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Osceola County
 Comprehensive
   Emergency
    Management
      Plan       August 2007
                       Comprehensive Emergency Management Plan
                                   Table of Contents
                                    Osceola County


TABLE OF CONTENTS                                                     SECTION - PAGE

I - INTRODUCTION                                                            SECTION - 1

   A. PURPOSE                                                                           1
   B. SCOPE                                                                             2
   C. METHODOLOGY                                                                       3
      PROMULGATION STATEMENT

II - SITUATION                                                              SECTION - 2

   A. HAZARDS ANALYSIS                                                                  1
   B. GEOGRAPHIC INFORMATION                                                            1
   C. DEMOGRAPHICS                                                                      6
   D. ECONOMIC PROFILE                                                                  9
   E. EMERGENCY MANAGEMENT                                                             10
   SUPPORT FACILITIES

III – CONCEPT OF OPERATIONS                                                 SECTION - 3

   A. ORGANIZATION                                                                      2
   B. RESPONSIBILITIES                                                                  8
   C. PREPAREDNESS ACTIVITIES                                                          14
   D. MUTUAL AID                                                                       17

IV – FINANCIAL MANAGEMENT                                                  SECTION – 4

   A. FINANCIAL GUIDELINES                                                              1
   B. MUTUAL AID ASSISTANCE                                                             2
   C. DISASTER RELIEF FUNDING                                                           3
   AGREEMENTS
   D. REPORTING PROCEDURES                                                              3
   E. PROTECTION OF RECORDS                                                             3

V – REFERENCES & AUTHORITIES                                               SECTION – 5

   A. COUNTY GOVERNMENT RESPONSIBILITIES                                                1
   B. ORDINANCES & ADMINISTRATIVE RULES                                                 2
   C. STATUTORY & ADMINISTRATIVE AUTHORITIES                                            2
   D. SUPPLEMENTAL PLANS                                                                4
   E. AGREEMENTS                                                                        4

VI – EOC OPERATIONAL GUIDE                                               APPENDIX – A

VII – TRAINING STANDARD OPERATING GUIDE                                  APPENDIX – B
                                                                       (TRAINING APPENDIX)
   I. PURPOSE                                                                            1

   II. CONCEPT OF OPERATIONS                                                            1

    A. GENERAL                                                                          1

                      Osceola County Office of Emergency Management
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                             Comprehensive Emergency Management Plan
                                         Table of Contents
                                          Osceola County


     B. PHASES OF EMERGENCY MANAGEMENT                                              1
     C. RECOVERY & MITIGATION                                                       4

     III. RESPONSIBILITIES                                                          5

     IV. CREDENTIALING                                                              7

VIII – PUBLIC SHELTER LIST                                               APPENDIX – C

IX – CRITICAL FACILITY LIST                                              APPENDIX – D


X – RECOVERY ANNEX                                                          ANNEX – I

     I. AUTHORITY                                                                   2

     II. PURPOSE                                                                    2

     III. SITUATION & ASSUPMTIONS                                                   2

     IV. CONCEPT OF OPERATIONS                                                      2
      A. – E. RECOVERY OVERVIEW                                                     3
      F. OSCEOLA COUNTY RECOVERY ACTIVITIES                                         4
      G. RESPONSE & RECOVERY COORDINATION                                           4
      H. DISASTER ASSISTANCE                                                        4

     V. ORGANIZATION & ASSIGNMENT OF                                                6
     RESPONSIBILITIES
      A. EMERGENCY MANAGEMENT/FINANCE ADMIN                                         6
      B. RECOVERY MANAGEMENT                                                        6
      C. LEAD & SUPPORT AGENCIES                                                    7
      D. DAMAGE ASSESSMENT                                                          8
      E. DISASTER RECOVERY CTRS                                                    13

     VI. PLANNING ASSUMPTIONS & ASSIGNMENT OF                                      15
     RESPONSIBILITIES
      A. PLANNING ASUMPTIONS                                                       15
      B. PROGRAM ADMINSTRATION                                                     15
      C. PUBLIC ASSISTANCE PROGRAM                                                 17
      D. DEBRIS MANAGEMENT                                                         17
      E. COMMUNITY RELATIONS                                                       18
      F. EMERGENCY HOUSING                                                         20
           DAMAGE ASSESSMENT OPERATING GUIDELINE
           DEBRIS MANAGEMENT PLAN

XI – MITIGATION ANNEX                                                      ANNEX – II

     I. INTRODUCTION                                                                1
       A. GENERAL RESPONSIBILITIES                                                  1

     II. CONCEPT OF OPERATIONS                                                      1
       A. OVERVIEW                                                                  1


                         Osceola County Office of Emergency Management
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                          Comprehensive Emergency Management Plan
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                                       Osceola County


    B. ORGANIZATION DURING EMERGENCIES                                                     2
    C. NOTIFICATION & CORDINATION – PRE-DISASTER                                           2
    D. NOTIFICATION & CORDINATION – POST-DISASTER                                          2
    E. COORDINATION OF MITIGATION ACTIVITIES                                               3
    F. MUTUAL AID                                                                          3
    G. NATIONAL FLOOD INSURANCE PROGRAM                                                    4
    H. IDENTIFYING MITIGATION OPPORTUNITIES                                                4
    I. MANAGING MITIGATION FUNDS                                                           5
    J. MITIGATION EQUIPMENT & RESOURCES                                                    6
    K. EMPLOYMENT & TRAINING OF MITIGATION PERSONNEL                                       6
    L. PROJECT WORKSHEET                                                                   6

   III. HAZARD MITIGATION PLANNING                                                         7
     A. HAZARD MITIGATION ACT 2020                                                         7

   IV. STATE PLAN SUMMARY                                                                  7
    A. DESCRIPTION                                                                         7
    B. IMPLEMENTING MITIGATION ACTIVITIES

   V. MITIGATION STANDARD OPERATION PROCEDURES

XII – HAZARDOUS WEATHER ANNEX                                                 ANNEX – III
                                                                    (NON-FLOOD NON-TROPICAL)
   I. INTRODUCTION                                                                         2
     A. GENERAL                                                                            2
     B. PURPOSE & SCOPE                                                                    2
     C. ASSUMPTIONS                                                                        2

   II. RESPONSE ORGANIZATION                                                               3
     A. GENERAL
     B. STATE RESPONSE                                                                     4
     C. FENEDARL RESPONSE                                                                  4

   III. CONCEPT OF OPERATIONS                                                              4
     A. GENERAL                                                                            4
     B. EXTREME COLD/FREEZE                                                                4
     C. THUNDERSTORM/LIGHTNING/TORNADOES                                                   5
     D. DROUGHT                                                                            6
     E. TROPICAL STORMS/HURRICANES                                                         7

   IV. FINANCIAL MANAGEMENT                                                                7

XIII – TERRORISM ANNEX                                                         ANNEX – IV

   NOT FOR PUBLIC RELEASE

XIV – PANDEMIC COMMUNITY ANNEX                                                  ANNEX – V

XV – LETTERS OF SUPPORT                                                                  LIST




                      Osceola County Office of Emergency Management
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                                                Comprehensive Emergency Management Plan
                                                                             Introduction
                                                                          Osceola County




I.     INTRODUCTION
Florida Statute 252 mandates the development of a Comprehensive
Emergency Management Plan (The Plan). The Plan establishes a framework,
through which Osceola County mitigates, prepares for, responds to, and
recovers from the impacts of a wide variety of disasters that could adversely
affect the health, safety and/or general welfare of the residents and visitors.

The Plan provides guidance to Osceola County, as a community, on
procedures, organization, and responsibilities, as well as provides for an
integrated and coordinated local, response.

This is an operations-based plan that addresses evacuation; sheltering; post-
disaster response and recovery; deployment of resources; communications,
and warning systems.

The Plan defines basic responsibilities of local governmental agencies and
volunteer organizations and includes basic strategies, assumptions,
operational goals and objectives, and mechanisms through which the County
will mobilize resources and conduct activities to guide and support emergency
management efforts.

To facilitate effective operations regardless of disaster magnitude, the Plan
adopts the tenets of the National Incident Management System and the
Incident Command System as the principle management system in all phases
of emergency management.

The Plan provides for direct correlation to the traditional Emergency Support
Function system and uses the principles of direction by a lead agency based
upon training and expertise as well as resources.

     A. Purpose

       The Plan establishes a framework for an effective system of
       comprehensive emergency management, the purpose of which is to:

          1. Reduce the vulnerability of people and communities of this
             County to loss of life, injury, or damage and loss of property
             resulting from natural, technological, criminal, or hostile acts;

          2. Prepare for prompt and efficient response and recovery
             activities to protect lives and minimize impact to property
             affected by emergencies and disaster;



                                                                      Emergency Management
                                             Osceola County Office of Emergency Management
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Comprehensive Emergency Management Plan
Introduction
Osceola County




                  3. Respond to emergencies using all local systems, plans and
                     resources as necessary;

                  4. Recover from emergencies and disaster by providing for the
                      rapid and orderly implementation of restoration and
                      rehabilitation programs for persons and property affected, and;

                  5. Assist in anticipation, recognition, appraisal, prevention, and the
                     mitigation of the impact related to emergencies and disaster that
                     may be caused or aggravated by inadequate planning for, and
                     regulation of, public and private facilities and land use.

         B. Scope

                  1. The Plan establishes fundamental guidelines, program
                     strategies, and assumptions for a countywide comprehensive
                     emergency management program.

                  2. The Plan establishes a method of operations that spans the
                     direction and control of an emergency from initial monitoring
                     through post-disaster response, recovery, and mitigation.

                  3. The Plan defines the mechanisms to facilitate delivery of
                     immediate assistance, including direction and control of county,
                     state and federal response and recovery assistance.

                  4. The Plan assigns specific functions to appropriate governmental
                     and non-governmental organizations, as well as outlines
                     coordination methods.

                  5. The Plan addresses the various types of emergencies that are
                     likely to occur, from local emergencies to major or catastrophic
                     disasters.

                  6. The Plan identifies the actions that the County will initiate, in
                     coordination with state and federal counterparts as appropriate,
                     regardless of the magnitude of the disaster.

                  7. The Plan establishes operational goals and objectives for the
                     preparedness, response, recovery and mitigation phases of the
                     County’s emergency management process.

                  8. Osceola County will receive a biannual Capability Assessment
                     conducted by the State of Florida to ensure consistency and
                     functionality of additional components of The Plan.

Emergency Management
Osceola County Office of Emergency Management
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                                           Comprehensive Emergency Management Plan
                                                                        Introduction
                                                                     Osceola County




C. Methodology

     1. The principle planning effort is the responsibility of the Osceola
        County Office of Emergency Management; this plan is based on
        the combined efforts of various organizations. The team
        consists of the following agencies:

                  a. Osceola County Office of Emergency
                      Management
                  b. Osceola County Property Appraisers Office
                  c. Osceola County Public Information Office
                  d. Florida Department of Health (Osceola County
                      Health Department)
                  e. American Red Cross
                  f. City of Kissimmee
                  g. City of St. Cloud
                  h. Osceola Animal Control
                  i. Osceola County Schools
                  j. Kissimmee Utility Authority
                  k. Kissimmee Fire Department
                  l. St. Cloud Fire Department
                  m. Kissimmee Police Department
                  n. Osceola Sheriff’s Office
                  o. Osceola County Communications
                  p. Osceola County Council on Aging
                  q. Osceola County CERT
                  r. Osceola County Public Works
                  s. Osceola County Property Appraiser’s Office
                  t. Osceola County Auditors Office
                  u. Osceola County Attorney’s Office
                  v. Osceola Community Vision
                  w. Osceola County Economic Development
                  x. Osceola County Corrections
                  y. Osceola Extension Services
                  z. Osceola Convention and Visitors Bureau
                  aa. Osceola County Emergency Service Department

     2. The specific methodology employed in the development of The
        Plan is based on the delegation of responsibility for plan
        promulgation to each agency or department within each
        functional area.

                  a. See Attached Promulgation Statement


                                                                 Emergency Management
                                        Osceola County Office of Emergency Management
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Comprehensive Emergency Management Plan
Introduction
Osceola County




                                PROMULGATION STATEMENT

The Osceola County Board of County Commissioners adopted this
Comprehensive Emergency Management Plan on February 4, 2008.
It represents an effort on the part of the County government to do its utmost to
assure the health, safety, and well being of its citizens and visitors in the event of
a natural or man-made disaster.

This plan provides a framework in which Osceola County can plan and perform
their respective emergency functions during a disaster and is intended to assist
the governments of Osceola County to function effectively in a disaster
environment and to provide support to on-scene emergency response personnel
who are working to preserve life and property to the citizens of and visitors to
Osceola County.

The assignment matrix identifies the county departments and other agencies that
assisted in the development of this plan along with Emergency Management.
Participation in all phases of emergency management provides
acknowledgement and acceptance of assigned responsibilities.

To facilitate the most efficient and effective incident management system, it is
critical that federal, state, and local governments utilize standardized
terminology, organizational structures, interoperable communications, unified
command structures, uniform standards for planning, training, and exercising,
comprehensive resource management, and designated incident facilities during
emergencies or disasters.

With the promulgation of this plan, the National Incident Management System
(NIMS) standardized procedures for managing personnel, communications,
facilities and resources will improve the County's ability to utilize state and federal
funding to enhance local and state agency readiness, maintain first responder
safety, and streamline incident management processes as adopted.




Emergency Management
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                                      Comprehensive Emergency Management Plan
                                                                   Introduction
                                                                Osceola County


             b. See     Attached      Departmental         Letters
                acknowledging and accepting responsibilities.

             c. The following is the distribution list for copies of
                this plan. The plan copies may be electronic and
                will be maintained in current form by Osceola
                County Office of Emergency Management.


             •   Osceola County Board of County Commissioners
             •   Osceola County Departments
             •   Osceola County Constitutional Offices
             •   Florida Department of Health
             •   American Red Cross
             •   City of Kissimmee
             •   City of St. Cloud
             •   Osceola County Schools
             •   Kissimmee Utility Authority
             •   Orlando Utilities Commission
             •   Progress Energy
             •   Peace River Electric Cooperative
             •   Osceola Sheriff’s Office
             •   Osceola County Council on Aging
             •   Osceola County CERT
             •   Osceola Community Vision
             •   Area Hospitals


3. The method by which Osceola County Office of Emergency
   Management will ensure that all copies are current is through
   the establishment and maintenance of an electronic database
   and an electronic copy. Each organization will maintain an
   electronic copy for future reproduction. Osceola County Office of
   Emergency Management will update the Plan annually with
   input from each representative agency; thereby ensuring the
   most current copy is made available.

   The County may choose to place the most current Plan on the
   Internet for access by the public; however, sensitive material will
   not be included and or accessible.




                                                            Emergency Management
                                   Osceola County Office of Emergency Management
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                                                Comprehensive Emergency Management Plan
                                                                                Situation
                                                                          Osceola County


II. SITUATION
       This section describes the potential hazard considerations, geographic
       characteristics, support facilities, land use patterns, economic profile
       and demographics of Osceola County. As Osceola County is
       geographically in the center of the State, it is threatened by most
       disasters listed in the Hazard Analysis section.

       A. Hazards Analysis

                1. Due to its unique geographical setting, Osceola County is
                   vulnerable to a wide array of hazards that threaten its
                   communities, businesses and environment.

                2. Osceola County borders Orange, Lake, Polk, Highlands,
                   Okeechobee, Indian River and Brevard Counties. The
                   major arteries include I-4, the Florida Turnpike, US 192,
                   SR 60, US 17/92, US 441, CR 532, CR 523, CR 535, SR
                   15, and the Osceola Parkway.

                3. Table S-1 lists the hazards events, risk, past occurrence,
                   expected frequency, and population at risk including
                   mitigation measures.

       B. Geographic Information

                1. The sixth largest county in Florida, Osceola County is well
                   known to be the fastest growing area in central Florida.
                   Just between the 1990 and 2000 censuses, Osceola
                   County’s population grew by a tremendous 60.1%.

                2. Osceola County is 1,506 square miles, of which 1,322
                   square miles is land. Osceola County borders Orange,
                   Lake, Highlands, Okeechobee, Indian River and Brevard
                   Counties.

                3. Land use patterns:

                     a. Osceola County shall manage how and where growth
                        will develop during the next 20-year planning horizon
                        by using sustainable development and smart growth
                        planning practices.

                     b. The County shall manage the land use patterns
                        designated on the Future Land Use Map (see Figure

                                                                      Emergency Management
                                             Osceola County Office of Emergency Management
                                                                                         1
Comprehensive Emergency Management Plan
Situation
Osceola County



                                    1) comprehensively, consistently, and effectively to
                                    enhance the quality of life for its citizens; promote
                                    economic vitality; and accommodate population
                                    growth and development in an environmentally
                                    acceptable manner.

                                c. Osceola County establishes an Urban Growth
                                   Boundary to protect cultural land uses and ranch
                                   lands to the south of the urban areas of the County
                                   and to protect natural resources and reduce public
                                   expenditures.

                                d. The County shall direct new development to this
                                   geographic region and shall seek to distribute 75
                                   percent of the projected 2020 population to this area
                                   by the end of the planning timeframe. Currently
                                   population density (person per Sq. Mile) is 143.8.

                         4. Osceola County has 184 square miles of water. Drainage
                            patterns are by way of the county portion of the Kissimmee
                            Chain of Lakes, as well being the headwaters for the
                            Everglades. Common flooding areas are the Poinciana and
                            Buenaventura Lakes Communities, as well as most
                            communities along Shingle Creek. The St. Cloud
                            communities of Blackberry Creek and Canoe Creek are
                            also prone to flooding. (Figure 2)




Emergency Management
Osceola County Office of Emergency Management
2
                                                                                                 Osceola County Future Land Use


                                                                                                                                                                                                                                                                                           Figure 1


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                                                                                                                              19                       20                 21                              22                           23            24         19                         20             21                22                         23              24                     19                                20                      21                  22                23               24                 19                      20                        21                     22                     23                 24                   19                        20                  21              22             23             24             19             20               21                22             23                 24



                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                        27
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              £
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              ¤192



                                                                                                                              30                       29                       28                         27                          26            25         30                         29             28                27                         26               25                    30                                29                      28                  27                 26              25                 30                      29                   28                 27                              26                 25                   30                        29                 28                              26             25
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                     30             29               28                27             26                 25



                                                                                                                              31                       32                       33                         34                          35            36           31              32                  33                    34                         35               36                    31                                     32                 33                  34                 35              36                 31                      32                        33                     34                     35                 36            31                               32                 33               34             35             36             31             32               33                34             35                 36


                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                  4
                                                                                                                                                                                                                                                                                                4                  3                         2                    1         6                               5                                      4                  3                  2               1                   6                   5                         4            3                               2                       1             6                         5                                          3              2              1               6              5             4                  3               2                  1
                                                                                                                                                                                                                                                                                  5


                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                      12                                                   8
                                                                                                                                                                                                                                                                       8                        9              10                        11                       12                                                                                                                                                                             8                                                                                                                                                                                                               12              7              8             9                  10              11            12
                                                                                                                                                                                                                                                     12    7                                                                                                                        7                       8                                      9                  10              11                 12                  7                                             9                     10             11                                                 7                                              9                10             11


                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   15
                                                                                                                                                                                                                                                           18              17                   16                  15                   14                       13                                                                                                                                                                                                                                                                                                              17
                                                                                                                                                                                                                                                                                                                                                                                 18                       17                                   16                     15              14                 13              18                      17                    16                        15                     14                      13                 18                                             16                              14             13             18             17             16                 15              14                 13



                                                                                                                                                                                                                                                           19
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              T28
                                                                                                                                                                                                                                                                                                21                  22                   23                       24                                                                                                                                                                                                                                                                                                                                              21         22                   23             24             19             20             21                 22              23                 24
                                                                                                                                                                                                                                                                                                                                                                                 19                       20                                   21                     22              23                 24              19                  20                        21                        22                     23                      24                 19                      20

                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                               £
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                               ¤
                                                                                                                                                                                                                                                                                 20
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                441

                                                                                                                                                                              Lake
                                                                                                                                                                           Hatchineha                                                                 30                         29             28             27                        26                       25                                                                                                                                                                                                                                                                                                                                              28               27             26             25             30             29             28                 27              26                 25
                                                                                                                                                                                                                                                                                                                                                                                 30                       29                                   28                     27              26                 25              30                  29                        28               27                              26                      25             30                          29


Legend                                                                                                                                                                                                                                     36                                    32             33                  34                   35                       36
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                           32                                      34             35             36             31             32             33
                                                                                                                                                                                                                                                           31                                                                                                                    31                       32                                   33                     34              35                 36              31                  32                        33                34                             35             36                                                                         33                                                                                                             34              35                 36
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   31

   CONSERVATION                                                                                                                                                                                                                            1
                                                                                                                                                                                                                                                                                                                                                              1
                                                                                                                                                                                                                                                           6                      5             4              3                   2                                                                                                                                                                                                                                                                                                   1                                                                                                                                         6
                                                                                                                                                                                                                                                                                                                                                                                    6                       5                                      4                  3                  2               1                  6                    5                         4                  3                      2                                             6                        5                     4                3              2               1                            5              4                  3               2                  1

   LOW DENSITY RESIDENTIAL                                                                                                                                                                                                                      12                                                                                      11
                                                                                                                                                                                                                                                           7                      8             9                   10                                            12
   MEDIUM DENSITY RESIDENTIAL                                                                                                                                                                                                                                                                                                                                               7                                8                                     9                  10              11                 12                 7                    8                         9             10                             11                      12                 7                       8                      9                10             11             12              7             8              9                  10              11                 12

                                                                                                                                                                                                                                                                  18

   HIGH DENSITY RESIDENTIAL                                                                                                                                                                                                                                                                                                                                                      18
                                                                                                                                                                                                                                                                                                                                                                                                    17                                         16                     15              14                 13              18                  17                       16                         15                     14                      13                 18                      17                     16              15             14              13             18             17             16                 15              14                 13


                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              T29
   SUBURBAN                                                                                                                                                                                                                                                                                                                                                                      19                        20                             21                          22              23                 24              19                  20                        21                        22                     23                      24                 19                      20                     21              22             23              24             19             20             21                 22              23                 24


   SEMI_SUBURBAN                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                 26              25             30                                                                                  25
                                                                                                                                                                                                                                                                                                                                                                                                                                                   28                 27              26                 25              30                  29                        28                   27                       26                                            30                      29                    28               27                                                           29             28                 27              26

   SEMI_RURAL                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   25

                                                                                                                                                                                                                                                                                                                                                       Lake
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   31                        32
                                                                                                                                                                                                                                                                                                                                                                                                                                          33                          34              35            36                                                            33                    34                         35                           36                 31                      32                    33               34             35              36             31             32             33                 34              35                 36
   RURAL/AGRICULTURAL                                                                                                                                                                                                                                                                                                                               Kissimmee




                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              4                                                                                           6                                              4
   URBAN EXPANSION AREA                                                                                                                                                                                                                                                                                                                                                                                                                    4
                                                                                                                                                                                                                                                                                                                                                                                                                                                                  3
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                     2               1
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    6                            5                                                3
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                               2
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                1                                          5                                       3              2              1              6              5              4                    3             2                  1




   RURAL ENCLAVE                                                                                                                                                                                                                                                                                                                                                                7
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                     11              12
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                         7                   8                         9                         10            11
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                12
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   7                                              9               10             11              12             7              8              9                  10              11                 12

                                                                                                                                                                                                                                                                                                                                                                                                                                                            10                                                                                                                                                                                                                                  8

   COMMERCIAL                                                                                                                                                                                                                                                                                                                                               13                  18                 17
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    18
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              16                                15                      14                      13            18
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                           17
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                 16               15             14             13              18             17             16                 15              14                 13
                                                                                                                                                                                                                                                                                                                                                                                                                                                                 15             14                  13                                       17
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              T30
   INDUSTRIAL                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                     22
                                                                                                                                                                                                                                                                                                                                                            24                  19                                                                                                                                       19                  20                        21                       22                      23                  24                     19             20                                                             23             24              19             20             21                 22              23                 24
                                                                                                                                                                                                                                                                                                                                                                                                   20
   INSTITUTIONAL                                                                                                                                                                                                                                                                                                                                                                                                                                                                23                   24                                                                                                                                                                                                       21




   DESTINATION NEW TOWN                                                                                                                                                                                                                                                                                                                                                                                                                                                         26
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                     25
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                         30                  29                        28                       27                      26                  25                     30                      29                    28               27             26             25              30             29             28                 27              26                 25




   DUAL USE/HDR AND COMMERCIAL                                                                                                                                                                                                                                                                                                                                                                                                                                                  35                   36
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                         31                  32                        33                       34                      35                  36                     31                    32                      33               34             35             36             31              32             33                 34              35                 36



   DUAL USE/INSTITUTIONAL AND COM                                                                                                                                                                                                                                                                                                                                                                                                                                                                                        6                       5                     4                     3                      2                       1                  6                   5                         4                3              2              1              6              5              4                3                 2             1
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                 2                   1

   LOW DENSITY RESIDENTIAL W MHO                                                                                                                                                                                                                                                                                                                                                                                                                                                     11
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    12                  7                        8                     9                    10                     11                                                                                                         10             11             12             7              8              9                10                11         12
   SUBURBAN OVERLAY                                                                                                                                                                                                                                                                                                                                                                                                                                                                       14
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                           12                  7                    8                        9




   NATURAL RESOURCE UTILITY                                                                                                                                                                                                                                                                                                                                                                                                                                                                         13                  18                   17                       16                    15                     14                      13                 18                   17                        16               15             14             13             18             17             16               15                14         13

                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              T31
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                          14

   INCORPORATED                                                                                                                                                                                                                                                                                                                                                                                                                                                                                          24
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              19                             20                    21                       22                     23                      24                 19                   20                        21               22             23             24             19             20             21               22                23         24


                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                         25
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                        30                   29                    28                       27                     26                      25                 30                   29                        28               27             26             25             30             29             28               27                26            25
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                       Stat
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              e Hw
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                  y 60


Disclaimer: GIS data are provided on an "as is" basis. The County specifically                                                                                                                                                                                                                                                                                                                                                                                                                                           31                  32                    33                       34                     35                      36                 31                   32                        33               34             35             36             31             32             33               34                35            36

disclaims any warranty, either expressed or implied, including, but
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                         6
not limited to, the implied warranties of merchantability and fitness                                                                                                                                                                                                                                                                                                                                                                                                                                                                    5                        4                         3                       2                       1                  6                       5                     4                3              2              1              6              5              4                 3                2                  1


for a particular use. The entire risk as to quality and performance
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                 8
is with the requestor. In no event will the County or its staff                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   9                      10                        11                      12                  7                    8                        9                10             11             12             7              8              9                10                11                 12


be liable for any direct, indirect, incidental, special, consequential,                                                                                                                                                                                                                                                                                                                                                                                                                                                                      17                   16                     15                        14                      13                 18                   17                        16               15             14             13             18             17             16               15                14                 13
or other damages, including loss of profit, arising out of the use
of this data even if the County has been advised of the possibility of such damages.                                                                                                                                                                                                                                                                                                                                                                                                                                                         20                   21
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              T32
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                         22                        23                      24                 19                   20                        21               22             23             24             19             20             21               22                23                 24
The requestor acknowledges and accepts the limitations of the Data, including                                                                                                                                                                                                                                                                                                                                                                                                                                                                    29
the fact that the Data is dynamic and is in a constant state of                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   28                     27                     26                     25                     30                   29                    28                   27             26             25             30             29             28               27                26                 25

maintenance, correction and update.
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                      33                 34                     35                     36                     31                   32                    33                   34             35             36             31             32             33               34                35                 36




                                     This Map Produced By:
                                         Osceola County
                                      Planning Department
                                          GIS Section
                                          29NOV2006
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   0                            1.5                                3
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                               -                                             6                                            9                                             12
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                         Miles
Comprehensive Emergency Management Plan
Situation
Osceola County




                                                Figure 2




Emergency Management
Osceola County Office of Emergency Management
4
                                                                                                    Comprehensive Emergency Management Plan
                                                                                                                                    Situation
                                                                                                                              Osceola County


            Event                Risk     Past Occurrence           Expected       Population        Example Mitigation Measures
                                                                   Frequency        at Risk
Aircraft Emergency            Moderate   2004                 Yearly             50%            Safety inspections, Crew training, ARFF
                                                                                                Training
Biological Hazards            Low        None Known           5-10 Years         15%            Training and prevention methods
                                                              Statistically
Civil Disorder                Low        None Known           Immeasurable       10%
Critical Infrastructure       Moderate   Hurricane 2004       5-10 Years         100%
Drought                       High       1998-2001            10-15 Years        100%
Earthquake                    Low        2006                 50 Years           10%            Tsunami and Earthquake Ready Programs
Expansive Soil                Moderate   No Major incidents   5 Years            20%
Extreme heat                  Low        1998-2001            50 Years           100%
Flash Flooding                Moderate   1998                 3-5 Years          100%
Haz-Mat Incident              Moderate   1998                 2-5 Years          80%            Mutual Aid with Orange County
Health                        Low        2003                 1-2 Years          100%           Hygiene education & proper planning
Hurricane                     High       1995-2004            1-40 Years         100%           Preparedness education and grant
                                                                                                programs
Nuclear Power Plant           Low        None Known           More than 50 Yrs   < 2%
Pests & Diseases              Moderate   Non Major            1-2 Years          100%
Pipe Rupture                  Moderate   2003                 2-4 Years          5%             On-site emergency plans, inspection
                                                                                                program
Railway (Amtrack & Freight)   Low        1998                 5-10 Years         < 5%           Training and lower speed limits
Severe Weather                High       2004                 Annually           100%           Florida leads the nation in lightning
                                                                                                fatalities
Terrorism                     Moderate   None known           No Statistics      100%           Public education and community watches
Tornado                       High       Annually             1 Year             100%`          Public education and NOAA radio
                                                                                                distribution
Transportation                Moderate   2004                 Annually           100%
Utility Disruptions           Moderate   Hurricane 2004       5-10 Years         100%
Wildfires                     High       2003                 1-2 Years          50%            Public education, Active ordinances
Windstorms                    Moderate   1993                 100 Years          100%           Storm of the Century
Winter Weather                Moderate   1989                 20 Years           100%
WMD                           Moderate   None known           Unknown            100%


                                                                 Table S-1


                                                                                                                         Emergency Management
                                                                                                Osceola County Office of Emergency Management
                                                                                                                                            5
Comprehensive Emergency Management Plan
Situation
Osceola County



             C. Demographics

                         1. The Cities of Kissimmee and St. Cloud are within the
                            County of Osceola. The total population in Osceola County
                            is approximately 225,000. Table S-2 below will provide a
                            snapshot of the demographics in Osceola County.
                    Demographic                 Osceola County     Kissimmee      St. Cloud
                    Hispanic %                  35                 46.6           15.6
                    Non-Hispanic %              65                 53.4           84.4
                    Median Age                  35.4               31.7           37.8
                    Male %                      49.3               50.5           48.2
                    Female %                    50.7               49.5           51.8
                    Largest Age Distribution    25-44(29%)         25-44(32.2%)   25-44(28.3%)

                                                       Table S-2


                                a. Special needs clients (Figure 3) along with mobile
                                   parks are spread throughout the County. Table S-3
                                   below indicates the population of such.




                                                       Figure 3

Emergency Management
Osceola County Office of Emergency Management
6
                                          Comprehensive Emergency Management Plan
                                                                          Situation
                                                                    Osceola County


Special Needs Clients       Population of 600
Mobil Home Parks            5799 Lots; Population, approx. 17,397

                              Table S-3

           b. The Osceola County Jail has the capacity of 935
              beds. The actual number is fluid with inmates being
              released or incarcerated.

     2. Lessons learned from the 2004-hurricane season have
        demonstrated that all Osceola County populations are at
        risk. Previous versions and interpretations of this plan
        minimized the risk.

           a. Osceola County is centrally located and with close
              proximity to Disney and other area attractions, it is
              ideal for tourists to visit throughout the year.

                  1) Today, Osceola County is serviced by 44,286
                     accommodations, among its national chain and
                     independent hotels and motels, villas suites,
                     condos,     private vacation     homes     and
                     campgrounds. Table S-4 lists average daily
                     and average daily-annual visitor populations to
                     our county.
                        Average Daily Visitor Population
                               2005           2004                    2003
        January                78,609        70.468                     72.527
        February               98,060       102,319                     92,536
        March                 115.815       105.017                    101,212
        April                  98.818       108.569                    109,530
        May                    90.940        81,60B                     83,315
        June                  122,220       114.170                    126,392
        July                  135.859       139,103                    135,127
        August                106,325        99,986                    115,335
        September              71,126        62.842                     64,648
        October                85.941        85,634                     84,819
        November               83.386        77,901                     76,717
        December               99,159        83,710                     88,783

        Yearly Average         98,605              93,459                95,293


                                     Table S-4

                                                             Emergency Management
                                    Osceola County Office of Emergency Management
                                                                                7
Comprehensive Emergency Management Plan
Situation
Osceola County



                                          2) Table S-5 demonstrates the annual visitors to
                                             Osceola County.


                                     Annual Number of Arrivals            Change from Prior Year

                           1994                 6,600.000
                           1995                 7.005.579                              6.1%
                           1996                 7,636,613                              9.0%
                           1997                 7.375.533                             -3-4%
                           1998                 6.793,008                             -7.9%
                           1999                 6,559.925                              -34%
                           2000                 7.460.835                            13.7%
                           2001                 5.846.683                            -21.6%
                           2002                 5.760,403                              -15%
                           2003                 5.435.742                             -5.6%
                           2004                 6,060,854                            11.5%
                           2005                 6,050,992                             -0.2%

                                                                Table S-5




                                          3) Table S-6 demonstrates the number of visitors
                                             to Osceola County for an overnight stay on a
                                             monthly average.


                                                 2005               2004                  2003
                    January                     380,610            360,564               379.750
                    February                    444.572            544,560               400,848
                    March                       648.171            618,231               477,686
                    April                       512.160            563.344               537.727
                    May                         484.593            482,018               443,969
                    June                        612.054            608,746               578,386
                    July                        720.656            848,169               703.288
                    August                      524.793            565,644               556,142
                    September                   340,797            293,703               268.826
                    October                     454,825            430,240               373.177
                    November                    410.754            339,836               322,947
                    December                    517,005            405,799               392.996
                                                                Table S-6

                                        Source: Kissimmee Convention & Visitors Bureau

Emergency Management
Osceola County Office of Emergency Management
8
                                           Comprehensive Emergency Management Plan
                                                                           Situation
                                                                     Osceola County



D. Economic Profile

         1. Osceola County has enjoyed rapid population growth over
            the last decade. More importantly, this growth has been in
            the employable range. This, combined with our centralized
            location, positions Osceola County well for manufacturing,
            distribution and corporate headquarters operations. It is
            important to mention, however, that with the aide of local
            education institutions and state training incentives, this
            highly adaptable workforce can be molded to fit any firm’s
            individual needs.

         2. Table S-7 below provides a list of Osceola County’s major
            employers. Statistical data provided is available through
            Osceola County Department of Economic Development.



             Industry                 Employment                 Ave. Salary
Service-Providing                       53,383                    $ 27,102
Retail Trade                            10,304                    $ 21,350
Government                               9,934                    $ 32,413
Construction                             5,281                    $ 32,072
Osceola School District                  5,021                    $ 30,600
Wholesale Trade                          2,196                    $ 38,600
Manufacturing                            1,562                    $ 41,208
Trans. & Warehouse                         605                    $ 40,169
Agriculture                                412                    $ 35,354

                               Table S-7


         3. Average property value in Osceola County has continued
            to improve.

              a. The following averages are based on land use code
                 011, which equals single-family homes. This is not
                 necessarily detached home and may be town homes
                 or row houses. Condominiums are not included.

              b. Average sale Prices:

                      2004 - $196,164.00

                      2005 - $261,278.00

                                                                 Emergency Management
                                        Osceola County Office of Emergency Management
                                                                                    9
Comprehensive Emergency Management Plan
Situation
Osceola County



                                c. Average Assessed Value Totals (before the Save-
                                   Our-Homes 3% cap is applied to those properties with
                                   homestead exemption)

                                          2004 - $123,146.00

                                          2005 - $144,989.00

                                d. Average Assessed Value Totals (after the Save-our-
                                   Home 3% cap is figured in for those who have the
                                   Homestead exemption)

                                          2004 - $114,146.00

                                          2005 - $129,612.00

                                e. Per capita income in Osceola County according to
                                   2004-2005 Osceola County economic profile was
                                   $17,397.00.

                                f. Potential economic impact will be of great
                                   significance, as experienced during the September
                                   11, 2001 terrorist attack in New York. This was a
                                   disaster of national significance and had a negative
                                   impact on travel to well known destinations such as
                                   Disney World, as well as our other popular area
                                   attractions. Osceola County suffered a loss in tax
                                   base as well as an increase in unemployment. The
                                   hurricane season of 2004 also had a negative
                                   economic impact on Osceola County, which suffered
                                   great property loss.

             E. Emergency Management Support Facilities:

                         1. For a detail listing of our critical facilities (i.e., hospital, law
                            enforcement facilities, fire rescue, airports, emergency
                            helicopter landing zones, for rapid Impact Assessment, etc)
                            see Critical Facilities-appendix D.

                         2. Shelters; see Public Shelter Appendix 2007.

                         3. Logistical Staging Areas; See LSA and POD Plan.




Emergency Management
Osceola County Office of Emergency Management
10
                                                   Comprehensive Emergency Management Plan
                                                                       Concept of Operations
                                                                             Osceola County



III. CONCEPT OF OPERATIONS
Florida Statute 252.38 requires County government to organize and plan for the
protection of life and property from the effects of an emergency or disaster. The
organization and operations required by this plan will follow the tenants of the
National Incident Management System (NIMS) and use the Incident Command
System for operational, resource and support management in the various phases
of emergency management.

Osceola County uses the four phases of comprehensive emergency
management in designing and implementing the emergency management
program. These phases are:

      Preparedness - Through disaster planning and recognition of hazards
      likely to affect the area, the County and municipal agencies prepare for
      potential disasters. Consistent with NIMS, all agencies are offered training
      in preparation for a disaster and each department is responsible for seeing
      that their responders have adequate training to carry out assigned
      functions. Many other programs are offered to the residents of Osceola
      County to help them prepare, such as printed materials and public
      education programs. Members of the public are kept informed and urged
      to prepare for disaster through the Public Information Office in partnership
      with Emergency Management via the local media.

      Response - When disaster occurs, the County and municipal agencies
      respond either as direct assistance to the disaster area or as a support
      agency to first responders on-scene. The response agencies will act within
      their scope of training and will call upon outside resources as needed to
      mitigate further damages. Additional resources are coordinated by the
      Osceola County Emergency Operations Center.

      Recovery - After the immediate short-term emergency needs of an area
      are controlled, the County and municipal governments begin a recovery
      process that may take several days to many months or years. Response
      agencies will determine what impacts have been made on the community
      and what will need to be done to put the community back to pre-disaster
      conditions. Many times this effort will overwhelm the jurisdiction and
      assistance from state and federal government will be needed.

      Mitigation - Through planning and building inspection programs the
      County and municipal governments use codes and standards to minimize
      impact on residential and commercial areas and prevent sub-standard
      building construction. Education of the public about potential disaster
      effects also prevents injury and death from disasters. Public participation


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         in preparedness exercises can also prevent injury and death from
         disasters.

    A. Organization

              1. Day-to Day:

                    Osceola County provides many emergency services to the citizens
                    on a daily basis. Some of the services overlap into city government
                    jurisdictions. While the cities within the county provide many
                    services to their citizens, they also depend on Osceola County for
                    services such as social services, health, sheltering of evacuees,
                    and Emergency Management.

              2. The statutory function of Emergency Management occurs within the
                 Office of Emergency Management. Typically the Director is
                 delegated the authority of Emergency Management. This
                 delegation process occurs by way of the Board of County
                 Commissions delegating day to day activity through the County
                 Manager. The County recognizes that Emergency Management is
                 every employee’s responsibility.

              3. The day-to-day structure of the Office of Emergency Management
                 is organized in Figure 1:

                                                  Osceola Board of County
                                                      Commissioners




                                                         County Manager




                                                  Emergency Management
                                                         Director




                                Operations Coordinator                    Grants/Contracts




       Training & Exercising        Homeland Security                   Special Needs              Recovery
              Planning              NIMS Compliance                  Health Care Facilities   Debris Management
                                      Technology                                               Public Education


                                                             Figure 1


              4. The Director and staff are responsible for execution of all duties as
                 stipulated within Florida Statute 252. These duties may be

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delegated and shall be consistent with the Incident Command
System which include:

•   Set priorities on available resources and implement resources
    controls to restore essential services.

•   Perform assigned duties according to state statutes and local
    policy to include serving where necessary or delegated for all
    disaster operations.

•   Responsible for developing, coordinating, and updating the
    County Plan in accordance with federal and state guidelines,
    coordinating emergency operations within the County, and
    coordination of emergency activities with adjoining jurisdictions.

•   Establish and equip the County Emergency Operations Center
    (EOC) to include primary and backup radio communications
    (fixed and mobile), and provide for operations on a continuous
    basis as required.

•   Ensure that a system is developed and implemented to manage
    information (including internal messages) pertaining to the
    emergency situation and disseminate it to other levels of
    government and the private sector.

•   Acquire maps, status boards and other display devices for the
    Emergency Operations Center which identify high hazard areas
    and pre-selected control/monitoring points.

•   Provide for acquisition/stocking of food, water supplies, and
    other equipment necessary for the effective operation of the
    Emergency Operations Center/Staff.

•   Develop a schedule for testing, maintaining and repairing
    Emergency Operations Center and other emergency equipment,
    as well as, coordinate exercises and tests of the emergency
    systems and plans within the jurisdiction.

•   Alert staff and activate Emergency Operations Center (for 24-
    hour     coverage     if   necessary)  when     notified   of
    potential/emergency situations.

•   Ensure that Emergency Operations Center staff acknowledge
    and authenticate reports.

                                                            Emergency Management
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                  •   Establish and maintain coordination with other jurisdictional
                      Emergency Operations Centers as appropriate.

                  •   Provide for adequate coordination of recovery activities among
                      private, state, and federal agencies/organizations.

                  •   Plan for/identify and maintain current inventories of available
                      resources for emergency purposes including vital facilities.

                  •   Maintain administrative records as required.

                  •   Receive requests for assistance from municipalities within the
                      County and direct aid to areas where needed.

                  •   Prepare authentication charts and devices for use during an
                      emergency.

                  •   Develop procedures to warn areas not covered by existing
                      warning systems.

                  •   Coordinate warning resources with neighboring counties.

                  •   Develop and maintain a public information and education
                      program for disaster preparedness.

                  •   Direct and assist the Public Information Officer in disseminating
                      public information during emergencies.

                  •   Identify potential evacuation areas in accordance with the
                      County's hazard analysis.

                  •   Develop evacuation procedures.

                  •   Identify population groups requiring special assistance during
                      evacuation (e.g., senior citizens, Special Needs Clients, nursing
                      homes, prison populations, etc.).

                  •   Monitor the progress of the evacuation and modify evacuation
                      procedures when needed.

                  •   Establish and equip Disaster Recovery Centers along with the
                      State when appropriate.


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•   Identify shelter facilities for short-term use, which have lodging
    and mass feeding capabilities.

•   Develop procedures to activate and deactivate shelters and
    ensure that American Red Cross provides appropriate
    personnel and equipment.

•   Designate shelter facilities with the shortest commuting distance
    to the hazard area for essential workers and their families.

•   Initiate the return of the population as soon as conditions are
    safe at the direction of the Chairman, Board of County
    Commissioners.

•   Assign a Damage Assessment Unit Leader to coordinate overall
    damage assessment operations.

•   Provide damage assessment training.

•   Maintain sufficient quantities of needed forms and supplies for
    damage assessment teams and other departments/agencies
    assisting with assessment/recovery operations.

•   Secure resources to support and assist with damage
    assessment activities (maps, tax data, cameras, identification,
    etc.).

•   Assist with identification and notification of applicants that may
    be eligible for Public Assistance programs (local government
    entities, private-nonprofit organizations, Native American tribes,
    etc.).

•   Develop mutual aid agreements for use of resources.

•   Develop procedures to alert key officials.

•   Analyze personnel and equipment requirements to meet
    potential hazards and maintain a resource manual.

•   Develop procedures to activate the EAS system.

•   Coordinate resource use under emergency conditions and
    provide a system to protect these resources (i.e., essential
    personnel and equipment).

                                                             Emergency Management
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                  •   Provide      for    the   storage,  maintenance,     and
                      replenishment/replacement of essential equipment and
                      materials (medical supplies, food and water, radiological
                      instruments, etc.).

                  •   Request additional resources in those cases where county
                      resources cannot meet response or recovery requirements.

                  •   Provide backup communications for Emergency Operations
                      Center through the mobile command post.

                  • Provide a flood warning system for areas in the County subject
                    to frequent flooding such as Reverse 911.

                  •   Additional duties are also found in the various Annexes and
                      Procedures.

             5. Disaster:

                  Response to disaster is organized consistent with the Incident
                  Command System. Many supporting agencies will maintain
                  separate operations centers to facilitate the demands of the
                  disaster. These agencies may provide representation to the EOC to
                  ensure continuity with the overall objectives as established.

             6. Many departments within the local governments have emergency
                functions in addition to their normal duties. Each department is
                responsible for developing and maintaining their own emergency
                response and preparedness procedures.

             7. Specific responsibilities are outlined in this plan under the section
                entitled “Responsibilities”. Responsibilities for certain organizations
                that are not a part of local government are also presented, because
                these agencies provide a vital function in disaster operations.

             8. An Executive Policy Group is established to provide specific policy
                direction during a declared “state of emergency” or disaster. Each
                municipality is represented as well as other agencies charged with
                response, recovery, mitigation and preparedness activity. (See
                Osceola Appendix A for specific Executive Policy Group
                membership)

             9. Continuous leadership authority and responsibility during an
                emergency or disaster, regardless of the magnitude is outlined in

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                      the Osceola County Emergency Operations Standard Operating
                      Guideline. (Appendix A)

                10. The basic organizational chart is listed in Figure 2; however,
                    detailed emergency and disaster emergency management
                    organizational systems may be found in the Osceola County
                    Emergency Operations Standard Operating Guideline. (Appendix
                    A) These systems are used regardless of the phase or magnitude
                    and are dependant on the ICS inherent flexibility and scalability.


