health issues that may be generated during all stages of the debris removal process; and o Develop the necessary right-of-entry and hold harmless agreements indemnifying all levels of government against any potential claims. • Fire & Rescue o Conduct an immediate assessment on the capability and availability of firefighting resources in the County; o Determine the need for firefighting services with ongoing fires as a result of the disaster; and o Assist in the coordination of ESF-10 Hazardous Materials operations in the County during the debris management process. • Finance/Purchasing o Contract with local vendors to conduct immediate debris removal operations and when the debris removal capacity exceeds local capabilities; coordinate with national companies to conduct debris removal; and o Coordinate with all support agencies to ensure that adequate resources are available to conduct recovery operations. • Homeowners/Private Property o Unless directed otherwise by the Frederick County Board of Supervisors or under extremely unusual circumstances, removing debris from private property is the property owner's responsibility. Residents will be asked to sort debris by trees and brush, white goods (appliances), household hazardous waste, construction/demolition materials, regular garbage, and vegetation and take to the landfill. • Public Information Officer o Coordinate with ESF-3 Public Works & Engineering or the Debris Management Unit Leader on developing detailed information on debris removal and disposal plans and procedures; o Utilize multiple media sources such as Public Service Announcements, flyers, and press releases; and o Develop and coordinate prescript announcements on the debris removal process, collection times, extended landfill hours, use of private contractors, and environmental and health issues • Sheriff's Office Frederick County EOP —Section 1: Basic Plan Page 129 339 o Responsible for evacuation and traffic control. • Transit o Assist in obtaining transportation assistance as needed in the removal and disposal of disaster debris; and o I n conjunction with ESF-3 Public Works&Engineering, determine the priority for clearing the road system in the County. Situation and Assumption Design Disaster Event • Natural disasters such as winter storms, remnants of hurricanes, tornadoes, and flooding precipitate a variety of debris that includes, but is not limited to, trees and other vegetative organic matter, construction materials, appliances, personal property, mud, and sediment. Human-caused disasters such as terrorist attacks may result in a large number of casualties and heavy damage to buildings and basic infrastructure; • The quantity and type of debris generated, its location, and the size of the area over which it is dispersed will directly impact the removal and disposal methods utilized, the associated costs, and the speed with which the problem can be addressed. Further, the quantity and type of debris generated from any particular disaster will be a function of the location and kind of event experienced, as well as its magnitude, duration, and intensity; • Winter storms are common in our area, for planning purposes, a severe weather storm that exceeds the capabilities of the County; • Three to seven days before the storm arrives, the local media outlets begin reminding residents of winter weather dangers and preparation. When a greater than 30% chance of frozen precipitation or other risk factors is reached, the VDOT, local HOAs, and the Shawneeland Sanitary District initiates the snow removal plan. Crews and equipment are organized and prepared per the most current County snow plan; • An hour before the storm is predicted to strike, crews make final preparations for their equipment and begin monitoring Countywide locations and current weather conditions. When the storm is perceived to be immediate, VDOT informs the crew supervisors of the first course of removal action (either plowing or application of chemicals, stone, mixed). As the storm progresses, removal types are modified to match the event. Primary snow routes are cleared and maintained first when the storm reaches a point where they cannot be, then, under the direction of the VDOT, contractors are called in; • At the same time as road clearing operations are underway, traffic signal and power lines are monitored and sustained through the supervisor of the Transportation and Energy Divisions, water and sewer lines are maintained by Frederick Water, and all status or difficulties are reported to the EOC. This continues until all County roadways are cleared, and media contact is minimal. At that point, the County PIO reports storm status and roadway recommendations; • If any of these operations exceed the abilities of County personnel, the Public Works Director will initiate contract personnel for assistance. Frederick County EOP —Section 1: Basic Plan Page 130 340 Annex Management Primary Agency(s) Support Agency(s) Emergency Management Fire and Rescue Local Funeral Homes 1 Office of Chief Medical Examiner Private Support Agencies Sheriff's Office VA Department of Health Valley Health Systems Purpust- To describe roles and procedures in response to and recovery from Mass Fatality Incidents (MFI). The Annex provides for proper coordination of MFI response activities. In addition, it establishes means and methods for the sensitive, respectful, orderly care and handling of human remains in multi-death disaster situations. Scope The contents of this plan shall complement the established Mass Fatality Management Plan developed by the VA Department of Health (Lord Fairfax Health District). A regional task force, consisting of representatives from Frederick County, the City of Winchester, the Lord Fairfax Health District, Valley Health Systems, Funeral Directors, and others shall periodically review and update this plan as appropriate. Authorities . . - - . . WITTIER: Title of Code Description of Code §32.1-263 A death certificate will be filed within 3-days of notification of a death that occurs in this Commonwealth and be issued before final disposition or removal of the body from the commonwealth. The attending physician or ME must sign the medical certification component of a death certificate. §32.1-284 A medical examiner must certify upon a form from the OCME before someone who dies in Virginia can be cremated or buried at sea. §54.1-2819 Registration of surface transportation and removal services • Family members may transport deceased family members and relatives; and • Other removal services must be registered. §54.1-2825 Person to make arrangements for the disposition of remains. Individuals may designate a person responsible for making arrangements for burial or disposition of remains in a signed and notarized writing. §32.1-277 to States that remains should not be released to next of kin if any of the following §32.1-288. conditions exist: • A death that meets the criteria for an emerging infection needs to be confirmed by a culture of blood and tissues. This includes the first "native" cases of pandemic flu in Virginia; • Illness and death in a poultry worker where illness is suspected as flu to confirm flu has been contracted from poultry; Frederick County EOP —Section 1: Basic Plan Page 131 341 • Any flu-like illness resulted in the death of a family member/companion of a poultry worker to prove human to human transmission. The worker should also be tested if not done so previously; • Death of a traveler from elsewhere suspicious for flu or a citizen from Virginia who has traveled elsewhere and has been at risk; and • The first diagnosed case in a hospital needs documentation of virus in tissue. §32.1-37.1 Defines the procedure of informing persons handling the body and funeral home staff if a patient died of the pandemic event or any other infectious disease. §32.1-274 Persons in charge of institutions and funeral directors, etc., to keep records; lists to be sent to State Registrar. §54.1-2807.1 Confidentiality of information on infectious diseases. Funeral homes cannot refuse receipt of remains because the remains are known to contain an infectious disease. 