ALL HAZARDS EMERGENCY
OPERATIONS PLAN
Office of Primary Responsibility (OPR):
El Paso County
Office of Emergency Management
Phone: (719) 575-8400
March, 2015
Contents
Promulgation .............................................................................................................. i
Forward ......................................................................................................................ii
Instruction.................................................................................................................. iii
Distribution of El Paso County ..................................................................................iv
Record of Changes ................................................................................................... v
Executive Summary ..................................................................................................vi
BASIC PLAN ........................................................................................................................ 1
Purpose ..................................................................................................................... 1
Scope 2
Legal Authorities ....................................................................................................... 3
Concept of Operations .............................................................................................. 7
Coordination and Control: ....................................................................................... 11
Incident Management and General Response and Recovery Sequence of Events
and Associated Tasks .................................................................................. 25
Support Finance and Accounting ............................................................................ 32
Functional Annexes............................................................................................................ 37
Annex A: Warning and Evacuation ......................................................................... 38
Annex B: Direction and Control ............................................................................... 42
Annex C: Delegation of Authority ............................................................................ 49
Annex D: Emergency Communications .................................................................. 50
Annex E. Special Needs Population Plan ............................................................... 52
Annex F: Damage Assessment ............................................................................. 59
Annex G: Debris Management............................................................................... 67
Annex H: Continuity of Operations ......................................................................... 69
Annex I: Companion Animal Evacuation and Sheltering ........................................ 72
Annex J: Large Animal Sheltering .......................................................................... 76
Annex K: Community Recovery .............................................................................. 78
HAZARD ANNEXES .......................................................................................................... 83
BIOLOGICAL PANDEMIC HAZARD ANNEX......................................................... 83
FLOOD HAZARD ANNEX ...................................................................................... 84
HAZARDOUS MATERIALS HAZARD ANNEX ...................................................... 87
SEVERE WEATHER HAZARD ANNEX ................................................................. 88
TERRORISM HAZARD ANNEX ............................................................................. 92
WILDFIRE HAZARD ANNEX ................................................................................. 93
Emergency Roles and Emergency Support Function (ESF) Annexes .............................. 97
ii
ELECTED OFFICIALS ............................................................................................ 98
RECOVERY AND MITIGATION ............................................................................. 99
EOC MANAGER/EMERGENCY MANAGEMENT ............................................... 100
OPERATIONS SECTION CHIEF ......................................................................... 106
PLANNING SECTION CHIEF............................................................................... 108
SAFETY OFFICER ............................................................................................... 111
LIAISON OFFICER ............................................................................................... 112
Emergency Support Function Annexes ........................................................................... 113
TRANSPORTATION (ESF #1) ............................................................................. 114
COMMUNICATIONS (ESF #2) ............................................................................. 116
PUBLIC WORKS (ESF #3) ................................................................................... 118
FIREFIGHTING (ESF #4) ..................................................................................... 120
EMERGENCY MANAGEMENT (ESF #5) ............................................................ 121
MASS CARE, HOUSING, AND HUMAN SERVICES (ESF #6) ........................... 123
PUBLIC HEALTH AND MEDICAL SERVICES (ESF #8) ..................................... 127
MENTAL HEALTH SERVICES (ESF #8a) ........................................................... 130
SEARCH AND RESCUE (ESF # 9) ...................................................................... 133
HAZARDOUS MATERIALS (ESF #10) ................................................................ 135
AGRICULTURE AND NATURAL RESOURCES (ESF # 11) ............................... 137
ENERGY (ESF #12) ............................................................................................. 139
PUBLIC SAFETY AND SECURITY (ESF # 13).................................................... 141
LONG TERM RECOVERY, MITIGATION AND ECONOMIC STABILIZATION (ESF
# 14) ........................................................................................................... 145
PUBLIC INFORMATION OFFICER (ESF #15) .................................................... 149
Appendix 1: Glossary of Terms ....................................................................................... 154
Appendix 2: Acronyms and Definitions ............................................................................ 165
Acronyms .............................................................................................................. 165
Appendix 3: Sample Forms .............................................................................................. 169
Name of Incident ................................................................................................... 180
iii
EL PASO COUNTY, COLORADO
ALL HAZARDS EMERGENCY OPERATIONS PLAN
Promulgation
Being able to respond to a human caused or natural disaster is a necessary function of
government. Common to all emergency situations are functions that require the protection of life
and property. Specifically, these functions include planning, warning, communications, direction
and control, sheltering, relocation of people, and the provision of food, health and medical
resources.
The initial emphasis of the El Paso County All Hazards Emergency Operations Plan (EOP) is on
county and local municipal government emergency management, public warning, direction and
coordination.
The El Paso County Office of Emergency Management is the County agency responsible for
coordinating and implementing the All Hazards Emergency Operations Plans, and is created and
designed to conduct authorized functions pursuant to the Colorado Disaster Emergency Act of
2014, of Article 24-33.5-707, et. seq., of Title 24 C.R.S.
Signature to this document by the Chief Executive of the County authorizes this plan. All
previous County Disaster Plans are superseded by this document.
BOARD OF COUNTY COMMISSIONERS
OF EL PASO COUNTY
____________________________________
Dennis Hisey, Chairman
Attest:
___________________________
County Clerk
Date:____________________
i
Forward
The El Paso County All Hazards Emergency Operations Plan (EOP) addresses the County’s
procedures to prevent, protect against, respond to and recover from emergency situations
associated with natural and human caused disasters or technological incidents. The EOP does
not address normal day-to-day emergencies or the well-established and routine procedures used
in coping with them. Instead, the operational concepts reflected in this plan focus on potential
large-scale emergencies and disasters which can generate unique situations requiring an
unusual or extraordinary and coordinated emergency response.
Appropriate county agencies are responsible for assuring the preparation and maintenance of
Standard Operating Procedures (SOPs), resource lists and checklists that detail how assigned
responsibilities are performed to support implementation of the EOP, and to ensure successful
response during significant emergencies and major disasters. Such SOPs include the specific
emergency authorities that designate officials and their successor’s authorization during
emergency situations.
The El Paso County Office of Emergency Management (OEM) is the Office of Primary
Responsibility (OPR) for this Plan. This plan does not cover mitigation efforts by the county. All
mitigation and preparedness efforts are covered in the El Paso County Pre-Disaster Mitigation
Plan. In its mitigation and preparedness efforts, OEM will conduct an active community
educational and preparedness program, to include a speaker’s bureau, displays, public service
announcements, and the dissemination of information to the public over television, radio,
newspapers, social media, and CC on natural, human caused and technological hazards.
Special emphasis will be placed on reaching the public with information on preparedness for
flash-flooding, wildfire, blizzards, and hazardous material accidents. These hazards present the
most serious potential threat to the region, and require constant attention.
ii
Instruction
This Plan is to be used as a guide and reference for County and local jurisdictions and volunteer
agencies to handle human caused and natural disasters which could impact El Paso County. It is
to be used in conjunction with, and supplements, the Colorado State Emergency Operations Plan
and the El Paso County Emergency Operations Center Standard Operating Procedures.
The EMERGENCY OPERATIONS PLAN The El Paso County Emergency Operations Plan
(EOP) consists of three volumes. Volume one is the Basic Plan with an explanation of critical
core procedures. Volume two consists of all the Functional Annexes. Volume three provides all
Incident Specific Hazard Threat Annexes as well as other information, sample documents, and
other references that support each Emergency Support Function (ESF) or section.
The BASIC PLAN provides an overview of El Paso County's approach to emergency
management. It cites legal authority, and summarizes the role of those organizations and
agencies expected to contribute to an emergency response. The BASIC PLAN also describes a
concept of operations, organization and assignment of responsibilities, how the plan is to be
administered and supported, and specifies command and control, disaster declaration and
emergency orders, and delegation of authority.
FUNCTIONAL ANNEXES provides a view into specific procedures that are utilized almost every
emergency activation of the EOC. Some of these would include Warning and Evacuation,
Direction and Control, Emergency Operation Center, Mass Care, Functional and Access Needs
and Disaster Recovery procedures that are utilized during the course of an emergency activation
to ensure that certain tasks are always considered and addressed in a timely order.
INCIDENT SPECIFIC HAZARD THREAT ANNEXES of the EOP Plan include an all hazards
approach consisting of incident specific, geological and human made emergencies that El Paso
County is likely to experience and specific processes to employ.
The APPENDICES of the Plan include (1) Glossary of Terms
iii
Distribution of El Paso County
City of Colorado Springs
City Manager
Fire Department
Office of Emergency Management
Police Department
Municipal Airport
Hospitals, Colorado Springs
Memorial
Penrose
Colleges
Pikes Peak Community College
UCCS
Colorado College
Other City/Town Mayors/Managers
Calhan
Fountain
Manitou Springs
Monument
Palmer Lake
Green Mountain Falls
Ramah
El Paso County
Board of County Commissioners
County Administrator
County Assessor
Coroner
Clerk and Recorder
County Treasurer
District Attorney
County Surveyor
Sheriff’s Office
Department of Health and Environment
Human Services
Support Services
Community Services
Budget Administration
Public Services
Public Trustee
NGO’s
American Red Cross
Salvation Army
Humane Society of Pikes Peak Region
United Way
Chambers of Commerce
Colorado Care and Share
Military
USAF Academy
Peterson AFB
Schriever AFB
Cheyenne Mountain Air Station
Fort Carson
County Fire/EMS/Police Departments:
Manitou Springs Fire Dept.
Manitou Springs Police Dept.
Colorado Center Fire Dept
Stratmoor Hills Fire Dept.
Black Forest Fire District
Crystal Park Fire Department
Security Fire District
Calhan Fire District
Cascade Fire Department
Fountain Fire Department
Tri-County Fire District
Fountain Police Department
Palmer Lake Fire Department
Cimarron Hills Fire District
Tri-Lakes Fire District
Edison Fire Department
Peyton Fire District
Falcon Fire District
Donald Wescott Fire District
Ellicott Fire District
Hanover Fire District
Falcon Fire District
Green Mountain Falls Fire District
Palmer Lake Police Department
Monument Police Department
Green Mountain Falls Marshal
Calhan Police Department
Broadmoor Fire Department
Highway 115 Fire Department
Metropolitan Medical Response System (MMRS)
American Medical Response Services
Ute Pass Regional Ambulance
State
Colorado State Patrol (1)
Colorado DEM and Dept of Local Affairs (3)
iv
Record of Changes
Requested Changes
to EOP
Date Posted
Page #s
Subject
Recommended Chg
12-10 2014
IX - 9
Executive
Summary
Update all of the State
Statutes
v
Stakeholder Initials
of Chg
Agent
Field
Manager
LJ
Action
Date
Updated 1/20/2015
Executive Summary
Each jurisdiction within the State of Colorado is required to have an Emergency Operations Plan
(CRS 24-33.5-707(8)). The purpose of this plan is to outline the authorities, duties, and
responsibilities of elected officials. It defines how the county will operate during disasters (Basic
Plan, Functional Annexes and Threat Specific Annexes) and provides guidance for Disaster
Declarations (DDs), Emergency Orders (EOs), and Delegation of Authority (DoA) for disasters
including those involving a Wildland Fire.
The following is a summary of information contained in this EOP:

Board of County Commissioners (BoCC)
i.
The BoCC Chairman’s signature will formalize this document as El Paso
County policy
ii.
Provides for Disaster Declarations (DD), Emergency Orders (EOs), and
Delegation of Authorities (DoAs). Although the OEM Director will provide
recommendations and will draft proposed documents, the BoCC chair or
delegate are the only persons authorized to sign such documents.
iii.
Provides for the establishment of the Executive Policy Group (EPG) that
provides recommendations to the BoCC Chair for executive decision making
throughout all stages of a disaster event.
iv.
Acts as the Designated Emergency Response Authority for all personnel,
assets and facilities associated with Hazardous Material (HAZMAT)
response to be managed by County Administration pursuant with C.R.S §
29-22-102(3)(a).
v.
Delegates the EOC guidance and direction to the OEM Director.
vi.
Provides for the staffing of Emergency Operations Center (EOC) positions
from within County organizations to support EOC operations as specified in
this EOP.
vii.
Provides for the OEM Director to develop supporting plans to this EOP.
viii.
Supports the Incident Commander as specified in this EOP.
ix.
Responsible for the Debris Management Plan (Public Services).
vi
x.

As required, provides the lead Public Information Officer that is responsible
for the Joint Information Center, media coordination, daily press briefings,
media inquiries, and the preparation of press announcements for key
elected officials.
El Paso County Office of Emergency Management
i.
Maintain the El Paso County Emergency Operations Center in a condition of
response readiness
ii.
Conducts alerts, notification and situation reporting for safety of residents
during disasters
iii.
The on call OEM duty manager will act as the lead when receiving
emergency notifications
iv.
The on call OEM duty manager will activate the appropriate ESFs, assign
the activation assignments, establish reporting and communication
procedures with supporting partner agencies
v.
Maintains communication and coordination of affected jurisdictions to
coordinate response with all impacted to assess their emergency capabilities
and provide mutual aid and coordination of partner agencies
vi.
OEM manager will develop the initial incident support plan establishing life
safety priorities in accordance with the EOP
vii.
Provides for El Paso County Budget Division finance sections located at the
Emergency Operations Center, Policy Group and Incident Command.
viii.
Establish EOC rotations and ESF staffing patterns during activation and
demobilization
ix.
Provide situation reports to BoCC Policy Group, mutual aid partners and
Colorado State OEM as appropriate
x.
Acts as primary point of contact for the small Mobile Command Post vehicle
for all maintenance, upgrades and deployment operations
xi.
Conduct as many emergency management related exercises whether
Tabletop, Functional or Full Scale as possible to test parts of the EOP or
specific annexes with supporting mutual and partner agencies
vii

El Paso County Assessor
i.
Provides for the overall Damage Assessment process including providing
staffing/technical expertise for the Damage Assessment Teams.
ii.
Provides technical expertise to the EOC as requested by the OEM Director.

El Paso County Coroner
i.
Designated lead for the planning and execution of the County’s Mass
Fatality Plan.
ii. Provides technical expertise as requested by the OEM Director.

El Paso County Department of Health
i.
Is the lead for numerous County Plans that are specified in this EOP.
ii.
Provides for the staffing of ESF #8 (Medical and Public Health) positions in
the EOC.
iii.
Provides technical assistance with health related Emergency Orders and
Disaster Declarations.
iv.
Co-leads (with County or their representative) the Unified Command for
health related incidents and disasters.
v.
Responsible for public health support to shelters including behavioral
health support.
vi.
Is the lead for declaring and signing health related Emergency Orders.

El Paso County Clerk and Recorder
i.

Provides for the filing of all DD, EOs, and DoAs.
El Paso County District Attorney
i.
Provides advice to elected officials, Incident Commander, and the OEM
Director as requested.
viii

El Paso County Treasurer
i.
Provides advice to elected officials, Incident Commander, and the OEM
Director as requested.

El Paso County Surveyor
i.
Provides advice to elected officials, Incident Commander, and the OEM
Director as requested.

El Paso County Department of Human Services
i.
Provides the lead for ESF 6 (Human Services and Mass Care)
ii.
Designated as the lead for coordinating the evacuation of Functional
and Access Needs residents that request assistance
iii.
Coordinates for Disaster Assistance Centers and human services
support to these centers.
iv.
Provides for disaster specific human services such as victim
registration and family reunification efforts
v.
Provides for foster care of children separated from parents or who no
longer have parents due to the disaster.

El Paso County Attorney
i.
Provides legal advice to elected officials, the Executive Policy Group,
Incident Commander and OEM Director as requested
ii.
Provides for review of all legal documents to be signed by the Chair
and BoCC This can include, but is not limited to, Disaster Declarations,
Emergency Orders, and Delegation of Authorities

El Paso County Public Trustee
i.
Provides advice to elected officials, Incident Commander, and the OEM
Director as requested
ix

El Paso County Sheriff
i.