                                                                                                         Citizens



                                                                Board of County                      City of St. Cloud                 City of Kissimmee
                                                                Commissioners                          Commission                         Commission


                                                                   Executive
                                                                  Policy Group


                                                                EOC Commander



                                              Safety Officer                      Deputy Commander



                                              Liaison Officer                Public Information Officer



                                                                                                        Citizen Information
                                                                                                           Rumor Control


          Operations Section              Logistics Section                       Planning Section                       Finance/Administration



Staging                                                 Branches/Groups/Divisions/             Branches/Groups/Divisions/                Branches/Groups/Divisions/
                                                                  Units                                  Units                                     Units


                        Branches/Groups/Divisions/
                                  Units



                                                                Figure 2




                                                                                                              Emergency Management
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                B. Responsibilities

                     As the Incident Command System is the management system used in
                     Osceola County for all disasters and emergencies, great and small, the
                     flexibility imparted by the system provides for natural organizational
                     changes. Table C-1 demonstrates lead agencies in the emergency
                     support function organizational structure:

             ICS POSITION / FUNCTION                        ESF     FUNCTION                          PRIMARY AGENCY
COMMAND
                    Liaison                                         Community Relations               Osceola County Human Resources

                    PIO                                     14       Public Information               Osceola County Public Information

OPERATIONS

                    Public Works / Engineering Branch        3      Public Works / Debris Mgmt        Osceola County Public Works

                    Fire Operations Group                    4      Firefighting                      Osceola County Emergency Services

                    Public Health Medical Branch             8      Health/Medical                    Osceola County Health Department

                    Search & Rescue Unit                     9      Search & Rescue                   Osceola County Emergency Services

                    Hazardous Materials Unit                10      Hazardous Materials               Osceola County Emergency Services

                    Utilities Unit                          12       Energy                           Kissimmee Utility Authority

                    Law Enforcement Branch                  16      Law Enforcement                   Osceola County Sheriff’s Office

LOGISTICS

                    Transportation Unit                      1      Transportation                    Osceola County School System

                    Communications Unit                      2      Communications                    Osceola County Communications

                    Mass Care Unit                           6      Mass Care / Housing               American Red Cross

                    Food & Water Unit                       11      Food & Water                      American Red Cross

                    Military Support Unit                   13      Military Support                  Florida National Guard

                    Volunteers & Donations Unit             15      Volunteers & Donations            Osceola County Human Resources

                    Animals Unit                            17      Animals                           Osceola County Animal Control

PLANNING

                    Intel / Situation Branch                 5      Information / Planning            Osceola Emergency Management

                    Resource Unit                            7      Resources                         Osceola Emergency Management

                    Damage Assessment Unit                          Damage Assessment                 Osceola County Property Appraiser

                    Mitigation Unit                                 Mitigation                        LMS Planning Committee

FINANCE / ADMIN
                    Recovery Branch                                 Disaster Recovery                 Osceola Emergency Management

                    Recovery Branch                                 DRC / PA / Infrastructure / DFO   Osceola Emergency Management

                    Recovery Branch                                 Unmet Needs                       Osceola County Human Resources

                                                                 Table C-1

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       1. Table C 2 lists responsibilities by ICS function:

   The listed agencies provide a resource pool of trained, qualified individuals to serve in a position of
   leadership or as a representative to the designated function. (See Osceola County EOC Operational
   Guide for specific job descriptions)
A. Command: Serves to direct the efforts of the entire operation during the disaster.
       Responsible Agencies             Position
       Osceola Sheriff’s Office         EOC (IC) Commander: Develops the event, disaster specific
       St. Cloud Fire Department        objectives for the operational period. The Executive Policy
       Osceola Emergency Services       Group, established by the institution of the “state of emergency”
       Kissimmee Fire Department        declaration, governs decisions required to prioritize the
       Kissimmee Police                 objectives. Responsible for all operations during disaster.
       Department of Health             Specific tasks and functions are recognized as delegated by the
       State Government                 flexibility of the incident command system.
       Emergency Management

B. Command Staff: The Command Staff serves the Incident (EOC) Commander directly. Staff
   functions to serve as the Liaison, Public Information Office and Safety.
       Responsible Agencies                                          Position
       Public Information Office*       Public Information Officer: This position is responsible for the
       Kissimmee Fire Department        composition of all public media releases during the emergency
       Kissimmee Police                 or disaster through the approval of Command. Also responsible
       Osceola Emergency Services       for the establishment of the Citizen Information Center phone
       Osceola Sheriff’s Office         lines. EAS activation messages are formulated in concert with
       All Agency Stakeholders          the Intel/Situation Branch in the Planning Section.
       Osceola Emergency Services       Liaison Officer: This position serves to connect agency
       Osceola County Attorney          representatives who may not have an assignment in the EOC
       City of Kissimmee                but may require or request a presence. This includes
       Osceola Sheriff’s Office         governmental and non-governmental agencies.
       County Manager’s Office
       Osceola Emergency Services       Safety Officer: The Safety Officer is responsible for the welfare
       Kissimmee Fire Department        and safety of all operational components in the EOC as well as
       Kissimmee Police                 various field operations during a disaster. Security is included in
       Courthouse Security              the responsibilities as well.
       Osceola Risk Management
                                        * Operates through the Joint Information System (JIS)
C. Operations Section: The Operations Section typically described as “where the rubber meets the
   road”, is responsible for the activities requiring direct contact with affected areas. In the EOC, the
   Operations Section works to support field response operations. This provides a focal point to
   execute the incident objectives as established by Command.
       Responsible Agencies                                           Position
       Emergency Management             Operations Section Chief: This position of leadership directs
       Kissimmee Fire Department        the Operations section. These agencies provide the primary
       Osceola Emergency Services       personnel and staffing contained within the Operations Section.
       Osceola County Sheriff’s
       Kissimmee Police Dept            Branch Directors, Group/Division Supervisors & Unit
       Department of Health             Leaders: Functional positions of leadership within the
       Kissimmee Public Works           Operations Section.
       Osceola County Public Works
       Osceola Council on Aging
       Kissimmee Utility Authority

                                                                                        Emergency Management
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      Progress Energy
      Orlando Utilities Commission
      Reliant Energy
      Peace River CO-OP
      Osceola Engineering Dept
      Osceola Regional Medical Ctr
      Florida Hospital
D. Logistics Section: The Logistics Section provides resources and services to support the entire
   operation including affected areas.
      Responsible Agencies                                    Position
       Osceola Emergency Services            Logistics Section Chief: This position of leadership directs the
       Osceola County Public Works           Logistics section. These agencies provide the primary
       Osceola County Procurement            personnel and staffing contained within the Logistics Section.
       Communications Department
       American Red Cross                    Branch Directors, Group Supervisors & Unit Leaders:
       Osceola School District               Functional positions of leadership within the Logistics Section.
       Osceola Animal Control
       Osceola Human Resources
       Community Vision
       Florida National Guard
       Emergency Management

E. Planning Section: The Planning Section provides varying services to the organization. These
   include; advanced planning, intelligence and information gathering, technical specialties and
   documentation services. The Situation Unit and Resource Unit provide connectivity from the EOC to
   the State.
        Responsible Agencies                                     Position
       Osceola Emergency Services            Planning Section Chief: This position of leadership directs the
       Osceola Property Appraiser            Planning section. These agencies provide the primary
       Osceola County Attorney               personnel and staffing contained within the Planning Section.
       Osceola Auditor’s Office              Branch Directors, Group Supervisors & Unit Leaders:
       Kissimmee Fire Department             Functional positions of leadership within the Logistics Section.
       St. Cloud Fire Department
       Department of Health                  Emergency Management Specialist’s and the Operations
       Osceola County Procurement            Coordinator are members of the Planning section -Technical
       Osceola Fire Marshal’s Office         Services Branch. They are dispersed throughout the operational
       Osceola Planning GIS                  organization to ensure plan accessibility, technical expertise,
       Local Mitigation Task Force           and continuity.
       Emergency Management

F. Finance/Administration Section:
       Responsible Agencies                                             Position
       Osceola Emergency Services            Finance / Admin Section Chief: This position of leadership
       Osceola Financial Services            directs the Finance / Administration section. These agencies
       Osceola County Procurement            provide the primary personnel and staffing contained within the
       City of Kissimmee                     Finance / Administration Section. This section provides direction
       Economic Development                  and responsibility for all Recovery aspects through the
       Osceola Building Department           Recovery Branch Director.
       Osceola Housing Office                Branch Directors, Group Supervisors & Unit Leaders:
       Emergency Management                  Functional positions of leadership within the Finance
       County Attorney's Office              Administration Section.
                                                    Table C 2
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                                                                                                                                                                                                               Osceola County


                                                                                                                                                                          Citizens




                                                                                                                           Board of County                            City of St. Cloud                     City of Kissimmee
                                                                                                                           Commissioners                                Commission                             Commission



                                                                                                                              Executive
                                                                                                                             Policy Group



                                                                                                                           EOC Commander




                                                                                                     Safety Officer                             Deputy Commander




                                                                                                     Liaison Officer                         Public Information Officer




                                                                                                                                                                          Citizen Information
                                                                                                                                                                             Rumor Control



          Operations Section Chief                                                               Logistics Section Chief                                                Planning Section Chief                                                Finance/Administration
                                                                                                                                                                                                                                                   Section Chief



Staging                                                                                                                Logistics Service Branch                                                 Intel/Situation Branch                                                 Procurement Unit
                                                                                                                                                                                                         ESF 5



                                     Fire/EMS Branch                                                                                           Communications Unit                                                         Resource Unit                               Recovery Branch
                                                                                                                                                    ESF 2                                                                     ESF 7



                                                       Fire Operations Group                                                                Mass Care/Food & Water Unit                                                    Situation Unit                                                   Housing Unit
                                                               ESF 4                                                                                ESF 6 & 11



                                                                              Search & Rescue Unit                                                  Animals Unit                                                         Documentation Unit                                               Unmet Needs Unit
                                                                                     ESF 9                                                            ESF 17



                                                                                  Hazmat Unit                                               Information Technology Unit                                                Advance Planning Unit                                              DRC/PA/DFO Unit
                                                                                    ESF 10



                                                       EMS Operations Group                                            Logistics Support Branch                                                                       Damage Assessment Unit                              Time Unit




                            Public Health/Medical Branch                                                                                             Supply Unit                            Technical Services Branch                                            Compensation Claims Unit
                                        ESF 8



                                                        Special Needs Unit                                                                         Personnel Unit                                 Mitigation Branch                                                       Cost Unit
                                                             ESF 18



                                                        Mass Casualty Unit                                                                       Transportation Unit                             Documentation Unit
                                                                                                                                                       ESF 1



                                                       Medical Examiner Unit                                                                Volunteers & Donations Unit
                                                                                                                                                      ESF 15



                                                         Public Health Unit                                                                         Facilities Unit




                                                           Hospitals Unit                                              Military Support Branch
                                                                                                                                ESF 13



                              Law Enforcement Branch
                                      ESF 16



                              Public Works/Engineering
                                    Branch ESF 3




                              2. General departmental / agency responsibilities within Osceola County

                                                   a. Identify emergency tasks to establish departmental and individual
                                                      responsibilities.

                                                   b. Work with other departments/agencies to enhance cooperation and
                                                      coordination, and eliminate redundancy. Departments having
                                                      shared responsibilities should work to complement each other.


                                                                                                                                                                                                     Emergency Management
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             c. Develop site-specific plans for department facilities as necessary.

             d. Create an internal emergency management organization and
                develop standard operating guidelines.

             e. Train staff and volunteers to perform emergency duties and tasks.

             f. Identify, categorize and inventory all available county departmental
                resources consistent with the National Incident Management
                System.

             g. Develop procedures for mobilizing, employing, and deploying
                additional resources.

             h. Ensure communication capabilities with the EOC.

             i.   Staff positions in the emergency organization in accordance with
                  this plan.

             j. Prepare to provide internal logistical support to department
                operations during the initial emergency response phase.

             k. Upon receipt of an alert or warning, initiate notification actions to
                alert employees and volunteers.

             l. Suspend or curtail normal business activities.

             m. Recall essential off-duty employees.

             n. Release non-essential employees.

             o. Evacuate departmental facilities if appropriate.

             p. As requested, augment the EOC’s effort to warn the public through
                use of vehicles equipped with public address systems, sirens,
                employees going from door to door, etc.

             q. Inform the EOC of field activities, and maintain a communications
                link to the EOC.

             r. Activate the EOC to support and facilitate department response
                activities, maintain events log, and collect information.

             s. Report damages and status of critical facilities to the EOC


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      t. If appropriate or requested, provide a representative to the EOC.

      u. Ensure staff members tasked to work in the EOC has the authority
         to commit resources and set policies.

      v. Coordinate with the EOC to establish protocols for interfacing with
         state and federal responders.

      w. Submit reports to the EOC detailing departmental emergency
         expenditures and obligations.

      x. Specific persons and agencies are responsible for fulfilling
         obligations as presented in the Basic Plan including the Osceola
         County Emergency Operations SOG (Appendix A).

      y. Each department/agency is encouraged to develop Standard
         Operating Guidelines (SOG’s) to be followed during all phases of
         disaster.

3. Board of County Commissioners (BOCC)

      a. Proclaim a countywide state of emergency when necessary.

      b. Make disaster declarations.

      c. Issue enforceable emergency rules and proclamations that have
         during the proclaimed emergency period.

      d. Appropriate funds to meet disaster expenditure needs.

      e. Extend or terminate emergency/disaster declarations.

      f. Delegates authority to the Executive Policy Group.


4. Executive Policy Group

      a. Provide overall decision-making and control.

      b. Ensure that the county continues to function administratively and
         make administrative policy decisions.

      c. Advise Board of County Commission on decision priorities based
         on the established objectives.


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    C. Preparedness Activities

         In accordance with the National Incident Management System, Osceola
         County Office of Emergency Management provides various training and
         exercising activities for personnel expected to operate during a disaster or
         emergency. Complete details may be found in the Training Appendix.
         (See Appendix B)

             1. General Issues

                         a. The Office of Emergency Management is responsible for
                            the development and maintenance of the Osceola County
                            Comprehensive Emergency Management Plan. These
                            responsibilities   include    preparation, coordination,
                            publication and distribution.

                         b. The Osceola County Clerk of the Board is responsible for
                            preservation of all documentation before, during and after a
                            disaster. This is accomplished through the Documentation
                            Unit contained in the Planning Section.

                         c. Special Needs Client Program and Registration:

                             The Special Needs Program is accomplished through
                             invaluable partnerships with agencies such as the Council
                             on Aging, the Florida Department of health and the School
                             District of Osceola County.

                             The registration system used to advertise for potential
                             clients is a multi-facet system. Potential clients are
                             informed of the Special Needs program as set forth. The
                             concept is to deliver transportation, temporary care and
                             sheltering through an organized, systematic approach from
                             registration to sheltering and through recovery.

                                i.        Clients are notified for registration in the following
                                          manner.
                                           a. Advertisement through local media.
                                           b. Enclosures in utility billing.
                                           c. Information distributed through Home Health
                                              Care agencies and the Department of Health.
                                           d. Osceola County Council on Aging client
                                              contacts and previous lists.
                                           e. Directly through Osceola County Office of
                                              Emergency Management.

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                    f. Florida Statute requires utility companies to
                       notify customers twice annually on the
                       availability of the Special Needs registration
                       program. Notification is to occur in January
                       and again in May. New customers shall
                       receive notification on instituting a new
                       account.

            ii.    Client tracking is accomplished by the following
                   means.

                   a. Registration forms are sent annually to clients
                      and returned after completion.
                   b. Client information is accumulated year round
                      and stored in a database.

            iii.   Client notification of impending / potential action.

                   a. Primary agency makes preliminary contact.
                   b. Reverse 911 is initiated as a secondary
                      measure in a closer window.
                   c. An additional call may be required to provide
                      details.

            iv.    Activity Coordination

                   a. The Special Needs Unit Leader in the
                      Operations Section will coordinate with the
                      other associated support through the
                      appropriate use of the Incident Command
                      System (Logistics Section)
                           1) Transportation
                           2) Mass Care
                           3) Food and Water

2. Public Education and Awareness

       a. The Office of Emergency Management releases Public
          Service Announcements throughout the year.

          These announcements contain information about coming
          preparedness events as well as specific safety topics such
          as: hazardous weather, wildfire conditions, flooding
          concerns and hurricane preparedness topics. Shelter


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                             information is released with specific language directing the
                             public to confirm openings prior to an event.

                             Osceola County Office of Emergency Management
                             conducts an annual hurricane awareness event to keep the
                             public informed of tropical system associated dangers.

                             Additionally, topics related to specific times of year,
                             particularly the holiday season are produced as reminders
                             of associated risks.

                         b. Disaster recovery information is delivered to the public
                            through various means. These methods include:

                                o   Radio
                                o   Television
                                o   Access Osceola (Cable Channel 9)
                                o   Newspapers
                                o   Internet sites, such as www.osceola.org

                             Additional resources for the distribution of public
                             information may include emergency vehicle loudspeakers,
                             canvassing of specific areas and electronic road signs.

                         c. Evacuation zones and routes are included in the Public
                            Information messaging.

                         d. Osceola County Office of Emergency Management
                            conducts an annual event in preparation for hurricane
                            season. This event as well as various public speaking
                            events are methods by which the public are informed of
                            hazards and vulnerabilities that exist within the community
                            at large. Additional methods are:

                                o   Radio
                                o   Television
                                o   Newspapers
                                o   Internet
                                o   And, during emergencies, the Emergency Alert
                                    System.

             3. Exercises

                         a. The following agencies can be identified as participants in
                            the County’s exercise program:

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                                               Comprehensive Emergency Management Plan
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                                                                         Osceola County



                       o   Municipal Fire Departments
                       o   Municipal Police Departments
                       o   Osceola County Sheriff’s Office
                       o   Osceola County Public Works
                       o   Municipal Public Works
                       o   Kissimmee Utility Authority
                       o   Progress Energy
                       o   Orlando Utilities Commission
                       o   American Red Cross
                       o   Amateur Radio Emergency Services
                       o   Military Affiliate Radio Service
                       o   Florida Hospital(s)
                       o   Osceola Regional Medical Center
                       o   Florida Department of Health
                       o   Osceola Emergency Services
                       o   Osceola County Council on Aging

              b. Provisions made for interagency exercising are based
                 upon the subject material and portion of the plan to be
                 exercised.

                    Additionally, each agency is responsible for carrying out
                    individual exercise requirements to ensure a continued
                    ready state.

              c. Quarterly exercises are scheduled and may include various
                 partners within the system. A single multiple agency
                 exercise is scheduled annually to exercise this plan. See
                 the Training Appendix (Appendix B) for additional
                 information.

              d. The Training Appendix (Appendix B) delineates the
                 required steps for identification of system deficiencies.

      4. Training

              a. The Emergency Management Director or designee is
                 responsible for the coordination of the current training and
                 exercising program.

D. Mutual Aid Agreements and Memoranda of Understanding

      1. Osceola County maintains inter-local agreements with the
         municipal agencies within the county as well as mutual aid
         agreements with surrounding counties. Day-to-day mutual aid

                                                                     Emergency Management
                                            Osceola County Office of Emergency Management
                                                                                       17
Comprehensive Emergency Management Plan
Concept of Operations
Osceola County



                  requests and delivery are coordinated through the county warning
                  point.

             2. Hazard specific agreements are established with organizations,
                which have the capability to deliver services, and resources not
                found within the jurisdictions. These may include:

                                •   Hazardous Material Operations
                                •   Aircraft Crash Expertise
                                •   Nuclear Events

             3. Osceola County is a signatory of the statewide mutual aid
                agreement, Emergency Management Assistance Compact as
                coordinated through the state EOC. Requests and delivery are
                coordinated through the State Warning Point. During a statewide or
                regional emergency, all requests are coordinated in the SEOC
                through mission tasking.

    E. Notification (State Warning Point)

             1. Osceola County uses a centralized method of warning and
                notification to the state of Florida. Notification to the State Warning
                Point culminates by way of all public safety answer points passing
                information through the County Warning Point to the State Warning
                Point. This method promotes situational awareness and maintains
                partnerships to ensure continuity.

             2. Osceola County Communications has been designated as the
                County Warning Point. (Physical address has been withheld for
                critical infrastructure protection)

             3. Osceola County Office of Emergency Management has developed
                criteria in accordance with Florida Statute 252 for appropriate
                notification through the County Warning Point.




Emergency Management
Osceola County Office of Emergency Management
18
EXECUTIVE ACTIVATION PROCESS
                                                                                                                                                                                  County
                                                                                                                                                                                 Chairman

                                                                                                EM                                            County
                                         Emergency                                            Director                                        Manager
  Threat                                Management


                                                                                            Activate
                                           Threat
                                         Assessment
                                                                                             Monitor                                                                  EM
                                                            Decision                                                                                                Director




                                                                                                                                                                   Convene                       MEMBERSHIP
                                                                                                                                                                                       BOCC Chairman
                                                                                                                                                                    Policy
                                                                                                                                                                                       County Manager
                                                                                                                                                                    Group              Deputy County Manager
                                                                                                                                                                                       EM Director
                                                                                                                                                                                       City of Kissimmee Mayor
                                                                                                                                                                                       City of St. Cloud Mayor
                                                                                                                                                                                       Superintendent of Schools
                                                                                                                                                                    Receive            County Fire Chief
                                                                      BOCC                                                          Active in EOC                   Briefing           Sheriff
                                                                                                                                                                                       County Public Works Director
                                                                                                                                    Present but not active
                                                                   Policy Group                                                                                                        County Attorney
                                                                                                                                    External

                                                                  EOC Commander                                                     Internally active not in EOC    Approve
                                                                                                                                                                   Initial IAP
                                                 Safety                           Deputy / Assistant



                                                      Security


                                                 Liaison                     Public Information Officer



                                                                                    Phone Bank/Info Control



            Operations Section Chief                         Logistics Section Chief          Planning Section Chief         Finance / Admin Chief


      Staging                   Section Deputy   Section Deputy                   Section Deputy                 Section Deputy



                                Branches/Units                                    Branches/Units                 Branches/Units                Branches/Units



                                 Agency Reps                                      Agency Reps                     Agency Reps                   Agency Reps
    Public
     Calls
                          City of St. Cloud                             Osceola County                   City of Kissimmee




 Field        Emergency
 Units                                                                     Policy
                911
 Radio         Center
                                                                           Group


               Rumor                                                                                     Command
 Public        Control
  Calls                                                                                                  Approved            Execute
               Phone
                Bank                                                                                       IAP
                                      Planning                            Command
                                       Section                               Set
                                                            Objective
               Media               Intel – Situation
                                      Monitor &                           Objectives
Everyone      Observe                 Distribute




               Other
               Means                                                      Operations     Execute           IAP
                                                       Immediate
                                                                            Tactical                        -------
                                                                          Assignment

Unknown

                                                                                                          Planning
                           Planning                                        Logistics
                           Identify                                                                      Develop
                          Resources                    No                  Support                 Yes
                            State?                                        Operation?                       IAP
 System Information        Federal?
   Input - Demand




                                             Resource Identified
                                                  Comprehensive Emergency Management Plan
                                                                      Financial Management
                                                                             Osceola County



IV.      FINANCIAL MANAGEMENT
      A. Financial Guidelines

         1. Authority to expend funds in emergency management operations is
            contained in Florida Statute 252 and county ordinances. In general,
            emergency operations are funded by the budget allocations of each
            agency involved. A presidential disaster or emergency declaration
            will permit funding under the Robert T. Stafford Disaster Relief and
            Emergency Assistance Act. P.L. 100-707 in addition to the financial
            resources initiated at the state and local levels. Federal disaster
            assistance is generally provided at the 75% level with state and
            local governments sharing the remaining 25%. There is precedent
            for the federal government to assume a larger share than 75%
            under unusual circumstances.

         2. Timely financial support of any extensive response activity could be
            crucial to saving lives and protecting property. While innovative and
            expeditious means of procurement are called for during times of
            emergencies, it is still mandatory that good accounting principles
            and practices be employed in order to safeguard the use of public
            funds from fraud, waste and abuse.

         3. In concert with federal guidelines, officials of the primary and
            support agencies will give approval for expenditure of funds for
            supporting preparedness, response, recovery and mitigation
            operations. Each agency is responsible for establishing effective
            administrative controls of funds expended and to ensure that
            actions taken and costs incurred are consistent with the missions
            identified in this plan.

         4. The acquisition of facilities, equipment, supplies, services and other
            resources may be accomplished by designated department and
            agency purchasing elements or through the Finance/Admin Section
            under applicable purchasing procedures and guidelines. If needed
            resources are not available within the county, requests may be
            made to the State EOC. The county will be responsible for costs
            incurred for resources brought in from outside sources. If Federal
            Disaster Assistance Programs have been implemented under the
            Stafford Act, the Federal Government will provide at least 75% of
            authorized costs. Reimbursement procedures under Federal
            Disaster Assistance Programs are covered in the Recovery Annex.

         5. The Finance/Admin Section Chief is responsible for financial
            management during disaster operations. Complete and accurate

                                                                        Emergency Management
                                               Osceola County Office of Emergency Management
                                                                                           1
Comprehensive Emergency Management Plan
Financial Management
Osceola County



                  accounts of emergency expenditures and obligations, including
                  personnel and equipment costs, must be maintained. The Office of
                  Management & Budget through the Finance/Admin Section
                  establishes procedures for processing and maintaining records of
                  expenditures and obligations for manpower, equipment and
                  materials. All appropriate logs (214’s and 211’s), formal records
                  and file copies of all expenditures (including personnel timesheets)
                  must be kept by all departments, agencies and municipalities in
                  order to provide clear and reasonable accountability and
                  justification for future reimbursement. Reimbursement for disaster
                  related expenditures are not automatic – detailed records must be
                  used for authentication. Further, all federal public assistance funds
                  are subject to state and federal audit.

             6. All records relating to the allocation and disbursement of funds
                pertaining to activities and elements covered in this plan must be
                maintained in compliance with the Stafford Act and applicable
                Florida Statutes (Chapter 215 and Chapter 252) in accordance with
                funding agreements.

             7. For county departments, documentation to substantiate costs for
                disaster operations will be submitted to the Office of Management &
                Budget for consolidation. The Finance/Admin Section will
                coordinate reporting activities with state and FEMA representatives.
                Other response organizations, including municipalities, will
                establish their own reporting and coordination procedures.

             8. The State DEM will provide periodic training sessions concerning
                guidelines and processes involving state and federal disaster
                assistance. Emergency management will coordinate this training for
                all concerned agencies and departments, as well as provide
                training to county and municipal personnel on relevant information
                concerning the various funding programs under DEM. For further
                details, see Appendix B -Training Appendix

         B. Mutual Aid Assistance

                  The County and two municipalities are signatories to the Statewide
                  Mutual Aid Agreement. Under this agreement, requests for
                  assistance can be made to the State Division of Emergency
                  management (DEM) or to any other signatory (e.g. other county or
                  municipality). The requesting party shall be responsible for
                  reimbursement of all reimbursable expenses to all assisting parties.
                  The assisting party shall bill requesting parties for all reimbursable
                  expenses as soon as practicable after the expenses are incurred,

Emergency Management
Osceola County Office of Emergency Management
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                                            Comprehensive Emergency Management Plan
                                                                Financial Management
                                                                       Osceola County



      but not later than 60 days following the period of assistance, unless
      the deadline for identifying damage is extended in accordance with
      44 CFR Part 206. The requesting party shall pay the bill, or advise
      of any disputed items, not later than 60 days following the billing
      date. Assisting parties shall maintain detailed records and submit
      invoices for reimbursement by the requesting party or DEM using
      format used or required by FEMA publications, including 44 CFR
      Part 13 and applicable Office Management and Budget Circulars.
      Requesting parties and DEM finance personnel shall provide
      information, directions and assistance for record keeping to
      assisting parties.

C. Disaster Relief Funding Agreements

      For any federal disaster declaration providing funds to the county,
      the county enters into a Disaster Relief Funding Agreement with the
      state. These funding agreements provide the framework for the
      administration of the federal and state funds, which flow to the
      county under the particular disaster. These agreements shall be
      approved by the BOCC and signed by the chairman. The State
      Governor’s Authorized Representative (GAR), usually the Director
      of the Division of Emergency Management, also signs the
      agreements. As a result of the funding agreement, the state
      administers the federal funds due the county, as well as the state
      funds (usually 75% federal funding and 12.5% state funding with
      county absorbing the remaining 12.5%).

D. Reporting Procedures

   1. As part of any federal disaster assistance program, there will be
      requirements for various reports in accordance with CFR 44 and
      the applicable Disaster Relief Funding Agreement Responsibility for
      submitting any such reports rests with the Director of Emergency
      Management. The Finance/Admin Section Chief will request report
      information from county departments and other response agencies
      when appropriate.

   2. Reports will be submitted either to the Florida Division of
      Emergency management (FDEM) or the Disaster Field Office
      (DFO) in accordance with guidance provided by FDEM.

E. Protection of Records

   1. All county departments, constitutional authorities and other
      governmental agencies must ensure protection of their records

                                                                  Emergency Management
                                         Osceola County Office of Emergency Management
                                                                                     3
Comprehensive Emergency Management Plan
Financial Management
Osceola County



                  during disaster situations. Agencies in potential hurricane flood
                  zones are particularly vulnerable to record damage from water. All
                  agencies have the potential for record damage from fire and
                  possible resulting water damage. Specific measures for protecting
                  records must be reflected in agency disaster plans. Those agencies
                  with vital records (e.g. Clerk of Court, Property Appraiser, Health
                  Department, School Board etc.) must take special care to ensure
                  the safety of these records. Off site storage of duplicate vital
                  records, whenever feasible, is strongly recommended. All agencies
                  should also have plans, which address the recovery of damaged
                  records.

             2. All records, electronic and otherwise for disaster reimbursement will
                remain the property of the County except in the case of agencies
                filing direct.

             3. The County will acquire appropriate volunteer, professional
                services as required to assist with increased work-load. Other
                departments may be required to "loan" employees with filing and
                financial expertise.




Emergency Management
Osceola County Office of Emergency Management
4
                                                  Comprehensive Emergency Management Plan
                                                                    References & Authorities
                                                                            Osceola County



V.      REFERENCES AND AUTHORITIES
     A. As mandated by Florida Statue Section 252.38, county governments
        are responsible for:

         1.   Maintaining a county level comprehensive emergency
              management program that encompasses all governmental,
              private and volunteer organizations that has a role in emergency
              management.

         2.   Preparing a comprehensive emergency management plan that’s
              all-inclusive (i.e. evacuation activities) in preparation for any
              level of emergencies and catastrophic events.

         3.   Maintaining an emergency management program that is
              designed to mitigate, prepare for, respond to and recover from a
              disaster by the enforcement of policies and regulations.

         4.   Coordinating mutual-aid agreements inter-locally and among
              their surrounding jurisdictions.

         5.   Implementing inter-state mutual aid agreements for assistance
              and reciprocal emergency aid in the event that the situation is
              beyond a county’s capability.

         6.   Executing educational public awareness programs that are
              designed for all citizens including those whom are hearing
              impaired and non-English speaking.

         7.   Maintaining an accurate account the financial expenditures that
              are associated with disasters (including mobilized resources per
              mutual-aid agreements).

         8.   Organizing   public   information    throughout        an     emergency
              situation.

         9.   Developing procedures to receive and shelter citizens whom
              reside within your jurisdiction and outside the designated area
              with assistance from the State.

         10. Operating and maintaining a 24-hour communication warning
             point.




                                                                      Emergency Management
                                             Osceola County Office of Emergency Management
                                                                                         1
Comprehensive Emergency Management Plan
References & Authorities
Osceola County




         B. Ordinances & Administrative Rules

                      1. Resolution #05-031R-A (N.I.M.S. basis for all incident
                         management in Osceola County, Florida)

                      2. Resolution 98/99-071

                      3. Inter-local Services Delivery Agreement

                      4. BOCC Resolution, September 26, 1983, (stipulating “all
                         county departments and assets will support the function of
                         emergency management)


         C. Statutory & Administrative Authorities

                1.    Federal

                           a. Stafford Act, PL 93-288, as Amended

                           b. Presidential Decision Directive 39 (U.S. National Policy
                              on Terrorism)

                           c. Public Law 107 - 56 – (USA Patriot Act 2001)

                           d. Public Law 93-234 –           (Amended:     Flood    Disaster
                              Protection Act of 1973)

                           e. Public Law 101-615 – (Hazardous                     Materials
                              Transportation Uniform Safety Act)

                           f. Public Law 94- 499 – (Governs the planning of
                              hazardous materials)

                           g. Homeland Security Presidential Directive 5 (Management
                              of Domestic Incidents)

                           h. Homeland Security Presidential Directive 7 (Critical
                              Infrastructure Identification, Prioritization, and Protection)

                           i.   Homeland Security Presidential Directive 8 (National
                                Preparedness)

                           j. FEMA N.I.M.S Basic: 501 Series

Emergency Management
Osceola County Office of Emergency Management
2
                                        Comprehensive Emergency Management Plan
                                                          References & Authorities
                                                                  Osceola County



2.   State

        a. Florida Statute Chapter 1, Definitions

        b. Florida Statute Chapter 7, County Boundaries

        c. Florida Statute Chapter 14, County Boundaries

        d. Florida Statute Chapter 22, Emergency Continuity of
           Government

        e. Florida Statute Chapter 30, Sheriffs

        f. Florida Statute Chapter 73, Eminent Domain

        g. Florida Statute Chapter 74, Proceedings Supplemental to
           Eminent Domain

        h. Florida Statute Chapter 125, County Government

        i. Florida Statute Chapter 154, Public Health Facilities

        j. Florida Statute Chapter 163, Intergovernmental
           Programs, Part III Community Redevelopment

        k. Florida Statute Chapter 165, Title XII, Municipalities,
           Formation of Local Governments

        l. Florida Statute Chapter 166, Municipalities

        m. Florida Statute Chapter 252, Emergency Management

        n. Florida Statute Chapter 321, Highway Patrol

        o. Florida Statute Chapter 381, Title XXIX, Public Health

        p. Florida Statute Chapter 401, Medical Communications
           and Transportation

        q. Florida Statute Chapter 403, Environmental Control

        r. Florida Statute Chapter 404, Radiation

        s. Florida Statute Chapter 406, Medical Examiners


                                                             Emergency Management
                                    Osceola County Office of Emergency Management
                                                                                3
Comprehensive Emergency Management Plan
References & Authorities
Osceola County



                           t. Florida Statute Chapter 409, Title XXX, Social Welfare

                           u. Florida Statute Chapter 427, Transportation Services

                           v. Florida Statute 526.143 (Alternate generated power for
                              motor fuel dispensing facilities)

                           w. Florida Administrative Code, Section 9G

                           x. Florida Administrative Code, Section 9J2

         D. Supplemental Plans for C.E.M.P

                1.    Hazardous Weather Annex
                2.    Terrorism Annex
                3.    Recovery Annex
                4.    Evacuation Annex
                5.    Pandemic Influenza Plan
                6.    Mitigation Annex
                7.    Appendix “A” – EOC Standard Operational Guide
                8.    Appendix “B” – Training
                9.    Appendix “C” – Shelter List
                10.   Appendix “D” – Critical Facilities
                11.   Debris Management SOG
                12.   Damage Assessment SOG

         E. Agreements

                1.    Four Corners Mutual Aid Agreement: Lake, Orange & Polk
                      County

                2.    State Mutual Aid Agreement: Coordinated through State of
                      Florida Department of Emergency Management.




Emergency Management
Osceola County Office of Emergency Management
4
             OSCEOLA COUNTY
EMERGENCY OPERATIONS CENTER
April 2008 OPERATIONAL GUIDE
OSCEOLA COUNTY
  EMERGENCY
   OPERATIONS
    CENTER
     OPERATIONAL
       GUIDE
Table of Contents                                                            PAGE NUMBER

PURPOSE OF THE EMERGENCY OPERATIONS CENTER (EOC)                                                 6

OVERVIEW                                                                                         7

       CONCEPT OF OPERATIONS                                                                     7

       UNIFIED COMMAND                                                                           8

       OPERATIONAL PLANNING CYCLE                                                                8

       ACTIVATION LEVELS                                                                         9

       WHERE TO REPORT                                                                           9

       WHEN TO REPORT                                                                            10

       WHAT TO BRING                                                                             10

GENERAL RESPONSIBILITIES                                                                         11

       EXECUTIVE POLICY GROUP                                                                    11
       EOC COMMANDER
       EOC DEPUTY COMMANDER
       PUBLIC INFORMATION OFFICER
       LIAISON                                                                                   12
       SAFETY OFFICER
       AGENCY REPRESENTATIVE
       OPERATIONS SECTION                                                                        13
       LOGISTICS SECTION
       PLANNING SECTION                                                                          14
       FINANCE / ADMINISTRATION SECTION


COMMAND AND GENERAL STAFF ORGANIZATION                                                           16

COMMAND SECTION

EOC Commander (IC Equivalent)                                                                    17

       EOC Commander Deputy                                                                      19
                     Scribe / Administrative Assistant                                           20
             Public Information Officer                                                          21
                     Rumor Control Unit Leader (Citizens Information Center)                     23
             Liaison Officer                                                                     24
                     Agency Representatives                                                      26
             Safety Officer                                                                      28
                     Security Officer                                                            29

                                                                    Osceola County Emergency Operations Center
                                                                                             Operational Guide

                                                                                                          3
Table of Contents                                                             PAGE NUMBER

GENERIC CHECKLIST                                                                                 30

RECOVERY PHASE CHECKLIST                                                                          31

EOC SECTIONS ORGANIZATION                                                                         32

OPERATIONS SECTION                                                                                33

Operations Section Chief                                                                          35

       Deputy as assigned

               Staging Area Manager                                                               37

               Fire & EMS Branch Director                                                         39
                       Fire Operations Group Supervisor (ESF 4)                                   41
                              Search & Rescue Unit Leader (ESF 9)                                 42
                              Hazmat Unit Leader (ESF 10)                                         44
                       EMS Operations Group Supervisor                                            46

               Public Health / Medical Branch Director (ESF 8)                                    47
                              Special Needs Unit Leader (ESF 18)                                  48
                              Mass Casualty Unit Leader                                           49
                              Medical Examiner Unit Leader                                        50
                              Public Health Unit Leader                                           51
                              Hospital Unit Leader                                                52

               Law Enforcement Branch Director (ESF 16)                                           53
                            Law Enforcement Operations Unit Leader                                55

               Public Works / Engineering Branch Director (ESF 3)                                 57
                              Utilities Unit Leader                                               59
                              Public Works Unit Leader                                            60

LOGISTICS SECTION                                                                                 61

Logistics Section Chief                                                                           63

       Deputy as assigned

               Logistics Service Branch Director                                                  65
                       Communication Unit Leader (ESF 2)                                          67
                       Mass Care/Food & Water Unit Leader (ESF 6 & 11)                            69
                       Animals Unit Leader (ESF 17)                                               70
                       Information Technology Unit Leader                                         71

               Logistics Support Branch Director                                                  72

                                                                     Osceola County Emergency Operations Center
                                                                                              Operational Guide

                                                                                                           4
Table of Contents                                                             PAGE NUMBER

                     Supply Unit Leader                                                           74
                     Personnel Unit Leader                                                        75
                     Facilities Unit Leader                                                       76
                     Volunteers and Donations Unit Leader (ESF 15)                                77
                     Transportation Unit Leader (ESF 1)                                           79

              Military Support Branch Director (ESF 13)                                           80

PLANNING SECTION                                                                                  82

Planning Section Chief                                                                            84

       Deputy as assigned

              Intel/Situation Branch Director (ESF 5)                                             86
                      Resource Unit Leader (ESF 7)                                                88
                      Situation Unit Leader                                                       89
                      Damage Assessment Unit Leader                                               90
                      Documentation Unit Leader                                                   91
                      Advance Planning Unit Leader                                                92

              Technical Service Branch Director                                                   93
              Mitigation Branch Director                                                          94
              Demobilization Unit Leader                                                          95
              Medical Director                                                                    96

FINANCE/ADMIN SECTION                                                                             97

Finance/Admin Section Chief                                                                       99

       Deputy as assigned

              Procurement Unit Leader                                                             101
              Recovery Branch Director                                                            102
                     Housing Unit Leader                                                          104
                     Unmet Needs Unit Leader                                                      105
                     DRC/PA/DFO Unit Leader                                                       106
              Time Unit Leader                                                                    107
              Compensation/Claims Unit Leader                                                     108
              Cost Unit Leader                                                                    109

FORMS & THE PLANNING “P”                                                                          110




                                                                     Osceola County Emergency Operations Center
                                                                                              Operational Guide

                                                                                                           5
PURPOSE OF THE EMERGENCY OPERATIONS CENTER (EOC)

    The primary purpose of the Emergency Operations Center (EOC) is to provide effective,
    efficient management and coordination in responding to and recovering from a disaster
    or event, regardless of cause.

    Upon activation of the EOC by the Emergency Management Director or his designee the
    appropriate staff will assume positions required to carry out the mission.

    Using NIMS as a guide, the facets of the Multi-Agency Coordination System and Incident
    Command System criteria, the EOC has been set out according to ICS position and
    function.

    The Executive Policy Group (EPG) establishes global priorities during and after the event
    in the best interest of the citizens and visitors of Osceola County.

    In order to accomplish prioritized objectives, the Planning Section must acquire, analyze
    and distribute information both to the EPG as well as the entire Command structure
    working in or with the EOC.

    The EOC allows for the centralization and coordination of required resources in an
    event. In addition, EOC functions to track the resources and monitor the progress of the
    event.

    This document contains detailed information on structure and function when the EOC is
    activated. Included are task lists for each position, or expected position. Since ICS is
    flexible, not all positions may be required in every event, disaster or emergency.

    Each Section Chief has the latitude to scale the operation accordingly. An example of
    minimizing scalability would be for a particular branch or unit to be absorbed within the
    responsibilities of that particular Section Chief, Branch Director or Group Supervisor.

    In the case of minimization, the responsibilities have been established to aid the EOC
    Commander or representative in understanding expectations and accountability.

    Should the need arise to advance the scale of the operation beyond listed functions or
    tasks, the EOC Commander or representative has the basic tools, through generic task
    lists, to accomplish the expansion as is necessary.

    It is the responsibility of Command, Command and General Staff to ensure possession
    and distribution of the task lists prior to an event.

    It is the responsibility of the EOC Commander and EOC Section Chiefs to ensure that
    each position assigned in the EOC possesses and reads the checklists prior to assuming
    duties to assure the mandates are accomplished in a timely and adequate manner.




                                                                   Osceola County Emergency Operations Center
                                                                                            Operational Guide

                                                                                                         6
OVERVIEW

    The Executive Policy Group (EPG) is responsible for overall emergency policy and
    coordination of the jurisdiction’s response through the joint efforts of government
    agencies and private organizations.

    The EPG directives are accomplished through the chain of command. To carry out
    responsibilities, the EOC will accomplish the following broad-scope objectives during a
    disaster and/or emergency event:

                   Manage and coordinate emergency response and recovery operations

                   Coordinate with appropriate federal, state, and other local government
                   agencies as well as the private sector and volunteer agencies

                   Establish priorities and resolve any conflicting demands for support

                   Prepare and disseminate emergency public information to inform, alert,
                   and warn the public

                   Disseminate damage information and other essential data

    The EOC Commander has the overall responsibility for coordinating and supporting
    emergency operations throughout the county.


CONCEPT OF OPERATIONS

    The EOC will be the focal point for information transfer and support requests by cities
    and other agencies within the county.

    The EOC Commander’s designee will submit all requests for support or resources that
    cannot be obtained within the jurisdictional boundaries of Osceola County to the State of
    Florida, Division of Emergency Management in Tallahassee on the approval of the
    originating Section Chief and the Planning Section Chief.

    Requests for state or federal assistance will be sent via the State of Florida EOC On-line
    system to be assigned to Osceola County as needed or requested.

    The EOC will operate under the following policies as the situation dictates:

                   The organization and guidelines provided in the Osceola County
                   Comprehensive Emergency Management Plan and Emergency Operations
                   Center Operational Guide will be followed.

                   All existing county agency and departmental operating guidelines (unless
                   modified by the Executive Policy Group)

                   All on-duty personnel will remain on duty until properly relieved and off-
                   duty personnel will return to work in accordance with

                                                                     Osceola County Emergency Operations Center
                                                                                              Operational Guide

                                                                                                           7
             agency/departmental standard operating        guidelines         or      guidelines
             established by the Executive Policy Group.

             Operational periods are established by the EOC Commander and may be
             altered to meet response requirements.

             Appropriate attire is required when functioning in the EOC as established
             by the EOC Commander. Appropriate attire is considered business casual.
             Shorts, beach sandals, tank tops and tattered jeans would be considered
             inappropriate apparel.

             Personnel assigned to function in the EOC will wear the appropriate
             colored over-vests as indicated in responsibilities. The purpose is to
             identify section members.

Unified Command

      Activations requiring Unified Command:

             As soon as the need for Unified Command is established, the Emergency
             Management Director or his designee will determine the potential unified
             members. On determination of potential membership, a meeting will be
             conducted by identified Unified Members to determine the appropriate
             involvement and finalize membership.

             On completion of determination of Unified Command, the members will
             collectively appoint an Operations Section Chief. The appointee will then
             submit a proposed second shift Operations Section Chief if required. In
             any case, the Operations Section Chief may select an appropriate Deputy.

             The Unified Command will set preliminary objectives. In a “short-fuse”
             situation, objectives already established will be reviewed for collective
             approval.

Operational Period Planning Cycle

             Operational Periods are normally
             12 hours in duration. The EOC
             Commander, based on need, may
             alter these periods.

             The cycle denotes the schedule of
             events, which will occur in the
             management      of   the   event,
             emergency or disaster. The
             Planning Cycle times will be
             posted and the schedule is
             expected to be maintained.



                                                             Osceola County Emergency Operations Center
                                                                                      Operational Guide

                                                                                                   8
    Activation Levels

          Osceola County establishes three principle levels of activation.

              Level III – General day-to-day operation. (A heightened state of awareness is
              observed during hurricane and wildfire seasons.)

              Level II – Threat identified and some resources are directed toward
              intelligence gathering. The EOC is partially activated in expectation of an
              impending event. The Emergency Manager may determine the operational
              times and necessary staff to warrant this level of activation. This level may
              be termed “partial activation”

              Level I – This is a full activation and pre-identified staffing will be required in
              the EOC. The operation is carried out for a full 24 hours. Operational periods
              are established in accordance with the EOC Operational Guide.

WHERE TO REPORT

    The Osceola County Emergency Operations Center is located at 320 N. Beaumont Ave.
    in Kissimmee, Florida.




                                                                      Osceola County Emergency Operations Center
                                                                                               Operational Guide

                                                                                                            9
WHEN TO REPORT

    Staff and personnel will report when directed by the appropriate authority.
    Personnel who are ill will not report to the EOC and should arrange a qualified
    replacement.

WHAT TO BRING

    Commitment to the EOC will require bringing the necessary sustenance for 72 hours.
    This includes:

           1.   Letter of authority from sponsoring agency
           2.   Appropriate changes of clothing
           3.   Necessary toiletries
           4.   An inflatable mattress and pillow
           5.   Flashlight, batteries, cell phone and any necessary charging equipment
           6.   Medications as required
           7.   Sufficient snacks and food as may be required

CHECK-IN PROCESS

    Each representative will be required to check-in to the EOC facility. This serves three
    purposes:

           1. Security
           2. Accountability
           3. Accuracy in time-keeping for reimbursement

    An updated methodology will be distributed once every year to ensure culmination of
    lessons learned.




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GENERAL RESPONSIBILITIES

    Executive Policy Group (EPG)

    The Executive Policy Group (EPG) for Osceola County is composed of the Chairman of
    the Board of County Commissioners, County Manager and Senior Executive Officer,
    Emergency Manager, Public Works Director, County Fire Chief, County Attorney, Sheriff,
    Superintendent of Schools, City of Kissimmee-Mayor, City of St. Cloud-Mayor. Each
    municipal Mayor may exercise the option of delegating the responsibility to the
    respective City Manager.

    The EPG provides executive level policy decisions relating to objective priorities in a
    declared emergency or other event that may strain local resources providing emergency
    services.

    The EPG policies promote and enhance multi-jurisdictional coordination activities and
    information, make requests to state and federal government as situations warrant.

    Finally, the EPG provides priority direction and control necessary to conduct emergency
    operation and the management of resources to respond to the effects of any disaster,
    emergency or similar event.

    EOC Commander (Red)

                  The EOC Commander’s primary role is to establish objectives to
                  manage/coordinate EOC operations through the delegation process.

                  The EOC Commander facilitates the overall function of the Osceola
                  County EOC, coordinates with other personnel and/or agencies.

                  The EOC Commander may serve as an advisor to the EPG if not already a
                  member.

    EOC Deputy/Commander

                  The EOC Deputy Commander assists the EOC Commander with the
                  coordination of the response and recovery efforts within the affected
                  area.

                  Assists with priorities and adopted procedures and ensures that all
                  agency actions are accomplished as established in the Incident Action
                  Plan (IAP)

     Public Information Officer (PIO)

                  The Osceola County Chief PIO serves as the lead coordination point for
                  the Joint Information Center (JIC) and operates within the parameters of
                  the Joint Information System protocols.



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             The PIO coordinates media releases with Public Information Officers
             (PIO’s) representing other affected agencies within the JIC.

             Ensures the public within the affected area(s) receives complete,
             accurate, and consistent information about life safety procedures, public
             health advisories, relief and assistance programs and other vital
             information.

             The PIO is responsible for developing the format for press conferences in
             coordination with the EOC Commander and the Executive Policy Group.

             The PIO is responsible for maintaining a positive relationship with the
             media representatives, establishes a Joint Information System (JIS) and
             Joint Information Center (JIC) as required, and supervises all Public
             Information activities.

Liaison Officer

             The Liaison Officer is point of contact for assisting and cooperating
             agency/department representatives internally and externally.

Safety Officer

             The Safety Officer ensures that all buildings and other facilities used in
             support of the Osceola County EOC are in a safe operating condition and
             is responsible for monitoring operational procedures and activities in the
             EOC to ensure they are conducted in a safe manner considering the
             existing situation and conditions.

             To stop or modify all unsafe operations outside the scope of the EOC
             Incident Action Plan, notifying the EOC Commander of actions taken.

             Security is assigned to the Safety Officer.

Agency Representative

             An agency representative is an individual assigned to an incident from an
             assisting and/or cooperating agency.

             The agency representative is one designated by their respective agency
             that has been delegated full authority to make decisions on matters
             affecting participating agencies at the incident.

             Agency representatives must be able to speak on behalf of their agencies,
             within established policy limits, acting as a liaison between their agencies
             and Osceola County. Agency representatives report to the Liaison Officer
             (if that position has been filled) or EOC Commander, unless the
             representative is assigned a specific section to work.