44-146.17 Powers and duties of the Governor **The OCME does not have primary jurisdiction over deaths that occur on federal property. However, upon request from appropriate authorities, the OCME may assist.** Assumptions This plan shall be implemented during any situation that occurs which results in many fatalities that exceed the local capacity to process remains and with the following assumptions: • Within any locality, the total number of fatalities (including influenza and all other causes) occurring during a six to eight-week pandemic wave is estimated to be similar to that which typically occurs over six months in the inter-pandemic period; • The location of bodies will not be restricted to a geographical or jurisdictional area with a percentage (50-75%) of the deaths occurring outside of a hospital or medical treatment facility; • Most human remains will be intact and allow for traditional identification (visualization by witnesses or fingerprinting). Some will be found in a decomposed state and will require further investigation; • There is no need for extreme urgency in managing the processing of the human remains, as the remains from the event should not pose additional health risks to the community; • It is more important to ensure accurate and complete death investigations and identification of the dead than it is to end the response quickly; • The time to complete fatality management of a pandemic influenza event may take up to a year; and • Support for Fatality Management will come from the Lord Fairfax Health District and the implementation of their Mass Fatality Management Plan. Concept of Uperations To activate this plan, the EOC will contact the local Health Director to advise of an MFI.The Health Director or their designee shall integrate into the Operations Section of the EOC and function within ESF-8 Public Health and Medical Services. The Lord Fairfax Health District MFI plan will supersede this local plan when the number of fatalities exceeds the local capacity to process remains following existing regulations and resources. The Lord Fairfax Health District plan defines an MFI as: Frederick County EOP —Section 1: Basic Plan Page 132 342 • Any incident involving ten or more sudden, unexpected or violent deaths under the jurisdiction of the Chief Medical Examiner in one day in one district office; • Any incident which has the potential to produce 12 or more fatalities under the jurisdiction of the Chief Medical Examiner in one day within the Lord Fairfax Health District; and • Any situation involving contaminated, highly infectious, or contagious remains under the jurisdiction of the Chief Medical Examiner, requiring a multi-agency response in support of the Office of Chief Medical Examiner. The OCME has jurisdiction to investigate all deaths resulting from violent, suspicious, unnatural, homicidal, suicidal, or unexplained within the Commonwealth of Virginia. General Considerations • Consideration shall be given to request DMORT services through the Virginia Emergency Operations Center when local capacity is exceeded; • In the event of a pandemic, it is expected most fatal influenza cases will seek medical services before death; hospitals, nursing homes, and other institutions (including non- traditional sites) must plan for more rapid processing of corpses. Access to the required supplies (e.g., body bags) and documents for efficient corpse management during a pandemic will need to be part of the institutions' plans; • If local funeral directors cannot handle the increased numbers of corpses and funerals, EOC staff shall work with local funeral directors to plan alternate arrangements (i.e., holding areas). Dealing with a surge in fatalities may necessitate the establishment of temporary morgues; • Planning should include a review of death documentation and regulatory requirements that may affect the timely management of corpses; and • All homicides, accidents, suicides, violent and sudden, and unexpected or suspicious deaths must be reported as usual to the local Medical Examiner. Documenting Fatality Pronouncement of Death There is no statutory requirement in Virginia for an official pronouncement of death procedure when someone dies. However, the Code of Virginia does specify who may pronounce death if a pronouncement procedure is carried out. Otherwise, the presumption is any resident can identify someone dead. Therefore, during a declared pandemic, dead persons need not be transported to a hospital, further overwhelming an already stressed medical care system and generating an unnecessary charge for families. If many deaths occur out of the healthcare facilities that private physicians attend, they may be held at a designated holding facility that can be cooled until the bodies are picked up by funeral homes and the attending physician is notified to sign the death certificate. Certification of Death Pronouncement of death and certification of death are different functions. Certification of death is the actual signing of a death certificate stating the cause of death and may only be performed by a physician licensed in Virginia or a designee. Death certificates are, by Code, to be signed and given to the funeral director within 24-hours after death. For a healthcare facility death, in the absence of an attending physician, Va. Code Ann. §32.1-263C authorizes an associate physician, the chief medical officer of an institution, or a pathologist who performed an autopsy on a decedent to sign the death certificate. If multiple deaths occur over a short interval, a healthcare facility may wish to designate a single physician familiar with the patients' records as responsible for Frederick County EOP —Section 1: Basic Plan Page 133 343 expeditiously signing death certificates. If the decedent never had a physician, the OCME will assume jurisdiction over the death. Filing the Certificate of Death In Virginia, the Va. Code Ann. § 32.1-263 directs funeral directors to file the certificate with the disposition of the body or removal of the remains from the Commonwealth. The arrangement will be developed between the Health Department and funeral directors to expedite filing many death certificates. Identification of the Decedents All who interface with decedents are encouraged to record official personal identification information for patients who enter their systems and maintain it in a police report or medical record to secure proper identification of remains. If a deceased person entered is recorded without official photo identification, and the identity is never established, healthcare facilities should report this person to law enforcement. Additionally, there is a possibility the deceased has been reported missing by a family member who can visually identify the decedent. Law enforcement shall employ standard procedures in the identification of unknown remains. If law enforcement and the healthcare system identification remain unclear after an investigation, law enforcement shall notify the OCME for assistance. Handling of Remains As a general rule, all personnel who handle remains should utilize the recommendations of the World Health Organization for Personal Protective Equipment (PPE) when exposed to infectious diseases, which include: • Disposable, long-sleeved, cuffed gown (waterproof if possibly exposed to body fluids); • Single-layer non-sterile