Coordinates with OEM Director to conduct fire suppression efforts in the
case of prairie, forest, or wildland fire or fire occurring in the unincorporated
area of the county outside the boundaries of a fire protection district or that
exceed the capabilities of the fire protection district to control or extinguish in
accordance C.R.S § 30-10-513.
ii.
Coordinates of all search and rescue operations within the jurisdiction
according to C.R.S § 24-33.5-707(10)(a)
iii.
Coordinates of Law Enforcement disaster related duties and the staffing of
the EOC ESF 4 and ESF 13 positions during emergency activations
iv.
Responsible for staffing the Technical Dispatch Unit (TDU) during EOC
activations
v.
Provides liaison for the OEM Director during activations when necessary
and coordinates sheriff deputies during responses to Hazmat emergencies
as a partner agency
vi.
Provides a PIO for coordination during the activation of the Joint Information
Center
vii.
Acts as primary point of contact for the large Mobile Command Post vehicle
for all maintenance, upgrades and deployment operations
viii.
Participates in as many emergency management related exercises whether
table top, Functional or Full Scale as possible
x
BASIC PLAN
Goal
The goal of the El Paso County Emergency Operations Plan (EOP) is to outline the primary
organizational structure, roles, and responsibilities of all partner agencies and organizations during
and after a disaster.
Purpose
To establish procedures, and assign tasks and responsibilities to El Paso County elected officials and
departments and participating agencies, volunteer agencies, local jurisdictions, and municipalities for
the conduct of operations during the limited time frame of a threatened, imminent, or actual disaster
to:
1. Outline an all-hazards approach to the actions to be taken during the response, and recovery
phases of a disaster.
2. Provide for the maximum protection, care, and support of all people in the County in an
emergency/disaster, during sheltering or evacuation of residents from areas of high risk.
3. Maintain and support essential services in the County, for the protection, care, and support of
the people.
4. Provide for continuity of local government and essential services.
5. Provide county residents with guidance and timely information, in collaboration with other
participating public, private and volunteer organizations.
6. Support the emergency activities of county government, and the governments of communities
within the county.
7. Control and coordinate the orderly movement and support of the population from actual or
potential disaster areas, when ordered by the State due to a severe state or national
emergency.
8. To establish procedures to implement those segments of the Colorado Disaster Emergency
Act of 2014, and the El Paso County Resolution establishing the County Office of Emergency
Management (Resolution 14-446, 2014) as it pertains to a threatened or actual disaster.
Procedures emphasize the reduction of vulnerability of residents through a comprehensive and
integrated approach.
1
Scope
The scope of this plan includes response and recovery for the unincorporated areas of El Paso
County. It is also intended for each Fire Protection District (FPDs) to utilize this plan when operating
within a Unified Command with the Office of Emergency Management.
This plan also provides official policy for any El Paso County municipality that has not developed and
attained Board of County Commissioners (BoCC) and other elected official approval of their own plan.
This is an All Hazards Plan and there are several incident specific annexes that supplement this plan
listed after the initial Base Plan.
General: The official All Hazards Emergency Operations Plan (EOP) for El Paso County, Colorado,
consists of this BASIC PLAN and appropriate Annexes and Appendices.
Assumptions
The mutual cooperation of municipalities, special districts, military installations and partner agencies
within the County is anticipated for the good of the entire population.
Civil government will continue to function under all disaster and emergency conditions.
Operational goals will be based on incident priorities such as 1) Life Safety 2) Incident Stabilization 3)
Property Preservation 4) Environmental Protection 5) Restoration of essential services and the
economy.
State and federal resources will be made available to support operations that exceed the County’s
capabilities, but these capabilities may be requested by more than one jurisdiction.
Program Administration
General: The El Paso County Office of Emergency Management is the designated emergency
management agency empowered with the authority to administer the emergency management
program on behalf of El Paso County. The El Paso County OEM Director is the designated individual
empowered with the authority to execute the program on behalf of the jurisdiction.
This Plan, as an extension of the Colorado State Emergency Operations Plan, and its Annexes
charges local government with developing and maintaining plans to implement specific tasks before,
during, and following a threatened or actual human caused or natural disaster.
2
Planning and Training
Each department/agency will ensure that they provide sufficiently trained personnel to staff the EOC
when requested. Each department/agency will maintain up to date job aids and supplemental
reference material to properly execute the tasks listed in the County’s EOC Manual.
The OEM Director will coordinate quarterly EOC training for all available and assigned personnel. The
quarterly training sessions will assist in the validation and updating of the EOP.
The Office of Emergency Management will oversee the preparation and maintenance of the BASIC
PLAN, ANNEXES, and APPENDICES.
Plan Testing and Exercising
This Plan and its Annexes will be exercised and tested, in whole or in part, at the discretion of the
OEM Director. As a minimum, the County OEM will test portions of the Plan annually using “tabletop,” functional or full-scale field exercises, including other agencies in the testing of their roles and
responsibilities in this Plan, and their own internal Emergency Operations Plans.
Plan Review and Updating
This Plan and its Annexes will be reviewed and updated on a periodic basis as required by any major
changes to the organizational structure of the County or its relationship to outside agencies. As a
minimum, the OEM will coordinate a review of the Plan and its annexes, every three years, beginning
with the date of the approval by the BoCC of this update. The contact information names, phones and
emergency contacts will be immediately updated as required throughout the year. This is especially
critical for departments that have a lead in specific supporting annexes or plans to include the
Department of Health and the Coroner’s Office.
Hazard and Risk Assessment
The El Paso County (EPC) Pre-Disaster Mitigation (PDM) Plan provides information on the hazards in
EPC, the probability of occurrence, as well as mitigation and preparedness efforts that the county can
conduct for each hazard. Please refer to this document for all mitigation and preparedness
information.
Legal Authorities
El Paso County
El Paso County Resolution 14-446 to reestablish the El Paso County Office of Emergency
Management under the BoCC signed and resolved on the 4th day of December, 2014 establishes the
Board Chair as the Hazardous Materials spill Designated Emergency Response Authority (DERA) in
the unincorporated areas of the county C.R.S § 29-22-102(3)(a).
3
The Colorado Disaster Emergency Act of 2014, Articles 24-33.5-701 and 24-33.5-702(1) authorizes
and provides for coordination of activities relating to disaster prevention, preparedness, response, and
recovery by agencies and officers of this state and similar state-local, interstate, federal-state, and
foreign activities in which the state and its political subdivisions may participate.
El Paso County Emergency Procurement Policy provides for emergency procurement procedures for
life safety and property preservation measures.
El Paso County’s Rapid Vendor List, provides for a list of vendors that have prearranged agreements
for services, supplies, and equipment for emergencies.
Annual Operating Plan (Wildland Fire), 2014, provides for an agreement between El Paso County
Board of County Commissioners and the Colorado State Forest Service, National Forest Service, and
the Bureau of Land Management for the fighting of wildland fires.
Agreement for Cooperative Wildfire Protection in El Paso County
Fire Chiefs All Hazard Mutual Aid Agreement, provides for All-Hazards Mutual Aid between all Fire
Protection Districts (FPDs) in El Paso County
State
CRS 30-10-512/513, The Sheriff is responsible for wildfire in unincorporated areas outside the
boundaries of a FPD. The Sheriff, as the Fire Warden, has the authority to assume “charge” of a fire
if the fire exceeds the suppression efforts of the Fire Protection Districts (FPD).
CRS 29-22.5-103, The Chiefs of the Fire Departments for Fire Protection Districts are responsible for
wildland fire in their District unless it exceeds their ability to suppress or control
CRS 24-33.5-707(10)(a), Sheriff’s responsibilities for Search and Rescue in the unincorporated areas
of the county
CRS, 30-10-516, Sheriff’s responsibilities for Public Safety. This statute has also been determined to
provide the Sheriff with the authority to direct mandatory evacuations.
CRS 24-33.5-704(4) Provides the Governor the ability to declare disasters for no more than 30 days,
command the Colorado National Guard for emergency duties, and direct and compel evacuations.
CRS 24-33.5-704(7)(i) Provides the Governor (and political subdivision), upon a Disaster Declaration
(DD), to enter into purchase, lease, or other arrangements for temporary housing of victims. It also
allows the Governor to advance or lend funds, suspend public health, safety, zoning, and
transportation (regulations) not to exceed 60 days.
CRS 24-33.5-1105 , (Debris Removal). Upon a DD, allows for the removal of debris from public or
private lands or water debris and wreckage which may threaten public health or safety of lands.
Requires an unconditional authorization to remove debris.
4
CRS 24-33.5-1107 Upon a DD, allows the Governor to make loans to local governments to support
disaster response and recovery. Allows the governor to request cancellation of such loan if the local
jurisdiction’s revenues (over one year) are insufficient to repay loans.
CRS 24-33.5-706 (State Emergency Reserve), Creates the State’s Disaster Emergency Fund.
CRS 24-33.5-706(4)(a) (Financing), Upon a DD, allows Governor to access emergency reserves.
CRS 35-5-118 (Right of Entry), Allows all persons authorized to carry out emergency measures to
have free access to all public and private lands to perform work without consent of owner if entry is
necessary to alleviate or prevent the disaster.
CRS 42-20-304 (Emergency Closure of Roads), Allows local jurisdictions to close public roads
temporarily if necessary due to natural disaster, weather conditions, or any other emergency
circumstances resulting in making the road unsafe for travel by motor vehicles transporting hazardous
materials.
CRS 24-33.5-701 (Colorado Disaster Emergency Act of 2014 CRS 24-33.5-704(4)
Disaster Declarations and Mandatory Evacuations CRS 24-33.5-704(7)(e).
CRS 24-33.5-709(1) Enables local jurisdictions to declare disasters. Under this CRS the Sheriff is
authorized to execute “mandatory evacuations”.
CRS 24-33.5-707 Defines the role of the county in inter-jurisdictional disasters
CRS 24-33.5-705 Creates the State Office of Emergency Management
CRS 24-33.5-711.5 (8)(A) Establishes the Governor’s Emergency Epidemic Response Committee
(GEERC) and provide for their roles and responsibilities. The GEERC provides for recommendations
to the Governor for possible measures to implement during an emergency which can include changes
in standards of care, the ability to “ordering physicians and hospitals to transfer or cease admission of
patients or perform medical examinations of persons, or other such measure required during a wide
spread emergency.
CRS 30-10-513.5 Provides for authorities of the Fire Protection Districts
CRS 25-1.5-102 and 25-1-506 (Authority to investigate epidemic/communicable disease) Allows
State and local governments the authority to “investigate and control the causes of epidemic and
communicable diseases affecting the public. Provides for the authority for health officials to declare
emergency conditions and establish health related emergency orders.
CRS 25-1.5-102, 25-1-506, 25-1-112, 25-1-514, 25-1-114 (Isolation and Quarantine Authority), Allows
State and local health department’s authority to establish, maintain, and enforce isolation and
quarantine. . .and to exercise such physical control over property and the persons of the people within
this state. . .” Provides for the authority for health officials to declare emergency conditions and
establish health related emergency orders. Persons not complying can be served with a court order
and further states that disobeying a health department order is a misdemeanor criminal offense.
5
CRS 30-10-606 Defines the authorities of the Coroner
CRS 29-1-114 Requires local government to keep records of expenditures. Counties may not
disperse any moneys or issue orders for the payment of money in excess of the amount available.
CRS 29-1-111 Contingency Spending by local governments. County government may authorize the
expenditure of funds in excess of the appropriation by ordinance or resolution during a reasonable
unforeseen emergency. This requires a two-thirds vote of the BoCC.
Colorado Intergovernmental Agreement (IGA) for Emergency Management, signed by BoCC on 31
December, 2003, IGA between the State of Colorado and El Paso County provides for State level
disaster support.
State of Colorado Resource Mobilization Plan, states that requests for state resources for counties
and ANY municipalities must be made by the OEM Director, Sheriff, County Executive, BoCC
member, or the IC acting under a Delegation of Authority
Traffic Incident Management Program Response Manual (for I-25 Corridor), 2008, provides
information on incidents that occur on Interstate 25.
Wildfire Emergency Response Fund (WERF), Provides for funding or reimbursement for the first
aerial tanker load of fire retardant to fight a wildfire at the request of the Sheriff, Incident Commander
(IC), or other designated official.
CRS 24-33.5-1227 (2014) Wildfire Preparedness Fund (WPF) a fund set aside for the fighting of large
scale fires in Colorado. Access to these funds requires that the fire meet specific criteria.
CRS 24-60-2902 (2014) Emergency Management Assistance Compact, provides for the ability of
states to request mutual aid amongst themselves.
CRS 24-33.5-713 (2014) Southwestern States Emergency Management Mutual Aid Compact (CO,
NV, UT, AZ, CA, and NM), 2001
CRS 24-33.5-1221 (2014) Colorado Interagency Cooperative Fire Management Agreement (State,
BLM, USFS, NPS, BIA, CSFS)
Federal
PL 93-234, Flood Disaster Protection Act of 1973, requires that jurisdictions take actions to reduce the
risk of flood loss.
PL 96-510, Comprehensive Environmental Response Compensation and Liability (CERCLA) Act of
1980, provides for the definition of hazardous materials and gives Environmental Protection Agency
(EPA) authority to respond.
6
PL 93-288, The Robert T. Stafford Disaster Relief and Emergency Act as amended April 2013,
Provides for federal disaster funding Title 42, Chapter 50, U.S.C, 5121, The National Flood Insurance
Program, provides for flood insurance for those living in flood plains.
Code of Federal Regulations, HAZMAT Material Response and Training requirements, establishes
Occupational Safety and Health Agency (OSHA) standards and regulations for responding to
hazardous material spill
Code of Federal Regulations, Hazardous Materials Reporting and Response, governs the
transportation of hazardous materials.
Pets Evacuation and Transportation Standards Act of 2006, requires local jurisdictions to provide for
the sheltering of pets.
Post-Katrina Emergency Management Reform Act of 2006, reorganizes FEMA and adds additional
Emergency Support Functions (ESF) under the new FEMA.
National Flood Insurance Reform Act, provided funding to local governments through September
2009, to conduct residential flood mitigation projects and buy out homeowners that are located in the
flood plain. A homeowner that refuses a buyout under the act and subsequently suffers flood damage
in excess of $1,500 will have their National Flood Insurance premiums increased by 150% for each
flood until they reach the normal insurance rates for floods in their area.
Concept of Operations
General: The organization for, and execution of, response and recovery operations is guided by the
National Incident Management System and the Incident Command System. Direction and control of
resources will be coordinated by the Incident Commander at the Incident Command Post, resource
and information coordination will be executed by the Emergency Operations Center, and guidance,
funding, and legal authority will be provided by the Policy Group (Board of County Commissioners
(BoCC) and other elected officials). If incident management is delegated to an Incident Management
Team (IMT), the BoCC will provide for a Delegation of Authority to the IMT to conduct response
operations.
Planning: Planning consists of five phases which are 1) Mitigation 2) Preparedness 3) Protection 4)
Response and 5) Recovery. This plan covers the response and short-term recovery phases of an
incident. The Mitigation and Preparedness Phase are covered in the El Paso County Pre-Disaster
Mitigation Plan and the Long Term Recovery Phase is covered under the El Paso County’s Disaster
Recovery Plan.
The Response Phase begins immediately when an emergency or disaster occurs. The response
phase consists of those actions taken to save lives, mitigate or eliminate hazards, protect people,
property and the environment. The response phase is divided into three segments that are 1) Life
Safety and 2) Incident Stabilization and 3) Property Protection. Life Safety is the primary focus
immediately following an incident occurring. Once all life saving measures have taken place this
phase will transition to Stabilization and Protection of Property (including Critical Infrastructure), the
Environment, and restoration of essential services and the economy. The Recovery Phase will begin
7
when all Life Safety measures have been addressed. Recovery and Incident Stabilization and
Property Protection will most likely run simultaneously.
The Recovery Phase begins when the immediate threat to life and property is over and the main
focus of government is a return to normalcy. Recovery is categorized as short-term and long-term.