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Operations Section (Blue)

This section is headed by an Operations Section Chief who is responsible for the
management and coordination of all tactical operations of the incident. The Operations
Chief helps formulate, interpret and execute strategy established by the EOC
Commander.

In some incidents the Operations Section Chief may assign deputies as required. The
Operations Section Chief may extend duties to Branch Directors to conduct Branch
Tactical Planning based on the current situation.

Multipurpose staging areas for resources are also under the management of this
section. The Operations Section may consist of the following branches:

              Fire / EMS Branch
                  • Fire Operations Group – ESF 4
                         o Search & Rescue Unit – ESF 9
                         o Hazardous Materials Unit – ESF 10
                  • EMS Operations Group
              Public Health / Medical Branch – ESF 8
                  • Special Needs Unit – ESF 18
                  • Mass Casualty Unit
                  • Medical Examiner Unit
                  • Public Health Unit
                         o Hospital Team
              Law Enforcement Branch – ESF 16
              Public Works / Engineering Branch – ESF 3
                  • Utilities Unit – ESF 12
                  • Public Works Unit

Logistics Section (Orange)

This Section is headed by the Logistics Section Chief who is responsible for meeting the
logistical needs of the incident by providing and coordinating all support needs to
include, but may not be limited to:
        Facilities – Services – Personnel – Equipment - Supplies
        The Logistics Section consists of the following branches and units:

              Logistics Services Branch
                   • Communications Unit – ESF 2
                   • Mass Care / Food & Water Unit – ESF 6 & 11
                   • Animals Unit – ESF 17
                   • Information Technology Unit
              Logistics Support Branch
                   • Supply Unit
                   • Personnel Unit
                   • Facilities Unit
                   • Volunteers & Donations – ESF 15
                   • Transportation Unit – ESF 1
              Military Support Branch ESF – 13

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    Planning Section (Yellow)

    The Planning Section Chief is responsible for the collection, evaluation, dissemination
    and use of information about the development of the incident and the status of
    resources. Information is needed to: understand the current situation; predict the
    probable course of incident events; prepare alternative strategies and operations for the
    incident. Additionally, the Planning Section provides for resources not available, where
    outside or state assistance is required.

    The Planning Chief conducts the Planning Meeting, Operational Period Briefing and is
    responsible for producing a written incident action plan, as directed by the EOC
    Commander. The Planning Section consists of the following branches and units:

               Intel / Situation Branch – ESF 5
                       • Damage Assessment Unit
                       • Resource Unit – ESF 7
                       • Documentation Unit
                       • Advance Planning Unit
               Technical Services Branch
               Mitigation Branch
               Medical Director – ESF 19
               Demobilization Unit

    Finance / Admin Section (Green)

    This Section is headed by the Finance/Admin Section Chief who is responsible for
    tracking all incident costs and providing financial guidance to the EOC Commander for
    financial issues that may have an impact on incident operations.

    The Finance Section will normally consist of the following Branches and Units:

                   Procurement Unit
                   Time Unit
                   Compensation / Claims Unit
                   Cost Unit
                   Recovery Branch

ESTABLISHED PROTOCOL

    This document supersedes any previous Osceola County EOC/SOP, established.

    This protocol aligns with a comprehensive, national approach to incident management
    that is applicable at all jurisdictional levels and across all public & private disciplines in
    accordance with the National Incident Management System (NIMS) as required by
    Homeland Security Presidential Directive 5 (HSPD 5).

    Therefore, this document, the Osceola County Emergency Operations Center,
    Operational Guide in its entirety will be the vehicle to allow actions to establish and
    sustain prescribed levels of capability to ensure mission integration and interoperability
    for Osceola County.

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COMMAND AND GENERAL STAFF




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 COMMAND AND GENERAL STAFF


                                                                                                         Citizens



                                                                Board of County                      City of St. Cloud                 City of Kissimmee
                                                                Commissioners                          Commission                         Commission


                                                                   Executive
                                                                  Policy Group


                                                                EOC Commander



                                              Safety Officer                      Deputy Commander



                                              Liaison Officer                Public Information Officer



                                                                                                        Citizen Information
                                                                                                           Rumor Control


          Operations Section              Logistics Section                       Planning Section                       Finance/Administration



Staging                                                 Branches/Groups/Divisions/             Branches/Groups/Divisions/                 Branches/Groups/Divisions/
                                                                  Units                                  Units                                      Units


                        Branches/Groups/Divisions/
                                  Units




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COMMAND SECTION

EOC Commander (EOCCommand)

       Reports to the Executive Policy Group

Responsibilities:
     1. Establish the appropriate staffing level for the Osceola County EOC and continuously
     monitor organizational effectiveness ensuring that appropriate modifications occur as
     required.
     2. Exercise overall management responsibility for the coordination between response
     agencies within the operational area(s).
     3. In conjunction with the General Staff, set objectives for response efforts in Osceola
     County based on the multi-jurisdictional Executive Policy Group priorities.
     4. Ensure that all agency actions are accomplished within the priorities established.
     5. Ensure that inter-agency coordination is accomplished effectively within the County
     EOC.
     6. Determine the need for Unified Command and set the meeting in motion.
     7. Maintain the Operational Planning cycle and other meetings as required.
     8. May participate in statewide conference call.

Activation Phase:
      Determine appropriate level of activation based on situation as known.
      Mobilize appropriate personnel for the initial activation of the EOC.
      Establish the Unit Log (214) for the Command Section
      Respond immediately to EOC site and determine operational status.
      Obtain briefing from sources available.
      Ensure that the EOC is properly set up and ready for operations.
      Ensure that the EOC check-in procedure is established immediately.
      Determine which sections are needed, assign Section Chiefs as appropriate and ensure
      staffing sections as required.

              Operations Section Chief
              Logistics Section Chief
              Planning Section Chief
              Finance/Admin Section Chief

       Determine which Command Staff positions are required and ensure staffing as soon as
       possible.

              Liaison Officer
              Public Information Officer
              Safety Officer
              Deputy and any Scribes

       Ensure that an EOC organization and staffing chart is completed, distributed and posted.
       Ensure that telephone and/or radio communications with operational area(s) and the
       EOC are established and functioning.
       Schedule the initial Incident Action Planning meeting.

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       Establish the Operational Period and Planning cycle.
       Confer with the General Staff to determine what representation is needed at the County
       EOC from other emergency response agencies.
       Assign a Liaison Officer to coordinate outside agency response to the County EOC.

Operational Phase:
      Monitor general staff activities to ensure that all appropriate actions are being taken.
      In conjunction with the Public Information Officer, review media releases for final
      approval, following the established procedure for information releases and media
      briefings.
      Ensure that the Liaison Officer is providing for and maintaining effective interagency
      coordination.
      Based on current status reports, establish initial strategic objectives for the County EOC.
      In coordination with Command Staff, prepare operational management function
      objectives for the initial Incident Action Planning Meeting.
      Convene the initial Incident Action Planning meeting. Ensure that all Section Chiefs,
      necessary Command Staff, and other key agency representatives are in attendance.
      Ensure that appropriate Incident Action Plan procedures are followed.
      Ensure the Planning Section facilitates the meeting appropriately.
      Once the Incident Action Plan is completed by the Planning Section, review, approve and
      authorize its implementation.
      Conduct periodic briefings with the Command and General Staff to ensure strategic
      objectives are current and appropriate.
      Conduct periodic briefings for the Policy Group or their representatives.
      Provide assistance in the issuance of an Emergency Proclamation for the County, and
      coordinate local government proclamations with other emergency response agencies, as
      appropriate.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Authorize demobilization of sections, branches and units when they are no longer
     required.
     Notify the operational area(s) ICP, and other appropriate organizations of the planned
     demobilization, as appropriate.
     Ensure that any open actions not yet completed will be handled after demobilization.
     Ensure that all required ICS forms or reports are completed prior to demobilization.
     Be prepared to provide input to the after action report.
     Deactivate the County EOC at the designated time, as appropriate.
     Proclaim termination of the emergency response and proceed with recovery operations.

Recovery Phase:
TBD




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EOC Deputy Commander (EOCDepCommand)

       Reports to EOC Commander

Responsibilities:
     1. Facilitate the overall functioning of the EOC as directed.
     2. Assist and serve as an advisor to the EOC Commander and General Staff as needed,
     providing information related to the internal functions of the EOC to ensure compliance
     with operational emergency plans and procedures.
     3. Assist the Liaison Officer in ensuring proper procedures are in place for directing
     agency representatives and conducting VIP/visitor engagement of the EOC.
     4. May participate in statewide conference call.

Activation Phase:
      Follow generic Activation Phase Checklist.
      Assist the EOC Commander in determining appropriate staffing for the EOC.
      Provide assistance and information regarding Section staffing to all General Staff.
      Establish and maintain a personal log for the operational period (214 A).

Operational Phase:
      Assist the EOC Commander and the General Staff in developing the overall strategic
      objectives as well as section objectives for the Incident Action Plan.
      Advise the EOC Commander on procedures for enacting emergency proclamations,
      emergency ordinances and resolutions, and other concerns.
      Assist the Planning Section in the continuous updating, and execution of the EOC
      Incident Action Plan.
      Provide overall procedural guidance to General Staff as required.
      Provide general advice and guidance to the EOC Commander as required.
      Ensure that all notifications are made to the operational areas from the EOC.
      Ensure that all communication with appropriate emergency response agencies is
      established and maintained.
      Assist EOC Commander in preparing for and conducting briefings with Command Staff,
      the Policy Group and the media through the PIO, and the general public if necessary.
      Assist the EOC Commander and Liaison Officer, in establishing and maintaining
      coordination with outside agency representatives and executives not assigned to specific
      sections within the EOC.
      Assist the Liaison Officer and PIO with coordination of all EOC visits.
      Provide assistance with shift change activity as required.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
Follow generic Demobilization Phase Checklist.

Recovery Phase:
TBD




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Scribe / Administrative Assistant (EOCAdminAsst)

       Reports to the EOC Commander

Responsibilities:
   1. Organize administrative staff and coordinate assignments to support Sections, Branches,
      Groups and Units as necessary.
   2. Maintain and periodically distribute situation reports.
   3. Refer newsworthy information to the Public Information Officer.
   4. Ensure that all messages are appropriately routed.
   5. Complete forms as required for assigned section.
   6. Assist Commander/Sections Chiefs with appropriate recording of notes, which may
      include the statewide conference call.
   7. Computer entry of information for communication with the state.
   8. Answer phone calls and communications as assigned.

Activation Phase:
      Follow generic Activation Phase Checklist.
      Assist the EOC Commander/Section Chiefs or assigned position in determining
      appropriate staffing for the EOC.
      Provide assistance and information regarding Section staffing to all General Staff.
      Prepare workstation for assigned tasks including communication with the state.
      Ensure appropriate forms are readily available in supply.

Operational Phase:
      Assure appropriate time schedule delivered to the assigned supervisor.
      Provide copy, fax and typing services within assigned area.
      Constantly monitor office supply levels to ensure sufficient quantity for Section to
      complete assigned tasks.
      Ensure appropriate forms are readily available as required.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Public Information Officer (EOCPIO)

       Reports to EOC Commander

Responsibilities:
     1. Serve as the coordination point for all media releases for Osceola County. Represent
     Osceola County as the lead Public Information Officer.
     2. Ensure that the public within the affected area(s) receives complete, accurate, and
     consistent information about life safety procedures, public health advisories, relief and
     assistance programs and other vital information.
     3. Coordinate media releases with Public Information Officers representing other
     affected emergency response agencies within the operational area(s) as required.
     4. Develop the format for press conferences, in conjunction with the EOC Commander or
     the Executive Policy Group and County Manager or representative.
     5. Maintaining a positive relationship with the media representatives.
     6. May participate in Statewide Conference Call.
     7. Establish a Joint Information Center (JIC)* as required.
     8. Establish the Joint Information System (JIS)*.
     9. Supervise the Public Information activities.

Activation Phase:
      Follow generic Activation Phase Checklists.
      Determine staffing requirements and make required personnel assignments for the
      Public Information Office as necessary.

Operational Phase:
      Obtain policy guidance from the EOC Commander with regard to media releases.
      Keep the EOC Commander advised of all unusual requests for information and of all
      major critical or unfavorable media comments. Recommend procedures or measures to
      improve media relations.
      Coordinate with the Intel/Situation Branch and identify method for obtaining and
      verifying significant information as it is developed.
      Develop and publish a media-briefing schedule, to include location, format, and
      preparation and distribution of handout materials.
      Provide regular, current information for the County Employee information line.
      Implement and maintain an overall information release program.
      In coordination with the Facilities Unit, establish a Joint Information Center, as required,
      providing necessary space, materials, telephones, and electrical power.
      Maintain up-to-date status boards and other references at the Joint Information Center.
      Provide adequate staff to answer questions from members of the media.
      Interact with other agency PIO’s and obtain information relative to public information
      operations.
      Develop content for state Emergency Alert System (EAS) releases if available. Monitor
      EAS releases as necessary.
      In coordination with other EOC sections and as approved by the EOC Commander, issue
      timely and consistent advisories and instructions for life safety, health, and assistance
      for the public.


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       At the request of the EOC Commander, prepare media briefings for members of the
       BOCC and provide other assistance as necessary to facilitate their participation in media
       briefings and press conferences.
       Ensure that a rumor control function is established to correct false or erroneous
       information.
       Ensure that adequate staff is available at incident sites to coordinate and conduct tours
       of the disaster areas.
       Provide appropriate staffing and telephones to efficiently handle incoming media and
       public calls.
       Prepare, update, and distribute to the public a Disaster Assistance Information Directory,
       which contains locations to obtain food, shelter, supplies, health services, etc.
       Ensure that announcements, emergency information and materials are translated and
       prepared for special populations (non-English speaking, hearing impaired etc.).
       Monitor broadcast media, using information to develop follow-up news releases and
       rumor control.
       Ensure that all file copies of information released are maintained.
       Provide copies of all media releases to the EOC Commander prior to distribution.
       Prepare final news releases and advise media representatives of points-of-contact for
       follow-up stories.
       Conduct shift change briefings in detail, ensuring that in-progress activities are identified
       and follow-up requirements are known.

Demobilization Phase:
     Follow generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.

* Depending on the magnitude of the situation or event, a single Joint Information Center may
be established.




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Info Control Unit Leader (Citizen Information Center) (CIC)

       Reports to the PIO

Responsibilities:
     1. Provide staffing for a Citizen Information Center telephone bank. This phone bank will
     also provide disaster information to the public.
     2. Establish a "Disaster Hotline" with an up-to-date recorded message, when
     appropriate.
     3. Maintain staffing roster for the Info Control Unit.
     4. Supervise the Info Control Unit.

Activation Phase:
      Follow generic Activation Phase Checklist.

Operational Phase:
      Obtain "confirmed" disaster information from the PIO and EOC Commander.
      Operate a telephone bank for receiving incoming inquiries from the general public.
      Establish and maintain an ICS 214 Unit log, which chronologically describes actions
      taken during shift as well as provides a roster of personnel operating.
      Correct rumors by providing factual information based on confirmed data.
      Establish & maintain a "Disaster Hotline" recorded message and provide updated
      message information regularly.
      Relay gathered citizen information to the Intel/Situation Branch on items deemed
      appropriate such as damage and power outages.
      Refer inquiries from members of the media to the Public Information Officer or
      designated staff.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.
     The Info Control Unit will be maintained during the initial recovery period.




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Liaison Officer (LNO)

       Reports to EOC Commander

Responsibilities:
      1. Oversee all liaison activities, including coordinating outside agency representatives
      assigned to the Osceola County EOC and channel requests from other EOC’s, including
      the state, for Osceola County EOC Agency Representatives.
      2. Establish and maintain a central location for incoming agency representatives, ID set-
      up and badging, providing workspace and support as needed.
      3. Collect and maintain “Letters of Authority” from each Agency Representative selected
      to operate in the EOC.
      4. Ensure that position specific guidelines, policy directives, situation reports, and a copy
      of the EOC Incident Action Plan is provided to agency representatives upon check-in.
      5. In conjunction with the EOC Commander, provide orientations for VIPs and other
      visitors to the EOC.
      6. May participate in statewide conference call.
      7. Ensure that demobilization is accomplished when directed by the EOC Commander.

Activation Phase:
      Follow generic Activation Phase Checklist.
      Obtain assistance for your position through the Personnel Unit in Logistics, as required.

Operational Phase:
      Contact agency representatives already on-site, ensuring that they:
          o Have signed into the EOC
          o Understand their assigned functions and know their work locations.
          o Understand EOC organization and floor plan.
          o Have a copy of the operational guideline as well as a Form 214.
      Determine if additional representation is required from other agencies: volunteer
      organizations, private organizations and utilities not already represented.
      In conjunction with the EOC Commander, establish and maintain a coordination group
      comprised of outside agency representatives and executives not assigned to specific
      sections within the EOC.
      Assist the EOC Commander in conducting regular briefings for the Executive Policy
      Group and with distribution of the current EOC Incident Action Plan and any situation
      updates.
      Request that agency representatives maintain communications with their agencies and
      obtain situation status reports regularly for feedback to the Planning Section.
      With the approval of the EOC Commander, provide agency representatives from the
      County EOC to other EOC’s as required and requested.
      Maintain a roster of agency representatives located at the EOC. Roster should include
      any assignment within the EOC. Roster should be distributed internally on a regular
      basis.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow generic Demobilization Phase Checklist

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      Release agency representatives that are no longer required in the EOC when authorized
      by the EOC Commander.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Agency Representatives (AR)

       Reports to appropriate Section Chief or Liaison if unassigned to a functional position.

Responsibilities:
     1. Agency representatives must be able to speak on behalf of their agencies, within
     established policy limits, acting as a liaison between their agencies and Osceola County.
     2. Provide a “Letter of Authority” from sponsoring agency dictating extent of authority. A
     single letter will be acceptable from any agency or government provided the letter
     extends the proper authority to each function represented and includes appropriate
     identification.
     3. Agency representatives will facilitate requests to or from their agencies.
     4. Agency representatives are responsible for obtaining situation status information and
     response activities from their agencies for the County EOC.

Activation Phase:
      Follow generic Activation Phase Checklist.
      Check in with the Liaison Officer and clarify any issues regarding authority and
      assignment, including the functions of other representatives from the agency (if any) in
      the County EOC.
      Establish communications with home agency; notify the Section Chief through the EOC
      chain of command or the Liaison Officer of any communications difficulties.
      Unpack any materials brought and set up assigned station, request through the Liaison
      Officer any necessary additional materials and equipment.
      Obtain an EOC organization chart, floor plan, and telephone list from the Liaison Officer.
      Contact other agency EOC sections or branches with similar responsibility; advise them
      of availability and assigned work location in the EOC.

Operational Phase:
      Facilitate requests for support or information the agency can provide.
      Maintain currency on the general status of resources and activity associated with the
      agency.
      Provide appropriate situation information to the Planning Section.
      Represent the agency at planning meetings, as appropriate, providing update briefings
      about the agency's activities and priorities.
      Inform agency executives and ensure that agency policy guidance and clarification is
      provided to the Osceola County EOC Commander as required.
      On a regular basis, inform agency of the County EOC priorities and actions that may be
      of interest.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow generic Demobilization Phase Checklist.
     When the EOC Commander approves demobilization, contact the agency and advise
     them of expected time of demobilization and points of contact for the completion of
     ongoing actions or new requirements.



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      Ensure that all final reports are completed, close out activity log (214 A), and transfer
      any ongoing missions and/or actions to the Liaison Officer or other appropriate
      individual.
      Ensure copies of all documentation generated during the operation are submitted to the
      Planning Section.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Safety Officer (EOCSO)

       Reports to EOC Commander

Responsibilities:
     1. Ensure that all buildings and other facilities used in support of the Osceola County
     EOC are in a safe operating condition.
     2. Monitor operational procedures and activities in the EOC to ensure they are being
     conducted in safe manner considering the existing situation and conditions.
     3. Stop or modify all unsafe operations outside the scope of the EOC Incident Action
     Plan, notifying the EOC Commander of actions taken.
     4. Coordinate with operational commands on safety concerns and correct immediately.

Activation Phase:
      Follow generic Activation Phase Checklist.

Operational Phase:
      Tour the entire EOC facility and evaluate conditions; advise the EOC Commander of any
      conditions and actions which might result in liability, (unsafe layout or equipment set-up,
      etc.)
      Study the EOC facility and document the locations of all fire extinguishers, emergency
      pull stations, and evacuation routes and exits.
      Be familiar with particularly hazardous conditions in the facility; take action when
      necessary.
      Prepare and present safety briefings for the EOC Commander and General Staff at
      appropriate meetings.
      Complete the General Safety Message for the EOC IAP as well as the ICS-215A, Safety
      Analysis Form
      Ensure that the EOC facility is free from any environmental threats - e.g., radiation
      exposure, air purity, water quality, etc.
      Keep the EOC Commander advised of unsafe conditions; take action when necessary.
      Coordinate with the Finance/Admin Section in preparing any personnel injury claims or
      records necessary for proper case evaluation and closure.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Security Officer (EOCSecurity)

       Reports to the Safety Officer

Responsibilities:
     1. Provide 24-hour security for the Osceola County EOC and associated facilities.
     2. Control personnel access to the Osceola County EOC in accordance with policies
     established by the EOC Commander.
     3. Complete a 215 A, using security concerns in the analysis.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Determine the current EOC security requirements and arrange for staffing as needed.
      Determine needs for special access to EOC facilities.
      Provide executive and V.I.P. security as appropriate and required.
      Provide recommendations as appropriate to EOC Commander.
      Prepare and present security briefings for the EOC Commander and General Staff at
      appropriate meetings.
      Complete appropriate ICS 214 A, Individual Log, recording information about your tour.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.
     Provide Security support to any Points of Distribution, Recovery Centers or sheltering
     facilities established.




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Generic Checklist

Activation Phase:
      Check in upon arrival at the Osceola County EOC.
      Report to EOC Commander, Section Chief, Branch Director, or other assigned
      Supervisor.
      Set up workstation and review position responsibilities.
      Establish and maintain an ICS 214A Individual log or 214 Unit Log if filling a supervisory
      position, which documents and chronologically describes actions taken during your shift.
      Determine additional resource needs, such as a computer, phone, plan copies, and other
      reference documents.
      Ensure additional appropriate log forms are available for documenting all work and
      response.
      Ensure that all documentation is forwarded through the EOC Chain of Command to the
      Documentation Unit located in the Planning Section at the end of each operational
      period.
      Ensure thorough, personal review of the National Response Framework.

Demobilization Phase:
     Deactivate your assigned position and close out logs when authorized by the Supervisor
     or the EOC Commander.
     Complete all required ICS forms, reports, and other documentation. All forms should be
     submitted through the supervisor to the Planning Section, as appropriate, prior to
     departure.
     Be prepared to provide input to the after-action report.
     Ensure relief is thoroughly briefed before leaving the workstation.
     Clean up work area before leaving.
     Leave a forwarding phone number for contact.

Recovery Phase:
     Follow generic Recovery Phase Checklist.
     Ensure that all documentation is forwarded through the EOC Chain of Command to the
     Documentation Unit located in the Planning Section at the end of each operational
     period.
     Report and document any and all damage observed to the Planning Section and provide
     assistance in recognizing any potential mitigation projects that may be required or
     desired.




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Recovery Phase Checklist

Recovery Phase:

      Accurately document reported damages received during the operational period and
      forward to the Planning Section.
      Report and document any and all damage observed to the Planning Section and provide
      assistance in recognizing any potential mitigation projects that may be required or
      desired.




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                  EOC SECTIONS ORGANIZATION
                                                                                                                                                                                               Citizens




                                                                                                                                   Board of County Commissioners                           City of St. Cloud                            City of Kissimmee
                                                                                                                                                                                             Commission                                    Commission



                                                                                                                                              Executive
                                                                                                                                             Policy Group




                                                                                                                                          EOC Commander




                                                                                                                 Safety Officer                                     Deputy Commander




                                                                                                                 Liaison Officer                                  Public Information Officer




                                                                                                                                                                                                Citizen Information
                                                                                                                                                                                                   Rumor Control




          Operations Section Chief                                                                           Logistics Section Chief                                                           Planning Section Chief                                                       Finance/Administration
                                                                                                                                                                                                                                                                                 Section Chief



Staging                                                                                                                                Logistics Service Branch                                                          Intel/Situation Branch                                                         Procurement Unit
                                                                                                                                                                                                                                  ESF 5




                                        Fire/EMS Branch                                                                                                             Communications Unit                                                                Resource Unit                                     Recovery Branch
                                                                                                                                                                         ESF 2                                                                            ESF 7




                                                              Fire Operations Group                                                                          Mass Care/Food & Water Unit                                                                Situation Unit                                                            Housing Unit
                                                                      ESF 4                                                                                          ESF 6 & 11




                                                                                      Search & Rescue Unit                                                              Animals Unit                                                                 Documentation Unit                                                         Unmet Needs Unit
                                                                                             ESF 9                                                                        ESF 17




                                                                                          Hazmat Unit                                                         Information Technology Unit                                                           Advance Planning Unit                                                       DRC/PA/DFO Unit
                                                                                            ESF 10




                                                              EMS Operations Group                                                     Logistics Support Branch                                                                                   Damage Assessment Unit                                    Time Unit




                                Public Health/Medical Branch                                                                                                             Supply Unit                                    Technical Services Branch                                                    Compensation Claims Unit
                                            ESF 8




                                                               Special Needs Unit                                                                                      Personnel Unit                                       Mitigation Branch                                                               Cost Unit
                                                                    ESF 18




                                                               Mass Casualty Unit                                                                                    Transportation Unit                                  Documentation Unit
                                                                                                                                                                           ESF 1




                                                              Medical Examiner Unit                                                                           Volunteers & Donations Unit
                                                                                                                                                                        ESF 15




                                                                Public Health Unit                                                                                      Facilities Unit




                                                                  Hospitals Unit                                                       Military Support Branch
                                                                                                                                                ESF 13




                                     Law Enforcement Branch
                                             ESF 16




                              Public Works/Engineering Branch
                                           ESF 3




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OPERATIONS SECTION




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OPERATIONS
                  Operations Section Chief


        Staging                              Section Deputy




                                         Fire / EMS Branch




                                         Fire Operations Group
                                                ESF 4



                                                Search & Rescue Unit
                                                       ESF 9

                                                     Hazmat Unit
                                                       ESF 10


                                        EMS Operations Group



                                   Public Health / Medical Branch
                                               ESF 8



                                             Special Needs Unit
                                                  ESF 18

                                             Mass Casualty Unit



                                        Medical Examiner Unit



                                             Public Health Unit



                                                Hospital Unit



                                      Law Enforcement Branch
                                              ESF 16


                                 Public Works / Engineering Branch
                                               ESF 3



                                                Utilities Unit
                                                  ESF 12

                                             Public Works Unit




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Operations Section

Operations Section Chief (OSC)

       Reports to the EOC Commander

Responsibilities:
     1. Ensure that the Operations function is carried out including coordination of response
     for all operational functions assigned to Osceola County.
     2. Ensure that operational objectives and assignments identified in the EOC Incident
     Action Plan are carried out effectively.
     3. Establish the appropriate level of branch and unit organizations within the Operations
     Section, continuously monitoring the effectiveness and modifying accordingly.
     4. Exercise overall responsibility for the coordination of Branch and Unit activities within
     the Operations Section.
     5. Ensure that the Planning Section is provided with the necessary reports including all
     activity logs for each operational period and unit.
     6. Conduct periodic Operations briefings for the EOC Commander as required or
     requested.
     7. Conduct the Tactics Meeting and complete the ICS 215 form as required.
     8. Participate in the Operational Period Briefing as required.
     9. May participate in statewide conference call.
     10. Maintain schedule/Planning cycle as dictated by the EOC Commander via the
     Planning Section.
     11. Overall supervision of the Operations Section.

Activation Phase:
      Follow the generic Activation Phase Checklist.
      Ensure that the Operations Section is set up properly and that appropriate personnel,
      equipment, and supplies are in place, including maps, status and accountability boards.
      Meet with Planning Section Chief; exchange a preliminary situation briefing.
      Based on the situation, activate appropriate branches within the section. Designate
      Branch Directors as necessary.
              Staging
              Fire & EMS
              Law Enforcement
              Public Health / Medical
              Public Works & Engineering
      Determine needs for Mutual Aid, to deliver or to receive.
      Request additional personnel for the section as necessary for 24-hour operation.
      Mobilize sufficient staffing for 24-hour field operation.
      Obtain a current communications status briefing from the Communications Unit Leader
      in Logistics. Ensure there are adequate equipment and frequencies available for the
      section.
      Determine estimated times of arrival of section staff from Logistics.
      Confer with the EOC Commander to ensure that the Planning and Logistics Sections are
      staffed at levels necessary to provide adequate information and support for operations.
      Coordinate with the Liaison Officer regarding the need for Agency representatives in the
      Operations Section.

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       Establish communications with Incident Commander(s) operating in the field, and
       coordinate accordingly.
       Determine activation status of other EOC’s in the operational area and establish
       communication links with their Operations Sections if necessary.
       Based on the situation known or forecast, determine likely future needs of the
       Operations Section.
       Identify key issues currently affecting the Operations Section; meet with Section
       personnel and determine appropriate section objectives for the first operational period.
       Review responsibilities of branches in section; develop an Operations Plan detailing
       strategies for carrying out Operations objectives in accordance with the Incident Action
       Plan.
       Anticipate situations and problems before they occur and develop a contingency plan.

Operational Phase:
      Ensure that all section personnel are maintaining ICS 214A individual logs.
      Ensure that situation and resources information is provided to the Planning Section on a
      regular basis or as the situation requires, including Branch Status Reports and Major
      Incident Reports etc.
      Establish any appropriate Branch Tactical planning element as necessary to support the
      operation.
      Ensure that all media contacts are referred to the Public Information Officer.
      Conduct periodic briefings and work to reach consensus among staff on objectives for
      forth-coming operational periods.
      Attend and participate in EOC Incident Action Planning meetings.
      Provide the Planning Section Chief with the Operations Section's objectives prior to each
      Incident Action Planning meeting.
      Work closely with each Branch Director to ensure that the Operations Section objectives,
      as defined in the current Incident Action Plan, are being addressed.
      Ensure that the branches coordinate all resource needs through the Logistics Section.
      Ensure that intelligence/information from Branch Directors is made available to the
      Planning Section in a timely manner.
      Ensure that fiscal and administrative requirements are coordinated through the
      Finance/Admin Section (notification of emergency expenditures and ICS 214’s etc).
      Brief the EOC Commander on all major incidents.
      Complete a Major Incident Report for all major incidents; forward a copy to the Planning
      Section.
      Ensure resource needs are transmitted to the Logistics Section through the appropriate
      process and project any shortfalls based on demand.
      Brief Branch Directors periodically on any updated information you may have received.
      Share status information with other sections as appropriate.
      Collect all submissions for mitigative and recovery measures for delivery to the Planning
      Section. This should include identifiable potential projects based on damage assessment.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.

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Staging Area Manager (SAM)

       Reports to the Operations Section Chief

Responsibilities:
     1. Provide equipment resource coordination as requested in support of the EOC and
     Field Operations.
     2. Organize and maintain Staging Area in an orderly fashion
     3. Report status of resources in the staging area to the Operations Section Chief.
     3. Develop a resource organizational chart.
     4. Supervise the Staging Area.

Activation Phase:
      Follow the generic Activation Phase Checklist.
      Establish location best suited for staging area(s) in coordination with the Facilities Unit
      (if established).
      Establish workable layout of staging to accommodate incoming resources.
      Establish check-in function as appropriate.
      Establish communication with Supply Unit and Resource Unit.

Operational Phase:
      Establish and maintain personal or unit log and other necessary files.
      In conjunction with the Documentation Unit & Liaison, develop a large poster size
      organizational chart depicting each status of each resource. Upon check in, indicate the
      name(s) of the person(s) occupying each resource on the chart. The chart should be
      posted in a conspicuous place, accessible to all in the staging area.
      Ensure that all personnel arriving in the staging area receive a current situation and
      safety briefing upon check-in.
      Develop and maintain accountability status board.
      Process all incoming requests for resource support. Identify the number of number of
      resources: type, kind, status and where they are needed. Determine the estimated
      travel time expected, and advise the requesting parties accordingly.
      Maintain communication with Supply Unit and keep them informed of all resources.
      Maintain a status board or other reference to keep track of incoming resources.
      Coordinate with the Liaison Officer and staging area security officer to ensure access,
      badging or identification.
      Ensure area signage for traffic control as well as functional point clarification.
      Assist the Fire & EMS Branch and Law Enforcement Branch with ordering, supplying
      resources as required.
      To minimize redundancy, coordinate all requests for resources through the EOC Logistics
      Section to be transmitted to the Resource Unit in the Planning Section.
      In coordination with the Safety Officer, determine the need for crisis counseling for
      emergency workers; acquire mental health specialists through Public Health/Medical as
      needed.
      Assist and coordinate any second level staging required for personnel and equipment
      listed as out of service for rehab or counseling.
      Provide accurate numbers of personnel in staging to the Mass Care/Food & Water unit
      for securing appropriate meals and water supply.

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       Respond to requests for resource assignment and ensure information is continuously
       updated on resource availability.
       Establish reserve levels with the EOC Operations Section Chief to ensure proper
       notification when levels become critical.
       Inform the Operations Section Chief of significant issues affecting the Staging Area.
       Maintain appropriate ICS forms including 214’s as required.
       Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
       requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Fire & EMS Branch Director (FEMESBD)

       Reports to Operations Section Chief

Responsibilities:
     1. Coordinate fire, EMS, hazardous materials, and search and rescue operations in the
     county.
     2. Assist the appropriate corresponding scene ICS position in acquiring mutual aid
     resources, as necessary.
     3. Coordinate the mobilization and transportation of all resources through the Logistics
     Section.
     4. Complete and maintain branch status reports for major incidents requiring or
     potentially requiring, state and federal response, and
     5. Maintain status of unassigned fire and rescue resources in the County.
     6. Implement the objectives of the EOC Incident Action Plan assigned to the Fire and
     EMS Branch.
     7. Institute Branch Tactical Planning as required to support operational units.
     8. Initiate and maintain an ICS 214 to include each Group in the Fire and EMS Branch
     9. Overall supervision of the Fire and EMS Branch.

Activation Phase:
      Follow the generic Activation Phase Checklist.
      Based on the situation, activate the necessary Groups/Units within the Fire and EMS
      Branch:
              Fire Operations Group
              Search and Rescue Unit
              Hazmat Unit
              EMS Operations Group
      Prepare objectives for the Fire and EMS Branch; provide them to the Operations Section
      Chief prior to the first Incident Action Planning meeting.
      Prepare and submit a preliminary branch status report and major incident reports as
      appropriate to the Operations Section Chief.
      Ensure distribution of appropriate Windshield Safety Assessment forms are provided to
      operational field units.
      If outside resources are activated, coordinate use of County fire resources with other
      Fire & EMS agencies.

Operational Phase:
      Ensure that Branch, Group and Unit position logs, 214 A’s and other files are
      maintained.
      Maintain current status on Fire, EMS and Rescue missions being conducted in the
      County.
      Provide the Operations Section Chief and the Planning Section with an overall summary
      of Fire & EMS Branch operational periodically or as requested during the operational
      period.
      On a regular basis, complete and maintain the Fire and EMS Branch Status Report on
      the appropriate ICS forms (215 AR).
      Refer all contacts with the media to the Public Information Officer.

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       Ensure that all fiscal and administrative requirements are coordinated through the
       Finance/Admin Section (notification of any emergency expenditures and daily time
       sheets).
       Prepare objectives for the Fire & Rescue Branch for the subsequent operational period;
       provide them to the Operations Section Chief prior to the end of the shift and the next
       Incident Action Planning meeting.
       Provide relief with a briefing at shift change; inform him/her of all on going activities,
       branch objectives for the next operational period, and any other pertinent information.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.
     Immediately initiate Windshield Safety Assessment process if disaster relates to property
     and personal impact.
     Relay progress of Windshield Safety Assessment including observed damages to the
     Planning Section.




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Fire Operations Group Supervisor (FOGSUP)

       Reports to Fire/EMS Branch Director


Activation Phase:
      Follow generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log, 214 and 214 A, and other appropriate files.
      Establish and maintain communication with the Fire Operations Group at the field level.
      Obtain regular status reports on the fire situation from active Department Operations
      Centers or Fire Operations Group at the field level.
      Assess the impact of the disaster/event on the County’s Fire Department's operational
      capability.
      Establish tactical objectives of the Fire Operations Group based on the nature and
      severity of the disaster, and provide them to the Fire and EMS Branch Director prior to
      the first Incident Action Planning meeting.
      Provide fire status updates to the Fire and Rescue Branch Director on a regular basis.
      Evaluate and process all requests for fire resources through the Fire and Rescue Branch
      Director.
      Ensure that incident specific facilities are established (staging areas, etc.) to coordinate
      incoming fire resources, as required.
      In conjunction with Planning Section, determine if current and forecast weather
      conditions will affect fire and rescue operations.
      Inform the Fire & Rescue Branch Director of all significant events that occur.
      Coordinate with the Law Enforcement Branch to determine status of evacuations and
      shelter locations.
      Address the need for establishing Camp facilities (or the use of commercial lodging)
      through the Logistics Section.
      Reinforce the use of proper procedures for media contacts.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Search and Rescue Unit Leader (SARUL)

       Reports to Fire Operations Group Supervisor

Responsibilities:
     1. Determine the scope of the search and rescue mission.
     2. Assist in mobilizing Search and Rescue Teams at the request of the Field Incident
     Commanders.
     3. Provide search and rescue support as required to other emergency response agencies
     consistent with established priorities and objectives.
     4. Ensure that deployed teams are provided with adequate support.
     5. Supervise the Search and Rescue Unit.

Activation Phase:
      Follow generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain position log and other appropriate files.
      Work closely with all Operations Section Branch Directors to determine the scope of
      search and rescue assistance required.
      Coordinate with the Fire and Rescue Branch Director to determine missions for search
      and rescue teams based on established priorities.
      Mobilize and deploy available search and rescue teams to locations within the County, or
      to other emergency response agencies as requested, in a manner consistent with
      established policies and priorities.
      Establish communication with all deployed search and rescue team leaders to determine
      the scope of support required.
      Work closely with the Logistics Section to determine the status and availability of search
      and rescue resources for the operational area(s); specifically larger jurisdictions who
      have organized USAR teams.
      Coordinate with the Law Enforcement Branch to determine availability of search dog
      units and teams.
      Coordinate with Public Works/Engineering to provide on-site assistance with rescue
      operations at the request of Team Leaders.
      Coordinate with the EMS Operations Group to provide on-site assistance to extricated
      victims requiring medical treatment.
      Coordinate with the Medical Examiner's unit to provide on-site assistance in managing
      fatalities at search locations.
      Ensure that each team leader develops a safety plan for each assigned mission.
      Monitor and track the progress and status of each search and rescue team.
      Ensure that Team Leaders report all significant events.
      Assist in establishing Camp facilities (or commercial lodging) for Search and Rescue
      Teams through the Logistics Section, if necessary.
      Inform the Fire Operations Branch Director of all significant events.
      Reinforce the use of proper procedures for media contacts. This is particularly critical in
      instances where the media is seeking statistical information or personal identities of
      injured victims or fatalities.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

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Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Hazmat Unit Leader (HUL)

       Reports to Fire Operations Group Supervisor

Responsibilities:
     1. Determine the scope of hazardous materials incidents throughout the County.
     2. Assist in mobilizing hazardous materials teams at the request of Field Incident
     Commanders.
     3. Request assistance from and / or provide hazardous materials support as required to
     operational area(s) emergency response agencies consistent with established priorities
     and objectives.
     4. Ensure that deployed teams are provided with adequate support.
     5. Supervise the Hazmat Unit.

Activation Phase:
      Follow generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log (214) and other appropriate files.
      Work closely with all Operations Section Branch Directors to determine the scope of
      HazMat incident response required.
      Coordinate with the Fire and Rescue Branch Director to determine missions for HazMat
      teams based on established priorities.
      Mobilize and deploy available HazMat teams to the operational area(s) or to other
      emergency response agencies within the operational area(s), in a manner consistent
      with the Hazmat Mutual Aid System and established priorities.
      Establish communication with all deployed HazMat teams to determine the scope of
      support required.
      Work closely with the Logistics Section to determine the status and availability of
      Hazmat Response Teams for the operational area(s).
      Coordinate with Public Works/Engineering to provide on-site assistance with HazMat
      operations at the request of team leaders.
      Coordinate with the EMS Operations Group and Public Health Unit to determine medical
      facilities where victims of HazMat incidents can be transported following
      decontamination.
      Coordinate with the Medical Examiner's Unit to provide on-site assistance in managing
      fatalities at HazMat scenes.
      Monitor and track the progress and status of each HazMat team.
      Ensure that Hazmat Team Leaders report all significant events.
      Assist in establishing Camp facilities (or commercial lodging) for HazMat teams through
      the Logistics Section, if necessary.
      Inform the Fire and Rescue Branch Director of all significant events.
      Reinforce the use of proper procedures for media contacts. This is particularly critical in
      instances where the media is seeking technical information on the hazardous material,
      statistical information, or personal identities of injured victims or fatalities.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:

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      Follow the generic Demobilization Phase Checklist.


Recovery Phase:
     Follow generic Recovery Phase Checklist.




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EMS Operations Group Supervisor (EMSGSUP)

       Reports to Fire EMS Branch Director

Responsibilities:
     1. Ensure that all available disaster medical resources are identified and mobilized as
     required.
     2. Provide support to Incident Command Posts in establishing triage teams.
     3. Determine the status of medical facilities within the affected area(s).
     4. Coordinate the transportation of injured victims to appropriate medical facilities as
     required.
     5. Supervise the EMS Operations Group.

Activation Phase:
      Follow generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain position logs and other necessary files.
      Work closely with all Operations Section Branch Directors to determine the scope of
      emergency medical assistance required.
      Determine the status and availability of medical mutual aid resources in the operational
      area(s), specifically paramedics and ambulances.
      Establish radio or telephone communication with area hospitals and other medical
      facilities to determine their capability to treat disaster victims and surge capacity.
      Determine status and availability of specialized treatment such as burn centers.
      Assist the Search and Rescue Unit Leader in providing personnel for triage of extricated
      victims.
      Coordinate with the Logistics Section to acquire suitable transportation for injured
      victims as required or requested.
      Establish and maintain communication with the operational area(s) and determine
      status and availability of medical resources.
      Coordinate with the Logistics Section to obtain necessary supplies and equipment to
      support disaster medical operations in the field.
      Inform the Fire/EMS Branch Director of all significant events.
      Reinforce the use of proper procedures for media contacts. This is particularly critical in
      emergency medical situations where statistical information is requested by the media.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Public Health/Medical Branch Director (PHMBD)

       Reports to Operations Section Chief

Responsibilities:
     1. Safeguard the public health of citizens in Osceola County, by ensuring there is an
     ample supply of potable water, a functioning sanitation system, and vector controls are
     established, as required.
     2. In coordination with volunteer and private agencies, provide clothing, support Special
     Needs sheltering, and other services as required to disaster victims within the County.
     3. Institute Branch Tactical Planning as required to support operational units.
     4. Supervise the Public Health/Medical Branch.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log and other necessary files.
      Participate in Operations Section Planning activities when required.
      Ensure that all potable water supplies remain safe and free from contaminates.
      Ensure that sanitation systems are operating effectively and not contaminating water
      supplies.
      Ensure that a vector control plan is established and implemented for the affected
      area(s).
      Provide the Operations Section Chief and the Planning Section with an overall summary
      of Public Health/Medical Branch operational status periodically or as requested.
      Ensure, in coordination with Mass Care representative, the establishment of Special
      Needs sheltering medical staff, as required.
      Coordinate through Transportation in the Logistics Section and the EMS Operations
      Group for the transport of Special Needs persons.
      Ensure that the Public Health Branch is available to assist the Medical Examiner Unit in
      mitigating and managing mass fatality situations.
      Ensure coordination of all health care matters regarding mass care activities with the
      Red Cross and other volunteer agencies as required.
      Prepare objectives for the Public Health/Medical Branch for the subsequent operations
      period; provide them to the Operations Section Chief prior to the end of the shift and
      the next Incident Action Planning meeting.
      Refer all contacts with the media to the Public Information Office.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Special Needs Unit Leader (SNUL)

       Reports to Public Health/Medical Branch Director

Responsibilities:
     1. In coordination with volunteer and private agencies, provide for the sheltered Special
     Needs clients, and other services as required, to PSN disaster victims within the County.

Activation Phase:
      Follow the generic Activation Phase Checklist.
      Coordinate through Communications unit for the use of reverse 911-contact of PSN’s,
      when required.

Operational Phase:
      Coordination through Logistics, transportation of PSN’s
      Assist in identification of facilities required to shelter PSN clients.
      Maintain data system of PSN clients and deliver, when necessary, such data to those
      agencies requiring the material.
      Coordinate through the Communications Unit to ensure appropriate communications are
      in place.
      Coordinate and disseminate appropriate damage assessment reporting for PSN’s
      Monitor PSN shelter operations.
      Coordinate requests for additional resources as needed through Public Health/Medical
      Branch Director.
      Provide 24 hour continuous staffing for EOC operations when activated.
      Provide appropriate nursing staff to accommodate PSN medical needs for potential 96-
      hour operation.
      Act to support the PSN clients by interfacing with other support functions.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Mass Casualty Unit Leader (MCUL)

       Reports to Public Health/Medical Branch Director

Responsibilities:
     1. Ensure conformance to the Uniform Multiple Casualty Incident Procedure in effect in
     the State of Florida.
     2. Ensure close coordination with the EMS Operations Group Leader in the efficient
     triage, treatment and transport of Multi-Casualty victims.
     3. Under the Uniform Pre-Hospital MCI Initial Response Procedure, ensure the field units
     are assigned the following color vests matching functional responsibilities:
                     Triage Vest Color Yellow
                     Treatment Vest Color Red
                     Transportation Vest Color Green
                     Staging Vest Color Orange
                     Medical Vest Color Blue
                     All Command Staff Vest Color White
     4. Provide guidance to field personnel on MCI protocols.
     5. Coordinate specific medical requests from field units and functional areas.

Activation Phase:
      Follow the generic Activation Phase Checklist.
Operational Phase:
      Participate in Operations Section planning activities when required.
      Coordinate with Public Health/Medical Branch assigned personnel and request additional
      personnel and resources sufficient to handle the magnitude of the incident.
      Designate additional Unit Leaders and Treatment Area locations as appropriate. (Medical
      Transport, etc.)
      Coordinate with law enforcement and Medical Examiner as needed.
      Coordinate and acquire the amount and types of additional medical resources and
      supplies needed to handle the magnitude of the incident (medical caches, backboards,
      litters, cots).
      Establish communications and coordination with Patient Transportation Unit Leader.
      Ensure activation of hospital alert system, additional local EMS/health agencies as
      required.
      Provide coordination support for on-scene personnel from agencies such as Medical
      Examiner’s Office, Red Cross, law enforcement, ambulance companies, other county
      health agencies, private ambulance companies, and hospital volunteers.
      Ensure proper security, traffic control, and access for field functional areas.
      Direct medically trained personnel to the appropriate Unit Leader.
      Maintain 214 Unit Log.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.

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Medical Examiner Unit Leader (MEUL)

       Reports to Public Health/Medical Branch Director

Responsibilities:
     At the direction of the Medical Examiner, establish and oversee an interim system for
     managing fatalities resulting from the disaster/event.
     At the direction of the Medical Examiner, establish and oversee the operation of
     temporary morgue facilities and maintain detailed records of information relative to each
     fatality.
     Supervision of the Medical Examiner Unit.

Activation Phase:
      Follow generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log (214 A) and other appropriate files.
      Ensure that locations where discovered fatalities are secured.
      Ensure that fatality collection points are established and secured as necessary.
      Ensure that temporary morgue facilities are established in accordance with guidelines
      established by the Medical Examiner.
      Request Medical Examiner's Mutual Aid through the EOC as required.
      Procure, through Logistics, all necessary fatalities management equipment and supplies,
      such as temporary cold storage facilities or vehicles, body bags, etc.
      Coordinate with the Search and Rescue Unit to determine location and number of
      extricated fatalities.
      Ensure that human remains are transported from fatality collection points to temporary
      morgue(s), if so advised by the Medical Examiner.
      Assist the Medical Examiner with identification of remains and notification of next of kin
      as required.
      In conjunction with local mortuaries and cemeteries, assist with the reburial of any
      coffins that were surfaced and/or disturbed as a result of the disaster.
      Keep the Law Enforcement Branch Director informed of Medical Examiners Unit activities
      on a regular basis.
      Inform the Law Enforcement Branch Director and the Public Information Officer of the
      number of confirmed fatalities resulting from the disaster or event. (NOTE: This
      information must be verified with the Medical Examiner prior to release to the PIO).
      Ensure that all media contacts are referred to the Public Information Officer.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.