ambidextrous gloves which cover the cuffs of the long sleeve gown; • N95 or Surgical mask (a particulate respiratory type if handling the body immediately after death); • Surgical cap and face shield if splashing of body fluids is anticipated; • Waterproof shoe covers if required; and • Proper handwashing is always recommended when handling remains. Complete recommendations can be found on the World Health Organization (WHO) website: http://www.who.int or the Centers for Disease Control and Prevention (CDC) website: http://cdc.gov. Additional PPE considerations shall be given for remains that have been exposed to hazardous materials. Postmortem Care of Remains Human remains should be placed in fully sealed impermeable human remains bags before removal. • The body and bag should be tagged with the individual decedent's identifiers such as name, date of birth, SSN, location of origination, and medical record number, etc.; • Complete labeling reduces the number of times mortuary staff needs to open pouches to confirm the contents; and Frederick County EOP —Section 1: Basic Plan Page 134 344 • To avoid cross-contamination to handlers, consideration shall be given to label the outside of body bags with this same information. Managing Personal Effects Hospitals should continue to employ standard procedures for inventorying and documenting the personal effects of deceased persons to ensure ownership, accountability, and retrievability is maintained. If the personal effects accompany the remains in the human remains pouches, funeral directors and the family shall be made aware of safely retrieving them before the cremation or final disposition. Funeral directors and others should sign a receipt for the items as well as the body. Storage Considerations Additional temporary cold storage facilities may be required to store corpses before their transfer to funeral homes in the event of surge capacity overload. The ideal temperature for storing and preserving human remains is between 34-37°F. Increasing capacity may be accomplished by contracting with refrigerated facilities or trucking companies. Other sites shall be identified in cooperation with hospitals and adjacent jurisdictions that are suitable for holding facilities. Examples are warehouses, hangers, and empty public buildings that lend themselves to cooling and proper security. Funeral homes shall be surveyed for additional surge capacity. A review of all facilities available in the Lord Fairfax Health District shall be maintained, including those owned by religious organizations. Transportation of Remains The anticipated workload for funeral homes will be extensive and additional resources may be required for additional drivers and vehicles. Arrangements with private ambulance companies may assist in this surge planning. Final Disposition of Remains It is anticipated local funeral homes may be overwhelmed and face staffing shortages at all levels of the organization. Therefore, remains may need to be held until capacity for disposition increases. In addition, if public gatherings are discouraged for viewing, funeral directors may need to explore alternatives such as virtual viewings to allow for funerals to occur with relatives of the deceased. Funeral Homes and Crematoriums Considerations Individual funeral homes will be encouraged to make specific surge plans before the need for additional human resources during an M FI. If available, Crematorium services shall be considered an expedient and efficient way of managing large numbers of corpses during an MR. It is not recommended that funeral directors order excessive supplies such as embalming fluids, body bags, etc., but should maintain enough to manage the first wave of an M FI. Funeral homes should exercise the same precautions as previously mentioned when handling remains. Many religious and ethnic groups have specific directives about how the deceased are managed after death. The family's wishes will provide guidance; however, local religious or ethnic communities shall be contacted for information and guidance if no family is available. Frederick County EOP —Section 1: Basic Plan Page 135 345 Annex 3-5: Financial Management Primary Agency(s) Support Agency(s) Finance/Purchasing All Departments and Divisions Purpose To provide essential financial management guidance for all participants in emergency management activities and response to a local disaster declaration. Scope This annex applies to all departments and agencies participating and responding with assistance or relief coordinated by the County emergency management program. The financial management function is a component of ESF-5 Emergency Management. Financial Management processes and procedures ensure that funds are provided expeditiously and that financial operations are conducted following established local, state, and federal laws, policies, and procedures. Policies The Finance Department will provide financial support promptly, assist and instruct agencies on recording expenses incurred during an incident, provide areas in financial need with adequate support, use existing accounting operations standards, and implement the necessary procedures to ensure an accurate account of expenses. Concept of Uperations In an emergency, the Finance Director will be responsible for expediting the process of procuring the necessary goods and services to support emergency operations; designating disaster account numbers(s)that disaster expenditures will be charged to, coordinating with department heads and the real estate assessor during the damage assessment and recovery phases of disaster operations; assisting in the development of applications for state and federal assistance; participating in the development and review of vendor contracts; developing, documenting, and providing financial data to the proper authorities, as necessary. The Emergency Management Director or Coordinator and Director of Finance will meet with department directors to inform them of emergency authorities delegated to them when making necessary expenditures to address the situation. In addition, Department Directors will be responsible for developing and maintaining accurate records and documentation to support all expenditures related to the disaster (e.g., personnel, equipment, facilities, contracts, etc.). Department Directors will be responsible for keeping an accurate inventory of resources and identifying potential needs for emergency/disaster situations. As required, a listing of potential resource providers will be developed and maintained for anticipated equipment and service needs. In addition, mutual aid agreements and sample contract agreements will be developed to facilitate the receipt of assistance and expedite the procurement process during the response and recovery phases of disaster operations. Frederick County EOP —Section 1: Basic Plan Page 136 346 The accounting process followed by all departments will follow existing standardized procedures. All departments must adhere to established disaster accounting and finance procedures to minimize the potential for waste, fraud, and delays in processing requests, maximize state and federal assistance, and facilitate the documentation of disaster expenditures, the development of disaster cost statistics, and audits following the disaster. The Finance Department will establish project codes to facilitate expenditures during the event. Because timely financial support of response activities is crucial to achieving the operational objectives of saving lives and protecting property, expeditious means are employed to facilitate proper financing of operations. Agencies must use management controls, policies, and procedures to reasonably ensure that: • Programs achieve their intended