Short-term recovery: This phase is the first 30 days after the event, after which public infrastructure
should have been basically restored. Actions required within the EOC and county departments are:
“Rapid Needs Assessment” damage assessment by major county departments, municipalities,
special districts, etc., will be followed by more-detailed teams with cost analysis done in the EOC. If a
disaster is declared, a FEMA Disaster Assessment Team will be requested. This team will conduct a
joint assessment with the county damage assessment team. State OEM will be kept informed through
the South Central Regional Field Manager or Situation Reports (SitReps).
Press releases will be coordinated with Incident PIOs for accuracy and consistency, and releases
made by the PIO team in the EOC (County PIOs). Briefings will be scheduled at a frequency
determined by EOC Manager or the Chairperson of the Board of Commissioners, and will be held,
initially, at least twice daily. For a widespread event, a Joint Information Center (JIC) may be
established, and will include any affected municipalities’ PIOs.
Public concerns on health, safety, utility security, and debris removal will be addressed as soon as
possible.
For county-declared disasters, the County Procurement & Contracts Department will choose
appropriate vendors and contracts to meet immediate needs.
Disaster Assistance Centers (DAC) or Disaster Recovery Centers (DRC), when established in
coordination with FEMA the State and Local jurisdictions, is a satellite component of the JFO and
provides a central facility where individuals affected by a disaster can obtain information on disaster
recovery assistance programs from various Federal, State, Local, Tribal, private-sector and voluntary
organizations.
Long Term Recovery: This is recovery that will take more than 30 days and may have led to a state
or federal disaster declaration. DRCs will be set up and staffed by agencies of the federal, state, local
and volunteer human service organizations. If a Federal declaration is made, FEMA will find and
lease an appropriate facility to serve as the Federal Coordinating Office (FCO). If there is no
declaration, a DAC will be utilized when needed. Long term recovery is addressed in the El Paso
County Disaster Recovery Plan.
Press releases will continue as a cooperative effort from the Joint Information Center or the EOC if
one is not open.
Schedules for EOC staffing, if needed, will be adjusted closer to extended hours.
All documentation and cost data will be maintained, for record, and state and federal review, in area
EOCs, finance departments, and Special District files.
8
Coordination and Response entities:
There are several response entities that provide critical services during disasters. They include the
following:
Incident Commander (IC)/Incident Command Post (ICP): The IC and the supporting ICP is
comprised of those emergency response agencies operating at the scene(s) of the incident(s) and
related dispatch centers etc. The Incident Commander will generally establish a Unified Command for
direction and control of resources responding to the disaster. Responding agencies will be directed by
a Unified Incident Command System with the appropriate incident command sections (operations,
planning, logistics, finance, etc.) activated. There may be Incident Command Systems operating at
more than one location in the event of a wide-spread emergency or disaster such as a county-wide
blizzard, flood, etc. This form of Incident Command System (ICS) is referred to as an Incident
Complex. The primary responsibility of the operations section is to deploy the appropriate resources
and activities to overcome and reduce the immediate impact of the emergency or disaster.
The plans section is responsible for planning services for the incident. This includes maintaining
situational awareness/collection of operational data, resource tracking, developing the IAP, and for
demobilization operations. The logistics section provides for all incident support needs except for air
operations. The finance section manages all financial aspects of the incident including cost
accounting data, compensation, and time records. An Incident Management Team may assume
control of the incident in which case their role is the same as the IC and ICP. For incidents in which an
IMT assumes control, the EPG will establish a Delegation of Authority for the Incident Commander.
For each incident the IC should establish a Staging Area. In some cases multiple staging areas may
be established e.g. fire and rescue staging, transportation staging, or ambulance staging. Unless
directed otherwise by the IC/ICP, this is the location in which all resources that are ordered, and
resourced by EOC personnel, are to report.
Emergency Operations Center: The EOC acts as a Multi-Agency Coordination Center (MACC). It
is comprised of management/supervisory level representatives from the various county departments
and other agencies. The EOC is activated by the OEM Director, the OEM Director or activation may
take place by the on call EOC manager. The EOC maintains the official record of actions taken at the
County level. The EOC does not command resources but instead is responsible for coordinating and
providing resources to the Incident Commander as needed, coordinating information management,
maintain status of resources utilized, record property losses, recommend needed disaster
declarations and other major governmental actions to the Policy Group/BoCC for approval. Shortly
after the incident portions of the EOC may transition to an Emergency Recovery Center and continue
coordinating all recovery operations and follow-on actions including the establishment of Disaster
Assistance Centers. For incident response and stabilization efforts it is critical for EOC personnel to
understand that their efforts are in support of the Incident Commander. All efforts must be
coordinated through the ICP. In some cases, as in snow storms, the ICPs may be the individual Fire
Protection District fire stations with the EOC assuming the role of an Area Command.
Area Command: An Area Command is generally established when a disaster affects more than one
jurisdiction with all jurisdictions requesting/competing for the same resources. Such an example
9
would be of a large scale pandemic flu outbreak. The functions of the Area Command can include
prioritization of prophylaxis, respirators, ambulances, snow cats, or other critical resources. Pursuant
to the Colorado State Resource Mobilization Plan, when a disaster affects more than one special
district or municipality the El Paso County EOC will act as the Area Command for the entire affected
area including all special districts and municipalities except for the city of Colorado Springs. As an
Area Command, in addition to its normal functions, the EOC submits to the State Division of
Emergency Management all requests for State or federal resources. The Area Command will
prioritize all requests for county, state, and federal resources and determine the priority of support for
each request once resources are made available. It is critical that representatives from the affected
special districts and municipalities provide input on their requests for these resources to ensure that
the priority list properly reflects their needs. During a large scale event that affects the entire county
including Colorado Springs it is anticipated that an Area Command would be established with the
County OEM, Colorado Springs OEM, Department of Health and other agencies and jurisdictions as
appropriate to manage response efforts.
Agency Command: Several large organizations such as hospitals or other operational level entities
may establish their own command system to provide for direction and control to their internal
departments. Both Penrose and Memorial Hospitals operate a Command for their various hospitals in
the county. Such operational entities such as the Alternate Care Center may operate as a Command
as well. This is not to be confused with the Incident Commander or the Incident Command Post.
Department Operations Center (DOC): Department Operations Centers are established by certain
agencies or departments to assist in coordinating response operations of their individual departments.
These DOCs are activated at the discretion of the department head. Examples of DOCs are the
Public Services (Transportation/Public Works) DOC or the Department of Health DOC. The DOCs
provide for operating space for additional personnel that cannot be housed in the EOC. They provide
for detailed management of their resources while providing information to the EOC via their ESF
representative in the EOC. DOCs DO NOT operate independent of the EOC but rather operate in
accordance with resource ordering, priorities, and tasking from the EOC.
County Fire Departments/Fire Protection Districts: By CRS Fire Protection Districts (FPDs)
primary responsibility is for fire response. If they have an emergency medical service capability they
may also provide for medical and ambulance service. Although not required by law, each FPD can
provide for rescue services especially for stranded motorists during blizzards, floods, or other
disasters. Each of the FPDs within the county are responsible for initial response to their residents for
the above services. As calls for service exceed the FPDs capability the FPD may call for mutual aid
from the county or other FPDs. During emergencies all mutual aid is coordinated through the ICP
and EOC. In some cases the FPDs are the IC/ICP for their district.
Recovery Planning Committee (RPC): The RPC is a select group of people that represent various
governmental agencies (FEMA, BoCC, county department heads, etc), Non-Governmental
Organizations (NGO’s) Red Cross, Salvation Army, Medical Reserve Corps, etc), business
organizations such as the Chambers of Commerce, and other deemed necessary to provide for the
overall planning and execution of all county recovery requirements.
Damage Assessment Teams (DATs): Damage Assessment Teams are a select group of people
with specific skill sets that assess the level of loss and damage to private residents, private
businesses, county infrastructure, and agriculture land and animals to assist in the determination of a
10
disaster declaration and potential FEMA funding/reimbursement. Composition of the teams, as well
as their roles and responsibilities, is located in the County’s Damage Assessment Plan.
Incident Management Team (IMT): An IMT is a team of professionals that are trained in the
response and management of large scale incidents. IMTs are qualified at specific levels that are
based on the level of incident that they are qualified to manage. A Level 1 incident is the largest
incident possible and usually requires a designated IMT to coordinate response efforts while a Level 4
or 5 is an incident in which the county has the capability to coordinate all response efforts. Generally
speaking a level 3 incident requires that the County request an IMT. IMTs are not free and can be
extremely expensive; therefore, it is recommended that a DD occur prior to requesting an IMT.
Joint Information Center (JIC): The IC normally identifies a Public Information Officer (PIO) that is
responsible for release of all information to the public. During large scale disasters, especially when a
Unified Command is established, the PIO will normally establish a JIC. The JIC is staffed by all the
PIOs from the responding or affected jurisdictions. The purpose of the JIC to ensure that a standard
message is disseminated to the public, that rumors are identified and corrected as soon as possible,
and that critical information to the public is released in a timely and accurate manner.
Joint Field Office (JFO): The JFO is a temporary Federal facility established locally to coordinate
operational federal assistance activities to the affected jurisdiction. The JFO is a multi-agency center
that is the central point of contact for all federal assistance.
Coordination and Control:
The Board of County Commissioners (BoCC) is responsible for the direction and control of all
government related activities during the response and recovery phases of a disaster. The Office of
Emergency Management is delegated by the BoCC for daily supervisory, administrative, and
budgetary responsibilities, in the event of a disaster, the BoCC retains the duties of, and
responsibilities for, directing the response to the emergency or disaster. (Resolution 14-446).
County Organizational Structure:
Operations of the county government, during normal business as well as during disasters, is by an
elected Board of County Commissioners (BoCC) over which a Chairperson presides. The
Chairperson is an elected County Commissioner who is appointed by the Board.
The County Administrator administers the daily routine and emergency/disaster business of County
Government in a manner consistent with policy established by the BoCC. The county government is
organized into functional departments and divisions created by the BoCC for the delivery of essential
government services. This plan provides for roles and responsibilities of each of these departments
and divisions during disasters.
In addition to the BoCC there are 10 appointed and elected officials responsible for providing critical
services during normal business as well as during disasters. This plan provides for roles and
responsibilities of these officials during disasters.
11
Executive Policy Group (EPG): The Executive Policy Group (EPG) provides recommendations to
the BoCC Chair for all executive decision making throughout all stages of a disaster. The EPG may
provide guidance and policy to the Emergency Management Team to ensure efficient disaster
operations. Based on the type of disaster, the EPG may incorporate agency representatives with
lead responsibility during that event.
The EPG consists of the executive governing bodies of the County (The Board of County
Commissioners), the affected municipalities (Mayor, City Manager and/or Council, and Trustee
Representatives), and key elected and appointed officials (Sheriff, Coroner, Director of the
Department of Health at a minimum). The function of this group is to assist the Chair in setting policy
for the emergency/disaster, prepare emergency/disaster resolutions, recommend emergency
divergence from normal county policies such as emergency purchasing, emergency procurement of
supplies, redirect funds and other policy level decisions affecting citizens such as evacuations,
curfews, etc., as necessary. The Office of Emergency Management will provide a liaison between the
Executive Policy Group and the EOC and Incident Commander (IC)/Incident Command Post (ICP).
The Executive Policy Group provides recommendations to the Chair for:
Signing Emergency Orders such as County evacuation, curfews, and rationing (Annex D)
Redirecting of funds for emergency use
Exceeding authorized funding levels (requires a 2/3 vote by the BoCC)
Suspending standard procurement procedures to obtain critical services and equipment
Committing to Mutual Aid Agreements
Delegating authorities to an Incident Management Team (Annex C)
Declaring (and terminate) a disaster. The period of a disaster/emergency will be no more than 7
days unless specifically addressed by the EPG. The disaster will be terminated by declaration of
the Board of County Commissioners, and the affected municipalities that declared
disaster/emergency.
The Executive Policy Group is supported by special staff members as requested by the EPG. This
special staff includes, but is not limited to, finance, budget, and environmental expertise, etc. The
County Attorney provides all legal advice to the EPG as well as reviewing all documents such as
Disaster Declarations, Emergency Orders, Delegation of Authorities, etc.
Upon a determination by the Chair, BoCC the Policy Group will be convened to provide information,
recommendations, and guidance for executive decision making throughout all stages of a disaster
event. The EPG provides recommendations and guidance to changes in normal county business,
disaster declaration, delegation of authorities, as well as funding decisions to support response and
recovery operations. The chair of the EPG is the chair of the BoCC or their designated representative.
In the event the Chairperson is not available to provide continuous leadership authority and
responsibility to the EPG, the line of succession has been established as 1) Vice Chair BoCC 2)
Commissioners as directed in their line of succession 3) County Administrator in the absence of a
Commissioner. The Incident Commander and the OEM Director will be responsible to the EPG. A
liaison between the EOC and the EPG will be established by the Office of Emergency Management.
Delegation of Powers
12
Under Resolution 14-446 and this EOP the BoCC(or their representative) and the OEM Director has
the duties and powers to activate the EOP, activate the EOC, provide direction and control over
personnel staffing the EOC, conduct emergency procurement for life safety measures after
consultation with the Chair of the BoCC (or their representative), conduct voluntary evacuation
measures, shelter residents, commit county resources for response operations including evacuation
and sheltering, recommend and prepare emergency resolutions and orders, and other authorities as
deemed necessary for life saving and property/critical infrastructure preservation measures.
Response and Recovery Operations
The structure for response and recovery is in compliance with the National Incident Management
System (NIMS) in design and execution. The structure of the Incident Command Post (ICP) and the
EOC is according to the ICS model with a single incident commander, command staff, general staff
and Emergency Support Functions (ESFs) established. The Branches, sections, and units will only
be activated as required by the IC or the OEM Director. The ICS sections within the ICP come under
the direction and control of the IC, while the ICS sections within the EOC come under the direction
and control of the OEM Director. The EOC will be activated at the recommendation of IC or the
direction of the OEM, or their representative.
The Incident Command Post (ICP)
The Incident Command Post is established in a location designated by the Incident Commander
taking in consideration incident hazards and the safety of staff at the ICP. The staff at the ICP provide
for direction and control of resources at the incident site. During large scale incidents when both an
ICP and the EOC are activated, all resource ordering required of the ICP will be validated and passed
to the EOC for resourcing. In some incidents the EOC will not be activated and the ICP conducts all
direction, control, and resource ordering tasks. During these type incidents county agencies and
departments may be requested to staff ICP positions instead of EOC positions. During large scale
incidents when both the ICP and EOC are active, county agencies and departments may be
requested to staff positions in both the ICP and the EOC.
The Emergency Operations Center
The primary EOC is located at 3755 Mark Dabling Boulevard with backups located at the
Transportation Division on Akers Drive or at the E911 Building on Airport Road. The EOC has a
mobile capability that is maintained and managed by the OEM Director.
The EOC is activated by the BoCC, the OEM Director or OEM representative. The EOC has four
levels of activation which are monitoring, partial, full and extended activations. During EOC
activation, the OEM Director will determine the level of support needed by EOC personnel by
activating sections or leaving certain sections on-call. The EOC will expand and contract as the
situation requires. In large scale emergencies the EOC may act as the Area Command in the
County.
County officials, their subordinate departments, and select Non-Governmental Organizations (NGOs)
agree to provide personnel to staff the EOC. During activation the personnel staffing the EOC come
13
under the direction and control of the OEM Director. Select county departments and NGOs have the
lead for certain ESF tasks and responsibilities and agree to provide all support required as depicted in
this EOP and in the County’s EOC manual. Tasks and responsibilities are depicted below in EOC
Organization and Staffing Responsibilities.
ICP-EOC Relationship
The ICP provides support to the IC for direction and control of resources at the incident site. The
EOC provides support to the ICP as requested by the IC/ICP. This can include resource ordering and
tracking, evacuation, sheltering coordination, volunteer coordination, donation management and
damage assessment, etc. All tasks completed at the EOC are coordinated with the appropriate staff
member in the ICP to avoid duplication of efforts.
Requests for state or federal resources are validated by the ICP and the BoCC then passed to the
EOC for resource ordering.