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Public Health Unit Leader (PHUL)

       Reports to Public Health/Medical Branch Director

Responsibilities:
     1. Assess the status and availability of potable water within the County.
     2. Assess the status of the sanitation system within the County.
     3. Inspect and assess emergency supplies such as foodstuffs and other consumables for
     purity and utility.
     4. Assess the need for a vector control plan for the affected disaster area(s) within the
     County.
     5. Supervise the Public Health Unit.

Activation Phase:
      Follow generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log (214A) and other necessary files.
      Coordinate with the Utilities Unit Leader to determine current status of water and
      sanitation systems.
      If systems are damaged, request assistance from State of Florida Public Health to assess
      drinking water quality and potential health risks from ruptured sewer / sanitation
      systems.
      Coordinate to develop a distribution system for drinking water throughout the County as
      required.
      Contact and coordinate with the Logistics Section, to obtain chemical (portable) toilets
      and other temporary facilities for the disposal of human waste and other infected waste.
      Inspect emergency supplies to be used in the EOC or by field emergency responders,
      such as foodstuffs, drugs, and other consumables for purity and utility.
      Determine the need for vector control, and coordinate for vector control services as
      required.
      Inform the Public Health/Medical Branch Director on all activities of the Public Health
      Unit periodically during the operational period, or as requested.
      Refer all contacts with the media to the Public Information Officer.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Hospital Unit Leader (HUL)

       Reports to Public Health/Medical Branch Director

Responsibilities:
     1. Assess the status and availability of hospital bed within the County.
     2. Assess the status of emergency department facilities within the County.
     3. Report on behalf of all hospital facilities.
     4. Keep the Public Health/Medical Branch Director informed of all hospital related
     activity.
     5. Ensure the EM System online is updated and reporting accurately.
     6. Supervise the Hospital Unit.

Activation Phase:
      Follow generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log and other necessary files.
      Participate in planning activities when required.
      Provide the Public Health/Medical Branch Director with an overall summary of hospital
      operational status periodically or as requested.
      Ensure, in coordination with Mass Care representative, the establishment of an effective
      receiving plan for patient distribution.
      Maintain EM System online for hospital reporting.
      Coordinate through Transportation in the Logistics Section and the EMS Operations
      Group for the transport of ambulatory persons.
      Ensure coordination of all health care matters regarding mass care activities with the
      Red Cross and other volunteer agencies as required.
      Ensure effective coordination with local facilities to assist in any decon processes
      required.
      Refer all contacts with the media to the Public Information Office.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.
     Ensure effective hospital census reported regularly.




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Law Enforcement Branch Director (LEBD)

       Reports to Operations Section Chief

Responsibilities:
     1. Coordinate movement and evacuation operations during a disaster.
     2. Assist in alerting and notifying the public of the impending or existing emergency
     within the County.
     3. Coordinate law enforcement and traffic control operations during the disaster.
     4. Coordinate site security at incidents.
     5. Institute Branch Tactical Planning as required to support operational units.
     6. Coordinate Law Enforcement Mutual Aid requests from emergency response agencies
     through the Operations Section Chief.
     7. Supervise the Law Enforcement branch.

Activation Phase:
      Follow the generic Activation Phase Checklist.
      Based on the situation, activate the necessary Units within the Law Enforcement Branch:
      Contact and assist the Osceola County EOC with Law Enforcement and Medical
      Examiner's coordination of mutual aid resources requested or provided.
      Provide an initial situation report to the Operations Section Chief.
      Based on the initial EOC Incident Action Plan strategic objectives, prepare objectives for
      the Law Enforcement Branch and provide them to the Operations Section Chief prior to
      the first Incident Action Planning meeting.

Operational Phase:
      Ensure that Branch and Unit position logs (214 and 214 A) and other appropriate files
      are maintained.
      Maintain current status on Law Enforcement missions being conducted in the City.
      Provide the Operations Section Chief and the Planning Section with an overall summary
      of Law Enforcement Branch operations periodically or as requested during the
      operational period.
      Participate in Operations Section planning activities.
      Constantly maintain the Law Enforcement Branch Status Report in accordance with the
      EOC Incident Action Time clock.
      Refer all contacts with the media to the Public Information Officer.
      Determine need for Law Enforcement Mutual Aid.
      Assist the Medical Examiner’s Unit to determine the need for Medical Examiner's Mutual
      Aid.
      Ensure that all fiscal and administrative requirements are coordinated through the
      Finance/Admin Section (notification of any emergency expenditures and daily time
      sheets*).
      Prepare objectives for the Law Enforcement Branch for the subsequent operational
      period; provide them to the Operations Section Chief prior to the end of the shift and
      the next Incident Action Planning Meeting.
      Provide relief with a briefing at shift change, informing him/her of all ongoing activities,
      branch objectives for the next operational period, and any other pertinent information.

Demobilization Phase:

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       Follow the generic Demobilization Phase Checklist.


Recovery Phase:
     Follow generic Recovery Phase Checklist.

* The Sheriff’s Office personal expenses and time keeping are directly logged to the Sheriff’s
operation proper. In addition to this logging accountability will be required through the Time
unit in Finance/Admin. 214 A’s are required in the EOC.




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Law Enforcement Unit Leader (LEUL)

       Reports to Law Enforcement Branch Director

Responsibilities
     1. Coordinate Osceola County requests for Law Enforcement Mutual Aid Resources
     through the Osceola County EOC.
     2. Establish and maintain communication with Law Enforcement resources in the field.
     3. Respond to requests for Law Enforcement resources from the field in a timely
     manner, following established priorities (life safety, protection of the environment, and
     protection of property).
     4. Monitor and track law enforcement resources utilized during the event.
     5. Provide general support to field personnel as required.
     6. Supervise the law enforcement operations unit.

Activation Phase:
      Follow generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log (214 A) and other appropriate files.
      Establish and maintain communication with the operational area(s) and Department’s
      Operations Center, or Law Enforcement Branch Directors at the field level.
      Obtain regular status reports on the law enforcement situation from the Department’s
      Operations Center or Law Enforcement Branch at the field level.
      Assess the impact of the disaster/event on the department’s operational capability.
      Establish the objectives of the Law Enforcement Operations Unit based on the nature
      and severity of the disaster, and provide them to the Law Enforcement Branch Director
      prior to the first Incident Action Planning meeting.
      If Department Operations Centers are not activated, ensure that the assignment of law
      enforcement resources are closely monitored and coordinated, and that time is logged
      at the field level.
      Assist to ensure that incident facilities are established (staging areas, if different from
      disaster staging) to coordinate incoming law enforcement mutual aid resources as
      required.
      In conjunction with Planning, determine if current and forecast weather conditions will
      affect law enforcement operations.
      Coordinate major evacuation activity with the Fire Operations Group, as directed by the
      EOC Commander.
      Ensure the establishment of Camp facilities (or commercial lodging) for law enforcement
      personnel, through the Logistics Section.
      Reinforce the use of proper procedures for media contacts.
      Provide law enforcement status updates to the Law Enforcement Branch Director on a
      regular basis.
      Evaluate and process all requests for law enforcement resources through the Osceola
      County EOC.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.



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Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Public Works/Engineering Branch Director (PWEBD)

       Reports to Operations Section Chief

Responsibilities:
     1. Coordinate the survey of all utility systems, and restore systems that have been
     disrupted, including coordinating with utility service providers in the restoration of
     disrupted services.
     2. Coordinate the survey of all public facilities, assessing the damage to such facilities,
     and coordinating the repair of damage to public facilities.
     3. Survey all other infrastructure systems, such as streets and roads within the county.
     4. Assist other sections, branches, and units as needed.
     5. Supervise the Public Works/Engineering Branch.

Activation Phase:
      Follow the generic Activation Phase Checklist.
      Based on the situation, activate the necessary units within the Public Works/Engineering
      Branch.
      Ensure distribution of Windshield Safety Assessment forms to all supporting field units
      for post event process.
      Establish a Utilities Unit and Public Works Unit as necessary.
      Contact and assist the other operational area Public Works agencies for the coordination
      of mutual aid resources as necessary.
      Provide an initial situation report to the Operations Section Chief.
      Based on the initial EOC strategic objectives, prepare objectives for the Public
      Works/Engineering Branch and provide them to the Operations Section Chief prior to the
      first Incident Action Planning meeting.

Operational Phase:
      Ensure that branch and unit position logs (214 and 214 A) and other necessary files are
      maintained.
      Participate in Operations Section planning activities and establish Branch Tactical
      Planning as appropriate or directed.
      Maintain current status on all public works/engineering activities being conducted in the
      County.
      Ensure that damage and safety assessments are being carried out for both public and
      private facilities.
      Request mutual aid as required through the Operations Section Chief.
      Determine and document the status of transportation routes into and within affected
      areas.
      Coordinate debris removal services as required.
      Provide the Operations Section Chief and the Planning Section with an overall summary
      of Public Works/Engineering Branch activities periodically during the operational period
      or as requested.
      Ensure that all Utilities and Public Works/Engineering Status Reports are completed and
      maintained.
      Refer all contacts with the media to the Public Information Branch.


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       Ensure that all fiscal and administrative requirements are coordinated through the
       Finance/Admin Section (notification of any emergency expenditures and daily time
       sheets).
       Prepare objectives for the Public Works/Engineering Branch for the subsequent
       operational period; provide them to the Operations Section Chief prior to the end of the
       shift and the next Incident Action Planning meeting.
       Provide relief with a briefing at shift change, informing him/her of all ongoing activities,
       branch objectives for the next operational period, and any other pertinent information.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Utilities Unit Leader (UUL)

       Public Works / Engineering Branch Director

Responsibilities:
     1. Assess the status of utilities; provide utility status reports as required.
     2. Coordinate restoration of damaged utilities with utility representatives in the County
     EOC if present, or directly with Utility companies.
     3. Supervise the Utilities Unit.

Activation Phase:
      Follow generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log and other necessary files.
      Establish and maintain communications with the utility providers for the County.
      Determine the extent of damage to utility systems in the County.
      Coordinate with the Liaison Officer to ensure that agency representatives from affected
      utilities are available to respond to the County EOC if necessary.
      Ensure that all information on system outages is consolidated and provided to the
      Intel/Situation Branch in the Planning Section.
      Ensure that support to utility providers is available as necessary to facilitate restoration
      of damaged systems.
      Inform the Public Health/Medical Branch Director of any damage to sewer and sanitation
      systems, as well as possible water contamination problems.
      Inform the Public Works/Engineering Branch Director of the restoration status.
      Complete and maintain a Utilities Status Report.
      Refer all contacts with the media to the Public Information Officer.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Public Works Unit Leader (PWUL)

       Public Works / Engineering Branch Director

Responsibilities:
     1. Assist other Operation Section Branches by providing equipment and operators as
     necessary.
     2. Provide heavy equipment assistance to the Damage Assessment Unit as required.
     3. Provide emergency construction and repair of damaged roadways. Assist with the
     repair of utility systems as required.
     4. Providing flood-fighting assistance, such as sandbagging, rerouting waterways away
     from populated areas and clearing waterways of debris.
     5. Supervise the Public Works Unit.

Activation Phase:
      Follow generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log (214 A) and other necessary files.
      Ensure that appropriate staff is available to assist other emergency responders with the
      operation of heavy equipment, in coordination with the Logistics Section.
      Ensure that engineering staff is available to assist the Damage Assessment Unit in
      inspecting damaged structures and facilities.
      Regularly report status of all roads, and waterways to the Intel/Situation unit in Planning
      As requested, direct staff to provide flood fighting assistance, clear debris from
      roadways and waterways, assists with utility restoration, and build temporary
      emergency structures as required.
      Work closely with the Logistics Section to provide support and materiel as required.
      Keep the Public Works/Engineering Branch Director informed of unit status.
      Refer all contacts with the media to the Public Information Officer.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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LOGISTICS SECTION




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LOGISTICS
                         Logistics Section Chief


        Section Deputy




                                           Logistics Service Branch




                                                      Communications Unit
                                                           ESF 2


                                              Mass Care / Food & Water Unit
                                                      ESF 6 & 11

                                                          Animals Unit
                                                            ESF 17

                                                   Information Technology Unit



                                           Logistics Support Branch




                                                           Supply Unit



                                                         Personnel Unit



                                                          Facilities Unit



                                                   Volunteers & Donations Unit
                                                             ESF 15

                                                       Transportation Unit
                                                             ESF 1


                                            Military Support Branch
                                                     ESF 13




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Logistics Section

Logistics Section Chief (LSC)

       Reports to the EOC Commander

Responsibilities:
     1. Ensure the Logistics function is carried out in support of the County EOC. This
     function includes providing communication services, resource requisition and tracking;
     acquiring equipment, supplies, personnel, facilities, and transportation services; as well
     as arranging for food, lodging, fuel and other support and services as required.
     Resource personnel are also available through the Logistics Section.
     2. Establish the appropriate level of branch and/or unit staffing within the Logistics
     Section, continuously monitoring the effectiveness of the organization and modify as
     required.
     3. Ensure section objectives as stated in the EOC Incident Action Plan are accomplished
     within the operational period or within the estimated time frame.
     4. Coordinate closely with the Operations Section and Planning Section to establish
     priorities for resource allocation to activated Incident Command Structures within the
     County.
     5. Inform the EOC Commander of all significant issues relating to the Logistics Section.
     6. May participate in Statewide Conference Call.
     7. Supervise the Logistics Section.

Activation Phase:
      Follow the generic Activation Phase Checklist.
      Ensure the Logistics Section is set up properly and that appropriate personnel,
      equipment, generators and supplies are in place, including maps, status boards, vendor
      references, and other resource directories.
      Based on the situation, activate branches/units within section as needed and designate
      Branch and Unit Leaders for each element.
      Mobilize sufficient section staffing for 24-hour operations.
      Establish communications with the Logistics Section at operational area(s) if active.
      Advise Branches and Units within the section to coordinate with appropriate branches in
      the Operations Section to prioritize and validate resource requests from Incident
      Command Posts in the field. This should be done prior to acting on the request.
      Meet with the EOC Commander and General Staff and identify immediate resource
      needs.
      Meet with the Finance/Admin Section Chief and determine appropriate level of
      purchasing authority for the Logistics Section.
      Assist branch and Unit Leaders in developing objectives for the section as well as plans
      to accomplish their objectives within the first operational period, or in accordance with
      the Incident Action Plan.
      Provide periodic Section status reports to the EOC Commander.
      Attend Incident Action Planning meetings as scheduled.
      Anticipate situations and problems before they occur and have a contingency plan.




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Operational Phase:
      Ensure that Logistic Section position logs and other necessary files are maintained.
      Meet regularly with section staff and work to reach consensus on section objectives for
      forthcoming operational periods.
      Provide the Planning Section Chief with the Logistics Section objectives at least 30
      minutes prior to each Incident Action Planning meeting.
      Attend and participate in EOC Incident Action Planning meetings.
      Ensure that the Resource/Supply Unit coordinates closely with the Procurement Unit in
      the Finance/Admin Section, and that all required documents and procedures are
      completed and followed.
      Ensure that transportation requirements, in support of response operations, are met.
      Ensure that all requests for facilities and facility support are addressed.
      Ensure that all County resources are tracked and accounted for, as well as resources
      ordered through mutual aid or delivered by the state or other federal resource.
      Provide section staff with information updates as required.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Logistics Service Branch Director (LSBD)

       Reports to the Logistics Section Chief

Responsibilities:
     1. Ensure the Logistics Service Branch functions are carried out in support of the County
     EOC and activity in operational area(s). This function includes providing communication
     services, technical services, arranging for food, water, ice, lodging, sheltering and other
     services as required.
     2. Establish the appropriate level of unit staffing within the Service Branch, continuously
     monitoring the effectiveness of the organization and modify as required.
     3. Establish necessary coordination for the provision of animal care and feeding.
     4. Establish the need and quantity for general population or host sheltering and activate
     Red Cross and the School Board as necessary.
     5. Ensure branch objectives as stated in the EOC Incident Action Plan are accomplished
     within the operational period or within the estimated time frame.
     6. Coordinate closely with the Logistics Section Chief and Planning Section to establish
     priorities for resource allocation to activated Incident Command Structures within the
     County as well as in the EOC operation.
     7. Inform the Logistics Section Chief of all significant issues relating to the Logistics
     Section.
     8. Supervise the Logistics Service Branch.

Activation Phase:
      Follow the generic Activation Phase Checklist.
      Ensure the Logistics Service Branch is set up properly and that appropriate personnel,
      equipment, and supplies are in place, including maps, status boards, vendor references,
      and other resource directories.
      Based on the situation, activate units within the branch as needed and designate Unit
      Leaders for each element.
      Mobilize sufficient section staffing for 24-hour operations.
      Ensure appropriate number of shelters and staffing are in place and establish through
      Planning Section estimated opening schedule.
      Advise Units within the section to coordinate with appropriate units in the Operations
      Section to prioritize and validate resource requests from Incident Command Posts in the
      field. This should be done prior to acting on the request.
      Assist Unit Leaders in developing objectives for the branch as well as plans to
      accomplish their objectives within the first operational period or in accordance with the
      EOC Incident Action Plan.
      Provide periodic Branch status reports to the Logistics Section Chief.
      Anticipate situations and problems before they occur and develop a contingency plan.

Operational Phase:
      Ensure that Logistics Service Branch position logs and other necessary files are
      maintained.
      Participate in Logistics Section planning activities.
      Meet regularly with branch staff and work to reach consensus on objectives for the
      forthcoming operational periods.

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       Ensure that the Mass Care/Food and Water Unit provides an efficient operation of
       general population or host shelters and ensure staffing is in place.
       Ensure that the Mass Care/Food and Water Unit coordinates closely with the Public
       Health/Medical Branch on shelter status for PSN’s, and that all required documents and
       procedures are completed and followed.
       Ensure accurate shelter count information from Mass Care/Food and Water Unit is
       provided to the Documentation Unit.
       Provide Section and Branch staff with information updates as required.
       Supervise the operation of the Logistics Service Branch.
       Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
       requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Communications Unit Leader (COMUL)

       Reports to the Logistics Service Branch Director

Responsibilities:
     1. Ensure radio, telephone, and services are provided to EOC staff and field as required.
     2. Oversee the installation of communications resources within the County EOC.
     3. Determine specific communications requirements for all EOC positions.
     4. Coordinate the need for any 911 services, such as reverse call up.
     5. Ensure that any EOC communications center established includes sufficient
     frequencies to facilitate operations, and that adequate communications operators are
     available for 24-hour coverage.
     6. Assign Amateur Radio Operators as needed to augment primary communications
     networks should the need arise.
     7. Develop and a Communications Plan (ICS 205) that identifies all systems in use and
     lists specific frequencies/talk groups allotted for the event or disaster.
     8. Supervise the Communications Unit.

Activation Phase:
      Follow the generic Activation Phase Checklist.
      Prepare objectives for the Communications Unit; provide them to the Logistics Service
      Branch Director or Logistics Sections Chief prior to the initial Incident Action Planning
      meeting.

Operational Phase:
      Ensure that communication unit position logs (214 and 214 A) and other necessary files
      are maintained.
      Inform all sections of the status of communications systems, particularly those that are
      being restored.
      Coordinate with all EOC sections/branches/units regarding the use of all communication
      systems.
      Ensure that any EOC communications center activated to receive disaster related
      communications is directed to appropriate destinations within the EOC.
      Ensure that communications links are established with other activated agencies within
      the operational area(s), as appropriate.
      Establish monitoring system of call load based on pending actions for display in the EOC
      and coordinate with the Situation Unit in the Planning Section for display location and
      parameters.
      Continually monitor the operational effectiveness of EOC communications systems.
      Provide additional equipment as required.
      Ensure that technical personnel are available for communications equipment
      maintenance and repair.
      Mobilize and coordinate amateur radio resources to augment primary communications
      systems as required.
      Assess the need and coordinate with local telephone companies and cell phone
      companies regarding the needs for operational support. Request COW’s and other
      telephone interconnect equipment as required.
      Inform the Logistics Service Branch Director of the status of communications systems.

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       Prepare objectives for the Communications Unit; provide them to the Logistics Service
       Branch Director prior to the next Incident Action Plan meeting.
       Refer all contacts with the media to the Public Information Officer.
       Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
       requirements are known.


Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Mass Care-Food and Water Unit Leader (MCFWUL)

       Reports to the Logistics Service Branch Supervisor

Responsibilities:
     1. Coordinate directly with the American Red Cross and other volunteer agencies to
     provide food, potable water, clothing, shelter and other basic needs as required to
     disaster victims within the County.
     2. Assist the American Red Cross with inquiries and registration services to reunite
     families or respond to inquiries from relatives or friends.
     3. Assist the American Red Cross with the transition from mass care to separate
     family/individual housing.
     4. Supervise the Mass Care/Food & Water Unit.

Activation Phase:
      Follow generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain position log (214 A) and other necessary files.
      In coordination with the Personnel Unit, provide food and lodging for EOC staff and
      volunteers as required. Assist field level with food services at field locations as
      requested.
      Coordinate with the Liaison Officer to request an agency representative from the
      American Red Cross. Work with the agency representative to coordinate all shelter and
      congregate care activity.
      Establish communications with other volunteer agencies to provide clothing and other
      basic life sustaining needs.
      Assist the American Red Cross in staffing and managing the shelters to the extent
      possible.
      In coordination with the American Red Cross, activate an inquiry registry service to
      reunite families and respond to inquiries from relatives or friends.
      Ensure the provision of an efficient operation of general population or host shelters and
      ensure staffing is in place.
      Ensure close coordination with Public Health/Medical Branch on shelter status for PSN’s,
      and that all required documents and procedures are completed and followed.
      Assist the American Red Cross with the transition from operating shelters for displaced
      persons to separate family/individual housing.
      Complete and maintain the Care and Shelter Status Report Form.
      Refer all contacts with the media to the Public Information Officer.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.


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Animal Unit Leader (AUL)

       Reports to the Logistics Service Branch Supervisor

Responsibilities:
     1. Coordinate directly with volunteer agencies to provide food, potable water, and other
     basic needs as required for sheltered animals within the County.
     2. Provide organized coordination for the protection of pets and animal for the duration
     of the event.
     3. Ensure appropriate Veterinary Medical Services are available for sheltered pets and
     animals.
     4. Assist in the reunification of pets and owners post event.
     5. Supervise the Animal Unit.

Activation Phase:
      Follow generic Activation Phase Checklist.
      Coordinate with partner organization to house animals.
      Attend any activation briefings.
      Establish appropriate large animal shelter(s) as required.
      Establish pet tracking system for Special Needs clients as required.
      Arrange the acquisition of water and food sources for sheltered animals.
      Create staffing plan to cover needs during crisis management and recovery operations.

Operational Phase:
      Establish and maintain position log (214 A) and other necessary files.
      Coordinate with Shelter Managers to ensure adequate pet-sheltering.
      Regularly report pet-sheltering count
      Coordinate with partner agricultural organizations to maintain staffing within the large
      animal shelter.
      Provide critical animal information to the Joint Information Center as required.
      Ensure all media inquiries are directed to the Public Information Officer or Joint
      Information Center.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Information Technology Unit Leader (ITUL)

       Reports to the Logistics Service Branch Director

Responsibilities:
     1. Install, activate, and maintain information systems for the Osceola County EOC.
     2. Assist EOC positions in determining appropriate types and numbers of computers and
     computer applications required to facilitate operations.
     3. Ensure all computers for internal and external information management are
     operational to include message, e-mail systems and printer assignments.
     4. Supervise the Information Technology Unit.
     5. Assist GIS specialists as required.

Activation Phase:
      Follow generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log (ICS 214) and other necessary files.
      Continually monitor and test computer systems, and ensure automated information links
      with the operational area(s) and the EOC are maintained.
      Inform the Logistics Service Branch Director of system failures and restoration activities.
      Develop instructional guidance for use of computers and computer programs required
      for EOC operation. Be prepared to conduct training sessions for EOC staff as necessary.
      Request additional computer equipment as required through the Logistics Service
      Branch Director.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Logistics Support Branch Director (LSUBD)

       Reports to the Logistics Section Chief

Responsibilities:
     1. Ensure the Logistics Support Branch functions are carried out in support of the County
     EOC and activity in operational area(s). This function includes providing resource and
     supply management, including tracking; as well as fuel, tools, generators, equipment
     and other support services as required.
     2. Coordinate the location of all facility needs based on operational requirements. This
     includes facilities such as volunteer and donations centers, portable toilets, shower and
     care facilities.
     3. Ensure that transportation requirements, in support of response operations, are met.
     This includes the transportation of PSN’s.
     4. Establish the appropriate level of unit staffing within the Support Branch, continuously
     monitoring the effectiveness of the organization and modify as required.
     5. Ensure branch objectives as stated in the EOC Incident Action Plan are accomplished
     within the operational period or within the estimated time frame.
     6. Coordinate closely with the Logistics Section Chief and Planning Section to establish
     priorities for resource allocation to activated Incident Command Structures within the
     County as well as in the EOC operation.
     7. Inform the Logistics Section Chief of all significant issues relating to the Logistics
     Section.
     8. Supervise the Logistics Support Branch.

Activation Phase:
      Follow the generic Activation Phase Checklist.
      Ensure the Logistics Support Branch is set up properly and that appropriate personnel,
      equipment, and supplies are in place, including maps, status boards, vendor references,
      and other resource directories.
      Based on the situation, activate units within the branch as needed and designate Unit
      Leaders for each element.
      Mobilize sufficient section staffing for 24-hour operations.
      Ensure appropriate number of shelters and staffing are in place and establish through
      Planning Section estimated opening schedule.
      Advise Units within the section to coordinate with appropriate units in the Operations
      Section to prioritize and validate resource requests from Incident Command Posts in the
      field. This should be done prior to acting on the request.
      Assist Unit Leaders in developing objectives for the branch as well as plans to
      accomplish their objectives within the first operational period, or in accordance with the
      EOC Incident Action Plan.
      Provide periodic Branch Status Reports to the Logistics Section Chief.
      Anticipate situations and problems before they occur and develop a contingency plan.

Operational Phase:
      Ensure that Logistic Support Branch position logs and other necessary files are
      maintained.
      Participate in Logistics Section Planning activities.


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       Meet regularly with branch staff and work to reach consensus on objectives for
       forthcoming operational periods.
       Ensure that transportation requirements, in support of response operations, are met.
       This includes the transportation of PSN’s.
       Ensure that all County resources are tracked and accounted for, as well as resources
       ordered through mutual aid or delivered by state, federal or other resources.
       Provide Section and Branch staff with information updates as required.
       Supervise the operation of the Logistics Support Branch.
       Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
       requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Supply Unit Leader (SUUL)

       Reports to the Logistics Support Branch Director

Responsibilities:
     1. Coordinate with the other units in the Logistics Section to capture and centralize
     supply information.
     2. Develop and maintain inventory of supplies and equipment in control of the Logistics
     Section.
     3. Supervise the Supply Unit.

Activation Phase:
      Follow the generic Activation Phase Checklist.
      Coordinate with the Logistics Support Branch Director on the fueling requirements
      necessary.

Operational Phase:
      Establish and maintain a position log (ICS 214) and other necessary files.
      Coordinate closely with all units in the Logistics Section.
      Provide for the necessary acquisition and distribution of fueling for vehicles and remote
      site fueling compounds.
      As resource requests are received in the Logistics Section, post the request on a status
      board or computer and track the progress of the request until filled.
      Work closely with other logistics units and assist in notifying requesting parties of the
      status of their resource request. This is particularly critical in situations where there will
      be delays in filling the request.
      Ensure communication with the Resource Unit in Planning to accommodate external
      resource availability.
      The requesting party may develop an additional status board to track resource use.
      Information categories might include the following: actual arrival time of the resource,
      location of use, and an estimate of how long the resource will be needed.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Personnel Unit Leader (PERUL)

       Reports to the Logistics Support Branch Director

Responsibilities:
     1. Provide personnel resources as requested in support of the EOC and Field Operations.
     2. Identify, recruit and register volunteers as required.
     3. Develop an EOC organization chart.
     4. Supervise the Personnel Unit.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain personal log (214 A) and other necessary files.
      In conjunction with the Documentation Unit, Liaison and Staging, develop a large poster
      size EOC organization chart depicting each activated position. Upon check in, indicate
      the name of the person occupying each position on the chart. The chart should be
      posted in a conspicuous place, accessible to all EOC personnel.
      Coordinate with the Liaison Officer and Safety Officer to ensure that all EOC staff
      receives a current situation and safety briefing upon check-in.
      Process all incoming requests for personnel support. Identify the number of personnel,
      special qualifications or training, where they are needed and the person or unit they
      should report to upon arrival. Determine the estimated time of arrival of responding
      personnel, and advise the requesting parties accordingly.
      Coordinate with the Staging Manager on personnel assignments.
      Maintain a status board or other reference to track incoming personnel resources.
      Coordinate with the Liaison Officer and Security Officer to ensure access, badging or
      identification, and proper direction for responding personnel upon arrival at the EOC.
      Assist the Fire and EMS Branch and Law Enforcement Branch with ordering of mutual
      aid resources as required.
      To minimize redundancy, coordinate all requests for personnel resources from the field
      level through the EOC Operations Section prior to acting on the request.
      In coordination with the Safety Officer, determine the need for crisis counseling for
      emergency workers; acquire mental health specialists through Public Health/ Medical as
      needed.
      Arrange for childcare services for EOC personnel as required.
      Inform the Logistics Section Chief of significant issues affecting the Personnel Unit.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.



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Facilities Unit Leader (FUL)

       Reports to the Logistics Support Branch Director

Responsibilities:
     1. Ensure that adequate essential facilities are provided for the response effort, including
     securing access to the facilities and providing staff, furniture, supplies, and materials
     necessary to configure the facilities in a manner adequate to accomplish the mission.
     2. Coordinate with Public Health/Medical and Mass Care regarding shelter locations and
     needs.
     3. Ensure acquired buildings, building floors, and or workspaces are returned
     to their original condition when no longer needed.
     4. Supervise the Facilities Unit.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log and other necessary files.
      Work closely with other sections in determining facilities and furnishings required for
      effective operation of the EOC.
      Coordinate with branches and units in the Operations Section to determine if assistance
      with facility acquisition and support is needed at the field level.
      Arrange for continuous maintenance of acquired facilities, to include ensuring that
      utilities and restrooms are operating properly.
      If facilities are acquired away from the EOC, coordinate with assigned personnel and
      designate a Facility Manager.
      Develop and maintain a status board or other reference, which depicts the location of
      each facility, a general description of furnishings, supplies and equipment at the site,
      hours of operation, and the name and phone number or communication method of the
      Facility Manager.
      Ensure all structures are safe for occupancy.
      As facilities are vacated, coordinate with the Facility Manager to return the location to its
      original state. This includes removing and returning furnishings and equipment,
      arranging for janitorial services, and locking or otherwise securing the facility.
      Arrange for the provision of any logistical staging area required to distribute relief
      supplies. Coordinate with Mass Care/Food and Water on suitable locations.
      Inform the Logistics Section Chief of significant issues affecting the facilities unit.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Volunteers and Donations Unit Leader (VOLDONUL)

       Reports to the Logistics Support Branch Director

Responsibilities:
     1. Provide volunteer and donation resources as requested in support of the EOC and
     Field Operations.
     2. Identify, recruit and register volunteers as required.
     3. Identify space required for incoming donations.
     4. Coordinate with the Public Information Officer on information to be distributed
     regarding donations and volunteers.
     5. Coordinate through Facilities Unit on location for Volunteer Centers as well as
     Donations Centers.
     6. Coordinate with an authorized agency representative on volunteer and donation
     operations.
     7. Coordinate with the Personnel Unit to ensure continuity in resource utilitization.
     8. Supervise the Volunteers and Donations Unit.

Activation Phase:
      Follow the generic Activation Phase Checklist.
      Proactively acquire potential site(s) for volunteer centers
      Contact all CERT Team Leaders and provide necessary information for their role in the
      event, if pre-warned.

Operational Phase:
      Establish and maintain personnel log and other necessary files.
      Coordinate with the Liaison Officer and Safety Officer to ensure that all volunteers and
      receive a current situation and safety briefing upon check-in.
      Establish communications with volunteer agencies and other organizations that can
      provide personnel resources.
      Process all incoming requests for volunteer support. Identify the number of personnel,
      special qualifications or training, where they are needed and the person or unit they
      should report to upon arrival. Determine the estimated time of arrival of responding
      personnel, and advise the requesting parties accordingly.
      Maintain a status board or other reference to keep track of incoming volunteer
      resources.
      Coordinate with the Liaison Officer and Security Officer to ensure access, badging or
      identification, and proper direction for volunteer personnel upon arrival at the
      designated location.
      Establish through the Facilities Unit registration locations with sufficient staff to register
      volunteers, and issue them disaster service worker identification cards.
      Ensure that Security is provided with a regularly updated list of volunteers authorized to
      be operational.
      Coordinate with CERT Team Leaders on the status of operations related to their specific
      groups.
      Ensure proper communications are established through the Communications Unit for
      CERT Teams and other volunteer functions.
      Relay information to the Communications Unit all Amateur Radio Operators reporting for
      volunteer service.

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       Inform the Logistics Section Chief of significant issues affecting the Volunteer and
       Donations Unit.
       Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
       requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Transportation Unit Leader (TUL)

       Reports to the Logistics Support Branch Director

Responsibilities:
     1. In coordination with the Public Works/Engineering Branch Director, and the
     Intel/Situation Unit, develop a transportation plan to support EOC operations.
     2. Arrange for the acquisition or use of required transportation resources.
     3. Provide transportation for PSN’s to and from sheltering, as required.
     3. Supervise the Transportation Unit.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log and other necessary files.
      Routinely coordinate with the Intel/Situation Unit to determine the status of
      transportation routes in and around the County.
      Routinely coordinate with the Public Works/Engineering Branch Director to determine
      progress of route recovery operations.
      Develop a Transportation Plan that identifies routes of ingress and egress and facilitates
      the movement of response personnel, the affected population, and shipment of
      resources and materiel.
      Establish contact with local transportation agencies and schools to establish availability
      of equipment and transportation resources for use in evacuations and other operations
      as needed.
      Coordinate with Public Heath/Medical and Mass Care regarding transportation needs.
      Provide transportation for volunteers to and from operational area(s).
      Maintain a roster of all passengers transported.
      Provide necessary ICS forms to the Documentation Unit through the EOC Chain of
      Command.
      Inform the Logistics Section Chief of significant issues affecting the Transportation Unit.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Military Support Branch (MSBD)

       Reports to the Logistics Section Chief

Responsibilities:
     1. Provide service as requested and permitted.
     2. Institute Branch Tactical Planning as required to support operational units.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log and other necessary files.
      Participate in Logistics Section Planning activities.
      The Florida National Guard is task organized to support minor, major, or catastrophic
      emergencies/disasters.
      Task Force organizational integrity will be retained when operational requirements
      permit.
      Florida National Guard element may be modified to create special task force
      organizations and attached to other units to enhance the capability to provide greater
      support during major/catastrophic emergencies.
      Response operations focus on those of life saving functions required by the population in
      the disaster area. Examples of response the Florida National Guard can provide during a
      state of emergency include:
                       · Evacuation
                       · Impact Assessment
                       · Search and Rescue
                       · Transportation of Supplies and Services
                       · Distribution Points
                       · Provide and Operate Generators
                       · Mass Feeding
                       · Communications
                       · Clear Roads and Bridges
                       · Emergency Medical Support
                       · Comfort Stations
                       · Remove and Transport Debris
                       · Water Purification
                       · Base Camp for Emergency Workers
                       · Aviation Operations
                       · Law Enforcement and Security
                       · Engineer Support
                       · Civilian Acquired Skills
                       · Logistical Staging Areas
      The Florida National Guard will resist attempts to utilize equipment/personnel below a
      company organization level.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:

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       Follow the generic Demobilization Phase Checklist.


Recovery Phase:
     Follow generic Recovery Phase Checklist.
     Recovery operations begin the process of restoring community infrastructure and
     services (both municipal and commercial) to pre-disaster status.
     The Florida National Guard will continue to provide military support to lead agencies
     during the recovery phase until services can be contracted to the civilian sector and
     local/State agencies regain control of the situation.
     The Florida National Guard forces will adjust or re-deploy as operations transition from
     the response and recovery stage to the restoration stage.




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PLANNING SECTION




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PLANNING

                  Planning Section Chief


      Section Deputy




                                  Intel / Situation Branch
                                            ESF 5



                                             Resource Unit
                                                ESF 7


                                              Situation Unit



                                      Damage Assessment Unit
                                        Property Appraiser

                                           Documentation Unit



                                       Advance Planning Unit



                                Technical Services Branch



                                    Mitigation Branch



                                     Medical Director



                                    Demobilization Unit




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Planning Section

Planning Section Chief (PSC)

       Reports to the EOC Commander

Responsibilities:
     1. Ensure that the following responsibilities of the Planning Section are addressed as
     required:
             Collect, analyze, and display situation information
             Prepare periodic situation reports (SITREPS)
             Prepare and distribute the EOC Incident Action Plan
             Facilitate the Incident Action Planning meeting
             Conduct advance planning activities and reporting
             Provide technical support services to the various EOC Sections, Branches Groups
             and Units to document and maintain files on all EOC activities
     2. Establish the appropriate level of organization for the Planning Section.
     3. Exercise overall responsibility for the coordination of Branch/Unit activities within the
     section.
     4. Inform the EOC Commander of significant issues affecting the Planning Section.
     5. In coordination with the other Section Chiefs, ensure information gathered is used as
     a basis for SITREPs, and the EOC Incident Action Plan.
     6. May participate in Statewide Conference Call.
     7. Assess the need for Branch Tactical planning and recommend accordingly.
     8. Supervise the Planning Section.

Activation Phase:
      Follow the generic Activation Phase Checklist.
      Ensure that the Planning Section is set up properly and appropriate personnel,
      equipment, and supplies are in place, including maps and status boards.
      Based on the situation, activate branches/units within section as needed and designate
      Branch Directors or Unit Leaders for each element as required:
          o Intel/Situation Branch
                       Damage Assessment Unit
                       Documentation Unit
                       Advance Planning Unit
          o Technical Services Branch
          o Mitigation Branch
                       Demobilization Unit
      Request additional personnel for the section as necessary to maintain a 24-hour
      operation.
      Establish contact with the operational area(s) and coordinate Situation Reports with
      their Planning Section(s).
      Meet with Operations Section Chief; obtain and review any major incident reports.
      Review responsibilities of Branches in Section; develop plans for carrying out all
      responsibilities.
      Make a list of key issues to be addressed by Planning Section; in consultation with
      section staff, identify objectives to be accomplished during the initial Operational Period.

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       Inform the EOC Commander of significant events.
       Anticipate situations and problems before they occur and develop contingency plans.

Operational Phase:
      Ensure that Planning Section position logs and other necessary files are maintained.
      Ensure the Intel/Situation Branch is maintaining current information for the situation
      report.
      Ensure that major incidents reports and branch status reports are completed by the
      Operations Section and are accessible by the Planning Section.
      Ensure that a situation report is produced and distributed to EOC Section Chiefs and any
      operational area(s), at least once, prior to the end of the operational period.
      Ensure that all status boards and other displays are current and that posted information
      is neat and legible.
      Ensure that the Public Information Officer has immediate and unlimited access to all
      status reports and displays.
      Conduct periodic briefings with section staff and work to reach consensus among staff
      on section objectives for forthcoming operational periods.
      Facilitate the EOC Commander's Incident Action Planning meetings approximately two
      hours after the beginning of each operational period.
      Ensure that objectives for each Section are completed, collected and posted in
      preparation for the next Incident Action Planning meeting.
      Ensure that the EOC Incident Action Plan is completed and distributed one hour prior to
      the start of the next operational period.
      Work closely with each Branch/Unit within the Planning Section to ensure the section
      objectives, as defined in the current EOC Incident Action Plan, are being addressed.
      Ensure that the Advance Planning Unit develops and distributes a report, which
      highlights forecast events or conditions likely to occur beyond the forthcoming
      operational period; particularly those situations that may influence the overall strategic
      objectives of the County EOC.
      Ensure that the Documentation Unit maintains files on all EOC activities and provides
      reproduction and archiving services for the EOC as required.
      Provide technical services, such as energy advisors and other technical specialists, to all
      EOC sections as required.
      Ensure that fiscal and administrative requirements are coordinated through the
      Finance/Admin Section.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Intel/Situation Branch Director (ISBD)

       Reports to the Planning Section Chief

OPERATIONAL NOTE: In matters related to high security issues, this position may relate
directly to the Law Enforcement Branch. Should the situation require any clearance including
For Official Use Only (FOUO), efforts to minimize information distribution will be established and
strictly enforced. Violations may result in penalties including criminal prosecution. The Intel /
Situation Branch may be assigned directly to Command for security measures.

Responsibilities:
     1. Oversee the collection, organization, and analysis of disaster situation information.
     2. Ensure that information collected from all sources is validated prior to posting or
     distribution.
     3. Ensure that situation status reports are developed utilizing forms for dissemination to
     EOC staff and also to any operational area(s).
     4. Ensure that an EOC Incident Action Plan is developed for each operational period,
     based on objectives developed by each Section Chief.
     5. Ensure that all maps, status boards and other displays contain current and accurate
     information.
     6. Provide the necessary Intelligence features for the situation at hand.
     6. Supervise Intel/Situation Branch.

Activation Phase:
      Follow the generic Activation Phase Checklist.
      Ensure there is adequate staff available to collect and analyze incoming information,
      maintain the Situation Report and facilitate the Incident Action Planning process.
      Prepare Intel/Situation Branch objectives for the initial Incident Action Planning meeting.

Operational Phase:
      Ensure position logs, 214 and 214 A and other necessary files are maintained.
      Oversee the collection and analysis of all event/or disaster related information.
      Oversee the preparation and distribution of the Situation Report.
      Coordinate with the Documentation Unit for manual distribution and reproduction as
      required.
      Ensure that each EOC Section provides the Intel/Situation Branch with Branch Status
      Reports on a regular basis.
      Meet with the Public Information Officer to determine the best method for ensuring
      access to current information.
      Provide the necessary interface with external Intelligence authorities in matters related
      to secure issues.
      Prepare a situation summary for the EOC Incident Action Planning meeting.
      Ensure each section provides their objectives at least one hour prior to each Incident
      Action Plan meeting.
      Convene and facilitate the Incident Action Plan meeting following the meeting
      process guidelines.



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       In preparation for the Incident Action Planning meeting, ensure that all EOC objectives
       are posted on chart paper or appropriate computer display, and that the meeting room
       is set up with appropriate equipment and materials (easels, markers, SITREPS, etc.)
       In accordance with the EOC planning “P”, ensure that the Documentation Unit publishes
       and distributes the Incident Action Plan prior to the beginning of the next operational
       period.
       Ensure that adequate staff is assigned to maintain all maps, status boards and other
       displays.
       Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
       requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Resource Unit Leader (RESUL)

       Reports to the Intel Situation Branch Director

Responsibilities:
     1. Coordinate with the other units to capture and centralize resource status information.
     2. Develop and maintain appropriate resource ordering process.
     3. Serve as the central point for ordering resources not accessible via local mutual aid or
     in immediate supply in the Staging Area or Supply Unit.
     4. Maintain contact with the state to ensure accurate resource status ordering and
     reporting.
     5. Establish connection with the state for proper ordering through EM Constellation or
     Groove as necessary.
     6. Supervise the Resource Unit.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log and other necessary files.
      As un-filled resource requests are received from the Logistics Section, post the request
      on a status board or computer and track the progress of the request until filled.
      Coordinate with Finance/Admin Procurement Unit to acquire resources and supply not in
      stock.
      Establish with Procurement the appropriate procedures for requisition and ensure the
      appropriate ICS forms and tracking methods are instituted.
      Status boards will track requests by providing at a minimum, the following information:
      date and time of the request, items requested, priority designation, time the request
      was processed and estimated time of arrival or delivery to the requesting party and time
      resource request was filled and delivered to destination.
      Work closely with other units and assist in notifying requesting parties of the status of
      their resource request. This is particularly critical in situations where there will be delays
      in filling the request.
      The requesting party may develop an additional status board to track resource use.
      Information categories might include the following: actual arrival time of the resource,
      location of use, and an estimate of how long the resource will be needed.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Situation Unit Leader (SITUL)

       Reports to the Intel/Situation Branch Director

Responsibilities:
     1. Collect, organize, and analyze all disaster situation information.
     2. Ensure that information collected from all sources is validated prior to posting or
     distribution.
     3. Ensure that situation status reports are developed utilizing forms or displays for
     dissemination to EOC and also to any operational area(s).
     4. Serve as the central point for information collection from all operational units within
     the EOC, such as the citizen’s information center.
     5. Provide information to the state as required using various communications software
     such as Groove, EM Constellation etc.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log and other necessary files.
      Report all appropriate information to the Branch Director as required.
      Prepare and ensure appropriate information for display in the EOC regarding the
      incident.
      Work with other Sections in the EOC to acquire appropriate information.
      Regularly apprize the Branch Director of the situation status of the incident as it
      progresses as well as provide input to any intelligence function established.
      Track the movement of any tropical system(s) or other threats as necessary.
      Produce wind field timelines in tropical situations and apprize the Branch Director of
      peak winds for apparatus shut down.
      Assist the Rumor Control function with continuity issues.
      Work closely with the Damage Assessment Unit to ensure reported damages are
      collected.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Damage Assessment Unit Leader (DAUL)

       Reports to the Intel/Situation Branch Director

Responsibilities:
     1. Collect initial damage assessment information from other branches/units within the
     various sections.
     2. Ensure disaster inspection teams have been dispatched by Public Works/Engineering
     Branch to assess the conditions and coordinate operations.
     3. Provide detailed damage assessment information to the Intel/Situation Branch
     Director or Situation Unit, with associated loss damage estimates.
     4. Maintain detailed records on damaged areas and structures.
     5. Initiate requests for additional engineers from other agencies to inspect structures
     and/or facilities.
     6. Ensure the GIS Specialist receives all damage information as soon as possible.
     7. Supervise the Damage Assessment Unit.