results; • Resources are used consistent with agency missions; • Programs and resources are protected from waste, fraud, and mismanagement; • Laws and regulations are followed; and • Reliable and timely information is obtained, maintained, reported, and used for decision- making. Organizational The County may include, within the body of the Declaration of Local Emergency, authority to expend specific funds in support of disaster operations. The Finance Director and Director of Emergency Management or the Emergency Management Coordinator are responsible for developing and implementing the necessary management policies and procedures to facilitate and ensure an accurate accounting of disaster expenditures during all phases of disaster operations. These procedures will be designed to support and expedite emergency response operations and maximize state and federal assistance. The Finance Director will coordinate with all departments, government entities, and representatives from the private sector who support disaster operations. This may involve working with other local jurisdictions that provide mutual- aid, state and federal governments, private contractors, local retailers, volunteer organizations, etc. Responsibilities Primary Agency(s) • Finance/Purchasing o Develop, maintain, and disseminate budget and management procedures to ensure the prompt and efficient disbursement and accounting of funds to conduct emergency operations, as well as support and maximize claims of financial assistance from state and federal governments, and facilitate audits following the disaster; o Establish project codes to facilitate expenditure tracking; o Provide training to familiarize staff with internal procedures, as well as federal and state disaster assistance requirements and forms; o Develop the necessary logistical support to carry out emergency tasking. Instruct all departments to maintain an inventory of supplies on hand; o Develop the necessary mutual-aid agreements, sample contracts, and listing of potential resource providers to expedite the procurement of anticipated resource needs for disaster operations; Frederick County EOP —Section 1: Basic Plan Page 137 347 o Develop and maintain the necessary measures to protect vital records and critical systems to ensure their continued operation during a disaster, as well as to facilitate their restoration if impacted by the disaster; o Prepare and submit disaster assistance applications to the appropriate state or federal agencies for reimbursement of disaster-related expenditures; o Assist in finalizing damage assessment report; o Assist in the preparation and submission of government insurance claims, and o Identify and correct any shortfalls in the emergency budget, accounting, and procurement procedures, as well as measures implemented to protect critical systems. Supporting Agency(s) • All supporting agencies o Maintain documentation to support requests for reimbursement; o Submit final reimbursement requests within the terms of the mission's assignments or reimbursable agreement; o Notify requesting agencies when a task is completed or when additional time is required to complete work before the projected completion date; and o Develop and maintain cost-effective management controls systems to ensure that Government-funded activities are managed effectively, economically, and with integrity to prevent fraud, waste, and mismanagement. Frederick County EOP —Section 1: Basic Plan Page 138 348 Annex • : Information Technology Primary Agency(s) Support Agency(s) Information Technology All Departments and Divisions s a Purpose To coordinate a framework through which the Information Technology Department (IT) coordinates with local agencies to prepare for, respond to, and recover from emergencies or disasters. It ensures policymakers and responders at all levels receive coordinated, consistent, accurate, and timely technical information, analysis, advice, and technology support. Scope; The IT Department has overall support responsibility for data and wireless voice communications, computing services, network services, and maintenance of these systems. IT maintains and supports a line of business application software systems used by the various departments and IT infrastructure components for voice and data and enterprise software systems (i.e., e-mail, authentication, anti-virus, and internet filtering). Policies IT staff is available for support and response to incidents by calling the IT help desk during regular business hours at (540) 504-9592. IT technical support will respond with at least one technician from the on-call staff during the emergency. The underlying principles in coordinating technical support are as follows: • IT will provide technical support to County staff in the EOC or other County-owned facilities attached to the County network. In the event of a disaster, a representative of IT will be assigned to the EOC or other designated sites; • IT will support the various County departments with their needs to access voice and data systems under the control of IT; and • Requests for technical recommendations for non-emergencies may be made to the Director of IT, who will determine how each request should be handled based on normal business parameters. Requests for technical recommendations for emergencies may be directed to the on-call or on-site IT staff, who will provide recommendations directly or obtain recommendations from other IT staff or outside resources when warranted. Concept of Operations The IT Department is responsible for technical support and coordinates with other appropriate departments and agencies in response to an actual or potential emergency. Urganizatlionai Frederick County EOP —Section 1: Basic Plan Page 139 349 The IT Department provides the core coordination for technical support capability. In addition, the IT works with local and state government, private sector, and non-governmental organizations capable of providing technical information, analysis and advice, and state-of-the-art technology support. Technology resource identification and standard operating procedures for accessing these resources will be developed using standard protocols. Mission assignments for technical needs are coordinated through ESF-5 Emergency Management and passed on to the cooperating agencies for support. Responsibilities Primary Agency(s) • Orchestrating technical support as needed; • Providing short-notice subject-matter expert assessment and consultation services; • Coordinating the technical, operational priorities and activities with other departments and agencies; • Providing liaison to the EOC; • Develop, maintain, and operate integrated disaster/emergency response Geographic Information Systems (GIS) in support of disaster preparedness, response, and recovery; • In coordination with responsible agencies and, when deemed appropriate, deploying emerging technologies; and • The execution of contracts and procuring technical support services consistent with the Financial Management Support Annex. Frederick County EOP —Section 1: Basic Plan Page 140 350 Annex 3-7: Joint Information System Primary Agency(s) Support Agency(s) Public Information Officer All Departments and Divisions Q .