EOC Organization
The organization of the EOC follows the Incident Command System structure and is designed as a
Multi-Agency Coordination Center (MACC). The OEM Director is the lead for all efforts within the
EOC and is supported by OEM Staff members. This Staff consists of legal, safety, public affairs, and
outside agencies representatives. The General Staff consists of Operations, Plans, Logistics,
Finance, and Recovery. Each of the General Staff sections can be subdivided into branches or
groups based on the size and complexity of the incident. Each county department or agency provides
staffing for the EOC as outlined in this EOP.
The OEM Director determines which staff sections and ESF will be activated. It is important to
understand that the tasks for any sections or ESF that is not activated, the section lead or the OEM
Director has responsibilities for those tasks. As an example if ESF 10 (HAZMAT) is not activated, the
Operations Section leader must execute any tasks for that section or designate another section to
execute those tasks. For any section leader positions that are not activated, the OEM Director must
execute the applicable tasks for that section. In some incidents ESF positions can be combined but
this decision is made by the OEM Director.
14
The EOC organization is listed below:
OEM Director (ESF 5)
BoCC Policy Group
____________________
_________________
__
EOC Manager (ESF 5)
____-------------------------------------___________
Liaison Officers
____________________
___________________
TDU/Dispatcher (ESF 2a)
______________________
Operations Chief
__________________
Law Enforcement
(ESF 13)
_____________
Pub Wrks &Engineering
(ESF 3)
___________________
Transportation (ESF 1)
__________________
Search and Rescue
(ESF 9)
_______________
Firefighting
(ESF 4)
_______________
Mass Care Chief
_______________
Human Services
(ESF 6a)
____________
Amer Red
Cross
(ESF 6b)
__________
Health / Medical
Behavioral
___
(ESF 8a)
Health
_____________
(ESF 8b)
_
____________
Agriculture(ESF11A)
_________________ __
_
Deputy EOC Manager
__________________
Safety Officer
____________________
Public Information Officer (ESF 15)
_____________________________
Recovery
Manager
______________
__ 2B)
SCU /ARES(ESF
Planning Chief
_________________
GIS
____________
Resource Tracking
_______________
Cost Unit
_________
Evacuations/ReEntry
__________________
_
Purchasing
_____________
Claims Unit
__________
Documentation Unit
_________________
__
Supply Unit
______________
Time Unit
_________
_________________
Situation Unit(ESF
2C)
_________________
Damage
Assessment
_______________
Recovery
__
Finance/Logistics Chief
(ESF 7)
___________________
________________
Technical
Specialist
_______________
_
Logistics Staging
_____________
Resource Ordering
_______________
Animal
Care(ESF11B)
______________
Human Resources
___
_________________
HazardousMaterials
(ESF 10)
________________
Energy / Utilities(ESF12)
____________________
ESFs: 1 Transportation
2 Communications
2a. Tactical Dispatcher
2b. Special Communications Unit
3 Public Works
4 Firefighting
5 Emergency Management
6a Human Services/Mass Care
6b American Red Cross
7 Logistics
8 Public Health/Medical
9 Search and Rescue
10 Hazardous Materials
11a. Environmental/Debris Mgt.
15
11b. Agriculture/Animal
12 Energy/Utilities
13 Public Safety/Law
14 Recovery Manager
15a.Public Information
15b. United Way
Emergency Operations Center Organization and Staffing Responsibilities:
Office of Emergency Management Director (OEM Director): Responsible for overall emergency
management policy and coordination through the joint efforts of governmental agencies and private
organizations. The OEM Director will either activate appropriate sections or perform their functions as
needed.
Public Information Officer: Responsible for media coordination; preparation of daily EOC press
briefings and assisting in the preparation of press announcements for key elected officials. Responds
to queries from the media, and manages the County Joint Information Center (JIC) if the JIC is
established. The lead PIO will be provided by the El Paso County Office with PIO support from other
departments and agencies. The location of the JIC will be provided by the Office of Emergency
Management.
County Attorney: County Attorney is responsible for providing legal advice and review of key
Emergency Program and EOC decisions. Provides for the review of proclamations and declarations,
emergency orders and other emergency-related documentation that will be signed by the BoCC.
Agency Representative/Liaison Officer: These personnel come from external agencies that
provide advice or coordinate for resources and support from their home agency in support of incident
operations. Departments or agencies that may be requested to provide a liaison include United Way
(211), Pikes Peak American Red Cross, Salvation Army, Colorado Care and Share, Pikes Peak
Council of Governments, Chambers of Commerce, and other NGOs that provide support during
disasters.
Safety Officer: Responsible for oversight of all safety measures during incident response and
recovery. The Services Department is responsible for identification of a safety officer.
EOC Technical Dispatch Unit Dispatcher: The dispatcher is responsible for assisting the OEM
Director and EOC personnel in maintaining situational awareness of the incident, assisting in warning
and evacuation procedures, assisting in the ordering of resources and providing communications
capability with other dispatch centers and agencies for coordinating support. The Sheriff’s Office
Communications/Dispatch Center is responsible for staffing this position.
Communications Unit: This unit is responsible for monitoring talk groups to assist the EOC
personnel in maintaining situation awareness, coordinating and passing message traffic as required
by EOC personnel, establishing SCU sites in support of the incident objectives, and other
communications related functions as identified by the OEM Director. All positions of this unit are
provided by El Paso County SCU.
16
Operations Section
The Operations Section is responsible for the management of all tasks detailed in the Incident Action
Plan. This Section supervises tasks, organizational elements, and staging areas in accordance with
the Incident Action Plan. The Emergency Operations Center Operations Section Chief maintains
close contact with the Operations Section of the ICP and provides support as requested by the
Operations Officer. For execution of life safety tasks requested by the IC/ICP, the Operations section
has the lead. This may include, but is not limited to, evacuation, search and rescue and mass
sheltering coordination, debris removal, animal rescue and disaster assessment, etc.
The Operations Section is responsible for coordinating infrastructure, emergency services and human
services to accomplish these tasks. They are Infrastructure Support (ESFs 1, 3, and 12), Emergency
Services (ESF 4, 9, 10, and 13), and Human Services (ESFs 6, 8, and 11). In the absence of Branch
activation the activated ESF personnel will report directly to the Operations Section Chief. The
Operations Section Chief will be provided by the OEM Office while supporting ESFs are provided by
the designated county departments.
Below is a diagram of the Operations Section:
Operations Section Chief
Deputy Operations Section Chief
Infrastructure
Branch
Emergency Services
Branch
Human Services
Branch
Transportation
(ESF 1)
Firefighting (ESF 4)
Hazmat (ESF 10)
Mass Care Lead
Dept. of Human Services
(ESF 6a)
Public Works (ESF 3)
Utilities (ESF 12)
Search and Rescue
(ESF 9)
American Red Cross
(ESF 6b)
Environmental
(ESF 11a)
Public Safety
(ESF 13)
Public Health / Medical
(ESF 8)
CDOT Liaison
Public Information
ESF 15
Agriculture / Animals
(ESF 11b)
Following is a description of each of the branches and the Emergency Support Functions within the
Operations Section:
17
Infrastructure Services Branch: This branch is responsible for implementation of incident
objectives as they relate to ESF 1 (Transportation), ESF 3 (Public Works), and ESF 12
(Energy/Utilities). The Branch Leader prioritizes, coordinates and facilitates the deployment of
county, state, and private sector resources in support of the incident objectives. The Public
Services Department is responsible for staffing the Branch leader and ESFs 1 and 3 positions
while the Office of Emergency Management and the agency representatives from the utilities
companies are responsible for the staffing of ESF 12.
Emergency Services Branch: This branch is responsible for implementation of incident
objectives as they relate to ESF 4 (Fire), ESF 10 (HAZMAT), ESF 9 (Search and Rescue), ESF 13
(Public Safety). This branch will be staffed by respective partner agencies.
Human Services Branch: This Branch is responsible for implementation of incident objectives as
they relate to ESF 6 (Mass Care/Human Services), ESF 8 (Medical and Public Health Services),
ESF 11 (Animal Issues) and Volunteer and Donations Management (no ESF assigned).The Call
Center (United Way 211) is also located in the Human Services Branch. Staffing of these positions
is as follows: Branch Chief (County Human Services Department), Mass Care (Pikes Peak
American Red Cross), Medical Services (Department of Health), Animal Issues (Humane Society),
Volunteer and Donations Management (designated NGO) and the Call Center (United Way).
Planning Section
Responsible for collecting, evaluating and disseminating information; developing the EOC Incident
Action Plan, Situation Reports, maps, and Geospatial Intelligence Support (GIS) products in
coordination with other sections; maintaining situational awareness of the incident, tracking of
resources; initiating and preparation of the After-Action Report and maintaining documentation. The
Planning Section must predict the probable course of incident events to include identification of future
resource requirements. It is their responsibility to prepare alternative strategies for future operational
periods. The Plans Section plans and coordinates long term recovery operations including Damage
Assessment. This section also contains all appropriate technical experts for advice.
The Plans Section is supported by ESFs that are activated as required. They are Documentation/IAP
Unit (ESF 5), Situation Unit (ESF 5), Resource Tracking and Demobilization Unit (ESF 5), Long Term
Recovery Unit (ESF 14), GIS (no ESF), Damage Assessment (no ESF) and technical experts as
required. The OEM Director will provide for the Plan Section Leader and for staffing of the
Documentation/IAP Unit, Situation Unit, and Resource Tracking and Demobilization Unit.
Intelligence support is provided by the Colorado Information Analysis Center (CIAC) personnel. GIS
personnel will be provided by the County Information Technology (IT) Division and Damage
Assessment coordinator is provided by the County Assessor’s Office. Technical experts will be
provided by various departments or local businesses depending on the expertise required.
18
Below is a diagram of the Plans Section:
Planning Section Chief
GIS Unit
Evacuations/Reentry
Documentation Unit
Demobilization Unit
Following is a description of each of the branches and the Emergency Support Functions within the
Plans Section:
Geospatial Information Support (GIS) Unit: This position provides for the development and
production of special maps, information assistance to damage assessment, and other GIS related
information and products. This position is staffed by the County IT office (GIS Section).
Re-entry Unit: This unit is subordinate to the Recovery Section with the lead provided by the County
Assessor’s Office. Re-entry specialists will be established to analyze the initial damage assessment
to determine the safest most efficient way to allow residents to access homes and businesses
following a disaster event. Detail of the re-entry processes and procedures are in the County’s
Disaster Recovery Plan.
Documentation/IAP Unit: The Documentation/Incident Action Plan (IAP) Unit is responsible for the
coordinating and drafting of the IAP, Disaster Declarations, and Delegation of Authorities. This unit is
also responsible for maintaining accurate and complete incident files.
Demobilization Unit: This unit is responsible for monitoring incident resources and anticipating
changing resource needs based upon the incident objectives of the next operational period. This unit
works very close with the Resource Ordering Unit in the Logistics Section. This Unit also provides for
resource demobilization plans for all resources and personnel throughout the incident. This unit
closely tracks the need for resources and when such a need is no longer required by the IC/ICP the
resource is demobilized.
19
Finance Section
Responsible for cost accounting for all financial activities during an emergency EOC activation and
incident.
A diagram of the Finance Section is below:
Finance Section Chief
Cost Unit
Time Unit
Claims Unit
Technical Experts
Following is a description of the Finance Section:
Cost Unit: This unit is responsible for documenting all actual and estimated incident costs and
coordinating with the County’s Budget Officer for funding requirements. This unit will is also
responsible for working with the Plans, Operations, and Logistics sections to develop a budget plan
for the incident. The County Budget Division is responsible for staffing this unit.
Time Unit: This unit is responsible for coordinating with all organizations to endure adequate
documentation of employee related time reports in accordance with County requirements.
The County’s Budget Division is responsible for staffing this unit.
Claims Unit: This unit is responsible for gathering evidence and preparing claims documentation for
any event involving damage to public or private properties which could result in a claim against the
County. The County Employment, Benefits, and Medical Services Department (Safety and Risk
Management Division) is responsible for staffing this unit.
20
Technical Experts: Various technical experts are required to provide advice and technical
information to the IC, ICP personnel, and EOC staff. These experts may be required from most, if not
all, county offices depending on the disaster.
Recovery Section
This unit plans and coordinates for the long term recovery of the incident area. This includes the
coordination for damage assessment, developing re-entry plans for residents, long term recovery of
businesses (in conjunction with the Chambers of Commerce), recovery of utility infrastructure, etc.
The planning for long term recovery begins as soon as all life safety tasks have been completed.
Staffing for this unit is provided by the Office of Emergency Management (Unit Lead), County
Assessor, representatives from the Chambers of Commerce, Public Services Department, Human
Service Department, and others as identified by the OEM Director. The El Paso County Recovery
Plan provides detailed information on all recovery operations.
Situation Unit: The Situation Unit is responsible for the collection and organization of incident
information and status, evaluation, analysis, and display of this information on the EOC map board
and via information sharing software.
Damage Assessment Unit: This unit is subordinate to the Recovery Section with the lead provided
by the County Assessor’s Office. Damage Assessment Teams will be established to conduct an
initial damage assessment to determine the need for a FEMA Damage Assessment Team to
determine potential need for a Disaster Declaration and for Individual Assistance and/or Public
Assistance eligibility. Detail of the Damage Assessment processes and procedures are in the
County’s Damage Assessment Plan.
DAC/DRC Team: This unit is subordinate to the Recovery Section with the lead provided by the
County Assessor’s Office. A team from Disaster Assessment and Re-entry unit specialists will be
established to assess information and resource needs based on the initial damage assessment
reports to create a Disaster Assistance and Recovery Center that gives vital information and short
term survival items to those that have been affected by disaster and are ready to return home.
21
A diagram of the Recovery Section is below:
Recovery Section Chief
(ESF 14)
Damage Assessment Unit
Situation Unit
DAC / DRC Team
Logistics Section
The Logistics Section is responsible for coordinating all support requirements needed to facilitate
effective and efficient incident management, including support needs for the incident and acquiring
resources through procurement authorities, mutual aid agreements, pre-established vendor
agreements (Rapid Vendor List), and donations. The logistics section will coordinate resources for all
county emergency response team members and in support of municipal jurisdictions when requested.
The Logistics Leader will be provided by County Finance and Contracts.
Below is a diagram of the Logistics Section:
Logistics Section Chief
(ESF 7)
Resource Ordering
IT Support
Resource Tracking
EOC Welfare / Safety
Procurement / Contracting
Donations/Volunteer
Management
Facilities
Administrative Support
22
Following is a description of the Logistics Section:
Resource Ordering Unit: This unit is responsible for receiving, and validating with the ICP, all
requests for resources. Once the resource request is validated, this unit will order the required
resources through county departments, mutual aid agreements, intergovernmental agreements,
procurement or via the State EOC. Once ordered the information is passed to Resource Tracking in
the Logistics Section. It is critical that Resource Ordering and Resource Tracking working hand-inglove.
Resources Tracking Unit: This Unit is responsible for coordination of internal personnel resources
and as well as critical volunteer resources in support of incident objectives. The County Support
Services is responsible for staffing of this position.
Procurement/Contracting Unit: This unit is responsible for all purchasing and contracting of
services and supplies supporting incident objectives. This includes monitoring of all emergency
contracting completed to support Life Safety objectives. Critical to this capability is ensuring that the
Rapid Vendor List is continuously updated prior to an incident. The Finance and Contracts Division
will provide staffing for this position.
Facilities Unit: This unit is responsible for coordinating all supplies required of incident responders.
This includes fuel, repair parts, maintenance, water, blankets, cots, etc. This also includes
responsibility for donations management. The County Finance and Contracts Division is responsible
for staffing this position with assistance from the County Facilities and Security Management Division.
This may lead to the creation of a logistics staging area or LSA. When an LSA is established, this unit
is responsible for establishing the location and for the management, operations, and demobilization of
the LSA. The LSA is staffed from the Public Services Department.
EOC Welfare/Safety: This unit is responsible for coordinating all of the safety concerns, health and
welfare of the personnel that staff the EOC. This might include food, medical needs, ensuring that
rotations take place to allow for rest and reduce burnout or even removal from position if personnel
are observed as emotionally compromised and unable to perform their duties. This decision would be
made jointly with the EOM Director and documented.