Activation Phase:
      Follow generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log and other necessary files.
      Obtain initial damage assessment information from Fire and EMS Branch, Law
      Enforcement Branch, Public Works/Engineering and other branches/units as necessary.
      Coordinate with the American Red Cross, other utility service providers, and other
      sources for additional damage assessment information.
      Prepare detailed damage assessment information, including estimate of value of the
      losses, and provide to the Branch Director.
      Clearly label each structure and/or facility inspected in accordance with appropriate
      standards and guidelines.
      Maintain a list of structures and facilities requiring immediate inspection or engineering
      assessment.
      Relay information on damage assessment to the GIS Specialist as required.
      Initiate all requests for engineers and building inspectors through the Planning Section.
      Keep the Public Works/Engineering Branch Director informed of the inspection and
      engineering assessment status.
      Refer all contacts with the media to the Public Information Officer or your Section Chief.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Documentation Unit Leader (DOCUL)

       Reports to the Intel/Situation Branch Director

Responsibilities:
     1. Collect, organize and file all completed event or disaster related forms, to include: all
     EOC position logs, SITREPS, EOC Incident Action Plans and any other related
     information, following the established time-clock.
     2. Provide document reproduction services to EOC staff.
     3. Distribute the Osceola County EOC SITREPs, EOC Incident Action Plan, and other
     documents, as required.
     4. Ensure secure records location in all incidents and establish secure protocol in matters
     of “security issues”.
     4. Maintain a permanent electronic archive of all SITREPs and Incident Action Plans
     associated with the event or disaster.
     5. Assist the Planning Section in the preparation and distribution of the after-action
     Report.
     6. Supervise the Documentation Unit.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Maintain a position log.
      Meet with the Planning Section Chief to determine what EOC materials should be
      maintained as official records.
      Meet with the Recovery Unit Leader to determine what EOC materials and documents
      are necessary to provide accurate records and documentation for recovery purposes.
      Coordinate with the Staging Manager, initiate and maintain a roster of all activated EOC
      positions as well as field units to ensure that position logs are accounted for and
      submitted to the Documentation Unit at the end of each shift.
      Reproduce and distribute the SITREPs and Incident Action Plans. Ensure distribution is
      made to operational area(s) as required.
      Keep extra copies of reports and plans available for special distribution as required.
      Set up and maintain document reproduction services for the EOC.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Advance Planning Unit Leader (APUL)

       Reports to the Intel/Situation Branch Director

Responsibilities:
     1. Development of an Advance Plan consisting of potential response and recovery
     related issues likely to occur beyond the next operational period, generally within 36 to
     72 hours.
     2. Review all available status reports, Incident Action Plans, and other significant
     documents. Determine potential future impacts of the event or disaster; particularly
     issues that might modify the overall strategic EOC objectives.
     3. Provide periodic briefings for the EOC Commander and General Staff addressing
     Advance Planning issues.
     4. Supervise the Advance Planning Unit.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Maintain a position log, 214 A.
      Monitor the current situation report to include recent updates.
      Meet individually with the General Staff and determine best estimates of the future
      direction & outcomes of the event or disaster.
      Develop an Advance Plan identifying future policy related issues, social and economic
      impacts, significant response or recovery resource needs, and any other key issues likely
      to affect EOC operations within a 36 to 72 hour time frame.
      Submit an Advance Plan to the Planning Section Chief for review and approval prior to
      conducting briefings for the General Staff and EOC Commander.
      Review Incident Action Planning objectives submitted by each section for the
      forthcoming operational period. In conjunction with the General Staff, recommend a
      transition strategy to the EOC Commander when EOC activity shifts predominately to
      recovery operations.
      Coordinate with Finance/Admin Section – Recovery Branch on planning needs in
      recovery issues.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Technical Services Branch (TSBD)

       Reports to the Planning Section Chief

Responsibilities:
     1. Provide technical observations and recommendations to the EOC Commander in
     specialized areas, as required.
     2. Ensure that qualified specialists are available in the areas required by the particular
     event or disaster.
     3. Review all available SITREPs, Incident Action Plans, and other significant documents.
     Determine potential future impacts of the event or disaster; particularly issues that
     might modify the overall strategic EOC objectives from a technical point of view.
     4. Supervise the Technical Services Branch.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Maintain a position log and other necessary files.
      Coordinate with the Logistics Section and Public Health/Medical Branch to ensure that
      technical staff are located and mobilized.
      Assign technical staff to assist other EOC Sections in coordinating specialized areas of
      response or recovery.
      Assign technical staff to assist the Logistics Section with interpreting specialized resource
      capability and requests.
      Prepare or submit reports from staff providing technical information as required.
      Provide input to the Planning Meetings in areas requiring technical information.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Mitigation Branch Director (MBD)

       Reports to the Planning Section Chief

Responsibilities:
         1. Responsible of the effective operation of the Mitigation Branch.
         2. Establishes the need for Branch Tactical Planning to effectively intervene with
             mitigation efforts.
         3. Gather assessment priorities for mitigation functions for post-event opportunities.
         4. Provide input to the Situation Unit on all mitigation activity for post-event
             reporting.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Maintain a position log and other necessary files.
      Coordinate with the Planning Section Chief to ensure situational awareness regarding
      mitigation function is emphasized.
      Collect and analyze appropriate data related to vulnerabilities and related damage as a
      result of the incident.
      In coordination with the Damage Assessment Unit, document damaged areas and
      provides input related to vulnerability assessment.
      Collect and assimilate damage information for submittal to Command for project
      establishment and LMS Committee prioritization.
      Coordinate LMS Committee team members to make project assessments.
      Coordinate with the building officials to expedite the permitting process and ensure off
      site permitting in the post-disaster setting.
      Make recommendations through the Planning Section Chief to Command for transmittal
      to the Policy Group and ordinance waivers in the planning and permitting process.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Demobilization Unit Leader (DEMOB)

       Reports to the Planning Section Chief

Responsibilities:
     1. Develop a Demobilization Plan for the EOC based on a review of all pertinent planning
     documents, and SITREPs.
     2. Supervise personnel assigned to the Demobilization Unit.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Monitor the current situation report to include recent updates.
      Meet individually with the general staff and administer the section worksheet for the
      Demobilization Plan.
      Meet with the EOC Commander and administer the EOC Commander's worksheet for the
      Demobilization Plan.
      Utilizing the worksheets, develop a draft Demobilization Plan and circulate to the EOC
      Commander and General Staff for review.
      Finalize the Demobilization Plan for approval by the EOC Commander.
      Demobilization planning must occur at least once during the operational period for as
      long as EOC Sections are formally staffed.
      Advise all Section Chiefs to ensure that demobilized staff complete all reports, time
      sheets, and exit surveys in coordination with the Personnel Unit prior to leaving the EOC
      or other assigned location.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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MEDICAL DIRECTOR (MD)

       Reports to the Planning Section Chief as needed

Responsibilities:
     1. Provide critical medical information and expertise as required.
     2. Supervise personnel assigned to the Unit
     3. Provide critical medical assignment prioritization in overwhelming situations or
     conditions will not permit the EMS group to execute assignments immediately.
     4. Provide priority and technical information for incident objectives.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:

The Medical Director is listed as a resource available. While there may be no specific functions
during activation, the Medical Director will work in the capacity of a Technical Specialist. This
position provides specific, technical expertise in operations requiring such.

The Medical Director may be assigned to prioritize medical calls when units are returning to the
response mode having been suspended in high-wind conditions.

The Table of Organization shows a connection to the Operations Section, Health and Medical
Branch in that the current Medical Director serves as the medical authority within the
Department of Health for Osceola County as well as the current contract physician for the
emergency medical services in Osceola County.




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FINANCE/ADMINISTRATION




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FINANCE / ADMINISTRATION


                     Finance / Admin Chief


        Section Deputy



                                        Procurement Unit


                                        Recovery Branch



                                             Housing Unit


                                         Unmet Needs Unit


                                         DRC/PA/DFO Unit


                                             Time Unit

                                  Compensation / Claims Unit

                                             Cost Unit




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Finance/Admin Section

Finance/Admin Section Chief (FASC)

       Reports to the EOC Commander

Responsibilities:
     1. Ensure that all financial records are maintained throughout the event or disaster.
     2. Ensure that all on-duty time is recorded for all County emergency response personnel.
     3. Ensure that all on-duty time sheets are collected from field level supervisors or
     Incident Commanders and their staffs.
     4. Ensure there is a continuum of the payroll process for all County employees
     responding to the event or disaster.
     5. Determine purchase order limits for the procurement function in Logistics.
     6. Ensure that workers compensation claims, resulting from the response are processed
     within a reasonable time, given the nature of the situation.
     7. Ensure that all travel and expense claims are processed within a reasonable time,
     given the nature of the situation.
     8. Provide administrative support to all EOC Sections as required, in coordination with
     the Personnel Unit.
     9. Activate units within the Finance/Admin Section as required, monitor section activities
     continuously and modify the organization as needed.
     10. Ensure that all recovery documentation is accurately maintained during the response
     and submitted on the appropriate forms to the Federal Emergency Management Agency
     (FEMA) and/or the State of Florida Division of Emergency Management
     11. Supervise the Finance/Admin Section.
     12. May participate in Statewide Conference Call.

Activation Phase:
      Follow the generic Activation Phase Checklist.
      Ensure that the Finance/Admin Section is set up properly and that appropriate
      personnel, equipment, and supplies are in place.
      Based on the situation, activate units within section as needed and designate Branch
      Directors for each element:
              Time Unit
              Compensation / Claims Unit
              Cost Unit
              Recovery Branch
      Ensure that sufficient staff is available for a 24-hour schedule, or as required.
      Meet with the Logistics Section Chief and review financial and administrative support
      requirements and procedures; determine the level of purchasing authority to be
      delegated to Logistics Section.
      Meet with all Unit Leaders and ensure that responsibilities are clearly understood.
      In conjunction with Unit Leaders, determine the initial Incident Action Planning
      objectives for the first operational period.
      Notify the EOC Commander when the Finance/Admin Section is operational.
      Anticipate situations and problems before they occur and develop a contingency plan.


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Operational Phase:
      Ensure that Finance/Admin position logs and other necessary files are maintained.
      Ensure that displays associated with the Finance/Admin Section are current, and that
      information is posted in a legible and concise manner.
      Participate in all Incident Action Planning meetings.
      Participate in Business Management meeting with Command and Logistics and prepare
      summaries on current cost analysis.
      Brief all Unit Leaders and ensure they are aware of the EOC objectives as defined in the
      Incident Action Plan.
      Inform the EOC Commander, General Staff, of the current fiscal situation and other
      related matters on an on-going basis.
      Ensure that the Recovery Branch maintains all financial records throughout the event or
      disaster.
      Ensure that the Time Unit tracks and records all agency staff time in coordination with
      the Documentation Unit in Logistics.
      In coordination with the Logistics Section, ensure that the Procurement Unit processes
      purchase orders and develops contracts in a timely manner.
      Ensure that the Compensation/Claims Unit processes all workers compensation claims,
      resulting from the disaster or event, in a reasonable time frame, given the nature of the
      situation.
      Ensure that the Time Unit processes all time sheets and travel expense claims promptly.
      Ensure that the Finance/Admin Section provides administrative support to other EOC
      Sections as required.
      Ensure that all recovery documentation is accurately maintained by the Recovery Unit
      during the response, and submitted on the appropriate forms to Federal Emergency
      Management Agency (FEMA) and/or the State of Florida Division of Emergency
      Management.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Procurement Unit Leader (PRUL)

       Reports to the Finance/Admin Section Chief

Responsibilities:
     1. Coordinate vendor contracts not previously addressed by existing approved vendor
     lists.
     2. Coordinate with Resource Unit on all matters involving the need to exceed established
     purchase order limits and issuance of Emergency Purchase Orders (EPO’s).
     3. Supervise the Procurement Unit.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain position logs (214’s) and other necessary files.
      Review the County's emergency purchasing procedures.
      Prepare and sign contracts as needed; obtain concurrence from the Finance/Admin
      Section Chief.
      Ensure that all contracts identify the scope of work and specific site locations.
      Negotiate rental rates not already established, or purchase price with vendors as
      required.
      Admonish vendors as necessary, regarding unethical business practices, such as inflating
      prices or rental rates for their merchandise or equipment during disasters.
      Finalize all agreements and contracts, as required.
      Complete final processing and send documents to appropriate agency for payment
      execution.
      Verify costs data in the pre-established vendor contracts and/or agreements.
      In coordination with the Resources Unit in the Planning Section, ensure that processing
      purchase orders and contract development is accomplished in a timely manner.
      Inform the Finance/Admin Section Chief of all significant issues involving the
      Procurement Unit.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




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Recovery Branch Director (RBD)

       Reports to the Finance/Admin Section Chief

Responsibilities:
     1. Collect and maintain documentation of all disaster information for reimbursement
     from the Federal Emergency Management Agency (FEMA) and/or the State of Florida
     Division of Emergency Management.
     2. Coordinate all fiscal recovery with disaster assistance agencies and partners.
     3. Prepare and maintain a cumulative cost report for the event or disaster.
     4. Supervise the Recovery Branch and all recovery operations.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain position log and other necessary files.
      In conjunction with Finance, compute costs for use of equipment owned, rented,
      donated or obtained through mutual aid.
      Obtain information from the Supply Unit regarding equipment use times.
      Ensure that the Finance establishes a disaster accounting system, to include an
      exclusive cost code for disaster response.
      Ensure that each Section is documenting cost recovery information from the onset of the
      event or disaster. This includes protective measures 72 hours in advance in a hurricane
      scenario.
      Collect required cost recovery documentation at the end of each Operational Period.
      Meet with the Documentation Unit Leader and review EOC Position logs, journals, all
      status reports and Incident Action Plans to determine additional cost recovery items that
      may have been overlooked.
      Participate in business management meeting with Command, Planning Logistics and
      prepare summaries on current cost analysis.
      Act as the liaison for the Osceola County EOC and other disaster assistance agencies; to
      coordinate the cost recovery process.
      Prepare all required state and federal documentation as necessary to recover all
      allowable disaster response and recovery costs.
      Contact and assist Incident Commanders, and obtain cumulative cost totals for the event
      or disaster, on a daily basis.
      Prepare and maintain a cost report for the Finance/Admin Chief, EOC Commander, and
      Policy Group. The report should provide cumulative analyses, summaries, and total
      disaster / event related expenditures for the County.
      Organize and prepare records for final audit.
      Assist the EOC Commander and Planning Section with preparation of the After-Action
      Report.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.


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Recovery Phase:
     Follow generic Recovery Phase Checklist.
     Convene interagency recovery expertise to provide strategic guidance to long-term
     recovery efforts.
     Identify and address long-term recovery issues, including those that fall between
     existing mandates of agencies.
     Avoid duplication of assistance, coordinate program application processes and planning
     requirements to streamline assistance processes, and identify and coordinate resolution
     of policy and program issues.
     Identify programs and activities across the public, private, and nonprofit sectors that
     similarly support long-term recovery and promote coordination between them.
     Identify appropriate programs and agencies to support implementation of
     comprehensive long-term community planning and identify gaps in available resources.
     Identify appropriate programs and agencies to support and facilitate continuity of long-
     term recovery activities.




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Housing Unit Leader (HOUSUL)

       Reports to the Recovery Branch Director

Responsibilities:
     1. Assist in the facilitation and coordination of housing resource needs based on the
         magnitude of the incident.
     2. Coordinate effective temporary alternative housing measures.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain position log and other necessary files.
      Ensure all documentation is coordinated with the Documentation Unit
      Prepare for recovery assistance development for immediate recovery efforts.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Recovery Phase:
     Assist in the provision of quick repairs to damaged roofs on private homes.
     Research financial assistance to homeowners for repair of their primary residence,
     utilities, and residential infrastructure.
     Ensure a centralized location for identified available housing resources from the private
     sector and other agencies (i.e., Department of Housing and Urban Development (HUD),
     Department of Veterans Affairs (VA), and USDA properties).
     Research and develop financial assistance issued to individuals and families for rental of
     temporary accommodations.
     Facilitate private or semiprivate accommodations, but not considered temporary housing
     (e.g., cruise ships, tent cities, military installations, school dorm facilities, or modified
     nursing homes).
     Assist in direct assistance to victims and families of permanent or semi-permanent
     housing construction.
     Research and provide temporary accommodations for individuals and families in
     transition from congregate shelters or other temporary environments, but unable to
     return to their pre-disaster dwelling.
     Provide temporary units, factory-built. (This option is utilized only when other housing
     resources are not available.) Units will be appropriate to the community needs and
     include accessible units.
     When requested and funded by FEMA, assist in the administration of the Disaster
     Housing Assistance Program for eligible applicants.
     Provides housing resources for individuals certified as eligible for long-term housing.
     Provide access to housing counseling services.




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Unmet Needs Unit Leader (UNMET)

       Reports to the Recovery Branch Director

Responsibilities:
     1. Coordinate with other agencies to determine and provide relief in situation where
         unmet needs exist.
     2. Assist in the support of meetings to determine any unmet needs.
     3. Research “hidden” communities and cultures to provide for rapid recovery.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain position log and other necessary files.
      Ensure all documentation is coordinated with the Documentation Unit.
      Coordinate with Mass Care in Logistics to determine outstanding needs.
      Provide input to the Section Chief on findings for immediate resolution.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Recovery Phase:
     Principal work is accomplished during the Recovery Phase, therefore operational refers
     to recovery.




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DRC/PA/DFO Unit Leader (DRCPADFOUL)
(Disaster Recovery Center, Public Assistance & Disaster Field Office)

       Reports to the Recovery Branch Director

Responsibilities:
     1. Assist in procuring and developing the Disaster Recovery Center when required.
     2. Provide staffing for each process as listed, when required.
     3. Act in the capacity as contact point for initial Public Assistance.
     4. Coordinate with all agencies regarding expected Public Assistance projects.
     5. Supervise as the Unit Leader

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain position log and other necessary files.
      Coordinate with the Facilities Unit in determining the appropriate location for hard
      facilities required. (This should be based on pre-identified sites)
      Ensure coordination with the JIC on appropriate information for distribution to the
      public.
      Procure the appropriate equipment required to establish a DRC as necessary, at
      minimum refer to the CEMP for required equipment.
      Assist in establishing the Request for Public Assistance process and Kick-Off meeting.
      Determine the appropriate location for required meetings and briefings
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Recovery Phase:
     Follow generic Recovery Phase Checklist.
     Principal work is accomplished during the Recovery Phase, therefore operational refers
     to recovery.




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Time Unit Leader (TIMEUL)

       Reports to the Finance/Admin Section Chief

Responsibilities:
     1. Track, record, and report all on-duty time for personnel working during the event or
     disaster.
     2. Ensure that personnel time records, travel expense claims and other related forms are
     prepared and submitted to county budget and payroll office.
     3. Ensure that all volunteer time is recorded for future reference.
     4. Supervise the Time Unit.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain position logs and other necessary files.
      Initiate, gather, or update time reports from all personnel, to include volunteers
      assigned to each shift; ensure that time records are accurate and prepared in
      compliance with County policy.
      Obtain complete personnel rosters from the Personnel Unit. Rosters must include all EOC
      Personnel as well as personnel assigned to field operations.
      Provide instructions for all supervisors to ensure that time sheets and travel expense
      claims are completed properly and signed by each employee prior to submitting them.
      Establish a file for each employee or volunteer within the first operational period to
      maintain a fiscal record for as long as the employee is assigned to the response.
      Inform the Finance/Admin Section Chief of significant issues affecting the Time Unit.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




                                                                       Osceola County Emergency Operations Center
                                                                                                Operational Guide

                                                                                                             107
Compensation and Claims Unit Leader (COMPCLAIMSUL)

       Reports to the Finance/Admin Section Chief

Responsibilities:
     1. Coordinate with the Safety Officer on the investigation of injuries and property /
     equipment damage claims involving the County, arising out of the event or disaster.
     2. Complete all forms required by worker's compensation program.
     3. Maintain a file of injuries and illnesses associated with the event or disaster, which
     includes results of investigations.
     4. Supervise the Compensation and Claims Unit.

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log and other necessary files.
      Maintain a chronological log of injuries and illnesses, and property damage reported
      during the event or disaster.
      Investigate all injury and damage claims as soon as possible.
      Prepare appropriate forms for all verifiable injury claims and forward them to Worker's
      Compensation within the required time frame consistent with County policy and
      Procedures.
      Coordinate with the Safety Officer regarding the mitigation of hazards.
      Inform the Finance/Admin Chief of significant issues affecting the Compensation and
      Claims Unit.
      Forward all equipment or property damage claims to the Recovery Unit.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




                                                                         Osceola County Emergency Operations Center
                                                                                                  Operational Guide

                                                                                                               108
Cost Unit Leader (COSTUL)

       Reports to the Finance/Admin Section Chief

Responsibilities:
     1. Establish cost reporting procedures to ensure appropriate elements of expenditure are
     tracked.
     2. Coordinate cost sharing agreements and protocols within the county as well as with
     other jurisdictions.
     3. Establish third party billing procedures.
     4. Estimate, track and analyze event cost data.
     5. Prepare and develop cost display summaries as required.
     6. Supervise the Cost Unit

Activation Phase:
      Follow the generic Activation Phase Checklist.

Operational Phase:
      Establish and maintain a position log and other necessary files.
      Maintain a chronological log of all expenditures during the event or disaster.
      Establish cost analysis and coordinate with Logistics on all expenditures for reporting.
      Establish and distribute to Command the protocols of “cost sharing” related to the event
      or disaster.
      Inform the Finance/Admin Chief of significant issues affecting the Cost Unit.
      Prepare a cost summary report for each operational period to include projected costs for
      the next operational period.
      Establish procedures for receiving and depositing funds if different than routine.
      Maintain an ICS 214A, individual log and sign in on the ICS 214 Unit Log for the
      Finance/Admin section.
      Brief relief at shift change, ensuring that ongoing activities are identified and follow-up
      requirements are known.

Demobilization Phase:
     Follow the generic Demobilization Phase Checklist.

Recovery Phase:
     Follow generic Recovery Phase Checklist.




                                                                        Osceola County Emergency Operations Center
                                                                                                 Operational Guide

                                                                                                              109
EOC OPERATIONAL CYCLE




FORMS

1. Forms are subject to change based on the needs of the operation.

2. Generally each individual will be issued an ICS 214A for individual logging of information
during the operation period.



                                                                        Osceola County Emergency Operations Center
                                                                                                 Operational Guide

                                                                                                              110
                              INCIDENT COMMAND FORMS DESCRIPTION
    FORM
  NUMBER                       NAME                        PURPOSE                               COMPLETION
ICS – 201      Incident Briefing                Provides a platform or note           Requires input from all sections and is
                                                sheet for an incident. This is a 3-   completed by the Planning Section.
                                                page form
ICS – 201-1    Incident Briefing (Brief)        An abbreviated version of the         Same as above.
                                                ICS – 201 Form
ICS – 202      Incident Objectives              Denotes the incident objectives       Safety Officer, Weather Specialist,
                                                as established by Command             Command. Completed by the
                                                                                      Planning Section
ICS – 203      Positions Assignment List        Provides a listing of position        Personnel Unit. Delivered to the
                                                assignments for operations in         Planning Section.
                                                the EOC
ICS – 204      Division Assignment List         Lists personnel and resources         Operations Section delivered to the
                                                dedicated to a Division. Also         Planning Section.
                                                lists communications
                                                frequencies for that division
ICS – 205      Incident Communications Plan     Provides all radio                    Communications Unit in Logistics
                                                communication frequencies by          completes the ICS – 205 Form
                                                operation
ICS – 206      Medical Plan                     Provides locations where              The ICS – 206 Form is completed by
                                                medical service may be                the EMS Ops Branch in Operations
                                                rendered to responders
ICS – 207      Organizational Chart             Depicts the organization for the      Completed by the Planning Section
                                                operational period                    with input from all Sections
ICS – 208      Schedule of Meetings             Lists the meeting schedule for a      The ICS – 208 Form is completed by
                                                24 hour cycle                         the Planning Section with input from
                                                                                      Command
ICS – 209 AR   Intelligence Summary             Provides information and              Completed by the Intel-Situation
                                                expectations to enhance               component of the Planning Section
                                                decision making
ICS – 210      Not Used
ICS – 211 P    Personnel Check-in Roster        Provides accountability for all       Completed by the Personnel Unit in
                                                personnel functioning in the          the Logistics Section
                                                EOC
ICS – 212      Not Used
ICS – 213      General Message Form             Used to transmit written              Anyone in the system may use the
                                                messages. Provides a space for        form.
                                                reply. Can be used to transmit
                                                messages by alternative means
ICS – 214      Unit Log                         Provides a means for tracking         Leadership positions within the
                                                activity within a group. Includes     system
                                                mechanical equipment
                                                information
ICS – 214 A    Individual Log                   Provides for a written log of         Everyone in the system is required to
                                                activities for everyone in the        log their activities during their
                                                system.                               assigned operational period
ICS – 215 A    Safety Analysis                  Provides an overview of hazards       The Safety Officer
                                                involved during the event
ICS – 215 AR   Operational Planning Worksheet   Provides for a method of              The Operations Section
                                                determining resource needs
                                                based on incident objectives
ICS – 216      Radio Requirement Worksheet      NOT USED                              NOT USED
ICS – 217      Radio Frequency Assignment       NOT USED                              NOT USED
               Worksheet
ICS – 218      Support Vehicle Inventory        Lists the support vehicles            Resource/Supply completes the ICS –
                                                available for use in an operation     218 Form
ICS – 219      Card Stock Resource Inventory    NOT USED                              NOT USED
ICS – 220      Air Operations Summary           Used to track air support activity    Air Operations Branch within the
                                                                                      Operations Section is responsible for
                                                                                      completing the ICS – 220 Form
ICS – 221      Demobilization Form              Provides a checklist and sign-        Everyone working in the system must
                                                offs for demobilizing during an       complete the ICS – 221 Form
                                                event
ICS – 259      Resource Order Form              Requires detailed information         Use to order resources in or outside
                                                about a request and provides          the System.
                                                tracking capability
            1. Incident Name               2. Date Prepared 3. Time Prepared

IAP COVER




                     Incident Name
                DATE:
  OPERATIONAL PERIOD:

                           Prepared By:
                           Approved By:


                                   IAP Cover
                               1. Incident Name        2. Date Prepared   3. Time Prepared
 Incident Objectives

4. Operational Period (Date and Time)

5. General Objectives for the Incident (include Alternatives)




6. Weather Forecast for Operational Period




7. General Safety Message




8. Attachments (Mark if attached)

      Organization List - ICS 203              Medical Plan - ICS 206      Weather Information

      Div. Assignment Lists - ICS 204          Incident Map

      Communications Plan - ICS 205            Traffic Plan

9. Prepared by                                 10. Approved by (Command)




                                                       ICS 202
                               Incident Name                             Date        Time Prepared

  Incident Briefing
                                                     6. Resources
     Resources Ordered             Resources Identified            ETA    On Scene      Location / Assignment




                                         7. Summary of Current Actions
Status:




Initial Incident Objectives:




Current Actions:




Weather Summary:




Safety Message:




           ICS 201                     Page 3 of 3

                                                     ICS 201 (3)
                                                        Incident Name                                                                                    Date Prepared                                            Time Prepared

Incident Briefing
                                                                                                5. Current Organization



                                                                                                                                BOCC




                                                                                                                             Policy Group




                                                                                                                          EOC Commander
                                                                                                                                .



                                                                                                      Safety                                         Deputy / Assistant
                                                                                                        .


                                                                                                     Liaison                                     Public Information Officer




             Operations Section Chief                                                                          Logistics Section Chief                                        Planning Section Chief                                        Finance / Admin Chief




   Staging                                  Section Deputy                                Section Deputy                                             Section Deputy                                                Section Deputy




                                           Fire / EMS Branch                                                                             Logistics Service Branch                                       Intel / Situation Branch                                         Procurement Unit
                                                                                                                                                                                                                                    ESF 5


                                                                                                                                                                                                                                                                            Time Unit
                                                Fire Operations Group                                                                             Communications Unit                                         Damage Assessment Unit
                                                                               ESF 4                                                                                          ESF 2                             .
                                                                                                                                                                                                                                                                    Compensation / Claims Unit

                                                                                                                                             Mass Care / Food & Water Unit                                       Documentation Unit

                                                     Search & Rescue Unit                                                                                            ESF 6 & 11
                                                                                                                                                                                                                                                                            Cost Unit
                                                                                 ESF 9
                                                                                                                                                      Animals Unit                                              Advance Planning Unit

                                                           Hazmat Unit                                                                                                        ESF 17
                                                                                                                                                                                                                                                                          Recovery Branch
                                                                                 ESF 10
                                                                                                                                               Information Technology Unit                             Technical Services Branch

                                                EMS Operations Group

                                                                                                                                                                                                          Mitigation Branch
                                                                                                                                         Logistics Support Branch
                                  Public Health / Medical Branch
                                                                       ESF 8
                                                                                                                                                                                                           Medical Director

                                                                                                                                                  Supply Unit
                                                  Special Needs Unit
                                                                               ESF 18                                                                                                                     Demobilization Unit

                                                                                                                                                      Personnel Unit
                                                    Medical Examiner Unit


                                                                                                                                                      Facilities Unit
                                                  Public Health Unit


                                                                                                                                               Volunteers & Donations Unit
                                        Law Enforcement Branch                                                                                                                ESF 15
                                                                      ESF 16

                                                                                                                                                   Transportation Unit
                                                                                                                                                                             ESF 1
                                                Law Enforcement Unit
                                                                                                                                         Military Support Branch
                                                                                                                                                                    ESF 13
                                Public Works / Engineering Branch
                                                                ESF 3




                                                     Utilities Unit
                                                                               ESF 12


                                                  Public Works Unit




                                                                                                     Prepared By:
        ICS 201                                                 Page 2 of 3                          Approved By:


                                                                                                                   ICS 201 (2)
                    1. Incident Name                  2. Date Prepared 3. Time Prepared

Incident Briefing
                                        4. Map Sketch




                                   Prepared By:
     ICS 201            Page 1     Approved By:



                                            ICS 201
                             Incident Name                         Date Prepared       Time Prepared

 Incident Briefing
Operational Period Date / Time:                 From:                                  To:
                                                        Briefing
Incident Location:



Map Attached? Yes__________ No ___________
Brief Summary of Incident:




Current / Completed Actions:




Current Organization:                                              COMMAND
                                                                      .

                                                        SAFETY               LIAISON
                                                                                 .

                                                          PIO



                                   OPERATIONS           LOGISTICS           PLANNING         FINANCE / ADMIN


                               .
                               .




Resources Summary:
         Ordered               Identification        ETA               On Scene                   Location




                                                Prepared By
      ICS 201(brief)               Page 1       Approved By


                                                     ICS - 201 Brief
                                                          DAY
                    ORGANIZATION ASSIGNMENT LIST                    9.          Operations Section
1. Incident Name                                                    Chief
2. Date                                       3. Time               Deputy
4. Operational Period                                               Fire & EMS Branch
5.            Incident Commander and Staff                          Branch Director
Incident Commander                                                  Fire Operations Group (ESF-4)
Deputy                                                              Search & Rescue Unit (ESF-9)
Safety Officer                                                      Hazmat Unit (ESF-10)
Public Information Officer                                          EMS Operations Group
Liaison Officer
6.            Agency Representative
Agency                                       Name                   Public Health/Medical Branch
Security                                                            Branch Director (ESF-8)
                                                                    Special Needs Unit
Kissimmee                                                           Mass Casualty Unit
St. Cloud                                                           Medical Examiner Unit
Federal                                                             Public Health Unit
School Board
FEMA
                                                                    Law Enforcement Branch
Staging                                                             Branch Director (ESF-16)
State Coordinating Officer                                          Law Enforcement Unit


7.            Planning Section
Chief (ESF-5)
Deputy
Intel/Situation Branch
Damage Assessment Unit                                              Public Works/Engineering Branch
Documentation Unit                                                  Branch Director (ESF-3)
Advance Planning Unit                                               Utilities Unit (ESF-12)
Tech Service Branch                                                 Public Works Unit
Mitigation Branch
Demobilization Unit
GIS Specialist                                                      10.           Finance/Admin Section
Resource Unit (ESF-7)                                               Chief
8.          Logistics Section                                       Deputy
Chief                                                               Procurement Unit
Deputy/Assistant                                                    Time Unit
A.          Service Branch                                          Comp/Claims Unit
Branch Director                                                     Cost Unit
Communications Unit (ESF-2)                                         Recovery Branch
Mass Care/Food & Water (ESF 6&11)                                   IA Rep
Animals Unit (ESF-17)                                               Unmet Needs
Information Tech Unit
B.          Support Branch
Branch Director
Supply Unit
Personnel Unit                                                      Prepared By:
Facilities Unit
Volunteer Unit (ESF-15)
Transportation Unit (ESF-1)
Military Support Branch (ESF-13)


                                                        203 - DAY
                                                          NIGHT
                    ORGANIZATION ASSIGNMENT LIST                  9.          Operations Section
1. Incident Name                                                  Chief
2. Date                                         3. Time           Deputy
4. Operational Period                                             Fire & EMS Branch
5.            Incident Commander and Staff                        Branch Director
Incident Commander                                                Fire Operations Group (ESF-4)
Deputy                                                            Search & Rescue Unit (ESF-9)
Safety Officer                                                    Hazmat Unit (ESF-10)
Public Information Officer                                        EMS Operations Group
Liaison Officer
6.            Agency Representative
Agency                                       Name                 Public Health/Medical Branch
Security                                                          Branch Director (ESF-8)
                                                                  Special Needs Unit
Kissimmee                                                         Mass Casualty Unit
St. Cloud                                                         Medical Examiner Unit
Federal                                                           Public Health Unit
School Board
FEMA
Federal Coordinating Officer                                      Law Enforcement Branch
Staging                                                           Branch Director (ESF-16)
State Coordinating Officer                                        Law Enforcement Unit


7.            Planning Section
Chief (ESF-5)
Deputy
Intel/Situation Branch Director
Damage Assessment Unit                                            Public Works/Engineering Branch
Documentation Unit                                                Branch Director (ESF-3)
Advance Planning Unit                                             Utilities Unit (ESF-12)
Tech Service Branch                                               Public Works Unit
Mitigation Branch
Demobilization Unit
GIS Specialist                                                    10.           Finance/Admin Section
Resource Unit (ESF-7)                                             Chief
8.          Logistics Section                                     Deputy
Chief                                                             Procurement Unit
Deputy/Assistant                                                  Time Unit
A.          Service Branch                                        Comp/Claims Unit
Branch Director                                                   Cost Unit
Communications Unit (ESF-2)                                       Recovery Branch
Mass Care/Food & Water (ESF 6&11)                                 IA Rep
Animals Unit (ESF-17)                                             Unmet Needs
Information Tech Unit
B.          Support Branch
Branch Director
Supply Unit
Personnel Unit                                                    Prepared By:
Facilities Unit
Volunteer Unit (ESF-15)
Transportation Unit (ESF-1)
Military Support Branch (ESF-13)


                                                      203 - NIGHT
                                 1. Incident Name                               2. Date Prepared        3. Time Prepared
         UNIT LOG
4. Unit Name/Designators         5. Unit Leader (Name and Position)             6. Operational Period


                                        7. Personnel Roster Assigned
              Name                           ICS Position                                     Home Base




                                          Equipment Information
                                                         Beginning       Ending               Fuel Quantity     Fuel Cost
Equipment Number             Type Equipment               Mileage        Mileage        Oil




                                                    8. Activity Log
       Time                                                      Major Events




9. Prepared by (Name and Position)


   ICS 214
Incident Name                    Date & Time Of Message                GENERAL MESSAGE
                                                                       ICS 213
TO:                                               ICS / ESF Position

FROM:                                             ICS / ESF Position

Subject:                                                       Message Type (Flash, Immediate, Priority, Routine)


Message
                                                  Is this a Resource Request?             YES              NO




Signature / Position (Person Sending)                             Date & Time


Reply




Signature / Position (Person Replying)                            Date & Time


GENERAL MESSAGE                                                                                   ICS 213

                                            ICS 213 Gen Message
INCIDENT CHECK-IN LIST               Incident Name           Operational Period (Date & Time)                            Check-in Location


Personnel Check-In Information
                                                                                                                                               Picture ID           Time
                  Name                               Company / Agency                  ICS Position / Assignment / ESF    EOC Badge #
                                                                                                                                             Provided (type)   IN          OUT




                      Prepared by:                     Date/Time:                  Date / Time Sent to Resource Supply
 Page ____ of ____

    ICS-211 P                                                                     ICS 211P
                                 Incident Intelligence Summary (ICS-209AR)
      Date                 Time          Initial       Update       Final     Incident Number      Incident Name
                                           []            []          []
 Incident Type             Start Date/Time             Cause        Incident Commander          IMT Type State/Unit


     County                Lattitude and Longitude        Short Location Description


                                                     Current Situation
  Size/Area Involved             % Contained         Expected Containment:         ($)Cost to Date Declared
                                                     Date:__________                               Controlled
                                                     Time:__________                               Date:________
                                                                                                   Time:________
Injuries Today:______ Fatalities:______                                      Structure Information

             Threat to Human Life/Safety                      Type of Structure     # Threatened      # Destroyed
Evacuation in progress
                                                          Residence
No evacuation imminent
Potential future threats
                                                          Commercial
No likely threats
                    Hazards Involved:                     Other
                                                          Resources Threatened:

          Current Weather Conditions              Resource benefits/objectives
Wind Speed:_____     Temperature:_____
Wind Direction:_____ Relative Humidity:_____
                                        Significant events today:



                                                   Committed Resources
                                                                                                            Total
 Agency
              SR     ST     SR    ST    SR     ST        SR         SR                                    Personnel




   Total




                                                         ICS 209 AR
                                                    Outlook
Estimated        Projected Final     Estimated Final Tomorrow's Forecasted Weather
Control          Size                Cost
Date:________                                        Wind Speed:_____     Temperature:_____
Time:________                                        Wind Direction:_____ Relative Humidity:_____
Critical Resources Needs:
1.
2.
3.

Actions planned for next operational period:




Projected movement/spread during next operational period:




Major problems and concerns:




Describe resistance to control in terms of :
1. Growth potential -

2. Specific difficulty -

How likely is it that containment/control targets will be met, given the current resources and strategy?




Projected Demobilization start date:


Remarks:




Prepared by:                  Approved by:                   Sent to:                by:
                                                             Date:__________         Time:__________




                                                     ICS 209 AR
Incident Schedule of Meetings/Events                                                            ICS 208


 Incident Name:                                       Date Prepared:           Time Prepared:

 Operational Period:                   Operational Period Date/Time:   From:     To:


    Time               Meeting/Event                      Location               Attendance
    0000
    0100
    0200
    0300
    0400
    0500
    0600
    0700
    0800
    0900
    1000
    1100
    1200
    1300
    1400
    1500
    1600
    1700
    1800
    1900
    2000
    2100
    2200
    2300
  2359
 Prepared                                                          Approved
 By:                                                               by
                                                                   Command:
ICS 208
                        1. Incident Name               2. Date Prepared        3. Time Prepared 4. Operational Period
  MEDICAL PLAN
                                            5. Incident Medical Aid Station
                                                                                                          Paramedics
      Medical Aid Stations                                      Location
                                                                                                          Yes    No




                                                  6. Transportation
                                               A. Ambulance Services
                                                                                                          Paramedics
             Name                                     Address                                Phone
                                                                                                          Yes    No




                                               B. Incident Ambulances
                                                                                                          Paramedics
             Name                                               Location
                                                                                                          Yes    No




                                                     7. Hospitals
                                                 Travel Time                                Helipad       Burn Center
        Name                     Address                                   Phone
                                                 Air    Grnd.                             Yes     No      Yes    No




                                           8. Medical Emergency Procedures




9. Prepared by (medical Unit Leader)                   10. Reviewed by (Safety Officer)



       ICS 206
                                                  1. Incident Name             2. Date/Time Prepared   3. Operational Period Date/Time
 INCIDENT RADIO COMMUNICATIONS PLAN

                                                      4. Basic Radio Channel Utilization
Radio Type/Cache        Channel        Function            Frequency/Tone               Assignment                     Remarks




5. Prepared by (Communications Unit)




                                                                     ICS 205
                                                     1. Branch                 2. Division/Group
        DIVISION ASSIGNMENT LIST
3. Incident Name                                     4. Operational Period
                                                           Date:                            Time:
                                                5. Operations Personnel
Operations Section Chief                             Division/Group Supervisor

Branch Director                                      Air Attack Supervisor No.
                                            6. Resources Assigned this Period
     Strike Team/Task                                 Number       Trans.
                                       Leader                                    Drop Off PT./Time   Pick Up PT./Time
 Force/Resource Designator                            Persons      Needed




7. Control Operations




8. Special Instructions




                                        9. Division/Group Communication Summary
 Function               Frequency           System      Channel Function        Frequency            System   Channel

Command                                                            Logistics


 Tactical
                                                                   Specialty
Div/Group

    Prepared by (Resource Unit Ldr.)      Approved by (Planning Sec Chief)              Date              Time



                                                        ICS 204
                                 1. Incident Name                            2. Date Prepared        3. Time Prepared
  INDIVIDUAL LOG 214 A
4. Individual Name               ICS Section Assigned                        6. Operational Period


Activity Log                                                                               Page               of
        Time                                                  Major Events




9. Prepared by (Name and Position)



   ICS 214 A                                        Individual Log
ICS-215A                                            Identified Risks       Date & Time      Operational
Incident Safety Analysis                                                                    Period

            Incident name


Division/ Group/   Work Assignments                                                Mitigation Actions
Other Location




ICS-215A           Prepared By: (Date & Position)
All Risk

                                                                ICS 215A
                                     RESOURCE ORDER                    INITIAL  2. Incident / Project Name            3. Incident / Project Order Number                   4. Office Reference Number
                                                                      DATE/TIME



                                   5. Descriptive Location / Response Area 6.Sec TWN RNG                Base MDM 8. Incident Base Phone Number                             9. Jurisdiction / Agency

                                                                                 7. Map Reference                                                                          10. Ordering Office

                                   11. Aircraft Information                     LAT.                                  LONG.
                                      Bearing        Distance          Base or Omni       Air Contact   Frequency      Ground Conact        Frequency       Reload Base                     Other Aircraft / Hazards




Incident Project / Order Number
                                        Ordered                        Qty                                   Needed    Deliver                                                                              Released
         12. Request                                         m                     Resource Requested                                         m    Time   Agency ID     Resource Assigned      ETD/ETA                      Time/ETA
                                       Date/Time      Fr o       To                                                              To    Fr o                                                              Date          To
           Number                                                                                         Date/Time      To




                                         13. Order Relayed                                      Action Taken                                      Order Relayed                                    Action Taken
                           Req #         Date        Time              To/From                                                      Req #          Date     Time      To/From




                                                                                                                          ICS 259
                                  Demobilization Check-Out
Incident Name                                Date/Time               Demob. No.

Unit/Personnel Released

Transportation Type/No.

Actual Release Date/Time          Manifest Yes    No                     Number ______________
                                  Area/Agency/Region Notified
Destination:                                Name ________________________________________
                                             Date ______________
Unit Leader Responsible For Collecting Performance Rating:

        Unit/Personnel: You and your resources have been released subject to sign off from the following:
                                Demob Unit Leader Check Appropriate Box [ ]

        Logistics Section

     [ ] Supply Unit              _____________________________________________________

     [ ] Communications Unit      _____________________________________________________

     [ ] Facilities Unit          _____________________________________________________

     [ ] Grnd Sppt Unit Leader    _____________________________________________________



        Planning Section

     [ ] Documentation Unit       _____________________________________________________



 Finance/Administration Section

     [ ] Time Unit                _____________________________________________________



               Other              _____________________________________________________

   ___________________________________________________________________________

   ___________________________________________________________________________

Remarks:______________________________________________________________________




                                                     ICS 221
                                             1. Incident Name                                                   Helibases
    AIR OPERATIONS SUMMARY
                                                                                                         Fixed Wing Bases

  4. Personnel and Communications          Name            Air/Air Frequency      Air/Ground Frequency      5. Remarks (Spec. Instructions, Safety Notes, Hazards, Priorites)

            Air Operations Director

              Air Attack Supervisor

            Helicopter Coordinator

            Air Tanker Coordinator




                                                            8. Fixed Wing            9. Helicopters                   10. Time                11. Aircraft    12. Operating
       6. Location/Function            7. Assignment
                                                                                                                                               Assigned           Base
                                                            No.       Type         No.         Type           Available       Commence




                                              13. Totals

14. Air Operations Support Equipment                                                       15. Prepared by (include Date and Time)



                                                                               ICS 220
                            Incident Name                                  Date Prepared     Time Prepared
Support Vehicle Inventory

                                         Vehicle Information
   Type             Make     Capacity/Size   Agency/Owner       I.D. No.          Location      Release Time




             Page           Prepared by (Ground Support Unit)
 ICS-218

                                                 ICS 218
Operational Planning Worksheet                                                2. Date Prepared        3. Operational Period
                                                                                                      (Date & Time)

1. Incident Name                                                              Time Prepared



4. Div/Group Other
     Location            5. Work Assignments                                     Reporting Location     Requested Arrival Time




                                                 Resource Type
                                                Req.

                                                Have

                                                Need

                                                Req.

                                                Have

                                                Need

                                                Req.

                                                Have

                                                Need

                                                Req.

                                                Have

                                                Need

                                                Req.

                                                Have

                                                Need

                                                Req.

                                                Have

                                                Need

                                                Req.

                                                Have

                                                Need

                                                Req.

                                                Have

                                                Need

                                                Req.

                                                Have

                                                Need

                                                Req.

                                                Have

                                                Need

                     Total Resources Required
                                                                              Prepared By: (Date & Position)
      ICS-215
      All Risk       Total Resources On Hand

                     Total Resources Needed
                                                                 ICS 215 AR
                  SAFETY MESSAGE
                                                     Date:   Time:
     Incident:

Operational Period:

Major Hazard and Risks:




Narrative:                ADDITIONAL WEATHER INFORMATION




.




Prepared By:
SAFETY OFFICER
                                                   Comprehensive Emergency Management Plan
                                                                           Training Appendix
                                                                             Osceola County




                          TRAINING APPENDIX

I. PURPOSE
To outline a training program that ensures emergency responders and the public
fully understand the overall concept of Emergency Management and
responsibilities before, during and after an emergency or disaster.

      A. The objective of Emergency Management training is to develop
         interagency team skills for use in the Osceola County Emergency
         Operations Center. This includes mobilization of field operations, public
         information systems and technical information related to hazard
         mitigation, preparedness, response and recovery. Included are the
         roles and responsibilities for all levels of government including the
         private sector to ensure the safety and care of Osceola County
         residents and visitors.

II. CONCEPT OF OPERATIONS
      A. GENERAL

      This training appendix provides guidance that aims to improve the
      capability of local governments to effectively prepare, respond and recover
      from an emergency or disaster regardless of magnitude.

             1. The training program shall have three dimensions:

                a. Programs and courses available through the Federal
                   Emergency Management Agency (EMI), the state, other
                   governmental and volunteer agencies.

                b. Local departmental / agency emergency response training.

                c. Community-based      awareness;     self-help,   population
                   protection procedures, and public awareness training for the
                   general public.

      B. PHASES OF EMERGENCY MANAGEMENT

             1. Mitigation and Preparedness Training

                a. Department, agency heads will designate Emergency
                   Management Coordinators within the organization they
                   represent.



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                      b. Department, agency heads and Coordinators will participate
                         in Emergency Management training to better prepare the
                         represented organization for response to emergencies or
                         disasters.

                      c. Departments, agencies will identify needed Emergency
                         Management training and make a request to Osceola
                         County Office of Emergency Management.

                      d. All divisions, departments, agencies are encouraged to
                         budget for training and exercising.

                      e. The Local Mitigation Strategy taskforce provides quarterly
                         workshops to enhance the mitigation program. These
                         sessions are conducted to train and enlighten participants to
                         ensure effective mitigation projects and programs.

                      f. When available, the Office of Emergency Management will
                         make every effort to acquire funds to deliver required training
                         that enhance the emergency management program.

                  2. Response

                      a. The Emergency Management Institute and the Florida
                         Division of Emergency Management provide resident
                         training for law enforcement, medical, fire services, utilities,
                         school and emergency management personnel, as well as
                         local appointed officials and staff.

                      b. Resident training at the Emergency Management Institute is
                         encouraged for response groups from the jurisdictions to
                         better understand the Integrated Comprehensive Emergency
                         Management concept and the local Plan.

                      c. Group training is encouraged and promoted for all Osceola
                         County Emergency Operations Center, Executive Policy
                         Group and individual information officers; all government
                         division, department heads and Coordinators. Damage
                         Assessment Teams, school board personnel; medical/health
                         and institutional personnel, volunteers, communications
                         personnel are also included.

                      d. Internal training surrounds concepts of field operations and
                         key components of the Osceola County Comprehensive
                         Emergency Management Plan. Training is essential for
                         departments or agencies in developing specific department's
                         emergency procedures.


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   e. Internal training should be done on-site and in a group.
      Community awareness programs are provided to train
      citizens regarding actions expected of them before, during
      and after an emergency or disaster.

   f. Preparing citizens for protective action and self-help
      practices before and immediately following a disaster is part
      of the Emergency Management training program.

   g. The Emergency Management training program encourages
      members of all groups to take advantage of available
      training.

3. Exercises

   General: "Exercising" is the primary method to activate, test and
   evaluate the components of the Osceola County Emergency
   Management Plan. Exercising the response plans and
   procedures ensures an effective, efficient response.

   a. There are four principal reasons for conducting exercises:

               1) To detect deficiencies in a plan.
               2) To detect deficiencies in the overall system.
               3) To identify potential personnel and staff difficulties
                  and shortfalls of divisions, agencies.
               4) To detect and resolve problems relative to
                  functional operation of equipment.

   b. Progressive Exercising

               1) Tabletop exercises are designed to detect
                  potential problems with coordination and to
                  determine the appropriateness of assigned
                  responsibilities and to achieve a certain level of
                  familiarity of a plan.

               2) Functional exercises are more complex and are
                  designed to test individual functions, such as
                  direction and control, multiple functions, decision
                  making, warning, public information or recovery.

               3) Full-scale exercises are the highest and most
                  intense level of exercise. They are the culmination
                  of the exercise program.


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                                          They are designed to evaluate the operational
                                          capability of the emergency management system
                                          over a substantial period of time. They test major
                                          components and sub-components of the plan.

                      c. Jurisdiction Exercise Requirements

                                    1) In order to provide a coordinated response,
                                       exercising must involve an integrated approach by
                                       all agencies. This includes the execution of city
                                       and county plans and standard operating
                                       guidelines that will ensure appropriate distribution
                                       of roles and responsibilities.