® Purpose To develop operational guidance for disseminating information in a consistent, coordinated, and collaborative manner during a major emergency incident. Scop The Joint Information System (JIS) provides the mechanism to organize, integrate and coordinate information to ensure timely, accurate, accessible, and consistent messaging across multiple jurisdictions or disciplines, including the prove sector and NGOs. The Joint Information Center (JIC) is a physical working location where multiple jurisdictions or agencies gather, process, and disseminate public information during an emergency. Goals and Objective The JIS is led by the County Public Information Officer (PIO), who has three primary goals: • Gather incident data: Obtain verified, up-to-date information from appropriate sources; • Inform the public: Serve as the source of accurate and comprehensive information about the incident and the response to a specific set of audiences; and • Analyze public perceptions of the response: Employ techniques for obtaining feedback to provide response agencies with insight into community information needs, their expectations for the role to be played by the response agencies, and the lessons to be learned from specific response efforts. The JIS main communication objectives and activities should: • Convey that local government is responding to and managing the actual or potential emergency and has effective strategies for protecting the health and safety of the public; • Convey that local government is effectively addressing the issues and that approaches are reasonable, professional, scientific and caring; • Provide as much information about the unfolding event as possible. Avoid being overly confident and be willing to admit the unknown. Avoid unfounded statements; • Give a detailed account of what is being done to address and counter the threat; • Recommend specific steps that people can or should take to protect themselves; • Avoid statements in conflict with other government agencies or administration; • Allow for a two-way exchange of information with the public. Involve the public in the communication process and listen to the public's specific concerns; • Express empathy and concern for people impacted by the event; • Deliver information that is non-patronizing and culturally appropriate; and • Deliver information in other languages, to the deaf and the hearing impaired. Frederick County EOP —Section 1: Basic Plan Page 41 351 Planning Assumptions and Considerations It is critical to provide emergency information in a timely fashion. Therefore, time spent organizing rather than responding at the time of an event can lead to confusion and a loss of public confidence. Through a JIS, different agencies (including federal, state, local, and other entities) involved can work in a cohesive manner enabling them to speak with one consistent voice. By maintaining a centralized communication facility, resources can be better managed, and duplication minimized. Finally, the use of a JIS allows for tracking and maintaining records and information more accurately, therefore, improving the ability to conduct post-incident assessments used to improve crisis communication and general response activities for future incidents. During an emergency event, it can be assumed there is an immediate need to provide timely, accurate, honest, and credible information as it is unfolding and where many of the answers are still not known. It is expected that the media and public will need continuous updates and flow of information as the situation evolves. It should be assumed that even the best executed crisis and emergency risk communication plan will not prevent the media from making demands for more information, and the general public for experiencing a certain degree of confusion and concern in response to the event. Crisis and Emergency Risk Communications Communicating effectively is exceptionally important in order to provide the public with information that could potentially impact their safety and their reaction to an event. Lack of information breeds fear and fosters hysteria. Therefore, the primary communication objective is to instill and maintain public confidence by providing timely and accurate information. The primary principles of risk crisis and emergency risk communications are as follows: • Be first, be right, be credible, be often; • Be honest and open; • Express empathy and understanding to those impacted and those concerned; • Express wishes for what we would like to know and be able to do so; • Acknowledge people's concerns and fears; • Give people something to do; • Acknowledge what we don't know; • Explain the process that is in place to get the answers; • Provide time/date for next update; • Provide resources for further information Concept of Operations (CONOPS) The overarching tasks of a JIS are to create news releases and hold media briefings. To do this, the JIC operations may include the following functions: • Communications with the respective EOCs; • Preparation of information about the emergency; • Coordination of information between PIOs; • Presentation of information to the media and public; • Feedback and rumor control; and • Administrative and operational support. Joint Information Center Setup and Operations Frederick County EOP —Section 1: Basic Plan Page 142 352 Organization and Assignment of Responsibilities The County JIC will be organized based on the agencies involved in the incident. The PIO will organize the JIC and the primary response agency of the incident designated as the lead. Location The JIC is a physical location established in a safe location away from the incident or command centers. In the County, consideration for locating a JIC shall be determined on: • Facility availability • Ease of access • Available parking • Safety of all persons • Technology resources There can only be one primary JIC for an incident, but satellite JICs may be established if the scale of the emergency necessitates. Consideration shall be given to virtual JIC settings, given the nature of the incident and the ability to safely disseminate public information effectively. Activation • Activate the JIC at the discretion of Emergency Management Director or Coordinator; • Notify the JIC staff; • Place preliminary information about the event on outgoing voice mail and disseminate to media; • Prepare JIC area with equipment; • Notify media that the JIC has been activated. Becoming Operational The JIC may be declared operational when a minimum of one public hotline and one media hotline are open and staffed and the lead agency PIO is present. Variations from this approach may be considered depending on the situation (i.e., a large media presence and if a key JIC representative isn't present); however, a change must be coordinated through the lead agency. Initial Internal Briefing A situation briefing should take place as soon as possible. It should, at a minimum, include the following: • Briefing of incident status; • Report on media notification; • Report on partner notification and participation in JIC; • A list of organizations or persons to whom information has been promised but calls have not returned; and • Briefing of any rumors or misinformation. Information Coordination Each staff person at the JIC is responsible for initiating and maintaining communications with their respective EOC or agency. Each agency retains the ability to issue its own single-agency special topic news release during a JIC activation. However, the following process will be used for the coordination of information among agencies at the JIC: Frederick County EOP —Section 1: Basic Plan Page 143 353 • Each staff member is responsible for gathering their agency information to be used in the upcoming media briefings; • Before its release, federal, state and local information will be coordinated to the maximum extent possible to ensure consistency and accuracy; • Information will be relayed to other spokespersons, posted on JIC status boards and provided to the telephone teams, media monitors and the media briefing room manager; • When sufficient information has been gathered by the spokespersons, a decision will be made (by the unified commander and lead agency PIO) on scheduling a media briefing. • Prior to