Donations/Volunteer Management: This unit is responsible for coordinating all supplies required
during the incident for responders and following the response for the residents during the recovery
phase.
Administrative Support: This unit is responsible and critical for the creation of pamphlets, brochures
and information sheets that support the Disaster Recovery activities by all sections when needed.
Within each of the General Staff Sections there are supporting Emergency Support Functions that
have been listed in the appropriate section of this plan.
23
ESF Table showing ESF #s, Lead Agency, and general tasks follows:
Classification
ESF
Name
Position
Telephone No.
Prefix (575)
EOC - Operations
ESF 5
EOC
EOC - Manager
8840/ 8401
EOC - Operations
ESF 5
EOC
EOC - Deputy
8849
EOC - Operations
ESF 5
EOC
Operations Chief
8835
EOC - Operations
ESF 13
EOC
Public Safety/ Law
8834
EOC - Operations
ESF 12
EOC
Utilities
8832
EOC - Operations
ESF 4, 10
EOC
Fire Hazmat
8829
EOC - Operations
ESF 9
EOC
Search & Rescue
8833
EOC - Operations
ESF 1, 3
EOC
Public Works/ DOT
8830
EOC
Agency Liaison
8837
EOC - Operations
EOC - Operations
ESF 2
EOC
Special Communications
8836
EOC - Operations
ESF 2
EOC
Situation Unit
8838
EOC
Agency Liaison
8839
EOC - Operations
EOC - Operations
ESF 15
EOC
County PIO
8841
EOC - Operations
ESF 2
EOC
Dispatch 1 TDU
8867
EOC - Operations
ESF 2
EOC
Dispatch 2 TDU
8868
EOC - Operations
ESF 14
EOC
Recovery Manager
8823
EOC - Mass Care
ESF 6
EOC
Mass Care Chief
8831
EOC - Mass Care
ESF 8
EOC
Public Health
8822
EOC - Mass Care
ESF 11
EOC
Humane Society
8821
EOC - Mass Care
ESF 11
EOC
Environmental
8828
EOC - Mass Care
ESF 8
EOC
Behavioral Health
8825
EOC - Mass Care
ESF 6
EOC
Red Cross
8826
EOC - Planning
ESF 7
EOC
Planning Chief
8827
EOC - Finance & Logistics
ESF 7
EOC
Logistics
8820
EOC - Finance & Logistics
ESF 7
EOC
Finance
8824
OEM - Radio
OEM SCU
8895
OEM - Radio
OEM SCU
8896
OEM Conference Phone
OEM
Media 1
8893
OEM Conference Phone
OEM PIO
Media 2
8894
Joint Information
JIC
Information Line
8888
24
BoCC Line of Succession for Disaster Declaration:
Pursuant to CRS 24-33.5-709, the Chairperson of the BoCC will conduct a disaster declaration. In
case the Chairperson is not available to conduct a disaster declaration and provide for continuous
leadership authority and responsibility to the EPG, the Vice Chair will provide for such declaration and
leadership. In the absence of the Vice Chair the line of success shall devolve upon such member of
the Board as set forth pursuant to the then-applicable general resolution of the Board governing
succession. In the absence of all Commissioners, the County Administrator shall provide for such
duties until a Commissioner is available. (Resolution 14-446).
Emergency Operations Center/Multi-Agency Coordination Center
The El Paso County EOC is the primary EOC/MACC for the county. Each municipal jurisdiction is
encouraged to operate a municipal EOC to coordinate response and recovery activities for their
jurisdiction. Upon an approved request, the County EOC can be activated to support an incident that
is restricted to within the boundaries of the municipalities. For incidents that involve multiple
jurisdictions the County EOC will act as the Area Command, including all municipalities, for allocation
of State and Federal resources. In cases of activation that involves any municipalities the county
encourages each municipality to provide a liaison officer to the County EOC. In most cases the
Incident Command Post will be established in the disaster area and will be staffed as directed by the
IC.
Incident Management and General Response and Recovery Sequence of Events and
Associated Tasks
Listed below is a general sequence of events for disaster response and recovery along with general
tasks and responsibilities for the ICP/EOC Sections and ESFs. Also listed are other specific
requirements for EOC Sections as well as County elected or appointed officials. Details for each
general task as well as other related tasks and coordination requirements are located in the ICP/EOC
Manual.
Initial Incident Response and Size-Up
Initial incident response is coordinated by the Sheriff’s Office dispatch center. Once responders are
on-site and an IC has been established, the IC will conduct an incident size-up. Based on this size-up
the IC will establish the ICP and activate the appropriate sections within the ICP. The IC will also
provide the size-up information to the Dispatch Center and the OEM Director. Immediate Life Safety
Warning and Evacuations will be issued and coordinated by the Sheriff’s Dispatch Center. The OEM
Director will activate the EOC and assume EOC responsibilities as detailed in this EOP and in the
EOC Manual. The Sheriff’s Dispatch Center will continue to support warning and evacuation
requirements as well as resourcing ICP requirements until these tasks are transferred to the EOC.
Establish the Incident Command System
ICS is utilized during all incidents in El Paso County regardless of size. Although the Incident
Commander (IC) is the most experienced, first on scene person, the IC can change several times
during an incident. During a large scale incident the “final” IC for the incident is generally determined
25
by State law or County Resolution. In most cases a Unified Command will be established to
coordinate response operations. See Annex B (Direction and Control) for details.
Warning and Evacuation
El Paso County maintains an integrated, all-hazards threat monitoring and warning capability. For
each threat the IC/ OEM Director maintains trigger points that drive resident warning and evacuation
processes and procedures. When activated the Operations Division assumes the responsibility for
recommending all resident warning and evacuation procedures. Annex A of this EOP provides
details on warning as well as general guidance for evacuation.
Incident Priorities
The El Paso County EOC procedures and processes reflect the following priorities in all response and
recovery operations and are detailed in the EOC Manual as well as in each operational period IAP.
They are 1) Life Safety 2) Incident Stabilization 3) Property Preservation 4) Environmental Protection
5) Restoration of essential services and the economy.
ICP/EOC Activation and Procedures:
As required based on incident size-up, the IC will activate an ICP and OEM Director will activate the
EOC.
The OEM Director will send an EOC Liaison to the ICP to assist in communications between the ICP
and the EOC.
If requested the OEM Director will deploy the Mobile Command Post to assist in ICP operations.
Upon a determination to activate the ICP/EOC, the following are procedures for the overall operations
of the ICP/EOC and apply to all personnel regardless of position.
Activation: The ICP is activated by the IC while the EOC is activated by the OEM Director.
Upon activating the ICP/ EOC the IC/OEM Director will determine the level of manning for the
ICP/EOC and will contact staff via e-mail, voice and pager. All agencies must be prepared to provide
staffing to the ICP/EOC on a long term basis. Shifts will be based on Operational Periods as
designated by the IC and OEM Director. Any ESF placed on an “on-call” basis will report to the EOC
for an information briefing and to update all contact information. All “on-call” personnel can depart the
EOC but must obtain daily updates from the OEM Director and should not depart the County without
contacting the OEM Director with their replacement information.
Notification of Activation: Upon activation of the ICP/EOC, the OEM Director will contact the
Emergency Managers of all municipalities, military installations, and hospitals that the County EOC
has been activated and that an ICP has been established and at what location.
Establishing and Maintaining the Incident/Disaster Log: The Incident Log will be
established by the IC (Tactical Dispatcher)/OEM Director. The log is utilized to document all activities
during the disaster response and recovery. A component of the log is the cost accounting annex that
is utilized to document all cost associated with the disaster. Both the primary log and the cost
accounting annex are key documents utilized for disaster declaration and reimbursement
26
documentation. The ICP/EOC, as well as all DOCs, must maintain accurate cost accounting data
during the disaster. Any cost accounting data maintained at the ICP any DOCs will be provided to the
EOC on an hourly basis.
Information Sharing/Dissemination: Files will be established on information sharing software
for visibility by all ICP/EOC personnel and those with access to the information sharing software.
Operational Briefs: The EOC Operational Periods will be established by the OEM Director and
will most likely mirror the Operational Periods of the IC/ICP. Each Operational Period will begin with
an ICP/EOC update that will include an update of the situation, tasks and requirements by
Section/ESF, etc. Section Chiefs will provide an update of their tasks and requirements at each brief.
The format of the Operational Brief will be established by the IC/OEM Director.
Section and ESF Tasks and Responsibilities: Upon activation each Staff Section and ESF
have the responsibility to perform tasks and coordination requirements associated with supporting the
Incident Commander’s and the OEM Director’s objectives. Each Section and ESF tasks and
responsibilities are located in the County’s Emergency Operations Center Manual. It is critical that all
tasks be coordinated with the appropriate ICP person to ensure the tasks/requirement is validated
before being resourced.
ICP-EOC Coordination: The ICP is responsible for coordinating all response efforts at the
incident site. The ICP is supported by the EOC. All tasks executed by the EOC for response
operations must be coordinated with the ICP. ALL requests for resources must be validated by the
IC/ICP
Cost Accounting: Cost accounting is critical to obtaining potential reimbursement from the
State or Federal government. All ICP/EOC personnel will read, understand, and fully utilize
procedures for cost accounting. General guidance is located in this EOP with detailed guidance
located in the ICP/EOC Manual.
Deactivation Procedures: Deactivation of any ESFs or Sections will be at the discretion of the
IC/OEM Director. Those sections/ESFs that deactivate will insure that 1) the log is finalized and
properly closed out for their section/ESF, 2) all cost accounting data and forms are properly
completed and provided to the Finance Section, 3) all work areas are properly cleaned and prepared
for future use 4) all personnel are properly briefed prior to deactivation.
27
ICP/EOC Tasks and Responsibilities
Upon activation of an ICP and the EOC there is a general sequence of activities and tasks that take
place to support incident response. For purposes of the EOP the tasks below are general in nature to
provide the reader with an overall sense of activities that will take place if a disaster should occur.
Tasks supported and executed by the ICP/EOC follow the priorities established in this EOP. The
tasks listed below are only general tasks associated with incident response and management and do
NOT include all the tasks for each Section or ESF. Detailed tasks, responsibilities, and checklists are
provided in the ESF Job Aids.
Operations Support
Executing protective action measures. This includes the evacuation of residents and pets in the
danger area or notification to residents to Shelter-in-Place. Implied in this task is the requirement to
identify the hazard area, identify evacuation routes, notify the public, and assist in the evacuation of
residents including those that are Special Needs Population, County Jail (CJC), or full care facilities
such as hospices or nursing homes. This also includes public information for pandemic type events
to prevent further spread of disease. (Operations Section, ESFs 13, 2, 5, 8, 1, 15, and NonGovernmental Organizations (NGOs) involved with FNSSs)
Resourcing of capabilities to support ICP functions, fire, Search & Rescue, medical, HAZMAT, and
other life safety response operations. (All Sections and ESFs)
Securing the disaster area. This includes establishing a cordon around the disaster area to prevent
unauthorized access by residents or media. This also includes the stopping of all non-essential traffic
into the area including trains and aircraft that may endanger responders or become endangered by
entering a hazard area, and rerouting traffic especially hazardous material carrying vehicles to avoid
secondary incidents or disasters. (Operations Section, ESFs 1 (trains/air traffic only), and 13)
Determine if critical resources are impacted, damaged or contaminated. Identify damage, hazard or
contamination and means to mitigate damage, protect the resource, and if necessary restrict access
to resources. This could include everything from water supplies becoming contaminated to the
identification of damaged critical infrastructure such as a water treatment plant that could hinder fire
fighting operations. This would also include protection of critical resources such as sand bagging
operations to prevent flood waters from damaging the facility. (Operations Section and ESF 8, 10, and
Environmental)
Opening of emergency roads for response vehicle access. This includes moving/pushing debris
aside on critical roadways to open at least one lane for emergency vehicles, rendering downed power
lines safe, and mitigating hazards in the roadway to enable emergency vehicles access. (Operations
Section, ESFs 1, 3, and 12).
Coordinating for the decontamination of victims and their follow-on treatment, clothing, and sheltering.
(Operations Section, ESFs 10, 8, and 6)
Coordinating for surge of EMS capabilities including ambulances and hospital capabilities.
(Operations Section and ESF 8)
28
Establishing shelters (including Special Needs Population (FNSS) shelters) and shelters for pets.
(Operations and ESFs 6, 11, Humane Society, Colo Animal Rescue Team, Community Emergency
Response Trained (CERT) volunteers and Logistics, Purchasing Unit)
Conduct Rapid Assessment (RA) of the incident site. This assessment is utilized to provide the
Operations and Plans Section with capabilities that will be required to fully respond to all
requirements. It includes estimating number of injured and deceased, identification of public safety
impacts to Critical Infrastructure (including hospitals, utilities, and essential services), identifies impact
to roads and bridges, estimates number of homes and business that are severely damaged or
destroyed, and other items that would impact public and responder safety needs. (Operations
Section and ESF 4, 9, 10, and Plans Section).
Request mutual aid via Mutual Aid Agreements (MAA), Inter-Governmental Agreements (IGAs), or
State and Federal resources via the Colorado Resource Mobilization Plan. This includes identifying
resources available via Title 10 (DoD) for life safety measures. (OEM Director, Operations, Logistics).
Execute Mass Casualty, Mass Care, Mass Surge, Alternate Care, and Mass Prophylaxis Plans as
required (Operations and ESF 6 and 8)
Establish Media viewing points and the Joint Information Center (JIC) (Public Information Officer)
Establish Call Center to provide for a non-emergency call center and information dissemination point
for the public. (ESF 5 and United Way).
Determine the need to access Wildfire Emergency Response Funds (WERF) and Emergency
Firefighter Funds (EFF). WERF and EFF are held and managed at the state level and are made
available for large fire. Annex C provides critical information on the County’s Annual Operating Plan
(Wildland Fires) that includes information on WERF and EFF as well as procedures, responsibilities,
and cost accounting for Wildland Fires (IC, EPC Fire Marshal, OEM Director)
Issue critical health related information to the public such as “Water Boil” or “No Drinking” information
or information to prevent the spread of a pandemic event.
Issue Emergency Orders to ensure the safety of the public.
Establish ReHab sites for responders to ensure responder health and safety (Logistics and Pikes
Peak Fire ReHab)
Incident Stabilization, Property Preservation, and Environmental Protection
Identify areas or infrastructure that requires mitigation efforts to reduce additional damage that may
occur due to primary or secondary hazards. An example would be reducing jams of debris at bridges
to avoid loss of the bridge and road due to water blockage during flash floods.
Ensure Continuity of Government through execution of the Continuity of Government Plan. (OEM
Director, BoCC, County Administrator, Operations Section and ESF 1 and 3)
29
Identify the need for a Disaster Declaration and prepare the document for BoCC signature and
forward to State. Annex D has a sample of a Disaster Declaration as well as threshold information.
(OEM Director, Plans Section, EPG)
Determine the need for an Incident Management Team (IMT) and request the appropriate level team
from State. (Incident Commander, OEM Director, Plans Section)
Develop the Delegation of Authority for the IMT. (Annex E is information as well as a copy of a
sample DoA. (Plans Section)
Establish the EPG and the direction of the Chair of the BoCC and obtain a situation briefing from the
EOC Liaison or the OEM Director. (Chair, BoCC and OEM Director)
Identify and request additional Mutual Aid Support from the State and Federal government (All
Sections)
Begin Damage Assessment Process to determine eligibility for IA and PA funds. Based on
information obtained from the Rapid Assessment identify the overall level of damage and request a
Damage Assessment Team from State. Activate Damage Assessment Teams (DATs) and conduct
briefings pending arrival of the State Team. (OEM Director, Plans Section, Assessor’s Office)
Establish emergency information on County and United Way websites. This allows for residents and
family members both inside and outside the county to obtain information on the incident without
inundating the 911 center or the 211 call center. This includes location of open shelters, distribution
points, missing person registry, and other critical services that can be provided via a website.