                                    2) The Osceola County Office of Emergency
                                       Management will conduct an annual exercise,
                                       which will incorporate the integration of all
                                       participating county and municipal agencies, using
                                       the County CEMP as a guide.

                                    3) A constructive evaluation of exercises will be
                                       completed for the purpose of plan revisions. This
                                       after-action review in accordance with HSEEP
                                       protocols will facilitate the identification of
                                       strengths as well as any deficiencies to promote a
                                       more effective response plan.

         C. RECOVERY & MITIGATION

                  a. Recovery exercises complete the process of exercising the
                     Osceola County Comprehensive Emergency Management Plan.
                     Recovery exercises are designed to fit the format from tabletop
                     to full-scale exercises.

                  b. Individual and departmental evaluations of exercise
                     performance are used to determine internal training
                     requirements.

                  c. Group and individual training at the Emergency Management
                     Institute should be scheduled routinely. These courses cover
                     natural and technological hazards, as well as event-specific
                     courses.

                  d. Mitigation assessment will be conducted at least annually. This
                     training will be conducted to provide insight and increase skill in
                     determining mitigation techniques, opportunities and processes.

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III. RESPONSIBILITIES
     A. Training and scheduling of training for Emergency Management
        purposes will be coordinated through the Osceola County Office of
        Emergency Management.

     B. Department/agency heads will budget for, and participate in, training
        activities related to emergency preparedness programs.

     C. Municipalities: The City Manager (or designee) is responsible for the
        training of personnel under the jurisdiction of that office. Appropriate
        personnel should attend training courses offered by Federal, State and
        local organizations whenever possible.

     D. The Osceola County Office of Emergency Management is responsible
        for ensuring that the Osceola County Emergency Operations Center
        staff and operational responders fully understand their procedures and
        responsibilities, as outlined in the Osceola County Comprehensive
        Emergency Management Plan.

     E. The Osceola County Office of Emergency Management will:

           1. Coordinate all disaster-related training within the County to
              ensure that all of the overall objectives of the CEMP are met.
              Examples:

                  a.   Incident Command System (ICS) Training
                  b.   NIMS Compliance Training
                  c.   Emergency Support Function/ICS Interface Training
                  d.   Resource Management
                  e.   Preparedness
                  f.   Damage Assessment** and Mitigation Assessment

           2. Assist County departments, municipalities, and non-
              governmental disaster agencies as required, in attaining
              coordinated training and education objectives.

           3. Utilize to the fullest extent all available means to reach the
              maximum number of County residents with a successful public
              information program designed to develop:

                    a. booklets, pamphlets,      and      brochures        for     public
                       distribution


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                             b. lectures and presentations relating to personal disaster
                                preparation

                             c. local public information spots on radio and television

                             d. family disaster planning notebooks for distribution

                  4. Conduct exercises to evaluate components of the CEMP. Upon
                     completion of the exercises, procedures and training will be
                     modified to correct the deficiencies noted.

         F. Those agencies or departments having primary and support
            responsibilities for EOC Operations will establish training programs
            covering their respective responsibilities, in accordance with Osceola
            County approved curriculum.



             ** The Osceola County Property Appraisers office is principally
             responsible for coordinating specialty training related to the process of
             gathering damage information. This includes:

                  1.   Operational Safety
                  2.   Establishment of the appropriate Grid Process
                  3.   Data collection parameters
                  4.   Software integration and operation
                  5.   Equipment usage and responsibilities




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 IV. CREDENTIALING
            A. The National Incident Management Systems requires the appropriate
               credentialing for personnel operating in the emergency operations
               center.

            B. The following minimum training will apply to personnel positioned
               within the response system for disaster or emergencies requiring
               emergency operations center support.

Federal/State/Local/Tribal/Private Sector & Non-governmental personnel to
include:                                                                                  • FEMA IS-700: NIMS, An Introduction
Entry level first responders & disaster workers
   • Emergency Medical Service personnel                                                  • ICS-100: Introduction to ICS or equivalent
   • Firefighters
   • Hospital staff
   • Law Enforcement personnel
   • Public Health personnel
   • Public Works/Utility personnel
   • Skilled Support Personnel
   • Other emergency management response, support, volunteer personnel at all levels

Federal/State/Local/Tribal/Private Sector & Non-governmental personnel to
include:                                                                                  • FEMA IS-700: NIMS, An Introduction
First line supervisors, single resource leaders, field supervisors and other emergency
management/response personnel that require a higher level of ICS/NIMS Training.           • ICS-100: Introduction to ICS or equivalent

                                                                                          • ICS-200: Basic ICS or equivalent

Federal/State/Local/Tribal/Private Sector & Non-governmental personnel to
include:                                                                                  • FEMA IS-700: NIMS, An Introduction FEMA IS-
Middle management including strike team leaders, task force leaders, unit leaders,        800: National Response Plan
division/group supervisors, branch directors and multi-agency coordination                (NRP), An Introduction*
system/emergency operations center staff.                                                 • ICS-100: Introduction to ICS or equivalent
                                                                                          • ICS-200: Basic ICS or equivalent
                                                                                          • ICS-300: Intermediate ICS or equivalent
                                                                                          (FY07 Requirement October 2006)

Federal/State/Local/Tribal/Private Sector & Non-governmental personnel to
include:                                                                                  • FEMA IS-700: NIMS, An Introduction
Command and general staff, select department heads with multi-agency coordination         • FEMA IS-800: National Response Plan (NRP),
system responsibilities, area commanders, emergency managers and multi-agency             An Introduction*
coordination system/emergency operations center managers.                                 • ICS-100: Introduction to ICS or equivalent
                                                                                          • ICS-200: Basic ICS or equivalent
                                                                                          • ICS-300: Intermediate ICS or equivalent
                                                                                          (FY07 Requirement October 2006)
                                                                                          • ICS-400: Advanced ICS or equivalent (FY07
                                                                                          Requirement October 2006)




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                       Osceola County Shelters – Public Shelter Document - 2008
Shelter Name                   Location                                            Type
Barney E. Veal Center     700 Generations Pointe Blvd., Kiss., FL 34744            Impact – Special Needs Patients Only
Bella Lago               3651 Pleasant Hill, Kissimmee, FL 34759                   Impact
Boggy Creek Elementary 810 Florida Pkwy, Kissimmee, FL 34743                       Host
Celebration High         1809 Celebration Ave, Celebration, FL 34747               Impact
Celebration School       510 Campus St., Celebration, FL 34747                     Host
Central Ave Elementary 1502 Central Ave, Kissimmee, FL 34741                       Impact – Overflow for Special Needs Patients
Chestnut Elementary            4300 Chestnut St., Poinciana, FL 34759              Impact
Cypress Elementary             2251 Lakeside Dr, Kissimmee, FL 34744               Host
Deerwood Elementary      3701 Marigold, Kissimmee, FL 34758                        Host
Denn John Middle         2001 Denn John Lane, Kissimmee, FL 34744                  Host
Discovery Intermediate   5350 San Miguel Ct., Kissimmee, FL 34758                  Impact
Florida Christian        1011 Bill Beck, Kissimmee, FL 34744                       Refuge
Gateway High                   801 Bill Beck Blvd, Kissimmee, FL 34744             Refuge
Harmony High             3601 Arthur Gallagher Blvd, St. Cloud, FL 34771           Impact
Hickory Tree Elementary 2355 Hickory Tree Rd., St. Cloud, FL 34769                 Refuge
Highlands Elementary     800 W. Donegan Ave., Kissimmee, FL 34741                  Host
Horizon Middle           2020 Ham Brown Rd., Kissimmee, FL 34746                   Impact
Kenansville Community Ctr.     1178 Canoe Creek Rd., St Cloud, FL 34769            Impact
Kissimmee Elementary     2420 Dyer Blvd, Kissimmee, FL 34741                       Impact
Kissimmee Middle         2410 Dyer Blvd, Kissimmee, FL 34741                       Impact
Lakeview Elementary      2900 5th St, St. Cloud, FL 34769                          Host
Liberty High             4250 Pleasant Hill Rd., Kissimmee, FL 34746               Host
Michigan Elementary            2015 Michigan Ave., StCloud, FL 34769               Host

IMPORTANT NOTICE:
The shelters listed herein are being provided as a planning tool to assist citizens should the need to evacuate arise. Please be advised that
the fact that a shelter has been included on this list does not mean that the shelter will be activated in the event of an emergency. It is the
responsibility of the citizens to check with local television and radio stations, the Osceola County Public Information Office at (407) 742-0100,
as well as your weather radio and other resources for accurate, up-to-the-minute, open shelter location information when needed. Anyone
sharing this data must emphasize with others the need to check with the media and all other resources to ensure that they are being
provided with an accurate, up-to-the-minute, listing of all open shelter location information to be used in the event of an emergency. Websites
that may be used to assist with information regarding shelter openings are:
             www.osceola.org              www.floridadisaster.org             http://centralflorida.redcrss.org       www.fema.gov

Type = Differentiates between Host, Impact or a Refuge
      Host = Not a high wind event shelter due to age, type of construction, etc. for coastal evacuees or post-incident sheltering
      Impact = Has specific construction techniques that allow a measure of high wind event protection and/or is shuttered
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                         Osceola County Shelters – Public Shelter Document - 2008
       Refuge = For use with approaching storm when no other structure(s) is/are available for sheltering evacuees, guests and/or residents
Shelter Name                     Location                                       Type
Mill Creek Elementary     1700 Mill Slough Rd., Kissimmee, FL 34744 Refuge
Narcoossee Community 2700 N Narcoossee Rd., StCloud, FL 34769                   Impact
Neptune Middle            2727 Neptune Rd, Kissimmee, FL 34744                  Host
Oak Leaf Landing          2350 N. Central Ave., Kissimmee, FL 34741 Impact             - Shelter for Alzheimer’s Patients
Osceola High                     420 S. Thacker Ave, Kissimmee, FL 34741               Refuge
Parkway Middle            875 FL Parkway, Kissimmee, FL 34759                   Refuge
Partin Settlement         2434 Remington Rd., Kissimmee, FL 34759               Impact         - Possible Special Needs Shelter
Pleasant Hill Elementary 1253 Pleasant Hill Rd., Kissimmee, FL 34746 Host
Poinciana Elementary             4201 Rhododendron, Kissimmee, FL 34758                Impact
Poinciana High            2300 Poinciana Blvd., Kissimmee, FL 34758 Host
Reedy Creek Elementary 2300 Brook Ct., Poinciana, FL 34758              Impact
School For The Arts       3151 N.O.B.T., Kissimmee, FL 34744            Host
St. Cloud Elementary             2701 Budinger Ave., St Cloud, FL 34769                Impact
St. Cloud High            2000 Bulldog Ln., StCloud, FL 34769           Refuge
St Cloud Middle           1975 S. Michigan Ave., St. Cloud, FL 34769    Host
St Cloud Senior Ctr.             3101 17th Street, St. Cloud, FL 34769          Impact          - Special Needs Shelter for Oxygen Patients
Sunrise Elementary        1925 Ham Brown, Kissimmee, FL 34741                   Impact
Thacker Ave. Elementary 301 Thacker Ave., Kissimmee, FL 34741                   Host
Ventura Elementary               275 Waters Edge, Kissimmee, FL 34744                  Impact

IMPORTANT NOTICE:
The shelters listed herein are being provided as a planning tool to assist citizens should the need to evacuate arise. Please be advised that
the fact that a shelter has been included on this list does not mean that the shelter will be activated in the event of an emergency. It is the
responsibility of the citizens to check with local television and radio stations, the Osceola County Public Information Office at (407) 742-0100,
as well as your weather radio and other resources for accurate, up-to-the-minute, open shelter location information when needed. Anyone
sharing this data must emphasize with others the need to check with the media and all other resources to ensure that they are being
provided with an accurate, up-to-the-minute, listing of all open shelter location information to be used in the event of an emergency. Websites
that may be used to assist with information regarding shelter openings are:
                www.osceola.org               www.floridadisaster.org             http://centralflorida.redcrss.org           www.fema.gov
NOTES:
Type = Differentiates between Host, Impact or a Refuge
       Host = Not a high wind event shelter due to age, type of construction, etc. for coastal evacuees or post-incident sheltering
       Impact = Has specific construction techniques that allow a measure of high wind event protection and/or is shuttered
       Refuge = For use with approaching storm when no other structure(s) is/are available for sheltering evacuees, guests and/or residents


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                               Osceola County




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RECOVERY ANNEX




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    I.       AUTHORITY
             The authorities are listed in the Authorities and References Section of the Basic
             Plan.

    II.      PURPOSE
             A. The recovery annex establishes a detailed framework of federal and state
                government support for local government efforts to restore essential public
                and social services following a disaster. Much of this support involves the
                coordination and administration of federal and state disaster assistance.

             B. This annex will outline the county's procedures for assessing the need for,
                applying and administering federal and state disaster assistance programs.

    III.     SITUATION AND ASSUPMTIONS

             A. Situation

                         1. Many critical post-disaster concerns will have to be addressed to
                            achieve resolution.

                         2. Osceola County Office of Emergency Management responsible for
                            prioritizing the recovery efforts to ensure priorities of life, property
                            and the environment and will use the tenets of the Incident
                            Command System to manage the effort.

                         3. The general concept for recovery operations is based upon a
                            coordinated effort of municipal, county, state, federal, and private
                            resources during this phase.

             B. Assumptions

                         1. Recovery from isolated disasters is normally within the capability of
                            Osceola County and municipal governments.

                         2. The impact of a major disaster such as a hurricane that causes
                            widespread damage may quickly exhaust the county and region's
                            resources and capability to respond and/or recover.

                         3. Essential services may be interrupted due to the impact of the
                            disaster and not restored for several days.

    IV.      CONCEPT OF OPERATIONS

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A. Following an emergency and/or disaster, immediate response operations to
   save lives, protect property, and meet basic human needs have precedence
   over longer-term objectives of recovery and mitigation. However, initial
   recovery planning should commence, in tandem with response operations.




                   Figure 1 demonstrates a typical Recovery step process

B. Actual recovery operations will be initiated commensurate with county
   priorities based on the availability of resources. In recognition that certain
   response and recovery activities may be conducted concurrently,
   coordination at all levels is essential to ensure consistent state and federal
   actions. Mitigation opportunities should be actively considered throughout
   emergency operations.

C. Decisions made during response and recovery operations may either
   enhance or hinder subsequent mitigation activities. The urgency to rebuild
   as soon as possible must be weighed against the longer-term goal of
   reducing future risk and lessening possible impacts should another
   emergency occur.

D. The county recognizes to receive federal assistance a Request for Public
   Assistance (RPA) form must be completed. An RPA is a contact information
   sheet used in identifying the applicants and determining their eligibility in the
   Public Assistance Program.

E. The first principal step in requesting federal aid is reporting damages. Next
   the jurisdiction and/or organization must attend the applicant briefing. At the

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                  briefing, an RPA will be submitted to the federal/state assistance teams.
                  Following the applicant briefing, there is a “kick-off” meeting with the Public
                  Assistance Coordinator to discuss the projects that require federal funding.
                  This meeting will determine the project's eligibility. Finally, the projects are
                  submitted and funded.

             F. Osceola County Recovery Activities

                         1. Osceola County is the first source of disaster response and
                            recovery assistance. When local resources are insufficient to cope
                            with the damage, losses or suffering from a disaster, state and
                            federal programs may provide direct assistance to affected local
                            governments and/or individuals. This assistance must be
                            specifically requested by Osceola County.

                         2. It is essential that local authorities are aware and understand roles
                            and responsibilities in relation to state and federal assistance
                            programs and cognizant of the conditions and limitations associated
                            with these programs. Osceola County does not have a fund set
                            aside to provide public or individual assistance in a disaster.
                            Osceola County depends on the assistance nongovernmental
                            agencies can provide, such as from the Salvation Army and
                            American Red Cross. Osceola County will provide the maximum
                            amount of assistance to citizens whether the disaster is declared or
                            undeclared.

             G. Response and Recovery Coordination

                         1. When a Presidential disaster declaration is issued in response to an
                            incident, key federal and state recovery officials will establish and
                            co-locate at a Disaster Field Office (DFO). The DFO serves as the
                            hub for the coordination of federal and state disaster assistance as
                            well as a focal point for associated recovery and reconstruction
                            issues.

             H. Obtaining and Administering State and Federal Disaster Assistance

                         1. State Disaster Assistance

                                a. Public Law, Chapter 93-128 and Florida Statutes, establish the
                                   Emergency Management Preparedness and Assistance Trust
                                   Fund (Trust Fund) to support State and local emergency
                                   management activities. The Trust Fund is supported through
                                   an annual surcharge imposed on homeowners and business
                                   insurance policies. Twenty percent of this Trust Fund is
                                   reserved, by statute to provide for state relief assistance for

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        non-federal declared disasters including, but not limited to,
        grants and below-interest rate loans to businesses for
        uninsured losses resulting from a disaster.

    b. The Florida Division of Emergency Management (FDEM) is
       charged with the responsibility of developing administrative
       rules to establish and implement this state disaster relief
       program.

    c. Once adopted, these rules will establish thresholds, allowable
       reimbursable costs, cost share ratios etc. Accompanying these
       rules is an administrative plan that will detail the specifics of
       this State relief program. When promulgated, these rules will
       incorporate certain general considerations, including:

           1) The magnitude of affected population;

           2) The impact      on    a   jurisdiction's      existing     financial
              resources;

           3) The availability of other sources of relief;

           4) The assistance to individuals;

           5) The assistance to public entities; and

           6) The assistance to private businesses.

2. Federal Disaster Assistance

      a. "The Robert T. Stafford Disaster Relief and Emergency
         Assistance Act (Stafford Act)," Public Law 93-288, as
         amended by the Disaster Mitigation Act of 2000 (DMA2K)
         enacted by the Congress of United States to supplement the
         efforts of state and local governments during and after a
         Presidential Declaration for emergency or major disaster.

      b. The Stafford Act as amended by the DMA2K was not
         intended to provide 100% reimbursement for all damages
         incurred during an emergency or disaster, but permits federal
         assistance, when the state and local governments have
         exhausted their resources and capabilities."

      c. There are several forms of federal disaster assistance that
         does not include a Presidential disaster declaration, they
         include:


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                                          1) Search and Rescue (U.S. Coast Guard)

                                          2) Flood Protection (U.S. Army Corps of Engineers)

                                          3) Emergency Food Programs (U.S. Dept. of Agriculture)

                                          4) Small Business Administration Loans

                                          5) Following a Presidential disaster declaration        the
                                             following Federal disaster assistance can include:

                                                 i. Public Assistance
                                                ii. Individual Assistance

    V.       ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
             A. Osceola County Office of Emergency Management

                         1. Lead agency - responsible for coordinating federal and state
                            disaster recovery activities.

                         2. Disaster recovery is a coordinated effort in Osceola County; it
                            involves representatives within the operational Incident Command
                            System, Kissimmee and St. Cloud in Osceola County, and various
                            public and private entities. The list may be found in the Basic Plan
                            Section III, Concept of Operations Responsibilities section.

             B. Disaster Recovery Management

                         1. Disaster recovery prioritization rests with the Executive Policy
                            Group (EPG).

                         2. Authority is delegated to the Director of Emergency Management or
                            (IC).

                         3. The Director of Emergency Management directs the recovery effort
                            and serves as the management liaison between the decisions of the
                            EPG and all county agencies and organizations involved in recovery
                            operations.

                         4. The Director may delegate the responsibility to the Finance / Admin
                            Section Chief through the tenets of the Incident Command System
                            for the day-to-day operations of the Osceola County Emergency
                            Operations Center (EOC) during recovery operations.

                         5. Initial recovery operations in the EOC are broken down as follows:
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             a. Finance / Admin Section – Recovery Branch - Human Needs
                Unit Leader - This unit is responsible for identifying and
                addressing the needs of citizens and recovery workers. To
                accomplish this they utilize community relations’ teams to
                gather information on the needs of individual citizens within the
                disaster-affected area. Agency coordination will depend on the
                incident and predominant human needs. (i.e. medical care,
                sheltering, mass feeding).

             b. Logistics Section – Support Branch - This Section is
                responsible for obtaining equipment or personnel that are
                needed to complete recovery missions. (i.e. Bulldozers,
                transportation to the site, etc). Once the equipment is
                requested it will be sent to Logistics for assignment.

             c. Recovery Branch Director - The Recovery Branch Director is
                responsible for administering on-going recovery operations.
                This branch may include the following agencies: Osceola
                County Finance, Public Works, FEMA Recovery Staff, and the
                Florida DEM Recovery Staff. The lead agency for this branch
                would typically be the Osceola County Office of Emergency
                Management.

        6. Coordination with local jurisdictions will be from the EOC. They will
           be contacted regarding deployment and coordination of the Damage
           Assessment Teams. These jurisdictions will forward all damage
           reports to the Damage Assessment Unit in the Planning Section in
           the EOC.

        7. Coordination with the Disaster Field Office (DFO) will be
           accomplished through a permanent EOC representatives being
           assigned to the DFO throughout the recovery operation.

C. Lead and Support Agency Responsibilities.

        1. Lead Agencies Responsibilities.

             a. Osceola County Office of Emergency Management, as the
                lead agency, is responsible through the Incident Command
                System for the following actions:

                   1) Collect and process information concerning recovery
                      activities while the response phase of the disaster is still
                      ongoing.



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                                          2) Coordinate countywide      damage     assessment    and
                                             recovery efforts.

                                          3) Coordinate the dissemination of information on state
                                             and federal emergency assistance available to public
                                             and private agencies, organizations, individuals, and
                                             families.

                                          4) Supply technical information, advice, and assistance in
                                             procuring available federal and state emergency
                                             assistance.

                                          5) Establish contact with State Coordinating Officer (SCO)
                                             and Federal Coordinating Officer (FCO).

                                          6) Review and verify damage assessment and assistance
                                             information.

                                          7) Task county level organizations to provide personnel to
                                             serve on damage assessment teams based upon the
                                             nature of the disaster.

                                          8) Identify resource requirements.

                                          9) Coordinate with Disaster Recovery         Center   DRC
                                             managers, and key staff as needed.

                                          10) Coordinate the development of action plans as required.

                                          11) Ensure data systems, such as Groove, are in place and
                                              that they remain current for future use.

                         2. Support Agencies Responsibilities

                                a. Support agency responsibilities will be consistent with the
                                   Osceola County EOC Standard Operations Guide (Appendix
                                   A)

             D. Damage Assessment

                         1. The lead agency is the Osceola County Property Appraiser's Office.
                            They have the responsibility for maintaining and training to operate
                            safely all county damage assessment teams. These teams are
                            composed primarily of property appraiser’s office personnel but may
                            include personnel from other county and municipal agencies.


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2. State of Florida Recon Teams (FDEMRT) will be deployed to assist
   Osceola County in conducting an immediate damage assessment.
   This is during an initial damage assessment, or more often in the
   preliminary damage assessment phase. FDEMRT is composed of
   military and civilian state employees. This team can be requested
   via the State Emergency Operations Center (SEOC).

3. Coordination of Damage Assessment

    a. Once emergency conditions subside, rapid and thorough
       assessments must be conducted to assess the overall damage
       to homeowners and businesses within the affected areas; to
       assess the overall damage to critical public facilities and
       services; and to determine whether those damages are
       sufficient to warrant supplemental federal disaster assistance.
       In a catastrophic disaster when damage assessment has been
       waived, information and data on damages must still be
       compiled for briefings, planning for additional recovery
       resources, and prioritizing recovery efforts.

    b. The decision to deploy state damage assessment teams will
       be made in coordination with affected local governments. The
       number of teams, time of arrival, duration of stay and need for
       additional resources will be discussed with the State
       Coordinating Officer (SCO) at the time of request.

    c. The EOC will also make contact with the affected jurisdiction's
       management in order to coordinate damage assessment
       operations. When possible county and state teams will be
       augmented with personnel from the affected jurisdiction. Prior
       to the arrival of county damage assessment teams the
       jurisdiction's EOC and/or management will forward damage
       assessment reports to the EOC for coordination purposes.

    d. Damage assessment personnel will be prepared to conduct a
       Rapid Impact Assessment (RIA) of the county as soon as it is
       safe to do so. A FDEMRT may be requested from the SCO to
       accomplish this assessment if resources are not available
       locally. All support agencies will report the following essential
       elements of information to the Situation Unit in the Planning
       Section at the EOC as applicable:

           1) Boundaries of the disaster area(s);

           2) Status of transportation systems;

           3) Access points to the disaster area(s);

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                                          4) Status of communications systems;

                                          5) Status of medical systems;

                                          6) Disaster casualty information;

                                          7) Shelter/mass care information/needs;

                                          8) Damage to utility systems;

                                          9) Status of critical facilities; and

                                          10) Major resource needs/shortfalls.

                                e. The Planning Section will compile and distribute this
                                   information to Command for dissemination to the Executive
                                   Policy Group. The focus of the RIA will be to document the
                                   impacts of the emergency on disaster victims and communities
                                   in order that declarations of emergencies can be initiated and
                                   request for assistance activated up to the state level.

                                f. The list of potential Public Assistance partners is found below.

                         4. Initial Damage Assessment

                                a. Initial damage assessment must be performed by the Osceola
                                   County Damage Assessment teams to assess the impacts of
                                   the disaster and to determine if the needs can be met with
                                   local resources or if state and federal assistance will be
                                   required. If outside assistance will be required, the initial
                                   damage assessment will be used as the basis for a local
                                   declaration of emergency. Supporting agencies include:

                                          1) American Red Cross of Central Florida

                                          2) Osceola County Public Works

                                          3) Osceola County Extension Services

                                          4) Osceola County Building Department

                                          5) Orlando Utilities Commission

                                          6) Kissimmee Utility Authority


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           7) Progress Energy

           8) Osceola County School Board

           9) Peace River Electric Cooperative

           10) Osceola County and municipal fire & EMS units

           11) Osceola County Commission Auditor

    b. The data collected from the Initial Damage Assessment will be
       submitted to the Planning Section for transmittal to the State
       Emergency Operations Center for review and action.

5. Preliminary Damage Assessment

    a. Once the declaration of local state of emergency has been
       made, and the initial damage assessment transmitted to the
       SEOC by the Planning Section, a Preliminary Damage
       Assessment (PDA) must be conducted. A PDA is conducted by
       the state and FEMA to verify severity of impact and justify the
       need to pursue a request for federal assistance. If a PDA is
       initiated, local damage assessment teams must be prepared to
       accompany the team and provide transportation and maps of
       the affected areas. The more expeditiously the data can be
       collected, the quicker a potential disaster declaration can be
       obtained. Damage assessment procedures, forms and
       requirements for requesting state and FEMA assistance are
       contained in "The Handbook for Disaster Assistance" from the
       FDEM.

    b. The role of the state and FEMA damage assessment teams
       will be to verify the results of the initial damage assessment.
       Upon arrival, state and FEMA damage assessment teams will
       meet with local officials and be briefed on the results of the
       initial damage assessment.

    c. In the event of a catastrophic disaster where the magnitude of
       the disaster is so great that justification is not needed to obtain
       a Presidential Disaster Declaration, damage assessment is
       conducted after the declaration as a tool to guide the overall
       recovery effort.

    d. In all cases, the mission of the local, state and FEMA damage
       assessment teams is to:



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                                          1) Assess the extent of damage to individual homeowners
                                             and businesses;

                                          2) Assess the extent of damage to public facilities; and

                                          3) Assess the extent to which the immediate emergency
                                             needs of the public are being met and the need for
                                             additional state assistance.

                                e. Once the damage assessment is completed, an exit interview
                                   will be conducted with local officials to discuss the results of
                                   the damage assessment, as well as the need for supplemental
                                   state and federal disaster assistance. The state damage
                                   assessment teams will analyze the information gathered to
                                   determine whether the needs can be met with State assistance
                                   or if the extent of the damage warrants a request by the
                                   Governor for Federal disaster assistance.

                                f. The Preliminary Damage Assessment can be conducted
                                   through a number of different methods depending on the
                                   situation, these include:

                                          1) Aerial Reconnaissance- This survey will be
                                             implemented using fixed-wing and rotary aircraft to
                                             access a large area or because access to the disaster
                                             affected area is blocked.

                                          2) Windshield Survey - This process is used to access
                                             quickly the extent of the damage in a relatively short
                                             amount of time. This type of assessment involves
                                             damage assessments team driving around the disaster-
                                             affected area to record the number of homes and
                                             business damaged or destroyed.

                                          3) Walk-through - This method is the most thorough
                                             method of assessing damages. It will involve the use of
                                             damage assessment teams walking through disaster-
                                             affected areas and categorizing damages to homes and
                                             businesses. This type of assessment is critical before a
                                             federal disaster declaration can be implemented.

                         6. Accessing Economic Injury

                                a. In Osceola County, accessing business and industrial sector is
                                   damage is accomplished through Economic Development and
                                   the Damage Assessment Unit. Economic Development will

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               serve as the lead agency in accessing the business and
               industry in the affected area. The Planning Section will
               coordinate with the federal and state authorities in conducting
               an initial and preliminary damage assessment.

E. Disaster Recovery Center

       1. A Disaster Recovery Center (DRC) will be established in the
          immediate area to provide immediate "one-stop shopping" for
          information and tele-registration.

       2. The DRC is the federal government's primary mechanism for
          delivering disaster assistance information to disaster victims.
          Osceola County Office of Emergency Management will provide
          state and federal agencies a list of locations that may serve as a
          DRC. FEMA’s guidelines for determining whether a facility may
          serve as a DRC include:

              a. Minimum of 5,000 square feet of floor space.

              b. Waiting area capable of accommodating 100 persons.

              c. Access for the disabled.

              d. Separate areas for child-care, crisis counseling and first aid.

              e. Adequate parking.

              f. Located near public transportation systems.

              g. Adequate utilities and communications.

              h. Adequate restrooms and janitorial services.

       3. The following considerations been taken into account in opening
          and operating a DRC:

            a. In the after-math of a disaster, disruptions to the transportation
               system may make it difficult for many disaster victims to get to
               locations and sites where assistance information is available.
               To make it easier for individuals, one or more DRC’s will be
               established.

            b. Once DRC locations have been confirmed; local, state and
               federal Public Information Officers (PIO’s) will prepare a
               coordinated news release to advise disaster victims of the
               DRC locations, assistance programs available and any

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                                    documentation and other materials necessary to support
                                    applications for disaster assistance.

                         4. DRC Management and Operations:

                                a. On approval of a Presidential Disaster Declaration, the Director
                                   of Emergency Management (IC) in cooperation with the EPG
                                   will request from the SEOC the establishment of DRC’s in
                                   Osceola County.

                                b. The FDEM will appoint a State Liaison for each DRC. The
                                   Liaison will work closely with the FEMA DRC manager in the
                                   establishment and daily operations of the DRC to ensure
                                   proper staffing.

                                c. DRC hours of operation will be determined jointly by the State
                                   and Federal Coordinating Officers.

                                d. Osceola County will maintain a constant representation in the
                                   DRC. The Finance / Admin Section – Recovery Branch will act
                                   as the overall coordinator in cooperation with the state and
                                   federal government on the overall operation and coordination
                                   of the DRC. Once the DRC is activated the appropriate
                                   agencies/individuals will be notified via e-mail, phone, fax,
                                   pagers, etc. The agencies represented in the DRC include:

                                          1) Osceola County Office of Emergency Management

                                          2) Osceola County Department of Health and Family
                                             Services

                                          3) American Red Cross of Central Florida

                                          4) Osceola County Council on Aging

                                e. Osceola County Emergency Management will provide the
                                   following inventory for a DRC operation:

           Inventory Date:                1) 2 desktop computers and LAN system to ensure data
           May 2007                          security.
                                          2) 1 – telephone system
                                          3) 10 – 8’ tables
                                          4) 1 EM staff and 1 Human Services staff will be assigned
                                             to DRC operation later to be supplemented by
                                             volunteers through the Volunteers & Donations Unit.


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VI.   PLANNING ASSUMPTIONS AND ASSIGNEMT OF
      RESPONSIBILITIES
      A. Planning Assumptions

             1. The cost share for the public assistance program will be 75%
                supplied by the Federal government while 25% will be the
                responsibility of the State and county government. In Florida this
                25% may be divided into 12-1/2 % paid for by the state and the
                remaining 12-1/2 % are the responsibility of the county government.
                There is a tendency in Florida that the federal share may be higher
                based on the magnitude of the circumstance.

             2. Eligible candidate to the program may include state and local
                agencies/organizations including: medical facilities, custodial care
                facilities, educational facilities, emergency facilities, etc.

             3. The public assistance program is a cooperative effort between local,
                state and federal officials so inter-agency planning and coordination
                is critical.

      B. Program Administration

             1. Following the President's declaration of a disaster, the Governor's
                Authorized Representative (GAR) will conduct meetings for all
                potential applicants for public disaster assistance. FEMA will assign
                a Public Assistance Coordinator who will be the overall coordinator
                of the program. FDEM will assign a Project Officer to assist the
                individual applicants. The Public Assistance Coordinator will act as
                the floodgate for federal funds in regards to Federal disaster funds.

             2. Agency Responsibilities

                  a. Primary Agency - Osceola County has designated the Office of
                     Emergency Management as the point of contact and office for
                     public and nonprofit organizations to submit requests for public
                     assistance.

                  b. Support Agencies - Depending on the scenario there will be a
                     variety of local and county agencies/organizations in the public
                     assistance program. Some of the support agencies may
                     include:

                        1) Public Works and Engineering (Osceola County Public
                           Works Department) Identify and submit necessary

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                                                paperwork to obtain public assistance funds to repair
                                                roads and other facilities that were damaged.

                                          2) Mass Care (American Red Cross) Works with the
                                             community assistance teams to identify and fund the
                                             short term and long term needs of the county.

                                          3) Health and Medical (Osceola County Health
                                             Department) Works with the community assistance
                                             teams to identify and fund the short-term and long-term
                                             health needs of the county.

                                          4) Utilities (Submits requests for public assistance for
                                             damages to the energy distribution infrastructure.

                                          5) Public Information (Osceola County Public Information
                                             Office) Serves as a point of contact for the media in
                                             regards to releasing public assistance information.

                                          6) Business and Industry Serves as the coordination body
                                             to obtain and assist in distributing public assistance
                                             funds to affected. Reports and obtains funding through
                                             the available public assistance program to repair county
                                             utility systems.

                         3. Applicant Briefing (Kick-Off meeting)

                                a. An applicant briefing will be scheduled to advise potential
                                   eligible applicants of the availability and requirements of
                                   federal assistance. Each potential applicant will be asked to
                                   complete and return a Request for Public Assistance (RPA)
                                   form. The RPA reports damages suffered by each potential
                                   applicant and are used by the Federal Coordinating Officer to
                                   determine the number of damage survey and inspection
                                   teams.

                                b. The Public Assistance Coordinator, Project Officer, and the
                                   eligible applicants will attend this meeting and provide
                                   assistance and oversight for the PA program.

                                c. Acceptance and Denial Procedures

                                          1) A completed RPA will be transmitted to the FCO for
                                             each potential applicant. If the RPA is denied by the
                                             FCO, the Applicant Liaison Officer will notify the
                                             potential applicant in writing, explaining the specific

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                      reasons for denial and providing information on appeal
                      procedures.

            d. Designation of Sub-grantee's

                  1) Potential applicants will also be requested to complete
                     and return a "Designation of Sub-grantee's Agent" form
                     and designates the official authorized to sign the
                     funding agreements and execute relevant public
                     assistance documents. Before any public assistance
                     funds are released the State and the applicant must
                     enter into a disaster relief funding agreement.

C. Public Assistance Program

       1. This program is based on a partnership of FEMA, state and local
          officials. Their roles and responsibilities are included below:

            a. FEMA's role revolves around customer service and assistance.
               In this role, FEMA will provide more information about the
               program in various media before the disaster strikes and more
               technical assistance in the development of damage
               descriptions and cost estimates after the disaster.

            b. As grantee, the state is responsible for administering the
               federal grant. FEMA and state officials will meet soon after the
               declaration to develop a public assistance recovery strategy,
               which will address FEMA and state staffing plans. FEMA will
               continue to assist the state, in ways mutually agreed upon, in
               meeting its responsibilities. (See Figure 2)

            c. The role of local governments and eligible private nonprofit
               organizations will prepare scopes of work and cost estimates
               for small projects will be allowed to do so, subject to 20%
               validation by FEMA or the state.

D. Debris Management

       1. Public Works Department, Solid Waste will be responsible for the
          overall coordination of debris management. It is anticipated that a
          significant number of personnel with engineering and construction
          skills, along with construction equipment and materials, will be
          required from sources outside the disaster area.

            a. Debris Management Primary Goals



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                                          1) Debris removal efforts will focus on clearing major
                                             transportation routes to allow for the movement of
                                             emergency vehicles, traffic, and emergency resources
                                             and supplies. After major transportation routes have
                                             been cleared, debris will then be removed from
                                             secondary roadways, residential streets and public
                                             parks.

                                b. Debris Disposal

                                          1) To minimize the impact on remaining landfill capacity,
                                             alternative means of disposal will be used whenever
                                             possible.

                                          2) Vegetative debris will either be burned or chipped.
                                             Burning provides the most expeditious means of
                                             disposal; however, the public health hazards resulting
                                             from large-scale burning of debris may require chipping
                                             either in addition to or in lieu of burning. Burn sites will
                                             be identified (preferably in rural areas away from
                                             population concentrations) by state and local officials.

                                          3) Construction debris will be separated and disposed of
                                             accordingly. Appliances, for example, should be
                                             stockpiled (rather than taken to a landfill) until necessary
                                             arrangements can be made for disposal. Wood and
                                             other combustible materials will be burned or chipped
                                             along with vegetative debris.

                         2. Local and State Coordination

                                a. Public Works will be responsible for coordinating with local,
                                   state and federal officials to secure necessary emergency
                                   environmental permits and legal clearances for debris removal
                                   and disposal as well as provide financial oversight.

             E. Community Relations

                         1. Although applications for individual assistance programs will be
                            made directly to the National Tele-registration Center "800"
                            telephone number, the disruption in normal communications
                            systems will expectedly result in isolated pockets of disaster victims
                            who are unaware of the availability of disaster assistance programs.

                         2. Community Relations Management


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    a. Osceola County Emergency Management will serve as the
       lead for community relations for Osceola County. The following
       agencies may assist:

          1) Osceola County Council on Aging

          2) Osceola County Health Department

          3) Salvation Army

3. Community Relations Teams

    a. The Community Relations Teams (CRTs) are composed of
       Federal, State and county personnel that will identify and serve
       the needs of citizens impacted by a disaster. The CRTs
       responsibilities and duties include:

          1) Informing affected individuals of the disaster aid
             programs that are available to them.

          2) Identifying the status of community resources and
             needs (housing, food, running water, etc)

          3) Confirming that civilians in recovering from a disaster
             are being provided required and appropriate services
             (sheltering, food, identifying areas in need of the CRT)


    b. The CRTs are dispatched to locations within Osceola County
       that are without power that may be unaware of the Disaster
       Recovery Centers or on-going public assistance programs.
       The areas covered by these teams will also be determined by
       statistics regarding individuals, which had not visited DRCs or
       called the National Tele-registration 1-800 number. Areas that
       will have a CRT deployed to it involve those areas with special
       populations (migrant workers, disabled individuals, etc).
       Another method to identify areas that need the services of a
       CRT is by coordinating operation with local community leaders
       and organizations, such as:

          1) Local churches

          2) Community Leaders

          3) Political leaders

          4) Local police and fire departments

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                                          5) Non-profit organizations

                                c. Prior to closing DRC’s, CRT’s should make outreach efforts to
                                   verify all affected residents are informed of the services
                                   available.

                         4. Unmet Needs Coordination

                                a. Identification of Unmet Needs - Unmet needs refers to any
                                   needs that an individual, family and/or community needs that
                                   are normally part of the regular disaster assistance provided by
                                   county, state, and federal agencies/organizations. The Office
                                   of Emergency Management and voluntary agencies will work
                                   on a continuing basis with local municipalities to identify and
                                   meet any unmet needs.

                                b. Osceola County will heavily utilize CRTs in identifying any
                                   unmet needs.

                                c. Lead Agency:

                                          1) The Osceola County Department of Human Resources
                                             will serve as the lead agency.

                                d. Support Agencies may include:

                                          1) Voluntary Agencies Active in Disaster (VOAD)

                                          2) Florida Interfaith Networking in Disaster (FIND)

                                          3) Ministerial Associations

                                          4) Local community groups

                                e. Types of Assistance - Types of unmet needs will be scenario
                                   driven but some examples of these needs may be:

                                          1) Rental assistance

                                          2) Emergency protection, repair, and rebuilding of homes

                                          3) Building supplies

                                          4) Volunteer labor


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F. Emergency Housing

       1. Temporary living areas will be established when possible on county-
          owned property. American Red Cross will function as the lead
          agency and will work in cooperation with State and Federal officials
          to meet the emergency housing needs have displaced citizens.
          Logistics will assist in the location and acquisition of non-county
          owned property.

       2. Longer term housing consideration will fall under the direction and
          control of the Osceola County Housing Coordinator. This position is
          a full time position. In coordination with Emergency Management,
          the Housing Coordinator will work directly with the Building
          Department to ensure accommodations such as permitting, zoning
          and applicable regulation issues are addressed to allow for longer
          term housing solutions.



G. Training Needs

       1. General Recovery and Mitigation Training

            a. Osceola County Office of Emergency Management will
               coordinate all recovery and mitigation training provided to
               county personnel by Florida Division of Emergency
               Management (FDEM) and FEMA.

            b. Osceola County Office of Emergency Management will provide
               schedules of the state emergency management training
               courses to appropriate county agencies.

            c. Applications for state and FEMA training courses will be
               submitted to the Director of Emergency Management for
               approval and submission to FDEM.

            d. Training will be in accordance with the Training Appendix
               (Appendix B)




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           Osceola County Damage Assessment Operational Guideline
I.   PURPOSE
     This guideline presents a system to coordinate damage assessment and reporting functions, estimate the
     nature and extent of the damage, and initiate disaster recovery assistance.

II. SITUATION AND ASSUMPTIONS

     A. Situation

          1.   Most hazardous events that may affect Osceola County have the potential for causing
               damage. A planned damage assessment program is essential for effective response and
               recovery operations.

          2.   An initial damage assessment will determine the severity and magnitude of the disaster,
               and identify the type of supplemental assistance necessary to recover from the effects.

          3.   Should a disaster of such magnitude occur to result in a Presidential declaration of
               "major disaster" or "emergency", a countywide initial damage assessment of public and
               private property will be required. Information obtained will provide a basis for:
                   a. The determination of further actions and resources required.
                   b. The allocation of local government resources in the disaster area during the
                        early stages of the recovery effort.
                   c. The establishment of future priorities.
                   d. Any outside assistance required to restore the affected area to pre-disaster
                        condition.


     B. Assumptions

          1.   The County will continue to be exposed to various hazards resulting in damage to both
               public and private property.

          2.   Implementing damage assessment procedures will expedite relief and assistance for
               those adversely affected.


 III.CONCEPT OF OPERATIONS

     A. General:

        Initial responsibility for damage assessment and recovery operations lies with the county and each
        municipal government.

     B. Specific:

        1. Emergency and recovery operations will initially be coordinated from the Osceola County
           Emergency Operations Center. Accurate emergency logs and expenditure records must be
           kept from the onset of the disaster by each response agency/organization.
        2. The damage assessment process will be managed through the use of the Incident
           Command System. (Emergency Operations Center Standard Operating Guideline)
        3. Damage assessment personnel will be assigned to the "Planning Section" of the Emergency
           Operations Center organization. The municipalities will coordinate their damage assessment
           with the Osceola County Emergency Operations Center and request assistance as needed
           to conduct damage assessment in their jurisdictions.

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               4. As appropriate, the Damage Assessment Unit Leader will coordinate notification of damage
                  assessment personnel through phone, email, paging or radio. These personnel will report
                  as directed to conduct the Preliminary Damage Assessment. (Forms DA-1 Business and
                  DA-2 Residence)
                      1. Damage Assessment teams will be briefed as to safety concerns and execution of
                          the survey based on a “Grid Pattern”.
                      2. An initial “safety assessment” is carried out in the field by "windshield" survey (a
                          quick drive-by assessment for life threatening conditions such as; building collapse
                          etc.) Form SA-1
                      3. Additionally by a "canvas" survey (a door to door inspection of damages).
                      a. Damage surveys by air operations will be requested through the Planning Section
                          Chief.

               5. The Damage Assessment Unit Leader will organize, equip, and assign teams to the affected
                  areas to conduct the preliminary damage assessment based on predefined grids. Pre-
                  printed forms or computer based forms or a combination of both, may be used to record
                  observed damages.

               6. The Damage Assessment Unit Leader will coordinate the compilation of damage survey
                  data, prepare damage assessment reports for the Planning Section, and plot damaged
                  areas on local GIS maps as necessary or requested.

               7. The Planning Section Chief will review the damage assessment reports to determine if any
                  outside assistance may be necessary to recover from the disaster.

               8. The Planning Section Chief will forward damage assessment reports to appropriate state
                  and federal agencies.

               9. Based upon the local damage assessment reports, the State will determine recovery
                  capabilities available to meet the anticipated requirements. If the capabilities of
                  state/local/private resources appear to be insufficient, the State may request a joint
                  federal/state/local Preliminary Damage Assessment (PDA) be conducted.

              10. 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.

              11. The President, under a "major emergency" declaration may authorize the use of any federal
                  equipment, personnel and other resources.

              12. The President, under a "major disaster" declaration may authorize two basic types of
                  disaster relief assistance:

                   a. Public Assistance (PA)
                      1. Debris removal
                      2. Emergency protective measures
                      3. Permanent work to repair, restore or replace road systems, water control facilities,
                         public buildings and equipment, public utilities, public recreational facilities, etc.

                   b. Individual Assistance (IA)
                      1. Temporary housing
                      2. Individual and family grants (IFG)
                      3. Disaster unemployment assistance
                      4. Disaster loans to individuals, businesses, and farmers
                      5. Agricultural assistance
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          6. Legal services to low-income families and individuals
          7. Consumer counseling and assistance in obtaining insurance benefits
          8. Social security assistance
          9. Veteran's assistance
          10. Casualty loss tax assistance

  C. In the event a major disaster or emergency is declared:

     1.     A Federal Coordinating Officer (FCO) will be appointed by the President to coordinate
            the federal efforts.

     2.     A State Coordinating Officer (SCO) and Governor's Authorized Representative (GAR)
            will be appointed by the Governor to coordinate the state efforts.

     3.     A Disaster Field Office (DFO) will be established within the state (central to the damaged
            areas) from which the disaster assistance programs will be administered.

     4.     For IA (Individual Assistance) only, Disaster Application Centers (DACs) will be
            established central to the affected areas where individuals may apply for assistance.

     5.     In areas declared eligible for Public Assistance programs, an Applicant's Briefing will be
            conducted for officials of counties, cities and private nonprofit organizations to explain
            eligibility criteria. Emergency Management may be requested to assist with identifying
            and notifying eligible applicants.

     6.     At the applicant's briefing, each eligible entity will submit a Request for Public
            Assistance (RPA).

     7.     Each PA (Public Assistance) applicant (including local government entities) will appoint
            an "Applicant's Agent" to coordinate the collection of documentation and submission of
            information to the DFO.

IV. DIRECTION AND CONTROL

   A.       The Policy Group will establish over priorities and mission concept through the Incident
            Command System to direct and control recovery activities from the EOC.

   B.       The Damage Assessment Unit Leader is a member of the Planning Section and is
            responsible for the coordination of damage assessment activities.

   C.       All county departments will provide personnel and resources, including vehicles, to
            support the damage assessment and the recovery effort, as requested. Personnel from
            operating departments assigned to damage assessment responsibilities will remain
            under the control of their own departments, but will function under the technical
            supervision of the Planning Section.

                1. The Property Appraisers Office will provide primary “Go-Kit” capability and will
                   include the following inventory to be checked annually (April of each year):

                        a.   Property Appraisers vehicles, SUV’s.                                  Date of Inventory
                        b.   Laptop/portable computers/software
                        c.   Forms                                                               April 2007
                        d.   Paper maps for redundancy
                        e.   Portable radios/cell phones
                        f.   Safety equipment – hard hats, boots, gloves and first aid kit
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      V. CONTINUITY OF GOVERNMENT
           A. The line of succession is:

                 1.    Damage Assessment Unit Leader
                 2.    Planning Section Chief (Disaster Response)
                 3.    Property Appraiser (Daily Responsibility)
                 4.    Osceola Board of County Commissioners

           B. Lines of succession for other agencies supporting damage assessment are in accordance with the
              agency's established procedure.