the scheduled media briefing, the spokespersons will meet to ensure understanding and coordination of the information to be presented to the media. Operations • Establish method to ensure coordinated information; • Develop and have approved fact sheets, talking points and media releases; • Schedule and hold periodic briefings for the media; • Schedule and hold periodic briefings for partners and other stakeholders; • Forward new information to incident call centers and retrieve call trends from them for rumor control; • Monitor physical and mental wellbeing of the JIC staff. De-Activation • Monitor situation and media/public interest; determine when to deactivate the JIC; • Notify the media of the JIC de-activation with and advisory; indicate they should contact specific agencies with questions; • Hold and all-hands meeting for an after action debriefing; • Disassemble and store equipment; • Write and after-action report. Development and Approval of Media Releases The development and approval process for JIC media releases is detailed below: • The (lead agency) PIO decides there is sufficient information to issue a news release; • The (lead agency) PIO, working with the JIC partners, drafts the news release in the approved format (on County letterhead) and reviews with the following for approval: o County Administrator's Office o Board of Supervisors o Fire Chief; o Hospital partner; o Primary local health department director or designee; o Sheriff; o State health department and other relevant agencies; o State EOC; o Federal agencies as relevant. Once information is reviewed and approved by all agencies, the news release is ready for distribution. The administrative support supervisor will be responsible for duplicating, filing, and distributing the media advisory to the JIC staff. The advisory will be provided as a handout to media present at the beginning of the next media briefing. For media not present at the JIC, the administrative staff will e-mail advisories. Frederick County EOP —Section 1: Basic Plan Page 144 354 Local Health Districts Local Health Districts (LHD) are not required to submit materials distributed locally for prior approval but are asked to forward copies of any press releases to mediaalerts@vdh.state.va.us, and fill out a media alert form and send to medialaerts@vdh.state.va.us following any media interviews to keep the Central Office aware of their media campaign activities. LHDs are encouraged to coordinate media activities with their Regional PIO. LHDs should consider prior coordination and consultation with the state offices that offers resources on the subject matter at issue prior to release of press releases on potential high-profile issues. Prior coordination with all impacted parties is important to ensure consistent and accurate messages. Media Coordination at the JIC Media access at the JIC will be coordinated by the JIC facility manager and supported by a security officer and will be conducted as follows: • Media will register at the entrance to the JIC; • Once registered, media will be provided badges or name tags and an information packet if available. They will then be directed to the media briefing room or the media work area. Media Briefings The primary means of communicating to the media and the general public will be through regularly scheduled media briefings. For major incidents, a regular schedule of news briefings should be established by the lead agency PIO. There should be a minimum of two news media briefings each day for as long as the size of the media contingent covering the event warrants that number of briefings. Briefings should be scheduled to help reporters meet news deadlines. Schedule Although the specific times for news briefings will be determined by the lead agency in conjunction with the unified commander, a typical daily news availability schedule may be as follows: • Morning media availability - technical experts and/or PIOs; • Afternoon media availability - unified commander with selected experts; • Evening media availability - end-of-day briefing by experts and/or PIOs. If an incident occurs during the evening or early morning, every effort should be made to hold the first news briefing before noon (10 a.m. or 11 a.m.). If it happens late morning or early afternoon, every effort should be made to conduct the first news briefing by 3 p.m. Prior to each media briefing, the County PIO will advise the media at the JIC of the briefing protocol and provide information as needed on JIC facilities/services available to reporters. Spokespersons from the involved agencies will provide statements, updated information and answer questions. Technical advisers from other agencies should be available during each media briefing to respond to questions or provide additional details as needed. A summary of each media briefing will be prepared by the PIO of their assistant. This information also will be provided to all agencies involved with the JIC. Briefing Pre-Meeting Frederick County EOP —Section 1: Basic Plan Page 145 355 At least 30-minutes before each news briefing, the lead agency spokesperson should meet with the participants. A review of logistics, order of presenters, anticipated questions and use of graphics/props should be discussed. Between briefings, a list of anticipated questions should be developed by the lead agency spokesperson in conjunction with the County PIO and other involved agencies, especially the media phone staff. Suggested responses should be discussed during the pre-briefing meeting. Elected Officials and Other VIPs There will be times when elected officials and other VIPs will be available for news briefings. It is very important the lead agency spokesperson and the unified commander meet in advance to discuss the logistics, messages, and other issues regarding the inclusion of these individuals. The County PIO can be assigned the protocol task of coordinating the VIP visit. After the Media Briefing During each news briefing, the County PIO or other staff should take notes of responses to reporter questions and note any unanswered questions. It is suggested a video recording be made of each briefing for playback later. The lead agency spokesperson should ensure information is obtained to address any unanswered questions. As appropriate, the County PIO should debrief the EOC regarding the effectiveness of the news briefing. Communications Feedback and Rumor Control During any emergency there is always the possibility for rumors or incorrect information to be generated. Media monitoring will be performed to detect the broadcast of incorrect emergency information. This involves monitoring and/or taping local television and radio news programs and viewing social media outlets. Media monitoring will be conducted at the JIC as a rumor control function but may also be conducted at the EOC or individual agencies. When incorrect information is detected through media monitoring or other means, this information should be given to the lead agency spokesperson, who notifies the County PIO to prepare a response. The County PIO is responsible for advising the EOC of rumor and incorrect information and the proposed response. To manage rumors, The County PIO is responsible for reporting rumors to the lead agency spokesperson. Generally, the phone bank team members and media monitors will have the best opportunity to detect rumors and incorrect information from individual citizens and the media. Safety and Security Security for the JIC during operations will be provided by the Sheriff's Office. Officers are responsible to the County PIO for security within the JIC, but they report directly to their respective supervisor. The officers will control traffic access to the JIC. Shift Change Depending