Information provided on website must be approved by the OEM Director or JIC (County IT, PIO)
Identify additional Protective Measures such as Quarantines or Curfews that must be established and
provide information to EPG for decision. (IC, OEM Director, EPG)
Execute Mass Fatality Plan (See Coroners Mass Fatality Plan)
Ensure that Cost Accounting Unit is established and has captured all costs associated with the
response effort including personnel, equipment, supplies, services and all emergency contracts
executed under Life Safety measures. (OEM Director, County Budget)
Identify all Critical Infrastructure that requires protection and initiate measures to protect or mitigate
effects of the disaster. (Operations, ESF 13)
Identify critical facilities, supplies and services to support residents, tourists, etc., and to support public
services. This includes identifying water, food, prophylaxis, and donation distribution points for the
public. It also includes identifying critical supplies and services to support essential services for the
county. This may include food and laundry support to hospitals, alternate sites for county
government, etc. (Operations, ESF 3, 5, 8, 12)
30
Upon arrival of the State Damage Assessment Team, coordinate for a joint (State/County) initial
Damage Assessment of the disaster area. (Plans, DATs, County Assessor)
Issue health related post incident information to public. This may include health symptoms of
diseases, toxic chemical release, etc. and where to obtain assistance. (Operations Section and ESF 8
and 15)
Recovery
Execute the Debris Management Plan including immediate activation of monitoring personnel and
opening of debris dump sites ensuring that all environmental issues are addressed. Ensure that
debris removal information to the public is approved by appropriate departments such as the
Department of Health and Environment. (Plans and ESF 1, 3, 10, 11, 15)
Plan, coordinate and execute a Re-entry Plan for residents to re-enter the disaster area in an
organized and safe manner. (Plans Section)
Convene the Recovery Planning Committee. The Recovery Committee will plan, coordinate, and
execute actions to allow for an organized, effective, and efficient recovery of both private residents as
well as the business community. Planning consists of the entire realm of recovery operations but as a
minimum includes the tasks listed below:
Coordinate for FEMA Disaster Assistance Centers. (Plans Section and Recovery Unit)
Execute final damage assessment with FEMA Team. (County Assessor, Plans Section,
Recovery and DATs)
Identify critical facilities that require repair and restoration and develop priorities and a plan
(including Public Assistance Projects) for the restoration of infrastructure and services. (Plans
Section, ESFs 1, 3, 12, 14)
Identify requirements and assist the business community to enable them to quickly restore the
business community and re-establish the economy of the area. (Plans Section, 12, 14, Chambers of
Commerce, FEMA, SBA)
Establish a Human Services Call Center for providing services to residents. (Plans Section,
Recovery, ESF 6)
Establish Mental Health Centers or facilities that residents can utilize for psychological issues.
(ESF 8)
Establish a Volunteer Information Center that allows volunteers to register to assist in recovery
and allows residents and businesses (including NGOs) to register volunteer needs. The intent of the
center is to coordinate resident and business needs with volunteers. (Plans Section, Recovery
Branch, ESF 5)
31
Establish Donation Centers that can accept, account for, and re-distribute donations based on
the needs of residents. (Plans Section, Recovery Br, NGOs)
Non-Governmental Organizations (NGOs): Many NGOs provide support to this Emergency
Operations Plan. These NGOs include, but are not limited to, the Pikes Peak American Red Cross,
Salvation Army, Chambers of Commerce, United Way (211), Colorado Care and Share, Humane
Society, Penrose-St Francis Hospital, Memorial Hospital, American Medical Response, and other
NGOs and agencies that provide support during emergencies.
EOP Annexes and Appendices: Additional annexes to this EOP include Annex A (Warning and
Evacuation), Annex B (Direction and Control), Annex C (Wildland Fire Disasters that includes WERF
and EFF Information), Annex D (Disaster Declaration Information and Samples), Annex E (Delegation
of Authority), and Appendix 1 (Glossary of Terms).
Other Support Provided by County Officials: During an EOC activation County Officials agree to
provide additional technical experts on an as needed basis for response operations. These technical
experts may include, but are not limited to fatality management, environmental issues, HAZMAT
issues, and others.
Support Finance and Accounting
Under Colorado Statues, upon a Disaster Declaration (DD), the BoCC can access the county’s
emergency funds. Upon an approved DD at State level, the Governor has the authority to access
State level Emergency Funds, but the County’s emergency funds must generally be exhausted prior
to receiving any State funds.
Although the State may provide funds for Public Assistance without a DD, a DD is required to obtain
Individual Assistance (IA) for residents,
A DD does allow for access and support from the Colorado National Guard (Title 32) and active
military (Title 10) but these assets are not “free”. The Colorado Division of Emergency Management
can provide a cost estimate for these resources.
A DD at the federal level must meet specific criteria (dollar thresholds) to receive Federal funding.
For threshold purposes, damage assessed to personal property can only be that amount that is the
difference between the actual damage and what was paid by an insurance company. See Annex D
for more information.
Under Federal law only certain personnel time, supplies, and services are reimbursable. This
information is contained in the FEMA -229 (4) Disaster Assistance Guide. In many cases very
specific cost accounting criteria must be met for reimbursement to take place. An example is that
debris removal truck monitors must be utilized to validate truckloads of removed debris for
reimbursement to be obtained.
Unless agreed to in writing by contract or Memorandum of Agreement or Understanding, The County
shall not be responsible for financial obligations incurred by volunteer or quasi-governmental
organizations during any type of disaster response or recovery operations.
32
Emergency procurement (for life safety and property preservation) should utilize vendors on the
Rapid Vendor List unless the required supplies, services, equipment, etc. is not available on this list.
All personnel conducting emergency procurement (life safety and property preservation) must utilize
the procedures listed in the County’s Emergency Procurement Policy.
All procurements, personnel, supplies, services ordering will be documented with the cost accounting
unit. Cost accounting includes utilizing the appropriate control measures required by FEMA e.g.
debris monitors.
There are certain requirements that are specific to a wildland fire (e.g. EFF) related disaster. Refer to
the AOP or Annex C of this EOP.
For incidents/disasters that occur inside a municipality, the municipality may be required to pay all
costs associated with the response unless an agreement is reached between the municipal mayor
and the BoCC or their representative.
For incidents that occur in the unincorporated areas of the county, the county will bear the cost for
response unless a municipality or Special District retains Incident Command of the incident. If IC is
retained by a municipality or Special District then that municipality or District will bear all costs
associated with the response.
Under WERF, the Sheriff or other designated people listed in the current AOP may request one free
load of fire retardant from an aerial tanker. All aircraft requests after this will be charged to the
jurisdiction or municipality that requests the aircraft.
Specific reimbursement costs are associated with an EFF approved fire. They are:
1. When a fire is accepted by the State as an EFF incident, the Cost Share Principles agreed to
by the State and federal agencies will apply. Cost Share Principles are located in the Annual
Operating Plan.
2. Reimbursable costs associated with providing Mutual Aid to an EFF fire Incident Command
are covered in the AOP (Cost Reimbursements).
3. Payments between federal and local agencies will be made through the Colorado State
Forest Service for ALL EFF fires. All invoices will be sent to the CSFS District Office WITHIN 30
DAYS after the incident resources are released. All invoices must contain proper documentation
supporting the expense.
4. Specific use rates for personnel and equipment are located in the AOP.
33
Supplies
Supplies and equipment not available from local sources will be requested from adjacent counties, or
from State and Federal sources when approved by the Chair, BoCC. For County agencies, contracts
for requests of $5,000 or more will follow County Finance and Contracts Department policy unless
emergency procurement is required for life safety and property preservation reasons.
Emergency procurement procedures are located in the EOC Manual and the County’s webpage. The
County Finance and Contract Services Division maintains a Rapid Vendor List (RVL) that provides for
pre-approved contracting pricing during disasters. Any emergency procurement for life safety
reasons should attempt to utilize vendors on the RVL to avoid over-pricing of materials or services.
The County Finance and Contracts Divisions (with input from the OEM Director) is responsible for
maintaining an up-to-date RVL.
Records of supplies used in disasters/emergencies will be documented by each
Section/ESF/County Department, and will be provided to the Finance Section in the EOC (or
designated location). Non Life-Saving requests for supplies, equipment, and/or personnel will be
processed through EOC Finance Section. Emergency and Life Saving requests will follow the
Emergency Procurement Procedures utilizing vendors on the RVL if possible.
Military Support
The urgency and scope of threat will determine whether local military support is requested. The
County OEM will coordinate and clear military support through appropriate channels, (e.g., Colorado
Division of Emergency Management (CDEM) for requests for non-life safety DoD support, and
National Guard assistance, local military installations e.g. Fort Carson for active Army assistance in
support of “life safety” response).
34
THE FOLLOWING ANNEXES AND
APPENDICES
describe supporting functions of the base plan on pages 1-38
or refer to previously approved supplemental emergency
operations plans.
35
El Paso County
All Hazards
Emergency Operations Plan
Functional Annexes
36
Functional Annexes
A.
Warning and Evacuation
B.
Direction and Control
C.
Delegation of Authority
D.
Emergency Communications
E.
Special Needs Populations
F.
Damage Assessment
G.
Debris Management
H.
Continuity of Operations
I.
Small Animal
J.
Large Animal
K.
Search and Rescue
37
Annex A: Warning and Evacuation
General Information
There are numerous hazards within El Paso County that could create a disaster. Details of each of
these hazards are covered in the County’s Pre-disaster Mitigation Plan. For warning purposes there
are several tools and personnel that are utilized by the Office of Emergency Management to assist in
determining if a warning to the public needs to be issued. These tools and personnel consist of 1)
National Weather Service Forecasters 2) Reverse-E911 3) Everbridge Warning System 4) the
County’s Flood Warning and Fire Weather System 5) Data Transmission Network (DTN) direct
satellite downlink for weather 6) Weather Spotters 7) on-duty Sheriff’s Deputies and snowplow
operators 8) OEM Hazmat Team 9) Incident Commander 10) Department of Health personnel and
11) Forest Service personnel.
Based on the types of hazards present, the OEM Director will utilize the above tools and personnel,
and information provided by the tools and people, to determine when the warning will be issued, the
information to be disseminated in the warning, the population to warn, by what means the warning will
be issued, and whether follow up warnings are required.
There are many reasons for public warning but the most common is for evacuation requirements.
Evacuation warnings can be issued for a Wildland Fire, toxic chemical cloud, flash flooding, dam
breach, and a terrorism event. Other warnings include, but are not limited to a contaminated water
warning, water boil warning, and a Shelter-In-Place (SIP) warning. A SIP warning could be the result
of a toxic chemical cloud in which residents would not have time to evacuate, a hostage situation in a
residential/business neighborhood, or other warning in which a resident would be safer staying where
they are versus trying to evacuate.
Methods of Warning:
There are several forms of communications that can be utilized by the County to conduct emergency
warning to county residents and visitors. Any time a warning is required to be disseminated to the
public all appropriate methods below are utilized to ensure that residents and visitors/tourist receive
the warning. These methods of warning include:
1) Everbridge: Generally this is the first form of warning utilized for evacuation warning.
Everbridge is a capability that is maintained in the Sheriff’s Dispatch Center and the EOC.
This capability allows for a dispatcher to designate an area to be called on a mass basis to
provide a recorded message via telephone or cellphone. Commonly referred to as “Reverse
911”, Everbridge can conduct hundreds of calls per minute. Because an Everbridge can be
executed within minutes, and is controlled by the EPSO dispatch center, it is the first choice
for public warning. Everbridge does not provide for a means to contact visitors in the area;
therefore, Everbridge is always used in conjunction with other forms of warning if possible
and prudent.
2) TV Crawler: This is the capability for the various TV stations to create and run a crawler on
the bottom on the television with the public warning information. Many times the TV station
will break into “normal” TV programming to highlight the emergency information. This
information only goes to local stations so may not appear on many non-local cable TV or
38
3)
4)
5)
6)
7)
satellite TV channels. The OEM Director has no control over the speed in which each TV
stations creates and runs the crawler.
Radio: This capability allows for the various local radio stations (AM and FM) to issue a
public warning. Due to the number of satellite and dish TV users located in the county, radio
may reach more persons in the rural areas than a TV crawler. Radio is also the best means
to reach people that are in vehicles. The OEM Director has no control over the speed in
which each radio station makes these public information reports.
NOAA Radio: The National Oceanographic and Atmospheric Agency and the National
Weather Service (NWS) provide for all emergency weather watches and warnings via the
NOAA radio frequencies. These warning are issued directly from the NWS and not from the
EOC.
Door-to-Door Notifications: This method of warning is primarily utilized for emergency
evacuations. This method requires that a Sheriff’s Deputy conduct door-to-door notification
to ensure that everyone in a specified area has received the warning. This is a very
manpower intensive form of warning but ensures that everyone has received the warning.
Warning Sirens: A few locations in the county have sirens that are operated by either the
police or fire department. They are activated upon receiving a flash flood or tornado warning
and provide a loud, high pitched noise that alerts residents in the area to climb to higher
ground or seek shelter.
Direct Telephone call: This method is normally utilized for specific critical infrastructure
(power plants or water treatment plants), nursing homes, or schools and is designed to
provide direct warning to these facilities. Due to the number of people that require
evacuation, or time required to conduct controlled shutdown procedures, or to transfer
control of the facility to another location, in some cases, an evacuation order may be issued
to these facilities while the general public may only receive a “be prepared to evacuate”
message.
Issuing Public Warning
Below is the general information that is utilized by the OEM Director in assessing the need for public
warning. In many cases the decision to disseminated public warning is based on a subjective
assessment of information obtained from several of the above tools and people.
Wildland Fire: The size and extent of containment, wind speed, Relative Humidity (RH), amount of
vegetation in direction of fire’s movement, and time required to evacuate residents including time for
door-to-door notifications are all factors utilized to determine when a public warning for evacuation is
issued. Some warnings or Emergency Orders (EOs) may be issued to specific critical infrastructure,
care facilities, or schools earlier than the general public due to the time to evacuate or conduct
systematic shutdown procedures to avoid damage to turbine engines, etc. Special Needs
Populations may also be issued warnings or EOs earlier than the general public due to the time to
assist in their evacuation. Based on all these factors the IC and the OEM Director will develop trigger
points such as roads or ridges which will trigger a warning or evacuation should the fire reach that
point.
Severe Weather (Floods, Blizzards, Tornados, etc): The National Weather Service (NWS)
Forecasters are a key resource in assisting the OEM Director in determining whether an emergency
warning to evacuate flood prone areas, take shelter for tornados or advise of a pending blizzard. The
39
NWS issues its own warning and watches for severe weather include flash flood warnings, tornados,
and blizzards. The county has a Flood Warning System (FWS) that provides information on the rate
of rain fall over designated points in key basins. A single alert from the FWS does not indicate flash
flood conditions but numerous alerts of one or several gages in a short period of time would indicate
that a storm system has potentially stalled and is now creating flash flood conditions. Although there
are many factors that would determine flash flood conditions, including rainfall and terrain, generally
an inch of rain or more in one hour will create flooding conditions that may require the evacuation of
residents from the flood plain. Generally gage data is verified by first responders to establish creek
levels and the need to evacuate. In addition to the County’s system the USGS operates 21 stream
gages in El Paso County on 5 drainage basins that are the most prone to flooding as well as pose the
most danger to residents if flooding were to occur. These stream gages provide water dept levels
that would indicate a need to warn residents to evacuate. Based upon gages and the potential for
more rain in a short period of time, the OEM Director would utilize all means possible to alert
residents, and visitors, of the need to evacuate flood prone areas. The need to evacuate must be
done in advance of flood waters reaching dangerous levels to allow time for residents to evacuate.
For tornados, in addition to the NWS, the county utilizes trained weather spotters especially in the
eastern part of the county to identify funnel clouds and tornados that have touched down to provide
specific warning to residents. The NWS is the primary means for providing public warning for all
severe weather incidents but the OEM Director can utilize other means as required to provide
additional information. For blizzards residents are warning in advance to shelter-in-place and to have
sufficient supplies (food, water, medications) to support potential 72 hour blizzard timeframe.