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     Windshield Safety                    Incident Name                            Date Prepared             Time Prepared

     Assessment Form
          Team Member Name:                                                               Apparatus:
    Business / Residents Name:                                                        Type Structure:
                 Street Number:                                    Street Name:
      Apartment / Suite Number:                                     GPS Coord: N                         W
                                  City:                                                        State:
                Complex Name:                                                           Postal Code:
   Area Code & Phone Number:                                                       Alt Phone Number:
          Building Owner Name:                                                     Was a Rescue Made? Yes _____ No ______
                                                                Damage
    Damage Status             X                   Extent                                Damage Type
                     Black                Destroyed                       Wind           Falling Tree             Terror Event
                       Red                Major                            Fire              Looting             Aircraft Crash
                     Yellow               Minor                       Explosion             Tornadic                     Other
                      Gray                Unknown                  Flood Water                  Hail
                       Blue               Closed                Water Intrusion           Civil Unrest
Brief Description:




Windshield Safety Assessment                                  Signature
                                              Page ______
         Form SA-1




     Windshield Safety                    Incident Name                            Date Prepared             Time Prepared
     Assessment Form
           Team Member Name:                                                              Apparatus:
    Business / Residents Name:                                                        Type Structure:
                 Street Number:                                    Street Name:
      Apartment / Suite Number:                                     GPS Coord: N                         W
                                  City:                                                        State:
                Complex Name:                                                           Postal Code:
   Area Code & Phone Number:                                                       Alt Phone Number:
          Building Owner Name:                                                     Was a Rescue Made? Yes _____ No ______
                                                                Damage
    Damage Status             X                   Extent                                Damage Type
                     Black                Destroyed                       Wind           Falling Tree             Terror Event
                       Red                Major                            Fire              Looting             Aircraft Crash
                     Yellow               Minor                       Explosion             Tornadic                     Other
                      Gray                Unknown                  Flood Water                  Hail
                       Blue               Closed                Water Intrusion           Civil Unrest
Brief Description:




Windshield Safety Assessment                                  Signature
                                             Page _______
         Form SA-1
                                                            Safety Assessment
Residential Damage                  Incident Name                               Date Prepared            Time Prepared
 Assessment Form
       Team Member Name:                                                              Unit Leader:
          Residents Name:                                                          Type Structure:
             Street Number:                                   Street Name:
        Apartment Number:                                      GPS Coord: N                          W
                            City:                                                           State:
            Complex Name:                                                            Postal Code:
Area Code & Phone Number:                                                       Alt Phone Number:
     Building Owner Name:
                                                           Damage
Damage Status           X                   Extent                                   Damage Type
               Black                Destroyed                        Wind             Falling Tree            Terror Event
                Red                 Major                             Fire                Looting            Aircraft Crash
             Yellow                 Minor                        Explosion               Tornadic                    Other
               Gray                 Unknown                   Flood Water                    Hail
                Blue                Closed                 Water Intrusion            Civil Unrest
   Brief Description:
                                                            Values
                               Replacement Cost             Estimated Loss        Insurance Amount            Difference
               Land:
          Structure:
          Contents:
              Other:
               Total:

                                                              Uninsured Loss:                        %


                                                           Drawing




 Residential Damage                                      Signature
                                             Page 1
Assessment Form DA-2

                                                      Damage Assessment
   Business Damage                    Incident Name                               Date Prepared            Time Prepared

   Assessment Form
         Team Member Name:                                                              Unit Leader:
             Business Name:                                                          Type Business:
               Street Number:                                   Street Name:
                Suite Number:                                    GPS Coord: N                          W
                              City:                                                           State:
              Complex Name:                                                            Postal Code:
  Area Code & Phone Number:                                                       Alt Phone Number:
       Building Owner Name:                                                        Business Owner:
                                                             Damage
   Damage Status          X                   Extent                                   Damage Type
                 Black                Destroyed                        Wind             Falling Tree            Terror Event
                   Red                Major                             Fire                Looting            Aircraft Crash
               Yellow                 Minor                        Explosion               Tornadic                    Other
                 Gray                 Unknown                   Flood Water                    Hail
                  Blue                Closed                 Water Intrusion            Civil Unrest
     Brief Description:
                                                              Values
                                 Replacement Cost             Estimated Loss        Insurance Amount            Difference
                 Land:
            Structure:
            Contents:
                Other:
                 Total:

                                                                Uninsured Loss:                        %


                                                             Drawing




Business Damage Assessment                                 Signature
                                               Page 1
         Form DA-1

                                                        Damage Assessment
                                                                 Comprehensive Emergency Management Plan
                                                                                       Debris Management
                                                                                           Osceola County




                Osceola County Debris Management Plan
                                           MISSION

To facilitate and coordinate the removal, collection, and disposal of debris following a
disaster, to mitigate against any potential threat to the health, safety, and welfare of the
impacted citizens, and expedite recovery efforts in the impacted area, and address any threat
of significant damage to improved public or private property.

                                         SITUATION

Natural and man-made disasters precipitate a variety of debris that includes, but is not limited
to, such things as trees, sand, gravel, building/construction materials, vehicles, personal
property, etc.

The quantity and type of debris generated from any particular disaster is a function of the
location and kind of event experienced, as well as its magnitude, duration, and intensity.

The quantity and type of debris generated, its location, and the size of the area over which it
is dispersed directly impacts the type of collection and disposal methods used to address the
debris problem, associated costs incurred, and the speed with which the problem can be
addressed.


 In a major or catastrophic disaster, Osceola County may have difficulty in locating staff,
equipment, and funds to devote to debris removal, in the short as well as long term.

Private contractors play a significant role in the debris removal, collection, reduction, and
disposal process.

The debris management program implemented by Osceola County is based on the waste
management approach to reduction; reuse; reclamation; resources, recovery, incineration
and land-filling respectively.

                    ORGANIZATION AND CONCEPT OF OPERATIONS

The Solid Waste Department of Osceola County is responsible for the debris removal
function. The Department of Public Safety (DPS) will work in conjunction with designated
support agencies, utility companies, waste management firms, and trucking companies, to
facilitate the debris clearance, collection, reduction, and disposal needs following a disaster.
DPS will be responsible for removing debris from the public right-of -way. Only when pre-
approved and it is deemed in the public interest will DPS remove debris from private property.
DPS will further stage equipment in strategic locations locally as well as regionally, if
necessary, to protect the equipment from damage, preserve the decision maker's flexibility for

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Osceola County




employment of the equipment, and allow for the clearing crews to begin work immediately
after the disaster.

Because of the limited quantity of resources and service commitments following the disaster,
DPS will be relying heavily on private contractors to remove, collect, and manage debris for
reuse, resource recovery, reduction, and disposal.

Using private contractors instead of government workers in debris removal activities has a
number of benefits.
   • It shifts the burden of conducting the work from the public sector to the private sector,
      freeing up government personnel to devote more time to their regularly assigned
      duties.

    •    Private contracting stimulates local, regional, and State economies impacted by the
         storm, as well as maximizes State and local governments' level of financial assistance
         from the Federal government.

    •    Private contracting allows the State and its political subdivisions to more closely tailor
         their contract services to their specific needs.

The entire process (ie, clearance, collection, transporting, reduction, and disposal, etc,) or
segments of the process can be contracted out.

The Osceola County Public Safety Department will maintain a list of approved contractors
who have the capability to provide debris removal, collection, and disposal in a cost effective,
expeditious, and environmentally sound manner following a disaster.

                              STAFF DEVELOPMENT & RESPONSIBILITIES

The Osceola County Department of Public Safety has developed a debris management plan.

Functions performed after an event may consist of the following:

1. Administration
      Function: Housekeeping, supplies, equipment, funding, accounting.

2. Contracting and Procurement
      Function: Bidding requirements, forms, advertisements for bids,
      instructions to bidders, contract development.

3. Legal
      Function: Contract review, right of entry permits, community liability
      condemnation of buildings, land acquisition for temporary
      staging and reduction sites, land acquisition for disposal
      sites, and insurance.
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                                                               Comprehensive Emergency Management Plan
                                                                                     Debris Management
                                                                                         Osceola County




4. Operations
      Function: Supervision of government and contract resources and
      overall project management.

5. Engineering
      Function: Detailed damage assessment, identification of project tasks,
      assignment of tasks, preparation of estimates, plans, specifications,                       and
      recommendation of contract award.

6. Public Information Specialist
      Function: Coordinate press releases, contacts with local organizations,
      individuals, and media; and public notices for debris removal and disposal contracts.

The staff shall coordinate with all State and Federal agencies responsible for disaster
response and recovery operations. The staff will be assigned the task of:

1. Assembling to develop a Debris Management Plan.
2. Developing an analysis and debris management capability
3. Discourage development in hazardous zones.
4. Develop public information and education programs.
5. Train personnel in debris management techniques.
6. Maintain pre-disaster maps, blueprints, photos and other documents.
7. Make a list of critical facilities (streets, roads, and bridges).
8. Identify non-government groups that could assist.

                                   CONTRACTS & LEGAL

Contracts have been put into place prior to the disaster to allow the DPS expedite their
implementation of the contract in a prompt and effective manner.

DPS will be responsible for managing the debris contract from project inception to
completion. Managing the debris contract includes such things as monitoring of performance,
contract modifications, inspections, acceptance, payment, and closing-out activities. All of
Osceola County’s contracts comply with the guidelines established in our Procurement
Department.

Osceola County will collect and maintain all records, financial and contractual to ensure
auditing procedures are acceptable to FEMA and state standards.

Osceola County utilizes the following contract type:

The Unit Price Contract
   • It is the most accurate account of actual quantities removed.


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    •    Requires field inspectors to eliminate contractor fraud. All contractor trucks must be
         measured and inspected for false bottoms and side reductions.
    •    Requires load tickets identifying truck number, contract number, contractor's name,
         date, time departed site, and estimated volume.

Certain volunteer (such as VOAD), State and Federal agencies ready to assist. These
agencies include Civic Clubs, Church organizations, Salvation Army, State Department of
Transportation, National Guard, scrap dealers, and U.S. Department of Labor. These VOAD
organizations will be coordinated by the Logistics Section in the EOC.

                                                SITE SELECTION

Debris storage and reduction sites have been identified and evaluated by Osceola County.

Initially, debris will be placed in temporary holding areas, determined before the onset of the
disaster, until such time as a detailed plan of debris collection and disposal is prepared. This
is not anticipated until after the local traffic has been restored.

Temporary debris collection sites should be readily accessible by recovery equipment and
should not require extensive preparation or coordination for use. Collection sites will be on
public property when feasible to facilitate the implementation of the mission and mitigate
against any potential liability requirements. Activation of sites will be under the control of the
Director of Public Safety, and will be coordinated with other recovery efforts through the
emergency operations center.

Any additional selection criteria will be developed into a checklist format for use by these
teams to facilitate identification and assessment of potential sites. Criteria will include such
factors of ownership of property, size of parcel, surrounding land uses and environmental
conditions, and transportation facilities that serve the site.

The following is a list of temporary holding sites:

    1.       Austin -Tindall Park : Vacant property (Boggy Creek Road)
    2.       Mac Overstreet Park: (Pleasant Hill Road)
    3.       J.E.D. Landfill Operations Site: Private facility (Holopaw)

                                        DEBRIS REMOVAL PRIORITIES

The debris removal process will be initiated promptly and conducted in an orderly, effective
manner in order to protect public health and safety following a major or catastrophic event. To
achieve this objective, the first priority will be to clear debris from key roads in order to
provide access for emergency vehicles and resources into the impacted area. Key roads will
be identified at the time of the event.



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                                                                 Comprehensive Emergency Management Plan
                                                                                       Debris Management
                                                                                           Osceola County




The need and demand for critical services will be increased significantly following a disaster.
Therefore, the second priority that debris removal resources will be assigned is providing
access to critical facilities identified at the time of the disaster.

                                 DEBRIS CLASSIFICATION

To facilitate the debris management process, debris will be segregated by type. It is
recommended that the categories of debris established for recovery operations will be
standardized. Osceola County has adopted the categories established for recovery
operations by the U.S. Army Corps of Engineers following Hurricane Andrew.

Debris removed will consist of two broad categories

   •   Clean wood debris
   •   Construction demolition debris.

Most common hurricane-generated debris will consist of 30% clean woody material and 70%
C&D. Of the 70% mixed C&D it is estimated 42% will be burnable but require sorting, 5% will
be soil, 15% will be metals, and 38% landfill. All of the above will depend on the nature of the
disaster and path of the storm.

Definitions of classifications of debris are as follows:

Burnable Materials: Burnable materials will be of two types with separate burn locations.

Burnable Debris: Burnable debris includes, but is not limited to, damaged and disturbed
trees; bushes and shrubs; broken, partially broken and severed tree limbs; and bushes.
Burnable debris consists predominately of trees and vegetation. Burnable debris does not
include garbage or construction and demolition material debris.

Burnable Construction Debris: Burnable construction and demolition debris consists of
non-creosote structural timber, wood products, and other materials designated by the
coordinating agency representative.

Non-burnable Debris: Non-burnable construction and demolition debris includes, but is not
limited to, creosote timber, plastic, glass, rubber and metal products, sheet rock, roofing
shingles, carpet, tires, and other materials as may be designated by the coordinating agency.
Garbage will be considered non-burnable debris.

Stumps: Stumps will be considered tree remnants exceeding 24 inches in diameter; but no
taller than 18 inches above grade, to include the stump ball. Any questionable stumps shall
be referred to the designated coordinating agency representative for determination of its
disposition. FEMA guidelines will be reviewed at the time of the event in reference to stumps.



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Ineligible Debris: Ineligible debris to remain in place includes, but is not limited to,
chemicals, petroleum products, paint products, asbestos, and power transformers.

Any material that is found to be classified as hazardous or toxic waste (HTW) shall be
reported immediately to the EOC for disposition through the appropriate agency. At the
coordinating agency representative's direction, this material shall be segregated from the
remaining debris in such a way as to allow the remaining debris to be loaded and
transported.

Standing broken utility poles, damaged and downed utility poles and appurtenances,
transformers and other electrical material will be reported to the EOC.

Emergency workers shall exercise due caution with existing overhead and underground
utilities and above ground appurtenances, and advise the appropriate authorities of any
situation that poses a health or safety risk to workers on site or to the general population.

X Debris classifications developed and used by the Corps of Engineers in Hurricane Andrew
recovery.

                                     ESTIMATING DEBRIS QUANTITIES

The formula for estimating debris quantity is: Q=H(C)(V)(B)(S)

H (Households) = Population/3 (3 persons per household)
C (Category of Storm) = Factor (See table below)
V (Vegetation Multiplier) = Factor (See table below)
B (Commercial Density Multiplier) = Factor (See table below)
S (Precipitation Multiplier) = Factor (See table below)

Hurricane Category                                     Value of "C" Factor
1                                                      2 CY
2                                                      8 CY
3                                                      26CY
4                                                      50CY
5                                                      80CY

Vegetative Cover                                Value of "V' Multiplier
Light                                                 1.1
Medium                                                1.3
Heavy                                                 1.5

Commercial Density                              Value of "B" Multiplier
Light                                                 1.0
Medium                                                1.2
Heavy                                                 1.3

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                                                                                      Debris Management
                                                                                          Osceola County




Precipitation                     Value of "S" Multiplier
None to Light                           1.0
Medium to Heavy                         1.3


Once the amount of debris has been estimated, Osceola County will require temporary
storage sites the size of which can be determined by taking the following factors into
consideration:

1. The debris pile shall be stacked to a height of no more than 10 feet.
2. 60% usage of the land area will be devoted to roads, safety buffers, burn pits, household
hazardous waste, etc.,.
3. 10 foot stack height = 3.33 yards
4. 1 acre = 4,840 square yards (sy)
5. Total volume per acre = 4,840 sy/ac x 3.33y = 16,133 cy/ac.

Using the above examples, the estimate of total debris from any hurricane will be within 30%
plus or minus of the actual amount of debris accumulated. In this example, under the worst
scenario, e. g., is a Category 5 hurricane, heavy vegetation cover, heavy commercial density,
and heavy precipitation, the amount of acres needed for a temporary landfill is 3,352 acres.
The calculation (assuming a population of 500,000) is as follows:

Q = H(C) (V) (B) (S)
Q = 166,667 x 80 x 1.5 x 1.3 x 1.3
Q = 33,800,068 CY of debris.

33,800,068 (CY of debris / 16,133 (cy/ac) = 2,095 acres of debris.

2,095 acres x 1.66 (60% more area needed for roads, etc.,) = 3,352 acres.

Note: Osceola County has determined that a 5-10 acre site will be sufficient.

Note: To help visualize what 33,800,068 CY of debris looks like, picture a building occupying
1 acre. 1,000,000 CY of debris would create a stack 62' high on one acre. That building
would be 2,046 feet high or approximately 200 stories high.

                          DEBRIS DISPOSAL AND REDUCTION

Once the debris is removed from the damage sites, it will be taken to the temporary landfills.
The three methods of disposal are burning, recycling, and grinding/chipping. Grinding and
chipping will be utilized as a viable reduction method. Grinding and chipping reduces the
volume on a 4 to 1 ratio. For grinding and chipping to be feasible, 25% of volume remaining
must have some benefit or use.


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Osceola County




The three primary burning methods are open burning, air curtain pit burning, and incineration.
Controlled open burning is a cost-effective method for reducing clean woody debris in rural
areas. Burning reduces the volume by 95%, leaving only ash residue to be disposed of. Air
curtain pit burning substantially reduces environmental concerns. The blower unit must have
adequate air velocity to provide a "curtain effect" to hold smoke in and to feed air to the fire
below.

Portable incinerators use the same methods as air curtain pit systems. The only difference is
that portable incinerators utilize a pre-manufactured pit in lieu of an onsite constructed
earth/limestone material.
Metals, wood, and soils are prime candidates for recycling. Most of the non-ferrous metals
are suitable for recycling. Specialized contractors are available to bid on disposal of debris by
recycling if it is well sorted.

                                       SITE CLOSE-OUT PROCEDURES

Each temporary debris staging and reduction site will eventually be emptied of all material
and be restored to its previous condition and use.

Before activities begin ground and aerial photos will be taken, important features such as
structures, fences, culverts, and landscaping will be noted. Random soil samples will be
taken as well as water samples from existing wells. The site will be checked for volatile
organic compounds. After activities begin, constant monitoring of air quality and soil and
water samples will take place. Photo, maps, and sketches of the site will be updated and fuel
spills will be noted.

At close-out final testing of soil, water, and air quality and compared to original condition. All
ash will be removed and any remediation actions will be taken. Osceola County will notify the
Florida Department of Environmental Protection, in writing, as to the location and activities of
our temporary disposal sites.

                                      DEBRIS MANAGEMENT ACTIONS

The Debris Management Plan is separated into four stages:

4. Normal Operations

    •    Maintain current contracts with debris removal contractors to expedite the
         implementation of their debris management.

    •    Identify and pre-designate potential debris storage sites for the type and quantity of
         debris anticipated following a catastrophic event if additional sites are required.




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                                                                   Comprehensive Emergency Management Plan
                                                                                         Debris Management
                                                                                             Osceola County




   •   Develop site selection criteria checklists to assist in identifying potential debris storage
       sites if additional sites are needed. Identify and coordinate with appropriate regulatory
       agencies regarding potential regulatory issues and emergency response needs.

   •   Develop the necessary right of entry and hold harmless agreements indemnifying all
       levels of government against any potential claims, if necessary.

   •   Develop and coordinate pre-scripted announcements with the Public Information
       Office (PIO) regarding debris removal process, collection times, temporary storage
       sites use of private contractors, environmental and health issues, etc.


3. Increased Readiness (A natural or man-made disaster is threatening the local area)

   •   Review and update plans, standard operating procedures, generic contracts, and
       checklists relating to debris removal, storage, reduction, and disposal process.

   •   Alert local departments that have debris removal responsibilities ensuring that
       personnel, facilities, and equipment are ready and available for emergency use.

   •   Relocate personnel and resources out of harms way and stage in areas where they
       can be effectively mobilized.

   •   Review potential local, regional, and debris staging and reduction sites that may be
       used in response and recovery phases in the context of the impeding threat.

   •   Review resource listing of private contractors who may assist in debris removal
       process. Make necessary arrangements to ensure their availability in the event of the
       disaster.

2. Response

   •   Activate debris management plan, coordinate with needs assessment team.

   •   Begin documenting costs.

   •   Coordinate and track resources (public and private).

   •   Establish priorities regarding allocation and use of available resources. Identify and
       establish debris temporary storage and disposal sites (local, regional).

   •   Address any legal, environmental, and health issues relating to the debris removal
       process.


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Osceola County




Continue to keep public informed through the PIO.

1. Recovery

    •    Continue to collect, store, reduce, and dispose of debris generated from the event in a
         cost-effective and environmentally responsible manner.

    •    Continue to document costs.

    •    Upon completion of debris removal mission, close out debris storage and reduction
         sites by developing and implementing the necessary site restoration actions.

    •    Perform necessary audits of operation and submit claim for Federal assistance.




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                                                       Comprehensive Emergency Management Plan
                                                                                Mitigation Annex
                                                                                 Osceola County




I.   INTRODUCTION
     Hazard mitigation is any action taken to permanently reduce or eliminate long-
     term risk to people and their property from the effects of hazards. Some
     examples of hazard mitigation include land use planning techniques that limit
     infrastructure in high hazard areas and programs for retrofitting existing
     structures to meet new building codes and standards. Ideally, a community can
     minimize the effects of future hazards through a mix of code enforcement,
     planning, and responsible development. All Florida communities are exposed to
     hazards such as: hurricanes, tornadoes, floods, hazardous material spills, fires
     and sinkholes. For more detailed information regarding specific hazards in
     Osceola County, please refer to the Hazards section of the Basic Plan.

     A. GENERAL - RESPONSIBILITIES

             1. Osceola County Office of Emergency Management is the lead
                agency responsible for coordinating hazard mitigation activities
                within the county for both pre-disaster and post-disaster scenarios.
                The Director is the responsible position in charge of these activities.

             2. The coordination of hazard mitigation activities is conducted through
                a joint effort of The Osceola County Mitigation 20/20 Task Force.
                This is a multi-jurisdictional cooperative coordinated effort of several
                organizations, which includes pre and post-disaster efforts, they are:

                  a.   Kissimmee
                  b.   St. Cloud
                  c.   Osceola County unincorporated
                  d.   American Red Cross
                  e.   South Florida Water Management District
                  f.   Toho Water Authority
                  g.   Home Builder's Association
                  h.   Kissimmee-Osceola County Chamber of Commerce
                  i.   St. Cloud Greater Osceola Chamber of Commerce
                  j.   School District of Osceola County
                  k.   At-large Membership

             3. The coordination of mitigation activities between government and
                private agencies includes resource; information sharing, public at-
                large membership and analyzing of development trends.

             4. The state of Florida is included in all mitigation efforts where
                required.

                                                        Comprehensive Emergency Management Plan
                                                                                Mitigation Annex
                                                                                  Osceola County
                                                                                                1
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    II.      CONCEPT OF OPERATIONS
             A. This section of the plan provides an overview of the management of pre-and
                post-disaster mitigation activities in Osceola County. The purpose is to
                provide guidance for the activities necessary for Osceola County to reduce
                the potential for damage and loss from future disasters affecting the county.

             B. ORGANIZATION DURING EMERGENCIES

                         1. Osceola County manages emergency activation through a National
                            Incident Management System (NIMS) compliant Incident Command
                            System. This is especially effective for managing response and
                            recovery operations that involve multiple agencies each working
                            interrelated tasks.

                         2. Osceola County Office of Emergency Management is the
                            responsible agency for providing information to citizens. This
                            process is conducted through the (PIO) Public Information Officer
                            and culmination of a Joint Information System. The organization
                            system employed during mitigation activities is streamlined in large
                            partly because Osceola County Office of Emergency Management
                            has the primary responsibility for nearly all aspects of pre and post-
                            disaster mitigation.

                         3. Constitutional Officials jurisdiction and responsibilities shall not be
                            affected. However, instances will appear when Osceola County will
                            receive assistance from supporting agencies.

                         4. The Concept of Operations section of the Basic Plan details the
                            organization, which is flexible in all phases of mitigation efforts.

             C. NOTIFICATIONS     AND   COORDINATION     OF   DEPARTMENTAL
                PARTICIPATION IN (PRE-DISASTER) MITIGATION OPERATIONS

                         1. Pre-disaster mitigation activities are coordinated by the Office of
                            Emergency Management through the Local Mitigation Strategy
                            (LMS) process in conjunction with the Osceola County Mitigation
                            20/20 Task Force, which includes the municipalities and agencies
                            as list in the this Annex.

                         2. The Osceola County Mitigation 20/20 Task Force assists in
                            identifying the hazards to which the County is vulnerable; assesses
                            the facilities and structures that are most vulnerable to hazards;
                            offers a prioritized list of mitigation projects to take advantage of
                            available funding; and links mitigation projects to these sources of
                            funding.

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                                                                        Mitigation Annex
                                                                         Osceola County




      3. Osceola County Mitigation 20/20 Task Force is responsible for
         maintaining the County LMS. The LMS will be updated at least
         annually, after each major disaster, or on an as needed basis.

D. NOTIFICATIONS     AND   COORDINATION     OF   DEPARTMENTAL
   PARTICIPATION IN (POST-DISASTER) MITIGATION OPERATIONS

      1. Local agencies involved in mitigation operations will vary according
         to the specifics of each event. The Mitigation Branch within the
         Planning Section will contact departments for post-disaster
         mitigation activities and notify them as to their role.

      2. Personnel resources for daily operations in Osceola County are
         limited. In the aftermath of a disaster, these resources are stretched
         even further. As a result of this limitation, through County
         Resolution, resources are supplemented through the various county
         departments. (BOCC Resolution, September 26, 1983)

      3. Once immediate mitigative measures are underway, the Mitigation
         Branch Director will promulgate a list of potential projects for
         submission to Command. Command will review the project list for
         submission to the LMS Committee for prioritization.

      4. The LMS Committee accepts each project and submits the projects
         to the committee for prioritization.

E. COORDINATION OF MITIGATION ACTIVITIES

      1. Osceola County Office of Emergency Management will serve as the
         coordinating organization for both pre and post-disaster mitigation
         activities.

           a. Osceola County Emergency Management through the LMS
              Committee will notify all supporting governmental and private
              agencies required for mitigation assessment operations to
              facilitate resource and information sharing; coordinate all
              activities required to identify potential mitigation projects and
              initiatives, coordinate the application process for mitigation
              related grants.

           b. The following is a list of supporting agencies in hazard
              mitigation activities and assessment.


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                                         1) Osceola County Property Appraiser: The Osceola
                                            County Property Appraiser provides technical expertise
                                            regarding property values, damages and losses to
                                            properties as a result of a disaster.

                                         2) Osceola County Engineering Department: The Osceola
                                            County Engineering Department will identify mitigation
                                            activities that could reduce the vulnerability of public
                                            infrastructure, businesses, and housing stock to
                                            damage and loss from natural and manmade disasters.

                                         3) Osceola County Public Works Department: The Osceola
                                            County Public Works Department will identify potential
                                            road, bridge, culvert, water, and sewer mitigation
                                            projects.

                         2. Local Hazard Mitigation Officers: The Osceola County Executive
                            Policy Group, following a Presidential Disaster Declaration, may
                            appoint a Local Hazard Mitigation Officer (LHMO). If appointed, the
                            LHMO would participate on an Interagency Hazard Mitigation Team
                            or State Hazard Mitigation Team if created. This team would assist
                            to support the LMS Committee.


             F. MITIGATION MEMORANDA OF UNDERSTANDING,                              MUTUAL      AID
                AGREEMENTS, OR INTER-LOCAL AGREEMENTS

                         1. Osceola County does not have any formal agreements with
                            agencies to assist in post-disaster mitigation activities. However, it
                            is the responsibility of the multi-jurisdictional representatives of the
                            Steering Committee on the Osceola County Mitigation Task Force
                            to ensure entities participation in approved mitigation efforts. The
                            local agencies within the county have historically worked together
                            as needed in the aftermath of disasters.

             G. NATIONAL FLOOD INSURANCE PROGRAM (NFIP)

                         1. The NFIP is a national program for floodplain management has a
                            strong mitigation provision to encourage communities to reduce or
                            eliminate flood losses. One of the major tools the NFIP uses to
                            promote mitigation is the Community Rating System (CRS).

                         2. With flooding as the hazard with the third highest relative risk behind
                            high winds, and lightning, Osceola County has a particular interest
                            in participation in the federal floodplain-mapping project and the
                            Community Rating System (CRS), in order to assist homeowners

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                      and businesses with decisions about property vulnerability and flood
                      insurance.

                 3. The National Flood Insurance Program (NFIP) allows property
                    owners in the 100-year flood zone to acquire federal flood insurance
                    policies on their land, which is subject to flood hazards. The cities
                    and county participation in the. Community Rating System (CRS), a
                    Federal Emergency Management Agency (FEMA) program,
                    qualifies residents for a reduced rate on flood Insurance, which
                    varies depending on the level of activities the jurisdiction performs
                    to reduce its flood potential.

                 4. Summary of participation in flood-related activities is shown in
                    tables A and B below.

 To the right Table “A” is the    Jurisdiction      NFIP        CRS            LOMC
 Community Rating System
 Number.                          Kissimmee         Yes         8              No

 Below in Table “B” is the        St. Cloud         Yes         5              Effective 02/04/05
 listing of Community ID
 number and other                 Osceola County    Yes         7              Rec’d being Checked for
 information.                                                                  completeness
                                  Unincorporated


                                                   TABLE A

CID          Community Name       County           Initial      Initial FIRM        Current         Regular or
                                                   FHBM         Identified          Effective       Emergency
                                                   Identified                       Map             Date

120190#      Kissimmee, City of   Osceola          07/19/74     07/02/81            06/06/01        07/02/81
                                  County

120191#      St. Cloud, City Of   Osceola          06/28/74     09/17/80            06/06/01        09/17/80
                                  County

120189#      Osceola County       Osceola          01/31/75     02/03/82            06/06/01        02/03/82
                                  County


                                                   TABLE B


      H. PROCESS FOR IDENTIFYING MITIGATION OPPORTUNITIES IN THE
         POST-DISASTER ENVIRONMENT

                 1. Osceola County Office of Emergency Management is responsible
                    for coordinating recovery operations in the county. As a result of this
                    active role in the recovery process, the Office is well poised to
                    identify opportunities for submission to the Local Mitigation Strategy
                    Task Force for future mitigation projects such as elevation and/or
                    acquisition of flood prone structures, drainage improvement
                    projects, and infrastructure enhancement projects. The Director
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                             works closely with the damage assessment teams in the field and
                             the building inspectors for Osceola County, to identify potential
                             mitigation opportunities.

                         2. Opportunities for implementing hazard mitigation measures will be
                            identified in any of the following ways:

                                a. The hazard mitigation planning process as identified in the
                                   State Hazard Mitigation (409) Plan, through the State Hazard
                                   Mitigation and Recovery Team or the Interagency Hazard
                                   Mitigation Team;

                                b. The Project Worksheet process, through the public assistance
                                   program;

                                c. Preliminary Damage Assessment; or, post disaster
                                   redevelopment plans developed pursuant to the State's growth
                                   management law, or the hazard mitigation component of the
                                   CEMP.

             I. PROCESS TO MANAGE MITIGATION ASSISTANCE FUNDS

                         1. The Disaster Mitigation Act establishes a hazard mitigation grant
                            program to fund certain State and local post-disaster hazard
                            mitigation measures. Federal funds are available under this
                            program on a 75 percent federal share/25 percent local share-
                            matching basis. The total amount of funding available for any given
                            disaster will be 10 percent of the initial estimate or the federal share
                            of permanent public assistance work.

                         2. Before any funding is made available under this program, a State
                            hazard mitigation grant program administrative plan demonstrating
                            how the grant program will be administered must be approved by
                            FEMA. The SHMO will be responsible for ensuring that this plan is
                            prepared and updated on a regular basis.

                         3. The State is responsible for identifying and selecting projects
                            funded under the grant program. The SHMO and members of the
                            State Hazard Mitigation Team will review project applications for
                            consistency with the State's hazard mitigation administrative plan
                            and the State hazard mitigation plan update prepared in response to
                            the disaster. Selection criteria will include:

                                a. Measures that best fit within the State's overall hazard
                                   mitigation strategy;


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          b. Measures that have the greatest potential impact to reduce
             future losses; and Measures that are designed to accomplish a
             multitude of hazard mitigation objectives.

     4. Based on the results of this review, the SHMO will recommend to
        the SCO those projects to be funded under the Hazard Mitigation
        Grant Program. Applicants will then be notified whether their
        proposed project is to be funded. It is the responsibility of Osceola
        County Office of Emergency Management and each municipality or
        applicant to complete applications and submit for federal and state
        disaster mitigation/recovery funding based on priorities as
        established by the LMS committee.

J. EQUIPMENT AND       RESOURCES       NECESSARY            FOR      MITIGATION
   ASSESSMENT

     1. The Osceola County Office of Emergency Management is the lead
        agency responsible for mitigation assessment. The Office will
        coordinate for equipment and resources necessary for mitigation
        assessment on an "as needed" basis.

     2. Vehicles used for mitigation         assessment          include      county
        departmental vehicles.

     3. The following equipment is provided by the Osceola County Office
        of Emergency and used for mitigation assessment:

          a. Office supplies, maps, and disposable or digital cameras.

          b. Other resources may be requested on an as needed basis
             through Emergency Management.

     4. Osceola County Office of Emergency Management will appoint an
        official to provide monitoring and maintaining all mitigation
        assessment resources and equipment.

     5. The reference location for inventory and personnel, data and
        equipment is the Osceola County Emergency Operations Center.

     6. The date of last revision is January 2007 and has been affected by
        the LMS Committee.

K. EMPLOYMENT     &    TRAINING      PROCEDURES            FOR       MITIGATION
   PERSONNEL

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                         1. Personnel involved in mitigation activities will be staffed and receive
                            on-going training according to their individual needs. Osceola
                            County Office of Emergency Management will work with all
                            mitigation assessment team members to ensure that all training
                            needs are met. The primary source for mitigation training is the
                            Florida Division of Emergency Management. See the Training
                            Appendix for additional information regarding training.

             L. PROJECT WORKSHEET (formerly – DAMAGE SURVEY REPORT
                PROCESS)

                         1. Under the Public Assistance program, cost-effective hazard
                            mitigation measures may be authorized for damaged facilities. The
                            FCO may authorize hazard mitigation measures that are necessary
                            for compliance with codes and standards if the measures are in the
                            public interest and the following conditions are met:

                                a. The mitigation measures will substantially reduce or eliminate
                                   the risk of recurring damage to the facility;

                                b. The measures reflect sound engineering and construction
                                   practices;

                                c. The    measures     are    cost-effective; and,  applicable
                                   environmental and flood plain management requirements have
                                   been met.

                         2. The SHMO will work closely with the State PAC, Hazard Mitigation
                            Engineer and the State Public Assistance Inspection Teams to
                            make sure that site-specific recommendations for incorporating
                            hazard mitigation measures into necessary repairs to damaged
                            facilities are reflected on the DSRs. This includes alternate projects,
                            if the SCO determines that the public interest would not be best
                            served if the damaged facility was repaired, restored or replaced.

    III.     HAZARD MITIGATION PLANNING
             A. Hazard Mitigation Act of 2000

                         1. The Hazard Mitigation Act requires the State and affected local
                            governments to prepare hazard mitigation plans that evaluate the
                            natural hazards within the disaster area(s) and recommends
                            appropriate measures to reduce the risks from future disasters. This
                            plan will include the following components:

                                a. An evaluation of the natural hazards in the disaster area;

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                   b. A description and analysis of State and local hazard mitigation
                      policies, programs, and capabilities to mitigate the hazards in
                      the disaster area;

                   c. Proposed hazard mitigation strategies, measures and actions
                      designed to reduce or avoid long-term vulnerability to hazards;
                      and,

                   d. A method for implementing, monitoring, evaluating and
                      updating the plan on an annual basis.

              2. Osceola County and its municipalities as well as other agencies
                 have developed a state approved Local Mitigation Strategy, which
                 meets the requirement of the Hazard Mitigation Act of 2000 and is
                 approved by the State of Florida and FEMA.


IV.   STATE PLAN SUMMARY
      A. The State has developed an all hazards mitigation plan that examines the
         State's vulnerability to all natural disasters that may affect the State. The
         following is a summary of the highest priority strategies included in the plan:

              1. Protecting critical facilities such as power, communications, water,
                 sewer, transportation, health, medical, schools, police, security, fire,
                 and key businesses.

              2. Increasing the amount of available shelter space so that the state's
                 shelter deficit is alleviated, and that existing and proposed shelter
                 space adequately provides for community needs.

              3. Repairing and retrofitting existing nonconforming use structures
                 damaged as a result of disasters.

              4. Developing a permanent State Hazard Mitigation and Recovery
                 Team within the State of Florida who will meet on a continuing basis
                 to establish hazard mitigation policy.

              5. Advocating the prevention of roof, window, and door failures
                 through enhancement of local government building codes and
                 financial assistance to local governments.

              6. Improving building inspection practices to ensure that all buildings
                 are properly constructed and that variances are kept to a minimum.
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                         7. Continuing an advocacy for a state common building code would
                            provide a regulatory framework for a common state building code
                            and provide an institutional framework for reviewing local
                            government amendments to such a common building code.

                         8. Continuing to seek improvement to wind and flood design
                            requirements for mobile homes and advocating installer certification
                            requirements.

                         9. Encouraging local governments and state agencies to examine
                            opportunities for acquisition of high hazard properties and for the
                            relocation of damage-prone infrastructure.

                         10. Assisting local governments in the development of post-disaster
                             redevelopment plans pursuant to the requirements of Florida's
                             growth management regulations.

                         11. Developing and refining post-disaster permitting procedures and in
                             particular, developing a "one stop" plan for consolidation and
                             prioritization of local and state building requirements. Insurance
                             companies also need to be involved in this process.

             B. IMPLEMENTING MITIGATION ACTIVITIES

                         1. State and local governments will be responsible for implementing
                            the hazard mitigation measures and recommendations included in
                            the plan. The designated LHMO will be responsible for coordinating
                            implementation activities with the SHMO and for providing the
                            SHMO with periodic updates on the status of mitigation measures.
                            The SHMO will then be responsible for submitting annual progress
                            reports to FEMA, indicating the status of each recommendation
                            and/or mitigation measure contained in the plan.




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                             MITIGATION
                   STANDARD OPERATING PROCEDURES

V.   The following is a brief operating guide to ensure consistency in hazard
     determination and mitigation activities.

     A. Osceola County Emergency Management will research, collect and analyze
        information related to vulnerabilities on an annual basis. The EM staff will
        use the following methods:

        1.   Climatologic data research from NOAA.
        2.   Terrorism data from the State as well as DHS.
        3.   Historical analysis on damage from hazardous events.
        4.   New and emerging threats and trends.
        5.   IAEM resources.
        6.   Physical property assessments.
        7.   Partnership presentation and input through regular communication.

     B. Data collected will be documented in a hazard vulnerability analysis report.
        Display data capabilities will be documented through GIS.

     C. Based on hazards and vulnerabilities, mitigation solutions will be determined
        and submitted through the LMS Task Force for addition to the project list
        and priority determination accomplished.

     D. Staff and partner training in mitigation assessment will be conducted
        according to the procedure as outlined in the Training Appendix; Mitigation
        section. Additional training will be supplemented through state offered
        courses.

     E. During mitigation assessment phase team members will be contacted by
        phone, pager, email and cellular calls with specific instructions on when and
        where to report for assignment.

     F. The following inventory will be update annually and used for mitigation
        assessment: (Inventory date: June 2007)

        1.   Two EM Staff vehicles
        2.   Two laptop computers
        3.   GIS applications software
        4.   2 digital cameras
        5.   2 Cellular phones (2 Satellite phones available)

     G. The post-disaster permitting process will be streamlined and expedited to
        accomplish work required for immediate mitigation activity in accordance
        with the direction of the Executive Policy Group.


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OSCEOLA COUNTY, FLORIDA




HAZARDOUS WEATHER ANNEX




    September 30th, 2007




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                                                ANNEX A
                                       Hazardous Weather Response
                                         (Non-Flood/Non-Tropical)


    I.       Introduction
           A.     General:

                      1. This annex establishes a framework through which Osceola County
                         may prevent or mitigate the impacts of, prepare for, respond to, and
                         recover from non-flooding, non-tropical conditions that may adversely
                         affect the health, safety and general welfare of Osceola County
                         residents and guests. This annex will provide some detail on weather
                         hazards affecting Osceola County including response levels from an
                         Emergency Management perspective.

           B.     Purpose & Scope:

                      1. The purpose of this annex is to describe the unique response/recovery
                         procedures as a result of hazardous weather events.

                      2. This annex describes the most frequent weather phenomena to affect
                         Osceola County. The weather hazards addressed in this annex are:

                           a. Extreme Cold/Freeze

                           b. Thunderstorm/Lightning/Tornado

                           c. Drought

             C. Assumptions:

                      1. Osceola County will usually receive advanced warning about the onset
                         of hazardous weather conditions either by NOAA weather radio, or
                         direct contact from the Warning Coordination Meteorologist.

                      2. Emergency Management personnel are assigned to monitor weather
                         conditions on a daily basis and provide information on potential threats.

                      3. The Emergency Operations Center (EOC) will not be activated, pre-
                         event, for most hazardous weather conditions. Tropical systems may
                         require pre-event activation.



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               4. Uninsured losses to Agri-Business, the Farm Service Agency,
                  Kissimmee (407-847-4201) maintains a database of those with
                  uninsured crops and expects the farm owners to call them if they have
                  losses and/or will contact them for information on potential losses. The
                  Farm Service Agency will initiate any requests for financial assistance
                  should it be warranted. The Agri-Businesses will notify Univ. of Fla.
                  Extension Services in Osceola County of losses (321-697-3000).


II.        The Response Organization
      A.     General

               1. Emergency service, law enforcement and utility personnel are trained
                  to recognize and report conditions capable of spawning severe
                  weather.

               2. Most weather event responses occur by on-duty personnel as a result
                  of damage, injury or death related to severe weather.

               3. The response to hazardous weather events will be dependent on
                  reports from the public and governmental entities.

               4. For major hazardous weather events, the response organization will be
                  as described in the Basic Plan consistent with the National Incident
                  Management System.

               5. Osceola County Office of Emergency Management is the Lead
                  Agency for both pre-event and post-disaster activities.

               6. Responsibilities:

                         a.     Osceola County Office of Emergency Management will:

                                        (1) Be responsible for this annex in addition to,
                                            all pre-event hazardous weather activities.

                                        (2) Monitor the weather and activate warning
                                            systems described in the Basic Plan.

                                        (3) Provide shelter openings as required.

                                        (4) Activate the EOC.

                                        (5) Activate the emergency information phone
                                            bank through the Public Information Officer.
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                                                        (6) Request the Board of County Commissioners
                                                            issue a local State of Emergency declaration,
                                                            as the situation warrants.

                                    b.          Osceola County Office of Emergency Management
                                                will be the Lead Agency for recovery operations
                                                should disaster occur.

                                    c.          All other responsibilities for hazardous weather response
                                                are outlined in Osceola County’s EOC Standard
                                                Operating Guide. (Appendix A).

           B.     State Response:

                                1. Pre-event: State response is not expected unless we are under
                                   a Tropical Storm/Hurricane Warning.

                                2. Post Event:   The initial response will be from the Area
                                   Coordinator and/or Florida National Guard Liaison Officer as
                                   requested.

                                3. Additional responders will be at the request of Osceola County
                                   Office of Emergency Management.

           C.     Federal Response:

                                1. Federal response will be post-event, when requested by
                                   Osceola County Office of Emergency Management.

    III.        Concept of Operation
           A.     General:

                                1. When the EOC is activated, Emergency Support Functions
                                   (ESF’s) will be managed per the National Incident Management
                                   System (NIMS) and Incident Command System (ICS) as
                                   outlined in Osceola County’s EOC Standard Operating Guide.
                                   This section will address unique activities corresponding to a
                                   particular hazardous weather event.

           B.     Extreme Cold/Freeze:

                                1. Extreme cold and freezes are relatively infrequent in Osceola
                                   County. The main threat from these events is to the lives and
                                   health of people with insufficient shelter and to agri-business
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                 crops. This part of the plan is implemented when temperatures
                 are expected to drop below 35 degrees for at least two hours,
                 factoring in the wind chill. No EOC activation is anticipated and
                 sheltering will occur only when local non-profit resources are
                 expended.

              2. Level Three - Monitoring Phase; Emergency Management will
                 monitor weather conditions, coordinate the opening of shelters
                 and disseminate the opening of shelter information to the media
                 and other agencies through the Public Information Officer.

C.   Thunderstorm/Lightning/Tornado

              1. Severe thunderstorms, that may have the potential to produce
                 tornadoes, are frequent in the summer months. These storms
                 can produce small, short-lived tornadoes.

              2. Severe Thunderstorms, which occur in the dry season, typically
                 November 1st through April, have the greatest potential to create
                 significant tornadoes. Approaching cold fronts and tropical
                 moisture provide the necessary contrast conditions to create
                 super-cell thunderstorms. These supercells bring frequent
                 lightning and are longer-lived than summertime afternoon
                 thunderstorms. History has demonstrated the condition known,
                 as El Nino will enhance severe thunderstorm activity and has, in
                 the past, created tornado outbreaks resulting in large property
                 losses as well as the loss of lives. (See Enhanced Fujita Scale)

              3. The EOC is not likely to be activated beyond a Level Three,
                 unless a tornado F-1, or greater impacts somewhere in Osceola
                 County resulting in loss of life and/or creates property damage.
                 The EOC will proceed to initiate post-disaster operations during
                 these conditions.

              4. The main county governmental activity is to maintain contact
                 with the National Weather Service office in Melbourne, Skywarn
                 Spotter Groups and other emergency agencies in order to
                 distribute weather warnings/updates via communication
                 systems addressed in the Basic Plan.

              5. Level Three - Monitoring Phase

                    a. Osceola County Emergency Management will monitor
                       a storm system’s potential and disseminate the
                       information to those most affected via means
                       identified in the Basic Plan.

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                                          b. The monitoring phase of activation requires the
                                             production of appropriate notification and advance
                                             warning to the community as well as partner to ensure
                                             preparedness activities are instituted.

                                                     (1) Monitoring means contact with the
                                                         National Weather Service may be
                                                         required. Additionally, local research
                                                         resources may be instituted to ensure an
                                                         understanding of the threat.

                                6. Level Two - Partial Activation

                                          b. Osceola County Emergency Management will:

                                                     (1) Based on storm impact, activate the
                                                         emergency information phone bank
                                                         through the Public Information Officer.

                                                     (2) Provide on-going situation reporting to the
                                                         state and municipalities as required.

                                                     (3) Maintain contact with the weather service
                                                         and circulate weather updates and other
                                                         information to the media and public.

                                                     (4) Request shelter openings, as required.

                                          c. All other responsibilities are listed in Osceola County
                                             EOC Standard Operating Guidelines (See Appendix
                                             A).

                                7. Level One - Full Activation

                                          a. This level of activation would occur if a catastrophic
                                             tornado, F-3, or greater, impacted lives and property
                                             within Osceola County.

         D.       Drought

                                1. See the Hazard Analysis Matrix in the Basic Plan.

                                          a. Level Three, Monitoring Phase Osceola County
                                             Emergency Management Department will:


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                                  1) Monitor activities related to the drought,
                                     participate in conference calls with the state, and
                                     closely coordinate remedial activities, water
                                     rationing information dissemination, with the
                                     public.

                                  2) Consider drafting a Local State of Emergency in
                                     order to help a community stay in their homes,
                                     versus needing to       reside in a shelter due to
                                     the lack of water and/or septic system operation.

      E.      Tropical Storm/Hurricane

                      1. Osceola County Office of Emergency Management
                         will utilize the Hurricane Activation Timeline Plan in the event
                         this situation occurs. See Appendix A for detailed job/position
                         responsibilities.

IV.        Financial Management
      A.      The Finance/Admin section will establish the appropriate accounting
              procedures to ensure accurate cost/expenditure tracking for the declaration
              process.