upon the level of the emergency and the extent of media interest, the County PIO in coordination with the participating agencies, may elect to suspend JIC operations during non- business hours, typically overnight. A voice mail system will be used during the overnight suspension to receive media or public calls. Follow-up will be handled when JIC operation resumes. However, under normal operations, the JIC will work 12-hour operational periods. The County PIO will be responsible for coordinating communications with the participating agencies on shift changes. JIC members arriving on the next shift will: Frederick County EOP —Section 1: Basic Plan Page 146 356 • Arrive 30 minutes prior to shift change for the briefing; • Sign in and receive badges; • Participate in briefing prior to shift change; • Brief incoming shift member (if going off-shift); • Turn over logs, notes and other pertinent data; • Sign out and turn in badges if going off-shift. JIC De-Activation Following the conclusion of the emergency and at the point where there is diminishing media or public interest,the JIC will enter a deactivation phase. The decision to deactivate is a joint decision by the lead agency and the County PIO in consultation with the EOC. The media will be notified the JIC is being deactivated in the final JIC news briefing. A media advisory will be issued to the regional media. Media will be referred to the appropriate public affairs representatives for follow- up queries. Once operations have ceased, the County PIO will chair a brief all-hands meeting for the purpose of identifying problems or concerns that occurred during JIC operations. Following deactivation, each agency involved will provide a report stating his individual perspective of the emergency to the County PIO. The County PIO will submit a final report to the participating agencies and partners. Frederick County EOP —Section 1: Basic Plan Page 147 357 Annex i : Volunteer and Donations Management__�" Primary Agency(s) Support Agency(s) United Way of Northern American Red Cross Shenandoah Valley Emergency Management Public Information Officer \-q V I Sheriff's Office Purpose To establish a process for efficient and effective receipt of volunteers and donations during disasters. Scope Frederick County, Virginia, in coordination with the United Way of Northern Shenandoah Valley (United Way) and other support agencies, establishes the following Volunteer and Donation (VOAD) management process to ensure effective and efficient procedures for the distribution and use of donated goods and services during an emergency. The donation management process must be organized and coordinated to ensure the public is able to take advantage of donated goods and services in a manner that precludes interference with or hampering emergency operations. VOAD refers to solicited/unsolicited goods, monetary donations, and unaffiliated volunteer services received during a disaster event. Policies The United Way: • Coordinates with County agencies to ensure goods and resources are used effectively; • Manages monetary and physical donations through established networks; and • Works in partnership with the American Red Cross to identify and manage volunteer needs. Emergency Management Coordinator: • Coordinates with non-governmental organizations to ensure goods and resources are used effectively; • Looks principally to organizations with established volunteer and donation management structures; • Establishes donation storage locations as necessary; • Encourages individuals to participate through local organizations or affiliate with a recognized organization; and • Encourages the use of existing nongovernmental organizational VOAD resources before seeking governmental assistance. Frederick County EOP —Section 1: Basic Plan Page 148 358 Concept of Operations The core responsibility of a VOAD management operation includes the management of physical goods, non-affiliated volunteers, and monetary donations from the public. Each core function involves a cooperative effort by local and voluntary community-based organizations, the private sector, faith-based organizations, the media, and individuals. To the best extent possible, the United Way will provide coordination efforts with the County for these needs. Organizational • The County and the United Way entered into a Memorandum of Understanding relating to volunteer and donation management activities; • During a disaster, the County will identify the needs for VOAD support and will coordinate with the United Way to satisfy the requests; • The Logistics and Resource Section Chief in the Emergency Operations Center (EOC) will work with the United Way and support agencies to identify sites and facilities that will be used as Points of Distribution (POD) for donated goods. The necessary equipment, staff, communications, and security support to these facilities and sites will be provided by the County and volunteer organizations, as required; • The United Way will coordinate disaster relief requests from volunteer relief agencies and groups; • The American Red Cross has been incorporated into the emergency services organization to provide food and clothing to displaced persons at mass care shelter centers; • The United Way will develop procedures for soliciting and tracking volunteer services; and • The United Way will maintain records of all expenses incurred relating to the disaster relief. Responsibilities Primary Agency(s) • United Way o Be the primary coordinating agency for this annex in matters pertaining to the acquisition of resources and volunteer services; o Coordinate donated goods and services to the County for receiving, sorting, prioritizing, and distributing them during an emergency situation; o Keep accurate records of physical and monetary donations and expenditures in support of this annex for possible reimbursement or auditing requirements; o Be prepared to register and assign volunteers to support County organizations during emergency operations; and o Coordinate emergency operations with the EOC, when activated. Support Agency(s) • All Departments o Identify potential POD facilities to manage donated goods and services being channeled into the disaster area; o Identify the necessary support requirements to ensure the prompt establishment and operation of these facilities and sites; o Assign the tasks of coordinating auxiliary manpower and material resources; o Develop procedures for recruiting, registering, and assigning volunteer manpower that best utilizes their skills; o Track time and attendance for volunteer support personnel. o Develop a critical resources list and procedures for acquisition in times of crisis; o Develop procedures for the receipt and management of donated goods; and Frederick County EOP —Section 1: Basic Plan Page 149 359 o Compile and submit totals for disaster-related expenses. • American Red Cross o Assist in supporting volunteer needs to include collecting, sorting, and distributing goods during an emergency situation; and o Maintain a list of trained volunteers that are available to assist in support of this annex. • Emergency Management o Assist in identifying personnel and resources to support this annex; o Coordinate with the United Way on volunteer and physical donations needed to support emergency operations or disaster victims; and o Request outside assistance, when required. • Public Information Officer o Work with the United Way and EOC staff to disseminate information to the public regarding volunteer needs, and points of distribution locations for donating and picking up items. • Sheriff's Office o Provide security for the receiving point, staging areas, and distribution points, as required. Frederick County EOP —Section 1: Basic Plan Page 150 