Chemical, Biological, Radiological, Nuclear, and Explosive (CBRNE) Incident: This can include a
terrorist event, a de-railed and damaged train carrying a toxic chemical such as chlorine, or an
accident with a vehicle carrying radiological material in transit to the New Mexico burial site. The
most dangerous incident would be that of a large toxic chemical cloud that would require public
warning to SIP or evacuate immediately. The type chemical and weather conditions are the two
critical factors that will determine who will receive immediate warning and potential guidance to SIP or
evacuate. Once on site, the County HAZMAT team will provide air monitoring and plume modeling to
assist in determining what residential areas require warning and SIP or evacuation warning and
instructions.
Class 1 or 2 Dam Breach (or potential breach): Public warning for a dam breach, or potential, dam
breach is issued at the recommendation of the State’s Dam Engineer. Depending on the dam’s
inundation area, the public warning and subsequent evacuation could take place well before an actual
breach to ensure the removal of all residents and visitor from the hazard area—which could be
extremely large and can span the length of the county (e.g. Rampart Dam). The OEM Director would
utilize all means possible to warn the public and assist in evacuation should a breach of any Class I or
2 dam in the county occur without warning. Priority for warning and evacuation are those located in
the most upstream locations (areas closest to the dam).
Contaminated Water or Disease Outbreak: Pubic warning for contaminated water or disease outbreak
is issued at the direction of the Department of Health and is generally done when contamination or an
outbreak has been verified or believed to be occurring. In most cases, an Emergency “Water Boil”,
“Do not Drink the Water”, “Quarantine Order” or other information will be issued by the County Health
Department and sent via all means necessary.
40
Warning to Municipalities and Military Installations: Although the OEM Director’s primary
responsible is to the residents of the unincorporated areas of the county, the municipalities and
military installations are provided warning any time there is a threat or potential threat to their
residents and visitors. The County will assist municipalities and residents where possible in the
warning, evacuation, and sheltering of their residents.
Evacuation: Details for evacuations in the unincorporated areas of the county are located in the
County’s Evacuation and Mass Sheltering Plan, the County’s Special Needs Population Plan, and the
County Fair Evacuation Plan. Evacuation procedures for schools are available from each school
district on a need to know basis. Evacuation procedures for critical infrastructure are available from
the Manager of each facility or the OEM Director on a need to know basis only as well.
41
Annex B: Direction and Control
Under Colorado Statute the BoCC is responsible for the Office of Emergency Management, this plan,
and the coordination of disaster response. The BoCC is also the controlling and approving authority
for access to county disaster funds as well approving Disaster Declarations.
The OEM Director have the authority to activate and implement the County’s Emergency Operations
Plan.
Based on this EOP, County elected and appointed officials will provide the staffing and equipment
required to support this plan.
The Executive Policy Group may provide information and recommendations to the Chair, BoCC for
policy and guidance to the OEM Director and the Incident Commander for response operations. The
authority to access and obligate county disaster funds is retained by the BoCC.
The BoCC (or representative) and the OEM Director have the authority to activate the County’s
Emergency Operations Center.
The primary EOC is located at 3755 Mark Dabling Blvd in Colorado Springs. Alternate EOCs are
available at the County’s Transportation Division and at the E911 facility if the EOC must be
evacuated.
The OEM Director provides for all direction and control of EOC staff.
During the initial phases of an incident the IC is normally determined by the person being the most
experienced individual on scene. As the Incident Command System becomes more mature, the IC
ultimately taking command of an incident may be determined by State statute or County Resolution.
In most cases the IC will establish a Unified Command for any incident. The Sheriff is the Incident
Commander for incidents occurring in the unincorporated areas of the county as determined by CRS,
County Resolution, or by Agreement:
Wildland Fire. . .. . . . . . . . . . . . . . . . . . . Sheriff or representative (Fire Marshal)
If the fire is in the unincorporated area but outside the boundaries of a FPD the Sheriff will
assume control. When the fire exceeds the capabilities of the FPD the Sheriff has the duty to assume
control of the fire will establish a Unified Command. If the fire is within 1 mile of State Forest land the
IC will most likely transition to the State Forest Service.
Hazardous Material spill . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .BoCC or representative as the
Designated Emergency Response Authority (DERA)
Non-Wildfire or HAZMAT Incident (e.g. tornado/earthquake) . . . . BoCC or representative
Search and Rescue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Sheriff or representative
Active Shooter/Hostage . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . Sheriff or representative
Terrorist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Sheriff or representative
42
Through agreements between the EPC BoCC (Office of Emergency Management) and the County’s
Department of Health, a Unified Command or an Area Command will be established for health related
incidents. The number of affected jurisdictions would generally dictate whether a Unified Command
or an Area Command is utilized. Large scale incidents that affect most or all jurisdictions, such as a
pandemic flu disaster, would most likely result in the establishment of an Area Command. Smaller
scale incidents with fewer jurisdictions involved would most likely result in the establishment of a
Unified Command. The following are the command structures for health related
disasters/emergencies:
Disease Outbreak. . . . . . . . . . . . . .. . . Dept of Health/EPC-OEM under a Unified or Area Command
Contaminated Drinking Water . . . . . . .Dept of Health/ EPC-OEM under a Unified or Area Command
Contaminated Food . . . . . . . . . . . . . . Dept of Health/ EPC-OEM under a Unified or Area Command
Incident response inside a municipality is the responsibility of the municipality. The County will
provide resources upon request if available. The municipality may create a Unified Command with
the OEM for disaster response operations.
Regardless of the cause of the disaster, for disasters that affect multiple jurisdictions, an Area
Command will be established to prioritize resources and coordinate disaster response operations.
Coordination for all response efforts will take place in the ICP with support from the EOC.
The location of the ICP is at the discretion of the Incident Commander.
The Incident Commander, or the Unified Command if established, has full authority to request and
commit county resources for life safety requirements. The IC or OEM Director will coordinate with the
Chair, BOCC, for cost management approval and guidance. The Incident Commander, ICP and EOC
staff should exercise prudent judgment that allows for the appropriate response efforts while
minimizing costs. This includes ordering only those resources deemed necessary for response
operations and immediately deactivating resources as soon as they are not required for response
operations.
The IC and the OEM Director have the authority to request Mutual Aid from other jurisdictions for life
safety response.
All requests for State resources, by any jurisdiction or municipality within El Paso County, must
process the request through the OEM Director or County Commissioner. The prerequisite for
approval by State for State level resources is that all county and mutual aid resources must be
expended or that the resource(s) are not available locally.
If the incident is too large in size and complexity for the county’s incident management team, the IC,
with approval of the Chair, BoCC, can request a State Incident Management Team to assume
responsibility for this disaster. IMTs are extremely expensive; therefore, a DD should be executed
prior to requesting this resource.
43
A Delegation of Authority (DoA) should be executed between the BoCC and the IMT IC. Annex E
provides information on DoAs as well as samples.
For wildland fires, if the fire is within one mile of the Pike National Forest, the county’s IC has the
authority to pass incident command to the State Forest Service. When incident command passes so
does the cost associated with the incident.
The authority to access WERF rests with the BoCC, Sheriff, designated representative or the IC.
The authority to access EFF rests with the BoCC, Sheriff and the Colorado State Forest Service
(CSFS). Annex C provides information on how to access Emergency Fire Funds (EFF) and Wildfire
Emergency Response Funds (WERF).
Disaster Declaration (DD) Governing Statute
The governing Colorado Statute for DD is CRS 24-33.5-1107 that states:
24-32-2109, Local disaster emergencies
(1) A local disaster may be declared only by the principal executive officer of a political subdivision. It
shall not be continued or renewed for a period in excess of seven days except by or with the consent
of the governing board of the political subdivision. Any order or proclamation declaring, continuing, or
terminating a local disaster emergency shall be given prompt and general publicity and shall be filed
promptly with the county clerk and recorder, city clerk, or other authorized record-keeping agency and
with the division.
(2) The effect of a declaration of a local disaster emergency is to activate the response and recovery
aspects of any and all applicable local and intra-jurisdictional disaster emergency plans and to
authorize the furnishing of aid and assistance under such plans.
(3) No intra-jurisdictional disaster agency or official thereof may declare a local disaster emergency
unless expressly authorized by the agreement pursuant to which the agency functions. An intrajurisdictional disaster agency shall provide aid and services in accordance with the agreement
pursuant to which it functions.
Types of Disasters
There are 3 general forms of (Non-Fire Related) Disaster Declarations that are:
1. Major Disaster: Wide spread and large in scale that exceed the state and local capabilities
requiring federal assistance to alleviate damage, loss, hardship or suffering.
2. Emergency Disaster: Disaster only lasts 48 to 72 hours in length, exceeds local capabilities,
but does not exceed $5M in assessed damage.
3. Agriculture Related Disaster: There are 3 types of agricultural related disasters. Each type
is based on a damage assessment that is completed by the local Farm Agency representative in
coordination with the Food and Agriculture Council (FAC) with the disaster recommendation
44
forwarded via state to the federal Farm Services Agency and the Secretary of Agriculture for
approval. The 3 types are:
1. Presidential: This is a widespread and severe damage throughout the county and the state.
2. Secretarial: This is a result of a 30% loss of a commodity within the county. This can
include cattle, hay, or sod.
3. Administrator: This is for widespread damage that impacts many producers but may not
have reached the 30% levels.
Guidance
Only the BoCC chair, or a person acting on behalf of the Chair, can declare a disaster or emergency.
This includes any disasters or emergencies that are health related.
A local State of Emergency is declared pursuant to Section 24 of the State Executive Law.
A disaster declaration can be made in response to, or anticipation of, a threat to public safety.
Although a municipality can execute a Disaster Declaration the state may not provide any funding or
resources if the county resources and thresholds have not been exceeded. Generally speaking the
county must execute a DD for any municipality to obtain state support.
A disaster declaration can be verbal but is best to follow this with a written document and should
include the time and date, the reason for the declaration, the area involved, and the expected
duration.
A written declaration should be kept on file with the County Clerk’s Office.
A disaster must be declared BEFORE emergency orders are issued. (The exception is the Sheriff’s
authorities under the “Keep the Peace” law that allows for mandatory evacuations without a disaster
declaration.)
A declaration should be rescinded when no longer needed. This can only be accomplished by the
BoCC chair or their representative. Although the rescission may be verbal, if the declaration was in
writing, the rescission should also be in writing.
The rescinded declaration should include the time and date of the original declaration, the reason for
the state of emergency, the time and date the declaration was rescinded, and should be kept on file at
the County Clerk’s Office.
Any requests for reimbursements require that the services, purchases, work, etc be done during the
time of the declaration in the location of the declared area. Any requests for reimbursements that are
executed outside the time frame of the declaration or the declared area will not be reimbursed.
45
A disaster declaration increases the powers of the Chief Executive Officer. These powers can include
issuing emergency orders, implementing public protective measures, suspending local laws, and
requesting supplemental assistance including state and federal resources.
A declaration provides legal protection and immunities for the Chief Executive and local emergency
officials when they make decisions and take actions to respond to a disaster. It also provides
protection to select volunteer organizations.
A declaration should be considered when there is a dangerous situation or an imminently dangerous
situation and emergency officials are considering protective measures such as mandatory
evacuations, sheltering of large number of people, and large scale road closures.
Agriculture related disasters have the potential to provide special agriculture related grants and loans
from the Department of Agriculture.
Emergency Orders (Issued by the BoCC)
Emergency Orders (EOs) issued by the BoCC can be issued only if there is a State of Emergency in
effect pursuant to section 24 of the State Law. Only the Chief Executive (Chair, BoCC) may sign
them. All health related EOs are issued by the County’s Health Official and do not require a State of
Emergency.
EOs can require whatever is necessary to protect life and property or to bring the emergency situation
under control as long as it is within the constitutional powers of the government. EO’s MUST be
written and can be modified if the situation dictates.
Local EOs are issued at the County level for the unincorporated areas of the county. Only the County
Executive (BoCC Chair) or their designated representative may sign the EO. Each town or city must
also issue their own EOs for their jurisdiction.
EOs should include the time and date they take affect, the reason for the EO, area involved, and
duration.
EOs expire automatically after five (5) days. It can be rescinded before that time by the Chair of the
BoCC. It is rescinded when the State of Emergency is rescinded.
The Chair of the BoCC may extend Local Emergency Orders for periods not to exceed five (5) days
each during the State of Emergency.
EOs must be published as soon as practicable in a newspaper of general circulation and provided to
radio and TV media for broadcast.
EOs must be executed in triplicate and filed within 72 hours or as soon as practicable in the Office of
the County Clerk.
EOs must be re-filed if they are extended.
46
Any citizen, who knowingly violates any EO pursuant to Section 24, can be found guilty of a class B
misdemeanor.
Emergency Orders (Issued by the Department of Health)
All health related EOs are issued by the County’s Health Official and do not require a State of
Emergency.
EOs can require whatever is necessary to protect life and property or to bring the emergency situation
under control as long as it is within the constitutional powers of the government.
EOs MUST be written and can be modified if the situation dictates.
Health EOs are issued at the County level and can include all areas of the county to include all
municipalities.
EOs should include the time and date they take effect, the reason for the EO, area involved, and
duration.
EOs expire as designated in the Order. Unlike the BoCC EO, health related EOs can last longer than
5 days.
The Health Official may extend Emergency Orders as required for the safety of residents.
EOs must be published as soon as practicable in a newspaper of general circulation and provided to
radio and TV media for broadcast.
Any citizen, who knowingly violates any EO pursuant to Section 24, can be found guilty of a class B
misdemeanor.
Disaster Thresholds
As soon as an incident size up is completed that validates the need for a Disaster Declaration, the
OEM Director should request a Damage Assessment Team from State as soon as possible.
There are two thresholds for meeting FEMA funding requirements. The thresholds are for Individual
Assistance (IA) and Public Assistance (PA). Individual Assistance is for private residents and can
include temporary sheltering, small business loans, etc. Public Assistance is for government
agencies. This includes obtaining funding for repair of infrastructure.
The IA threshold is obtained based upon several factors that include number of homes with major
damage, number of under and uninsured homes, degree of trauma, concentration of damages,
populations affected (elderly, low income, unemployed etc), degree of assistance required, ability of
voluntary organizations to assist, and amount of insurance coverage. While it is unclear how many
homes must have received major damage to be eligible for IA, it is clear that FEMA pays close
attention to uninsured and underinsured in their determination. The generally accepted number of
homes receiving major damage 100 for IA consideration by FEMA.
47
PA must meet a monetary threshold. This threshold is based upon the population of the county
based upon the last census multiplied by a dollar value established for every resident in the county.
Each year FEMA evaluates the threshold value and may adjust it based on economic conditions. As
an example in 2009 the threshold value per resident, at the county level, is $3.24.
As of 2009 the last US Census was 2000 with a population of 576,884 recorded. With a value of
$3.24 assessed toward each resident a total disaster threshold for the county would be $1,869,104.
If the TOTAL damage assessed during the Damage Assessment process exceeds the threshold, the
County is eligible for PA. The total damage assessed must exclude any damage that was
reimbursed by private insurance e.g. total damage assessed minus amount paid by private insurance
equals the total assessed damage. If this total damage assessment exceeds the threshold
(population x threshold value) then the county is eligible for PA.
As an example:
EPC Population is (2000 Census)
Times the FEMA value (2009)
Reimbursement Threshold:
Total assessed damage:
Minus Private Insurance payout:
Actual assessed damage
576,884
x 3.24
1,869,104
5,500,000
4,300,000
*$1,200,000
(*does not exceed the threshold of 1,869,104 so the county is NOT eligible for FEMA PA (but may still be eligible for IA)
48
Annex C: Delegation of Authority
A Delegation of Authority (DoA) is normally utilized to transfer response authority from the County’s
designated Incident Commander to the Incident Command (IC) of an Incident Management Team
(IMT). This DoA is normally signed by the Chair of the Board of County Commissioners and
delegates specific authorities to the IMT IC in responding to the incident. This may include
establishing priorities for the IC to follow, authorization to obligate County funds, authorization to order
and utilize County assets, authority to conduct emergency evacuations, and other authorities and
directive that the IC requires to properly direct and control incident resources.