                      1. Refer to the Financial Management Annex for details.




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                                ENHANCED FUJITA DAMAGE SCALE


                     FUJITA SCALE                     DERIVED EF SCALE        OPERATIONAL EF SCALE


       F         Fastest 1/4-mile    3 Second Gust     EF     3 Second Gust     EF     3 Second Gust
     Number           (mph)              (mph)       Number       (mph)       Number       (mph)

         0            40-72               45-78        0         65-85          0          65-85

         1            73-112              79-117       1         86-109         1         86-110

         2           113-157            118-161        2        110-137         2         111-135

         3           158-207            162-209        3        138-167         3         136-165

         4           208-260            210-261        4        168-199         4         166-200

         5           261-318            262-317        5        200-234         5        Over 200




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                         Emergency Management
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Osceola County Emergency Management
   Comprehensive Emergency Management Plan

                               Osceola County




                         Emergency Management
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Osceola County
 Pandemic
   Influenza
     Community
       Plan      February 2007
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                                     ii
                          TABLE OF CONTENTS

   TITLE                                                      PAGE NUMBER

Table of Contents                                                           iii

Forward                                                                     iv

Participating Members                                                        v

Approval & Implementation                                                   vi

Record of Changes                                                           vii

I. Introduction                                                              1
 A. Purpose
 B. Scope
 C. Methodology

II. Planning Assumptions                                                     5
 A. General
 B. Strategic Planning Areas

III. Concept of Operations                                                 13
 A. Organization
 B. Alert, Notification & Activation
 C. Activation and Response by World Health Organization Phase
 D. Responsibilities

IV. References & Authorities                                               29

      Checklist of Legal Considerations for Pandemic Influenza (HHS)       33

Signatories                                                                38

                               Tables & Figures

Day-to-Day Organizational Structure - Figure A                              13
Unified Command Response Structure - Figure B                               14
Activation/Response by World Health Organization Phase - Figure C           16
Planning and Information Flow - Figure D                                    20
Organization Assignments by ICS - Table 1                              25 & 26


                                                                             iii
                                  Forward


In March of 2006, Osceola County Department of Emergency Services conducted
an initial Avian Influenza Pandemic Planning Summit. The Director, Frank Montes
de Oca, provided the leadership for the event. Richard Halquist of Osceola
County Emergency Services, Emergency Management was appointed the
facilitator for the planning process.

The purpose was to bring together various community response disciplines to set
the pace and create a common community plan of action in the event the Avian
Influenza became the next pandemic.

The various attending leadership recognized the need to create a plan that would
stand in the face of any pandemic threat potential. As such, this plan has been
formulated to facilitate the needs of general planning measures in a variety of
threats.

The Community Planning Committee formulated from this group was organized
using the Incident Command System. The task was to evaluate the potential
impact of the pandemic process. Based on the evaluation, produce specific goals
and provide direction to manage and mitigate the effects.

Subcommittees were created based on the Sections within the Incident
Command System to address specific needs related to the function represented.

This plan is the culmination of these efforts in written form. It should be
understood that, as with any operations or task oriented plan, the need might
arise to revise the document based on impact and results.

The Osceola County Comprehensive Emergency Management Plan, December
2006 draft edition is used as the lead guiding document for any disaster or
emergency requiring multiple agency coordination within the county.

Additionally, each agency within the county is expected to formulate individual
plans of action. These plans should be developed and organized according to
sound planning practices.


Richard A. Halquist, Osceola County




                                                                              iv
        PARTICIPATING AGENCIES
                 American Red Cross

           City of Kissimmee Fire Department
          City of Kissimmee Police Department
      City of Kissimmee Public Information Office
          City of Kissimmee Risk Management

         City of Saint Cloud Fire Department
        City of Saint Cloud Police Department

          District 9 Medical Examiners Office

    Florida Department of Health-Osceola County

                   Florida Hospital

            Osceola County Corrections
          Osceola County Council on Aging
 Osceola County Department of Emergency Services
     Osceola County Emergency Management
     Osceola County Public Information Office
         Osceola County Risk Management
           Osceola County Sheriff’s Office

           Osceola Regional Medical Center

           School District of Osceola County

                  St. Cloud Hospital

                  Target Stores Inc

                Toho Water Authority

University of Florida Osceola County Extension Services



                                                          v
                         RECORD OF CHANGES
                               PANDEMIC PLAN


 Change #   Date of Change        Change Entered By      Date Entered
01-07       09/17/2007       Richard Halquist         09/17/2007




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                                                                               Osceola County
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I.   INTRODUCTION

     A. Purpose:

           As one of the highest ranked tourist destinations in the world, Osceola
           County is extremely vulnerable to the impact of infectious disease. No
           distinction is made between the introduction of any disease process,
           whether natural or human engineered. The consequences of a novel
           strain of influenza such as the H5N1 with human-to-human
           transmission capability would quickly and significantly impact the
           community.

     B. Scope

           Recognizing a pandemic threat, the Community has come together to
           formulate a functional plan and specify responsibility and required
           action. Working closely with all responsible agencies as well as the
           private sector, this plan brings together many areas of expertise.
           Through the effective efforts of emergency preparedness planning, the
           plan draws on lessons learned to provide a comprehensive, scalable
           yet flexible strategy to strengthen not only our response, but also our
           recovery should we succumb to pandemic influenza.

     C. Methodology

            1. An influenza pandemic, or the threat of one, will trigger certain
               pre-established preparedness structures:

            2. Working closely with local, state and federal agencies, the
               Incident Command System as outlined in the National Incident
               Management System, will provide a unified command structure to
               coordinate Osceola County’s response. This primary unified
               command structure is comprised of:

                   a. The Florida Department of Health (Osceola County Health
                      Department)

                   b. Osceola County Department          of    Emergency          Services
                      (Fire/EMS Component)

                   c. Osceola County     Sheriff’s   Office      (Law       Enforcement
                      Component)


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                    3. In order to provide the highest level of coordinated response,
                       each agency partner will use the Incident Command System in
                       supporting the response designated by this plan.

                    4. The dedicated professionals of Osceola County, in partnership
                       with local, state and federal professionals will assist Osceola
                       County to detect, respond, and recover from an influenza
                       pandemic by focusing activities to support 4 primary goals:

                           a. Communicate rapidly, accurately, and frequently
                              with the public, the medical community, and others
                              using all available media (on-going)

                           b. Work with health care provider partners to support
                              appropriate influenza evaluation, care and medical
                              facilities.

                           c. Limit severe illness and death from influenza through
                              effective mitigative measures.

                           d. Maintain            essential   professional   and   government
                              services.

                    5. The principle activities of this plan deal with nonpharmaceutical
                       intervention techniques to minimize the transmission of the
                       disease process.




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        FOUR PRIMARY GOALS

Communicate rapidly, accurately, and frequently
with the public, the medical community, and others
using all available media (on-going)

Work with health care provider partners to support
appropriate influenza evaluation, care and medical
facilities.

Limit severe illness and death from influenza
through effective mitigative measures.

Maintain essential professional and government
services.




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II.   PLANNING ASSUMPTIONS

      A. General

             1. Through extensive discussions with local, state, and federal
                authorities, and based on certain assumptions, the Osceola
                County Pandemic Influenza Planning Committee has identified
                strategic planning areas that, together, provide a comprehensive
                framework for response.

             2. Some components (activities that involve suspension of local law)
                would require action by the Policy Group, the Health Department
                Director, the State Medical Director and/or the Governor.

             3. The Planning Committee recognizes statistics as reported by the
                American Red Cross.

             4. The Plan is based on the following general assumptions:

                   a. A pandemic is likely to occur in waves, each lasting
                      approximately 8 weeks and separated by many weeks of
                      relative inactivity.

                   b. A pandemic will place great strains on existing health care
                      resources, including space, personnel, and supplies.

                   c. Infection will occur in up to 30% of the population. Infection
                      rates will be highest in school-aged children (40%) and
                      decline with age. An average of 20% of working adults will
                      become ill.

                   d. Half of those infected will require outpatient medical care
                      and 11% will be hospitalized. (These estimates may differ
                      greatly, depending on the severity of the outbreak.)

                   e. The case fatality rate will be approximately 2.1%.

                   f. Vaccine will likely not be available for 6 to 9 months after
                      the pandemic strain is detected.

                   g. Vaccine will probably be administered as a 2-dose regimen,
                      30 days apart, to achieve optimal immunologic response.




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                           h. In the early pandemic stages, before vaccine becomes
                              available, community containment strategies will be the
                              most effective available measures.

                           i. Antiviral medications, likely in short supply, will be used for
                              treatment, not prophylaxis.

                           j. To maximize the impact of limited supplies, vaccine and
                              antiviral drugs will be distributed according to priorities
                              established by the state or federal government.

         B. Strategic Planning Areas

                    1. Communications

                           a. Given the many urgent and evolving issues presented by a
                              pandemic, the need for clear, consistent, frequent, and
                              dependable communications will be critical in all phases. The
                              Joint Information System will use all available media to
                              deliver appropriate messages to the community. In addition
                              to radio, TV, and the press, all available public education
                              tools such as web sites will be used.

                           b. The Joint Information System will define, test, and prepare
                              communications tools in advance, train key staff in crisis and
                              risk communication, and maintain relationships with critical
                              community partners.

                           c. Language needs for materials have been identified and
                              messages will be developed to meet the needs of special
                              and vulnerable populations.

                    2. Surveillance and Epidemiologic Response

                           a. In order to monitor influenza-like illness activity, each
                              agency within the Planning Committee is expected to
                              routinely track attendance with specific emphasis during
                              typical influenza season. This information will be reported,
                              initially, weekly to the Department of Health.

                           b. The Osceola County School system will track student and
                              staff attendance and report percentages to the Department
                              of Health.



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    c. The Department of Health will track outpatient visits among
       sentinel providers, influenza laboratory test results,
       influenza-related deaths, and (using electronic data on
       ambulance dispatch, emergency department visits, and
       pharmacy purchases) trends in fever and respiratory illness.

    d. Detection of the introduction of novel strains such as avian
       H5N1, the Department of Health will educate pre-hospital
       and health care providers to be alert for patients presenting
       with fever and respiratory symptoms, to ask about travel
       history and other risk factors, and to report to the
       Department of Health cases that meet surveillance criteria.

    e. Should a pandemic arrive in Osceola County, a Surveillance
       and Epidemiology Unit will report within the Planning Section
       of the ICS, significantly increasing surveillance activities. For
       example, in a pandemic, the Surveillance and Epidemiology
       Unit will monitor trends in influenza-related hospitalizations
       and deaths, and conduct investigations to describe the
       epidemiologic and clinical features of the outbreak (e.g.,
       age-related morbidity and mortality trends, transmission
       factors, predictors of survival, antiviral resistance and
       vaccine failures, and unexpected complications).

    f. The Department of Health will use all information collected
       in these ways to monitor shifts in the pandemic strain, to
       detect a second pandemic wave, and to guide clinical and
       public health decisions, including how best to use limited
       medical resources such as antiviral drugs and ventilators.

3. Laboratory Diagnostics

    a. Current planning efforts are focused on increasing capacity
       to provide accurate and rapid laboratory diagnostic testing
       for seasonal influenza.

    b. In the event of a pandemic, the Department of Health will
       coordinate with partners for round-the-clock laboratory
       operations.

4. Community Control and Response

    a. The Department of Health will assess epidemiologic, clinical,
       and behavioral characteristic data of the pandemic strain


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                                and make recommendations for containment measures to
                                limit spread, morbidity, and mortality, while minimizing
                                social disruption and cost.

                           b. Public officials should be prepared to support
                              recommendations such as school closures; cancellation of
                              large public gatherings, etc. as may be required.

                           c. Consideration must be given to the incarcerated populations
                              of Osceola County. There are over 1000 adults incarcerated
                              at any given time with some federal prisoners as well. The
                              committee will recommend that non-violent, non-infected
                              detainees be released for the duration of the pandemic
                              waves. Corrections officials must provide the necessary
                              parameters so the Policy Group and appropriate judicial
                              officials may enact appropriate measures.

                    5. Health Care Planning and Emergency Response

                           a. In the event of a pandemic, hospitals and other health care
                              facilities may be called on to provide care for large numbers
                              of infected persons. Planning will focus on the development
                              of surge capacity in acute and critical care, as well as
                              enhancing redundant mechanisms for communication
                              between Department of Health staff, health care facilities
                              and providers. Facilities incorporated into this planning effort
                              include emergency medical services, home health agencies,
                              and hospitals; long-term care facilities and primary care
                              centers.

                           b. First response providers should be prepared for increase in
                              call volume and be prepared to provide mechanisms to
                              support appropriate staffing. These staffing methods should
                              consider an escalation in progressive steps to ensure
                              efficiency.

                           c. It is the strong recommendation of the Planning Committee
                              that staffing plans consider an equal impact to the responder
                              base as well as the community served.

                           d. The Logistics component of the Planning Committee will
                              identify appropriate additional facilities to support hospital
                              and treatment centers. Included are facilities such as;



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        inoculation centers, alternative treatment sites, casualty
        collection points and transportation centers.

    e. During a pandemic, surge plans will be activated, and the
       Department of Health will work with other key partners to
       monitor and address staffing, supply, and equipment
       resource needs. In addition, guidance will be provided to
       hospitals for managing patient surge and implementing
       screening and isolation protocols.

    f. In close coordination with the State Department of Health,
       when indicated, Osceola County Department of Health will
       also provide guidance on altering standards of care to help
       maximize the ability of the health care system including pre-
       hospital care to provide for those most likely to benefit.

    g. It is the recommendation of the Planning Committee that
       correctional    facilities provide     “in-house”     hospital
       accommodations. This will effectively reduce surge on the
       EMS system as well as hospital facilities. This protocol must
       be coordinated with the Department of Health as well as
       local governing officials.

6. Delivery of Antiviral Drugs and Vaccine Management

    a. In the event of pandemic, antiviral drugs will be requested
       from the Strategic National Stockpile (SNS) for distribution to
       facilities that are treating pandemic flu patients. Because of
       limited supplies, community antiviral drugs are expected to
       be used only for treatment, not for prophylaxis.

    b. It is anticipated that their use will be restricted for treatment
       of individuals who have been symptomatic for less than 48
       hours and who meet the priority criteria defined by the U.S.
       Department of Health and Human Services. Vulnerable
       populations (e.g., children, homebound persons) will have
       equal access to treatment with antiviral drugs through plans
       that address these populations’ specific needs. Pre-
       established prioritization for the drugs may change,
       depending       on   the     epidemiologic      and    behavioral
       characteristics of the pandemic virus strain.

    c. Vaccine will likely not be available until 6 to 9 months after a
       pandemic is detected. It is expected that initial supplies will


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                                be limited in quantity and under the control of the federal
                                government. Depending on the availability of vaccine, the
                                Department of Health will use distribution systems that may
                                include hospitals, clinics, nursing homes, health care
                                facilities, predetermined inoculation centers, and private
                                physicians’ offices.

                    7. Mental Health Response

                           a. Influenza pandemic would have far-reaching psychosocial
                              consequences for a large proportion of the population. Each
                              member of the Planning Committee should be aware and
                              monitor their respective agencies for development of
                              difficulties in these areas.

                           b. Assuming that all of Osceola County will be affected to some
                              degree during a pandemic, each agency will focus first on
                              the need to build personal and community resilience to
                              weather a pandemic by promoting emergency preparedness.
                              Interventions will be targeted to communities, faith-based
                              organizations, physicians and other front-line health care
                              workers, and to populations such as children and the
                              homebound who may be especially vulnerable to mental
                              health consequences of a pandemic.

                    8. Command, Control, and Management

                           a. The Incident Command System (ICS) will provide a unified
                              command structure to facilitate and streamline response.
                              The function of Unified Command or Commander (UC)
                              oversees Command and General Staff and collectively sets
                              operational period objectives.

                           b. Command Staff Positions are listed as follows:

                                     1) Public Information Officer
                                     2) Liaison Officer
                                     3) Safety Officer

                           c. General Staff Positions are listed as follows:

                                     1) Operations Section Chief
                                     2) Planning Section Chief
                                     3) Logistics Section Chief


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                                                       Osceola County
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4) Finance / Administration Chief




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III. CONCEPT OF OPERATIONS

    A. Organization

                 1. Based on multi-agency coordination and the tenets of Incident
                    Command System, Emergency Management will organize
                    according to demand.

                 2. The Osceola County Comprehensive Emergency Management
                    Plan (CEMP) will be the guiding document for activation during
                    the various phases of the pandemic.

                 3. Response structures will be consistent with the Osceola County
                    Emergency Operations Standard Operating Guide. This document
                    is known as “Appendix-A” as attached to the Osceola County
                    CEMP.

                 4. Day-to-day organization of the Department of Emergency
                    Services is reflected in the following table of organization, FIGURE
                    A.



                                              Osceola Board of County
                                                  Commissioners




                                                     County Manager




                                              Emergency Management
                                                     Director




                            Operations Coordinator                    Grants/Contracts




    Training & Exercising       Homeland Security                   Special Needs                  Recovery
           Planning             NIMS Compliance                  Health Care Facilities       Debris Management
                                  Technology                                                   Public Education




                                                           FIGURE A




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                           5. Emergency Management functions to provide and gather
                              necessary intelligence on a daily basis. Based on the pandemic
                              threat and phase, daily contact with the Department of Health will
                              be required at minimum.

                           6. It is recognized that at the time of plan culmination, the Florida
                              Division of Emergency Management has not provided guidance to
                              county’s Emergency Management function for pandemic
                              influenza.

                           7. Basic activation and decision-making organizational structure is
                              demonstrated in the FIGURE B.

                           8. Encourage the development of family plans in the community as
                              well as in the emergency response base.

                                                                                                                               Citizens




                                                                          Board of County Commissioners                 City of St. Cloud                        City of Kissimmee
                                                                                                                          Commission                                Commission



                                                                                    Executive
                                                                                   Policy Group



                                                                                EOC Commander




                                                        Safety Officer                                Deputy Commander




                                                        Liaison Officer                           Public Information Officer




                                                                                                                               Citizen Information
                                                                                                                                  Rumor Control



            Operations Section                      Logistics Section                              Planning Section                              Finance/Administration




 Staging                                                            Branches/Groups/Divisions/Units                Branches/Groups/Divisions/Units                 Branches/Groups/Divisions/Units




                            Branches/Groups/Divisions/Units




                                                                                            FIGURE B


           B. Alert, Notification and Activation

                           1. Alert will occur through the Florida Department of Health based
                              on the World Health Organization Phase change as demonstrated



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           in the “National Strategy for Pandemic Influenza Planning”.
           (Figure C)

        2. Changes in alert status will create various operational changes.
           Expected changes are as follows:

             a. Increased surveillance agency input.

             b. Increased activity in the Public Information Office related to
                current and expected events.

             c. Possible EOC activation level change.

             d. Execution of level changes based on individual agency plans.

        3. Florida Department of Health will make the appropriate
           notifications according to the Pandemic Influenza Annex, current
           version (10.4), October 2006.

        4. All Emergency Medical Service providers will monitor call type and
           load to provide additional surveillance input.

        5. All medical facilities will coordinate with the Florida Department of
           Health on appropriate surveillance activities as may be required.

        6. Agency’s – Departments should develop statistical attendance
           base and methodology for comparative analysis.

        7. The Community Planning Committee may be assembled to assist
           in recommendations and plan revision based on situational
           assessment.

C. Activation and Response By World Health Organization Phase

        1. Various Pandemic Alert Phases will require appropriate activation
           of response structures as well as the EOC.




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                 Inter- pandemic                                     Pandemic Alert Period                                  Pandemic
             Phase 1             Phase 2            Phase 3               Phase 4                 Phase 5                     Phase 6
           An influenza virus    A circulating     No human-to-         Small cluster(s)      Larger cluster(s) but     Increased and sustained
           subtype that has      animal            human spread         with limited          human-to-human            transmission in the general
           caused human          influenza virus   or at most rare      human-to-human        spread still localized,   population.
           infection may be      subtype poses     instance of          transmission, but     suggesting the virus is
           present in animals,   a major risk of   spread to a          spread is highly      becoming better
           but the risk of       human             close contact.       localized,            adapted to humans, but
           human infection is    disease.          (CURRENT)            suggesting that the   may not yet be fully
           considered low.                                              virus is not well     transmissible.
                                                                        adapted to
                                                                        humans.




                                                                      FIGURE C
                                                                 Current as of 11-16-06


                         2. The following is expected corresponding activation and activity.

                                 a. World Health Organization Pandemic Phase – 3

                                              1) Increased situational awareness and planning – No
                                                 EOC activation – Level III monitoring

                                              2) Health care and EMS providers establish influenza
                                                 tracking mechanisms and sentinels.

                                              3) Provide active public information campaign on general
                                                 disease prevention and hygiene measures.

                                              4) Community Planning Committee active.

                                              5) Emergency      Management      receives    technical
                                                 information from the Department of Health.

                                              6) Logistics components will identify necessary resources
                                                 such as; alternative treatment facilities; alternative
                                                 morgue sites and equipment; alternative inoculation
                                                 sites; identify and secure appropriate personal
                                                 protective equipment.

                                              7) Planning Committee agency representatives develop
                                                 specific discipline related plans as annexes to support
                                                 this document.

                                              8) Allocate appropriate funding sources.




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                                   9) Develop appropriate infrastructure               to     support
                                      alternative work programs.

                                   10)Ensure continuity measures are in place for all
                                      agencies.

                                   11)Ensure contract status to support potential advanced
                                      disease phases.

                                   12)Follow recommended state and federal guidance.

                         b. World Health Organization Pandemic Phase – 4 & 5 *

                              The following are recommended response mechanisms. It
                              should be understood that a Phase – 4 or 5 alert in a remote
                              part of the world might not reflect immediate changes to the
                              local response posture. A Phase – 4 or 5 alert within the
                              United States would certainly reflect a rapid change while an
                              alert in the state of Florida may require immediate activation
                              and rapid completion of response tasks.

                                   1) Command:

                                         Maintain increased situational awareness – Partial
                                         EOC activation – Level II or I based on
                                         geographical location of outbreaks.

                                         Establish Unified Command meeting and
                                         determine necessary objectives to ensure
                                         Continuity of Operations.

                                         Unified Command will appoint Section Chief’s.

                                         Convene Policy Group for objective prioritization.

                                         Finalize draft emergency orders:

                                           •   State of Emergency
                                           •   Preliminary quarantine processes
                                           •   Travel limitations
                                           •   Incarcerated ruling
                                           •   Vaccination prioritization
                                           •
* See CDC Community Strategy for
Pandemic Influenza in the United               Social Distancing practices
States-Table 1. Section – 1 this           •   School Closure Orders
document.



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                                              Establish the Joint Information Center (JIC) and
                                              activate significant public information campaign.

                                              Activate Phone Bank.

                                                  •   Ensure adequate increase in staffing of the
                                                      Phone Bank for expected high demand.

                                              Revise and refine alternative staffing plans.

                                              Recommend execution of agency plans to support
                                              next pandemic phase.

                                              Prepare for Phase – 6.

                                     2) Operations:

                                              Health care and EMS providers increase
                                              surveillance and provide scheduled input to the
                                              Department of Health as required.

                                              Determine level of activation required within the
                                              parameters as established by Command.

                                              Ensure appropriate equipment is provided for
                                              responders and response vehicles based on threat.

                                              Establish and maintain communication             and
                                              coordination with Medical Examiner’s Office.

                                              Designate appropriate law enforcement staffing
                                              required to support logistical and security
                                              functions.

                                              Prepare for Phase – 6.

                                     3) Planning:

                                              Increase intelligence and situation reporting.

                                              Activate Intel / Situation Branch and determine
                                              appropriate staffing in coordination with the
                                              Department of Health.



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Activate Technical Services Unit in support of
potential outbreaks.

Request provisional Medical Directors and
determine appropriate continuity within the lines
of medical direction for Public Health and EMS.

Ensure appropriate process-flow within functional
ICS structure.

Escalate individual agency plans based on threat.

Establish Operational Period planning cycle and
create Incident Action Plan as required by
Command.

Establish Objectives for Command approval.

Provide information to Florida Division                     of
Emergency Management as required.

Establish workflow process. (See FIGURE D)

Prepare for Phase – 6.

Establish demobilization processes.




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                                                  FIGURE D

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4) Logistics:

      Establish operational demand.

      Secure prospective facilities for alternative
      treatment and vaccination sites. Project long-
      range facility needs.

      Establish and ensure alternative data systems in
      place for back-up works systems.

      Actively recruit volunteers to provide staffing for
      additional facilities and functions within the
      system.

      Inventory supplies to ensure readiness.

      Procure secure storage facilities for expectant
      shipment of medical supplies or that current
      supply is properly secured against theft and
      vandalism.

      Establish use of disaster specific frequencies.

      Ensure support to the JIC for appropriate call
      center connectivity.

      Establish appropriate traffic plans based on
      distribution sites.

      Acquire appropriate support and sheltering for
      animals that may be related to pandemic.

      Coordinate appropriate transport support as may
      be required by Operations.

      Establish and maintain effective clean-up and
      sanitation   services    to     ensure       facility
      decontamination during and after facility use.

      Prepare for Phase – 6




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                                     5) Finance / Admin:

                                              Ensure appropriate      staffing   for   supplemental
                                              operations.

                                              Establish appropriate accounting procedures for
                                              pandemic process.

                                              Publish appropriate risk management topics for
                                              operational personnel.

                                              Monitor community economic status.

                                              Provide information to the Public Information
                                              Office for distribution to the public.

                                              Coordinate the recovery process; understanding
                                              the disease may ensue in several waves.

                                              Coordinate appropriate compensation paperwork
                                              related to the pandemic.

                                              Prepare for Phase – 6

                           c. World Health Organization Pandemic Phase – 6

                                The following is an abbreviated list and is dependant on
                                tasks accomplished from the previous phase. Revisions to
                                this plan may be required to accomplish a safe and secure
                                environment for the community as well as the responders.

                                     1) Command

                                              Continue as outlined in Phase – 4 or 5 recognizing
                                              any need to change the plan to accomplish the
                                              objectives.

                                              Execute any outstanding emergency orders to
                                              maintain continuity of government and ensure the
                                              safety of the citizen and visitors.

                                              Call for assistance under the Statewide Mutual Aid
                                              Agreement, as required.



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                                              Emergency Management



      Finalize vaccine/inoculation prioritization.

      Prepare for additional waves as required.

2) Operations:

      Alter response structure as required to meet the
      demand.

      Maximize staffing        to     ensure       integrity       of
      responders.

      Execute appropriate vaccination schedule.

3) Planning:

      Maximize intelligence and situation reporting.

      Provide additional resource base as required.

      Increase reporting and information flow as
      necessary to support local and regional impact.

4) Logistics:

      Establish additional resource sites.

      Ensure all data and communications systems are
      functional and backed-up

5) Finance / Admin:

      Ensure appropriate       staffing     for    supplemental
      operations.

      Ensure appropriate recovery processes are in
      place and functional.

      Evaluate appropriate risk management essentials
      and execute specific plans regarding insurance
      and employee protective measures.

      Ensure all time records are up-to-date and
      protected.


                                              Emergency Management
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         D. Responsibilities

                    1. The following is a list of expected response agencies and is
                       delineated by ICS response structure. The list is not considered to
                       be comprehensive and it is recognized that additional agencies
                       will have a role in the management of a pandemic event. (Table
                       1)

                    2. The table demonstrates principle structure within the incident
                       command system and includes principle parties.

                    3. Specific job descriptions may be found in the Osceola County
                       Emergency Operations Standard Operational Guide.

                    4. The Community Planning Committee recognizes the need to
                       produce an evolving document and at the same time establish a
                       solid foundation for engaging this catastrophic potential.

                    5. Much guidance is expected from the Florida Department of Health
                           regarding disease specifics, however it is understood that the
                           function of Emergency Management will organize and facilitate
                           the response and recovery process.




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                                       TABLE 1

- Command: Serves to direct the efforts of the entire operation during the operation.
        Responsible Agencies                               Position
   Osceola Sheriff’s Office*        Incident or Unified Commander: Develops the
   St. Cloud Fire Department        specific objectives for the operational period. The
   Osceola Emergency Services*      Policy Group, established by the institution of the
   Kissimmee Fire Department        STATE OF EMERGENCY declaration, governs decisions
   Kissimmee Police                 required to set the objectives. Responsible for all
   Osceola Department of Health* operations during the disaster. Specific tasks and
   State Government                 functions are recognized as delegated by the
   Federal Government               expansion of the incident command system.
                                    *Lead Unified Command Partners

- Command Staff: The Command Staff serves the Commander directly. It functions to
  serve as the Liaison, Public Information Office and Safety.
         Responsible Agencies                                 Position
    Osceola County                      Public Information Officer: This position is
    City of Kissimmee                   responsible for the composition of all public media
    Osceola Sheriff’s Office            releases during the operation through the approval of
    Osceola Regional Medical Ctr        Command.
    Florida Hospital’s
  .
    School District of Osceola County
    City of St. Cloud
    Osceola Department of Health
    American Red Cross

    Osceola Emergency Services         Liaison Officer: This position serves to connect
    Osceola County Attorney            agency representatives who may not have an
    City of Kissimmee                  assignment in the EOC but may require or request a
  .
    Osceola Sheriff’s Office           presence. This includes governmental and non-
    County Manager’s Office            governmental agencies.

    Osceola Emergency Services         Safety Officer: The Safety Officer is responsible for
    Kissimmee Fire Department          the welfare and safety of all operational components
    Kissimmee Police                   in the EOC as well as various field operations during a
  . Courthouse Security                disaster. Security is included in the responsibilities as
    Osceola Risk Management            well.
    City of Kissimmee
    City of St. Cloud

- Operations Section: The Operations Section typically described as “where the rubber
  meets the road”, is responsible for the activities requiring direct contact with the affected
  areas. In the EOC, the Operations Section works to support response operations in the
  field. This provides a focal point to execute the incident objectives as established by
  Command.
          Responsible Agencies                                 Position
     Kissimmee Fire Department         Operations Section Chief: This position of
     Osceola Emergency Services        leadership directs the Operations section. These
   .
     Osceola County Sheriff’s          agencies provide the primary personnel and staffing
     Kissimmee Police Dept             contained within the Operations Section.



                                                                            Emergency Management
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                                                                                                  25
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Pandemic Influenza Annex
Emergency Management



             Osceola Department of Health        Branch Directors, Group Supervisors & Unit
             Kissimmee Public Works              Leaders: Functional positions of leadership within the
             Osceola County Public Works         Operations Section.
             Osceola Council on Aging
             Osceola Regional Medical Ctr
             Florida Hospitals
             St. Cloud Hospital
             Medical Examiners Office
         - Logistics Section: The Logistics Section provides resources and services to support the
           entire operation including affected areas.
                  Responsible Agencies                                  Position
             Osceola Emergency Services          Logistics Section Chief: This position of leadership
             Osceola County Public Works         directs the Logistics section. These agencies provide
             Communications Department           the primary personnel and staffing contained within
             American Red Cross                  the Logistics Section.
             School District of Osceola County
             Osceola Animal Control              Branch Directors, Group Supervisors & Unit
             Osceola Human Resources             Leaders: Functional positions of leadership within the
             Community Vision                    Logistics Section.
             Florida National Guard


         - Planning Section: The Planning Section provides varying services to the organization.
           These include; advanced planning, intelligence and information gathering, technical
           specialties and documentation services.
                  Responsible Agencies                               Position
             Osceola Emergency Services        Planning Section Chief: This position of leadership
             Kissimmee Fire Department         directs the Planning section. These agencies provide
             St. Cloud Fire Department         the primary personnel and staffing contained within
             Osceola Department of Health      the Planning Section.
             Osceola Planning GIS              Branch Directors, Group Supervisors & Unit
             Osceola Convention & Visitors     Leaders: Functional positions of leadership within the
             Bureau                            Planning Section.
             City of Kissimmee
             City of St. Cloud                 Emergency Management Specialist’s and the
             Osceola Sheriff’s Office          Operations Coordinator are members of the Planning
             Florida Hospital                  section -Technical Services Branch. They are
             School District of Osceola County dispersed throughout the operational organization to
             Osceola Regional Medical Center ensure plan accessibility, technical expertise, and
                                               continuity.

         - Finance / Administration Section:
                  Responsible Agencies                          Position
             Osceola Emergency Services   Finance / Admin Section Chief: This position of
             Osceola Financial Services   leadership directs the Finance / Administration
             Osceola County Procurement   section. These agencies provide the primary
             City of Kissimmee            personnel and staffing contained within the Finance /
             Economic Development         Administration Section.
             Osceola County Attorney      Branch Directors, Group Supervisors & Unit
                                          Leaders: Functional positions of leadership within the
                                          Finance Administration Section.



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IV. REFERENCES AND AUTHORITIES

       A. State

          1. Florida Statute 252 – Governing emergency management.

          2. Florida Statute 120.54 – Temporary health rules in an emergency.

          3. Florida Statute 381.0011 – Department of Health, communicable diseases
             and quarantine.

          4. Florida Statute Chapter 22, Emergency Continuity of Government

          5. Florida Statute Chapter 30, Sheriffs

          6. Florida Statute Chapter 125, County Government

          7. Florida Statute Chapter 154, Public Health Facilities

          8. Florida Statute Chapter 401, Medical Communications and Transportation

          9. Florida Statute Chapter 406, Medical Examiners

       B. Local

          1. Resolution 98/99-071

          2. Resolution #05-031R-A (N.I.M.S. basis for all incident management in
             Osceola County, Florida)

          3. Proclamation, September 26, 1983

    B. Other

          1. Modeling Community Containment for Pandemic Influenza – Institute of
             Medicine of the National Academies

          2. New York City Pandemic Response Plan

          3. The National Strategy for Pandemic Influenza – Implementation Plan
          4. CDC – Community Strategy for Pandemic Influenza Mitigation in the
             United States




                                                                           Emergency Management
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Osceola County
Pandemic Influenza Annex
Emergency Management



                                     REFERENCE GRAPHICS
                                    From
   CDC Community Strategy for Pandemic Influenza Mitigation in the United States




           SECTION I – Table 1 from the CDC Community Strategy for Pandemic Influenza
           Mitigation in the United States




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                                                                                Osceola County
                                                                      Pandemic Influenza Annex
                                                                       Emergency Management




SECTION IV – Table 1 from the CDC Community Strategy for Pandemic
Influenza Mitigation in the United States




Figure 1 from the CDC Community Strategy for Pandemic Influenza Mitigation in
the United States


                                                                       Emergency Management
                                                Osceola County Department of Emergency Services
                                                                                             31
Osceola County
Pandemic Influenza Annex
Emergency Management



NOTES




Emergency Management
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32
CHECKLIST OF LEGAL CONSIDERATIONS FOR PANDEMIC INFLUENZA
The following checklist is a planning tool highlighting the relevant partners, resources, planning
considerations, due process considerations, and issues of legal liability and immunity that may arise in the
context of pandemic influenza. Next to each consideration are listed the legal partners (e.g., public health,
hospitals, public safety, emergency management, judiciary) who may be called upon to address these
considerations as part of the affected community’s response. The challenge of the public health response is
to protect the health of many, while safeguarding the rights of the individual. An integrated and coordinated
response by attorneys at all levels in the community is essential to achieving this goal.

The checklist format is not intended to set forth mandatory requirements or establish a national standard for
legal preparedness.

Each state and local jurisdiction should determine for itself whether it is adequately prepared for disease
outbreaks in accordance with its own laws and procedures. Relevant federal law also should be reviewed
and statutes harmonized, as feasible.

Planning Considerations
    •    Ensure that public health personnel have a basic understanding of the intersection among federal,
         state, local, and tribal laws regarding quarantine and isolation as they relate to international airports
         and interstate border crossings. [public health/public safety/emergency management]
    •    Where applicable, draft or update legal orders, motions, and templates requiring medical evaluation
         of non-compliant persons who meet the pandemic influenza case definition and have symptoms of
         pandemic influenza. [public health/hospitals]
    •    Ensure that legal counsel has reviewed the feasibility of requiring persons to self-monitor for
         medical conditions (e.g., temperature checks) and (where applicable) drafted legal orders or
         agreements. [public health]
    •    Ensure that legal counsel has reviewed the feasibility of issuing “exclusion” orders (i.e., excluding
         contacts from using public transportation, attending public meetings) and, where applicable, drafted
         templates and legal orders. [public health/public safety/emergency management]
    •    Ensure the existence of a statute, regulation, or other administrative mechanism authorizing
         isolation/quarantine for pandemic influenza. [public health/public safety/judiciary]
    •    Draft legal orders, motions, and templates for isolation/quarantine in homes, hospitals, or other
         designated facilities. [public health/hospitals/emergency management/public safety]
    •    Ensure that legal counsel has reviewed the feasibility of using electronic methods to monitor
         suspected non-compliant individuals in home isolation and/or quarantine. [public health/public
         safety]
    •    Ensure that legal counsel has reviewed draft legal orders, motions, and templates to quarantine
         facilities and to credential ingress and egress into such facilities. [public health/public
         safety/emergency management]
    •    Ensure that legal counsel has reviewed the feasibility of using faith-based organizations to assist or
         provide services to persons in isolation and quarantine. [public health]
    •    Ensure that public health officials have reviewed the availability of workers’ compensation and/or
         other forms of financial support for persons unable to return to work because of an
         isolation/quarantine order. [public health]
    •    Ensure that legal counsel has considered whether the health department should issue documents
         designed to assist with reintegration of persons subject to isolation/quarantine order (e.g., letter to
         employer or school explaining that patient is no longer infectious). [public health]
    •    Ensure that legal counsel has reviewed agreements relating to overtime and/or flexibility of hours
         for staff. [public health/hospitals/public safety/emergency management]
    •    Ensure that legal counsel has a clear understanding of legal authorities relevant to environmental
         remediation of buildings. [public health/hospitals/emergency management]

Partnerships/Outreach
    •    Assemble a legal preparedness task force with representation from public health, public safety,
         hospitals, emergency management, judiciary, and other relevant individuals and/or organizations at
         various levels of authority (federal, state, tribal, local, cross-border). [public health/public
         safety/hospitals/emergency management/judiciary]
    •    Establish procedures for enforcement of isolation/quarantine orders. [public health/public safety]
    •    Provide public safety personnel with educational materials relating to pandemic influenza and have
         a clear understanding for how to enforce an isolation/quarantine order. [public health/public safety]
    •    Ensure that procedures or protocols exist between hospitals and public health to manage a
         possible or known pandemic influenza case-patient who attempts to leave the hospital against
         medical advice. [public health/hospitals/public safety]
   •   Where applicable, draft memoranda of agreement (MOA) or understanding (MOU) to allow for the
       loaning of facilities or other services necessary to implement a quarantine and/or isolation order for
       persons who cannot be isolated at home (e.g., travelers, homeless populations). [public
       health/hospitals/emergency management]
   •   Ensure that judges and attorneys in the area, through local bar organizations or other entities, have
       received educational materials, training, or information related to SARS and the potential use of
       isolation/quarantine to interrupt disease transmission. [public health/judiciary]
   •   Ensure that legal counsel has reviewed and/or drafted data sharing/data use/confidentiality
       agreements related to sharing of confidential patient medical information between public health and
       other partners. [public health/hospitals/public safety/emergency management]

Due Process Considerations
   •   Draft legal orders and templates using terms such as “quarantine,” “isolation,” and “detention”
       consistently. [public health/judiciary)
   •   Ensure that legal counsel has reviewed all draft isolation/quarantine orders and forms, as well as
       applicable administrative hearing procedures, to ensure concurrence with basic elements of due
       process (e.g., adequate notice, opportunity to contest, administrative determination). [public
       health/judiciary]
   •   Ensure that procedures or protocols exist to ensure that persons subject to an isolation/quarantine
       order have access to legal counsel, if desired (e.g., list of attorneys willing to provide services at
       little or no cost). [public health/judiciary]
   •   Ensure that legal counsel has analyzed procedures needed to satisfy due process in different
       isolation/quarantine scenarios (e.g., “voluntary” home isolation, isolation in a guarded facility,
       exclusion from certain public activities). [public health/judiciary]
   •   Where applicable, ensure that public health officials have worked with the local court system to
       develop a 24 hours a day, 7 days a week “on call” list of judges or hearing officers to review
       emergency requests for isolation/quarantine. [public health/judiciary]
   •   Ensure that public health officials have worked with the local court system to develop a plan for
       hearing cases and/or appeals for persons subject to isolation/quarantine orders (e.g., participation
       via telephone, video conference). [public health/judiciary]

Legal Resources and Statutes
   •   Ensure that legal counsel has reviewed and has a clear understanding of the legal resources and
       tools relevant to a community’s public health response. [public health/judiciary/emergency
       management] Such resources and tools include:
            o Draft Model State Emergency Health Powers Act
            o www.publichealthlaw.net/MSEHPA/MSEHPA2.pdf
            o Emergency Management Assistance Compact (model agreement)
                 http://www.emacweb.org/?13
            o Emergency Management Assistance Compact (as implemented in a state or jurisdiction)
            o Memorandum of Understanding for Establishment of Local Public Health Mutual Aid and
                 Assistance System: www.publichealthlaw.net/Resources/ResourcesPDFs/MOU.pdf
            o American Bar Association Draft Checklist for State and Local Government Attorneys to
                 Prepare for Possible Disasters http://www.publichealthlaw.net/Resources/BTlaw.htm
            o Legal Authorities for Isolation and Quarantine http://www.cdc.gov/ncidod/sars/legal.htm
            o Quarantine and Isolation: Lessons Learned from SARS
                 http://www.louisville.edu/medschool/ibhpl/images/pdf/SARS%20REPORT.pdf
            o Checklists on Legal Preparedness for Bioterrorism and other Public Health Emergencies
                 http://www.publichealthlaw.net/Resources/BTlaw.htm
            o Legal Materials Related to Public Health Legal Preparedness
                 http://www2a.cdc.gov/phlp/sub_menu.asp
            o Additional materials and resources may be posted at http://www.cdc.gov/phlp/index.htm
   •   Distribute draft letters or fact sheets to hospitals and other healthcare providers describing
       permissible uses and disclosures of health information for public health purposes under the Privacy
       Rule of the Health Insurance Portability and Accountability Act (HIPAA) (www.hhs.gov/ocr/hipaa/).
       [public health/hospitals]
   •   Where applicable, ensure that legal counsel understands procedures for declaring a public health
       emergency (at various levels of government) and consequences of such a declaration. [public
       health/public safety/emergency management]
   •   Ensure that legal counsel is familiar with the requirements of the Emergency Medical Treatment
       and Active Labor Act (EMTALA) (www.aaem.org/emtala/index.shtml) and has determined if such
       requirements have been incorporated into public health and hospital planning for pandemic
       influenza. [public health/hospitals]
   •   Ensure that legal counsel has reviewed hospital screening and admission procedures for potential
       pandemic influenza patients (e.g., establishment of evaluation clinics for persons with influenza-like
       symptoms) for compliance with EMTALA. [public health/hospitals]
   •   Ensure that legal counsel has reviewed potential EMTALA implications of a community-wide EMS
       protocol for transport of pandemic influenza patients (e.g., protocol requiring transport of pandemic
       influenza patients to a hospital or facility other than the hospital that owns the ambulance). [public
       health/hospitals/emergency management]

Legal Liability and Immunity
   •   Ensure that legal counsel has reviewed the potential legal liability of implementing “working”
       quarantine for essential service personnel. [public health/hospitals] Ensure that legal counsel has
       reviewed the potential legal liability of housing pandemic influenza patients in home isolation with
       non-exposed residents subject to infection control precautions. [public health]
   •   Ensure that legal counsel has reviewed liability/immunity for volunteers providing assistance or
       services to persons in isolation/quarantine. [public health/emergency management]
   •   Ensure that legal counsel has reviewed hospital employment policies on emergency licensure
       and/or employment of retired or non-medical personnel or personnel from other medical
       departments or hospitals. [public health/hospitals]
FACT SHEET: PRACTICAL STEPS FOR LEGAL PREPAREDNESS
Step 1: Know your legislation
State and local public health officers need to be familiar with the legal requirements in their jurisdictions regarding isolation
of infectious persons and quarantine of exposed persons. Although most states have laws to compel isolation and/or
quarantine, procedures may vary widely from jurisdiction to jurisdiction. Key persons, such as legal counsel, judges, and
policymakers, should be identified and made part of your jurisdiction’s planning for pandemic influenza. HHS has statutory
authority, which has been delegated to CDC, to quarantine or isolate individuals who have been exposed to or infected
with pandemic influenza. President Bush added pandemic influenza to the list of quarantinable diseases by
Executive Order 13375 on April 1, 2005.

Step 2: Plan “due process”
Procedural due process is implicated when the government seeks to deprive an individual of “liberty” interests within the
meaning of the Due Process Clause of the Fifth or Fourteenth Amendment to the U.S. Constitution. Many states, through
statute or regulation, have established specific administrative and judicial schemes for affording due process to a person
subject to a quarantine and/or isolation order. Schemes in other jurisdictions may not directly address this issue.

Although due process is a flexible concept and calls for procedural protections as the particular situation demands, the
basic elements of due process include: adequate notice (typically through written order) of the action the agency seeks to
compel; right to be heard (typically through the right to present evidence and witnesses and to contest the government’s
evidence and witnesses); access to legal counsel; and a final administrative decision that is subject to review in a court of
law. These due process protections should not impede the immediate isolation or quarantine of an individual for valid
public health reasons in an emergency situation.

Step 3: Draft key documents in advance
State and local public health officers should consider drafting key documents in advance of an emergency. These
template documents can be critical time savers in an emergency. Documents that jurisdictions should consider preparing
in advance include: draft quarantine and/or isolation orders; supporting declarations and/or affidavits by public health
and/or medical personnel; and an explanation of the jurisdiction’s due process procedures for persons subject to an
isolation/quarantine order. Examples of documents created by other jurisdictions are found at:
http://www.cdc.gov/phlp/index.htm

Step 4: Contact other jurisdictions
It is possible for federal, state, tribal, and local health authorities simultaneously to have separate but concurrent legal
quarantine power in a particular situation (e.g., an arriving aircraft at a large city airport). Furthermore, public health
officials at the federal, state, tribal, and local level may occasionally seek the assistance of their respective counterparts,
e.g., law enforcement, to assist in the enforcement of a public health order. State and local public health officers should
therefore be familiar with the roles and responsibilities of other jurisdictions: vertically (local, state, tribal, federal),
horizontally (public health, law enforcement, emergency management, and health care), and in geographical clusters
(overlapping state/local neighbors).

Step 5: Engage the courts in advance
Some jurisdictions may rely on older public health statutes that have not been amended in over half a century, while other
jurisdictions may have recently revised their legal authorities to respond to bioterrorism or other public health
emergencies.
Judges who may be called upon to review a public health order may not be familiar with the state or local health
authority’s broad public health powers. During the 2003 SARS outbreak in Toronto, Canada, for example, many judges
were unaware of the health officer’s broad ex parte authority to compel isolation/quarantine under rarely used laws.

Step 6: Anticipate practical problems
State and local public health officers need to be prepared for the practical problems that may arise in affording adequate
due process protections to persons subject to isolation and/or quarantine orders. Such problems may include how to
arrange for the appearance and representation of persons in quarantine (e.g., video conference or other remote means);
how to serve an isolation/quarantine order (likely through law enforcement) and other procedures to advise persons of
their legal rights; and isolation arrangements for transient or homeless populations.

Step 7: Communication
Communication planning is vital not only for an effective public health response but also for an effective legal response to
a public health emergency. Public health agency counsel should be aware of media training available to other public
health officers. During the SARS and monkeypox outbreaks, CDC, through the Public Health Law Program
(http://www.cdc.gov/phlp/index.htm), established telephone conferences for public health legal counsel to share
experiences and engage in peer-to-peer consultations. Efforts are now underway to develop materials to assist state and
local public health departments in conducting further outreach on emergency public health issues to the legal community
through local bar associations.
                                Osceola County
                      Pandemic Influenza Annex
                       Emergency Management




                       Emergency Management
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                                             37
       Osceola County
       Pandemic Influenza Annex
       Emergency Management


                                         SIGNATURE AGENCIES
                                  Agency Name             Date   Signature

American Red Cross

City   of   Kissimmee     Fire Department
City   of   Kissimmee     Police Department
City   of   Kissimmee     Public Information Office
City   of   Kissimmee     Risk Management
City   of   Kissimmee     Police Department

City of Saint Cloud Fire Department
City of Saint Cloud Police Department

District 9 Medical Examiners Office

Florida Department of Health-Osceola County

Florida Hospital

Osceola      County    Corrections
Osceola      County    Council on Aging
Osceola      County    Department of Emergency Services
Osceola      County    Emergency Management
Osceola      County    Public Information Office
Osceola      County    Risk Management

Osceola Regional Medical Center

School District of Osceola County

St. Cloud Hospital

Target Stores Inc

Toho Water Authority

University of Florida Osceola County Extension Services




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                                Osceola County
                      Pandemic Influenza Annex
                       Emergency Management




                       Emergency Management
Osceola County Department of Emergency Services
                                             39

				
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