360 Annex 3-9: Worker • Health Primary Agency(s) Support Agency(s) Human Resources All Departments and Divisions Fire and Rescue VA Department of Health VA Department of Labor and Industry Purpose To provide guidelines for implementing worker safety and health support functions during potential or actual incidents. Scope This annex addresses those functions critical to supporting and facilitating worker safety and health protection for all emergency responders and response organizations during potential and actual emergencies or disasters. While this annex addresses coordination and technical assistance for incident safety management activities, it does not address public health and safety. Coordination mechanisms and processes used to provide technical assistance for carrying out incident safety management activities include identification and characterization of incident hazards, assessments and analyses of health risks and exposures to responders, medical monitoring, and incident risk management. Policies • ESF-5 Emergency Management activates the Human Resources Office. However, specific cooperating agencies, especially Public Safety who train intensively for certain situations shall maintain control of operations to address those situations as well as coordination of efforts so related; • Risk Management and Safety assistance and coordination, as described in this annex, may be requested during an incident if specific needs are identified; all standard reporting procedures will remain in effect unless otherwise noted; • Private-sector employers are responsible for the safety and health of their employees; • Municipal governments are responsible for worker health and safety according to state and local statutes and, in some cases, 40 CFR 311, Worker Protection. This responsibility includes allocating sufficient resources for safety and health programs, training staff, purchasing protective clothing and equipment as needed, and correcting unsafe or unsanitary conditions; • This annex does not replace the primary responsibilities of the government and employers; instead, it ensures that in fulfilling these responsibilities, response organizations plan and prepare consistently and that interoperability is a primary consideration for worker safety and health; and • Several state and federal agencies have oversight authority for responders and response operations. While these agencies retain their authority, they are expected to work with local, state, federal, and private sector responders before and during response operations to ensure the adequate protection of all workers. Frederick County EOP —Section 1: Basic Plan Page j 51 361 Concept of Operations Except as noted above, Human Resources coordinates safety and health assets to consider all potential hazards proactively. In addition, they ensure availability and management of all safety resources needed by the responders, shares responder safety-related information, and coordinate among local, state, and federal agencies and government and private sector organizations involved in incident response. Organizational Coordination through Existing Organizations and Committees: • Virginia Regional Response Hazardous Materials Response Team supports the National Response Team (NRT) under The National Oil and Hazardous Substances Pollution Contingency Plan (NCP) and the Code of Federal Regulations (40 CFR part 300) outline the role of the NRT and Regional Response Teams (RRTs); and • Pre-incident coordination also involves other existing departments that focus attention on responder health and safety. Worker Safety Committee: • This committee, comprised of Human Resources and cooperating public safety agencies, provides the proactive integration of worker safety and health assets needed for preparedness at all levels of government; and • Human Resources coordinates this group through meetings and interagency exercises or attends meetings and exercises scheduled by cooperating agencies. Pre-Incident Planning Guidance Development and Distribution: • As noted above, Human Resources works with organizations to coordinate the consolidation of responder safety and health-related guidance documents, regulations, and resources in one location. This information is provided to other agencies, responders, and public health departments, and emergency management agencies; and • As noted above, Human Resources or others work with other County agencies to ensure their curricula are consistent in content for each responder level (skilled support, operations level, etc.) and support the preparedness objectives listed in NIMS. Prevention Guidance Development and Distribution: • Human Resources coordinates with cooperating agencies to develop and disseminate information on the likely hazards associated with potential incidents and the preventive actions that can be taken to reduce or eliminate illnesses and injuries that may result from hazardous exposure. Human Resources or others as noted above, or department-specific Safety Officers supports worker safety by: • Providing occupational safety and health technical advice to the Incident Safety Officer either at the EOC, Joint Field Office (JFO), or Disaster Recovery Center (DRC); • Undertaking site-specific occupational safety and health plan development and implementation, and ensuring that plans are coordinated and consistent among multiple sites, as appropriate; • Identifying and assessing health and safety hazards and characterizing the incident environment; Frederick County EOP —Section 1: Basic Plan Page 152 362 • Carrying out responder personal exposure monitoring for chemical and biological contaminants and physical stressors (e.g., noise, heat/cold); • Assessing responder safety and health resource needs and identifying sources for those assets; • Coordinating and providing incident-specific responder training; • Developing, implementing, and monitoring an incident personal protective equipment (PPE) program, including the selection, use, and decontamination of PPE; implementation of a respiratory protection fit-test program; and distribution of PPE; • Collecting and managing data (exposure data, accident/injury documentation, etc.) to facilitate consistent data-formatting and data-sharing among response organizations; • Providing psychological first aid during and after incident response and recovery activities; • Providing responder medical surveillance and medical monitoring and, in conjunction with the Health Department evaluating the need for longer-term epidemiological medical monitoring and surveillance of responders; and • In coordination with the VA Department of Health, identifying appropriate immunization and prophylaxis for responders and recovery workers. Responsibilities Primary Agency(s) • As Annex Coordinator, assist EOC, JFO, or DRC Unified Command by providing and coordinating technical support for responder health and safety; • Provide technical advice; • Identify hazards and risks associated with response and recovery activities; • Ensure appropriate immunizations and provided to responders; • Resolve technical, procedural, and risk assessment conflicts, if necessary,through routine procedures; • Monitor responders for chemical or biological contamination; and • Provide appropriate workplace safety training. Support Agency(s) • Identify qualified Safety Officers to train, monitor, and brief department personnel on hazards, specific reporting procedures, PPE, decontamination, etc.; • Provide Critical Incident Stress Management (CISM) or Critical Incident Stress Debriefing (CISD) opportunities to staff; • Provide psychological and physical first aid; and • Participate in Worker Safety and Health Committee. Frederick County EOP —Section 1: Basic Plan Page 153 363