Under a DoA, the County Commissioners assume all responsibility for the ICs actions as covered
under the DoA. This includes liability for any claims that resulted in decisions made by the IC.
Upon termination of the incident or transition from the IMT back to the County’s Incident Commander,
the signer of the DoA (IC) will provide a document terminating their authority under the DoA.
An IMT IC will/should not accept responsibility for incident response without a DoA.
49
Annex D: Emergency Communications
1. Purpose: The purpose of this annex is to provide amplification of existing emergency
communications policy, guidance, and direction. Specifically to highlight issues germane to the
identification, evacuation, and sheltering of the FNSS during an incident.
2. Situation overview: There are numerous methods available for local officials to issue
emergency alerts, information, and instructions to the FNSS. These include but are not limited
to:
A. GeoCast (mass telephone calling capability, which includes the use of specialized
companies who can provide for the “signing” of the warning to deaf people over their
videophones
B. Audible tones and announcements on the radio
C. Visible tickers/crawlers on the television
D. Highway signage
E. Sirens in conjunction with vehicle loud speaker systems
F. Personal contact involving physical contact either by a buddy, caregiver or first responder
conducting a door-to-door notification
G. NOAA alert radio
No single system can provide warning to all of the FNSS community in all situations. After
identifying the FNSS within the perimeter, first responders will need to determine which systems
are being used to notify the community of an incident and determine if any FNSS members need
to be notified by an alternative system. Effective warnings are those where individuals take the
recommended actions, where people or their caregivers have enough information on which to
base their decisions to act, and that the information is corroborated by more than one source. For
this reason, the local news media must be among the first notified of any emergent event. News
coverage can then provide the necessary corroboration and follow-up information and instructions.
3. Concept of Operations: The responsibility for the timely warning of an incident or other
publically disseminated instructions with respect to emergency management rests with the
Incident Commander (IC) or the appropriate OEM Director. The EER, first responders’
knowledge of their communities, caregiver, family member, or neighbors’ knowledge of an
FNSS will expedite the identification of the FNSS within the perimeter to expedite the FNSS’s
evacuation.
A. The primary means for mass warning by all jurisdictions is the Geocast System followed by
alerts via the media.
B. All Geocast messages are approved by the IC or the OEM Director prior to being send via the
mass calling capability. It is critical that the area mapped in the Geocast System be accurate
and includes all the residents that need warning. If a massive calling is required it is imperative
that the area requiring warning be divided into priority sectors with the immediate alert going
out to residents in immediate danger. Once the highest priority sector mass calling has been
completed then the next zone is notified.
C. Dispatch centers utilize on-call contracted companies that provide interpretation services for
residents. This includes the use of companies that provide sign language interpretation to a
deaf person via their videophone.
50
D. Information provided to the media for release must be approved by the IC or EM but released
by the Public Information Officers (PIOs). Although warning information may be released to the
media in a timely manner, the PIO cannot control how quickly the media publishes the
warning. The information provided for media release must contain information on the hazard
but also special instructions on how to evacuate, by what routes, to designated locations.
E. Strike Teams, conducting a door-to-door notification or evacuation, will use information in the
EER to identify residents who may not answer their door due to being deaf or hearing impaired
or require certain methods and procedures for verbal communications (e.g., developmentally
disabled).
F. Dispatch centers have access to the EER database and can provide assistance to Strike
Teams in the evacuation zone.
G. Although the IC or the appropriate OEM Director has the responsibility to determine the
methodology and for issuing the required warnings, press releases and advisories to the
community, it will be essential to give very careful consideration to the impact of such
information on the FNSS who may react negatively to any potential change in established
routines or because of an acute dependency upon a service animal may not wish to relocate
even for a short period of time.
51
Annex E. Special Needs Population Plan
1. Purpose
The purpose of this Special Needs Population Plan (SNPP) is:
A. To provide guidance and instructions for the efficient and orderly identification, evacuation,
and sheltering of any part of the El Paso County Special Needs Population (SNP)
B. To ensure there is a coordinated SNP effort for the whole of El Paso County to include all
the municipalities
C. To provide operational-level guidance for Incident Commanders, Emergency Managers,
Incident Command Post (ICP)/Emergency Operations Center (EOC) staff, Stakeholders,
and supporting agencies
2. Scope
The SNPP is an operational level plan that focuses on providing guidance and coordination to
assist with the identification, evacuation, and sheltering of the SNP within the following
jurisdictions:
D. Unincorporated areas of El Paso County
E. The City of Colorado Springs
F. Towns of Monument, Palmer Lake, Calhan, Green Mountain Falls, Fountain, Manitou
Springs, and Ramah
This plan has been coordinated with all city and county agencies, non-governmental
organizations (NGOs), and others as designated in this plan.
3. Definitions of SNP and SNP Caregiver
El Paso County and the City of Colorado Springs have adopted the following definitions specifically
for this plan.
SNP – This definition is designed to assist first responders and emergency management staff with the
categorization of those members of the SNP who could be cared for in a general population shelter,
those who need the resources offered in a Special Needs Shelter, and those who due to the gravity of
their condition must be evacuated directly to a hospital or similar licensed medical facility.
Caregiver – This definition characterizes those individuals with whom first responders will interact.
Who is a Special Needs Person?
A person qualifying for Special Needs sheltering is someone who during periods of
evacuation or emergency, requires evacuation and/or sheltering assistance due to physical,
mental, cognitive impairment, or sensory disabilities that exceed the basic level of care
provided at a general population shelter, but does not require the level of care provided at a
skilled medical facility.
Who is a Caregiver?
A spouse, relative, friend, neighbor, or paid caregiver who provides support and assistance to
someone who needs help due to chronic illness, disability, or advanced age
52
4. Assumptions
A. The SNPP uses the existing emergency response framework of the municipalities, County
Fire Protection Districts (FPDs) and the corresponding emergency response structure within
El Paso County, El Paso County Sheriff’s Office, and the City of Colorado Springs.
B. This plan is underpinned by the concept that there will be an active public education and
County-wide communications program to encourage members of the SNP to enroll in the
County/City EER. The communications program will also reminds family members or
caregivers to have made adequate provision for the member’s personal preparedness in the
event of an evacuation.
C. An Alternative Care Center (ACC) may have been activated that will task some of the
resources of the Medical Reserve Corps (MRC) and the Health Department. Despite this
dual mission, the MRC will be able to support the key positions at the SNP shelter.
D. Members of the SNP and/or their caregiver/buddy have identified their respective
evacuation needs/assistance as part of the EER enrollment process.
E. Incident Commanders, Emergency Managers, and their staffs will have access to the EER
and the Evacuation Resource Database (ERD).
F. The EER and the ERD are updated annually only; therefore, there may be inaccuracies in
these databases.
G. A small number of SNPs may not want to register for personal reasons.
H. The local media, Stakeholders, and the SNPF membership will be actively involved and will
provide the support designated in this plan or via Memorandums of Understanding (MOUs).
I. Special Needs Licensed Facilities in the County have mutual aid agreements with one
another for transportation and sheltering support in case of an evacuation.
J. Special Needs Facilities that are licensed by the State of Colorado are required by State law
to have their own evacuation plans but may need transportation assistance during an
evacuation that is extremely time sensitive.
K. Liability coverage of MRC persons will be provided by the state when they are activated.
L. Health care persons required under contract will be available when requested.
M. SNP Sheltering cache will be available for use.
N. SNP designated shelter locations will be available for use.
O. EMTs and paramedics required to operate the Point of Triage (PoT) and initial operations at
the shelter will be available via Mutual Aid Agreements.
6. Hazard Analysis
El Paso County, the City of Colorado Springs, and other municipalities have identified, prioritized, and
documented their anticipated threats to their respective communities as set out in their respective
Pre-disaster Mitigation Plans (PDMPs). The specific threats in order of priority are as follows:
A. El Paso County:
Wildfire
Hazardous material (hazmat) spills
Severe weather (flooding, tornadoes, snowstorms, lightening)
Disease pandemics
Landslides/rockslides
Extreme acts of violence in schools
Earthquakes
Terrorism
Airplane crashes
53
Dam breaches (intentional or unintentional)
Military accidents
Avalanches
Drought
B. The City of Colorado Springs:
Fire
Flood
Landslide
Severe weather
7. Evacuations Due to Hazards
Evacuation can be an effective means of protecting the public from the effects of a hazard (i.e.,
protection is achieved by moving people away from the hazard). Depending upon the hazard, careful
consideration should be given as to whether “sheltering-in-place” is a viable alternative as there are
occasions when it may be more prudent for the SNP to remain in place, such as during a severe
storm and SNP support needs are brought forward by first responders or volunteers.
A. Personal preparedness and the “Buddy” system: As part of the EER enrollment
process, the EER enrollment form will request that the SNP member identify a “buddy” or
caregiver who can provide immediate assistance. At the end of the enrollment process,
members of the SNP will be provided with guidance on a “go pack” and on personal
preparedness to include information relating to the documentation of their medications.
B. Evacuation planning: The characteristics of the hazard, its magnitude, and intensity,
speed of on-set and anticipated duration are all significant factors. For planning purposes
there are three broad categories of situations where an evacuation would be an acceptable
method of protecting the public. These are:
1.) Precautionary Evacuation: Conducted prior to the development of a threat. While time
may be a factor, life safety is not an immediate consideration, and the evacuation can be
planned in advance. A precautionary evacuation would allow for a systematic warning
process for the SNP and those conducting the evacuation of the SNP would have time in
which to affect an orderly move of individuals to a designated shelter, or evacuees would
avoid a care shelter and seek temporary shelter with friends or family. Once the threat is
over, the re-entry process would be orderly and the community would return to its normal
routine with little disruption.
2.) Hazard Threat Evacuation: Conducted when a known hazard is approaching the
community. In a hazard threat evacuation, the SNP is moved prior to the arrival or
development of the threat. While time may be a critical factor, the response can still be
conducted in an orderly fashion. Warning becomes more of an issue to keep a hazard
threat evacuation from becoming a crisis response. Since there is only a limited time to
respond before the arrival of the hazard, the warning must be credible and timely to
allow people enough time to respond appropriately. Depending on the scale, support
needs might include transportation, sheltering, and specialized health care. Re-entry
considerations could vary widely, depending on the extent of the damage caused by the
event. If damage is minimal, re-entry may be relatively straightforward; however, if the
event caused severe damage, the evacuation may evolve into a long-term relocation.
3.) Crisis Response Evacuation: There is little or no warning time before the threat affects
the community. Crisis response evacuations usually occur under difficult conditions
54
where time factors are critical and extremely short. Crisis response evacuations are
often planned spontaneously while the crisis is developing as is the case of a wild land
fire. In some cases, the evacuation may be used in conjunction with other protective
measures such as sheltering-in-place to provide safe alternatives. Because the
preparation time is so short, the SNP will require greater levels of support. Depending on
the scale, support needs may include transportation, sheltering, specialized health care,
tracking, and unification, and crisis counseling. Re-entry issues can also be complicated
and must be carefully evaluated before allowing people to return home.
C. Evacuation Scales:
1.) Site Evacuation: Resulting from severe weather, hazardous material spill, major fire,
bomb threat, civil disturbance, or other incident that is specific to a certain area or
building. Site evacuation generally involves only a small number of the SNPs unless the
facility/site is designed to house SNPs (e.g., Goodwill Industries building). Typically this
includes workers at the site and people from adjacent occupancies or areas. The SNP
may be identified quickly through local first responder, caregiver, or neighbor information
as well as from the EER; however, a “house-by-house check” may be required.
Evacuation holding times are typically short—generally less than an hour or two—and
the SNP members are permitted to return to their sites or homes. An incident on this
scale correlates to a National Incident Management System (NIMS) Type 4 incident.
2.) Intermediate-level Evacuation: Likely to involve a larger number of the SNP in a larger
geographic area. The SNP may remain out of the area for an extended period of time
depending on the hazard. Evacuation completion times will be longer than a site
evacuation with a “door-to-door check” completed if possible. Collecting, documenting,
identifying their specific needs, and controlling the SNP become more complex. Off-site
Points of Triage (PoTs) and shelters will need to be identified and managed. This would
correspond to a NIMS Type 2 or perhaps a Type 3 incident, depending on the
circumstances.
8. Concept of Operations
A. General: The identification, evacuation, and sheltering of the SNP should be assessed and
subsequently conducted as part of the overall incident management effort and not as a
separate operation. There will be a need for special provisions for the SNP at each stage
such as specialized transport or medical support but with judicious planning and effective
coordination, it should be possible to address the needs of the SNP while caring for those of
the larger community.
B. Oversight: Overall execution of this plan for the evacuation and sheltering of SNPs is
normally the IC/ICP (if established) while plan execution for sheltering is the OEM
Director/EOC staff. Supporting the OEM Director in the execution of this plan are the
following:
1.) Essential Support Function (ESF) 6/Human Services: The ESF 6 or Human Services
section within the EOC/ICP has the responsibility for identifying SNPs that live within the
evacuation zone. This information will be passed to the ICP and the evacuation lead
(ESF 13/Law Enforcement). This information is also provided to the OEM Director for
use in the decision making process for the activation of an SNP shelter.
55
2.) ESF 13/Law Enforcement: This ESF/Section within the ICP is overall responsible for the
evacuation of a specified area. This ESF/Section will ensure that all SNPs identified as
residing in the evacuation zone are evacuated in a timely manner.
3.) ESF 8/Medical and Public Health: This ESF/Section is responsible for activating, staffing,
equipping, and operating the SNP shelter. This includes identifying the shelter location,
coordinating with State for the activation of the MRC, activating contracts that support
the SNP shelter, activating the cache, and executing of the shelter operations.
4.) ESF 1/Transportation: When transportation resources are requested by the Resource
Ordering Lead, this ESF/Section is responsible for obtaining all Mutual Aid general
transportation requirements in support of evacuation and sheltering efforts. The ERD
may be utilized in the resourcing of transportation assets.
B. Execution: (Evacuation) provides information on the execution of these tasks.
1.) The SNPP identifies the following phases of operations: (These phases will not
necessarily run concurrently.)
a.) SNP identification
b.) Evacuation
c.) Sheltering
d.) Recovery/return to home
2.) SNP Identification
a.) SNP Identification and location: An SNP EER has been established on the PPUW
(211) Tapestry System. This is a database that consists of residents who have selfregistered for assistance in evacuating during emergencies or disasters. This
system is accessible by all first response organizations [police, fire, and Offices of
Emergency Management (OEMs)] via an internet based, password protected
system. This database will allow first responders the ability to identify SNPs that are
located within the evacuation zone. The prompt identification and location of the
SNP within the perimeter by the ICP or EOC staff will be critical to rendering
assistance and or expediting SNP evacuation. The EER portal will be maintained
by the PPUW who has the responsibility to ensure that information is readily
available to assist the Incident Commander (IC), EOC staffs, and those other
agencies authorized by the OEM Director (such as Communications
centers/Dispatch) to receive the data.
b.) Unregistered individuals: A small proportion of the SNP may elect not to register on
the EER, may be homeless, or be transient as is the case in some parts of the
County. Local first responder, caregiver, or neighbor knowledge, or a physical
search may be necessary to determine if there are unregistered SNPs within the
evacuation zone.
c.) SNP identification will be completed by the utilization of several resources. The
primary resource is the Emergency Evacuation Registry but this database may be
somewhat inaccurate due to residents not wanting to register or keep their data upto-date. ICP and EOC staff must also rely on family and neighbors reporting an
SNP. First responders knowledgeable of the area may also know of SNPs in the
evacuation zone.
56
3.) Evacuation:
a.) The lead for all evacuation efforts is Operations Section and ESF 13/Law
Enforcement who must work closely with the Human Services personnel for the
identification of SNPs, ESF 8/Medical for ambulance and medical personnel
support, and ESF 1/Transportation for general transportation support.
b.) It is recommended that evacuation efforts use an Evacuation Strike Team and that
SNPs be transported to a Point of Triage for assessment.
c.) The Evacuation Lead has the responsibility to identify all resources required to
support the evacuation of SNPs and pass the requirements to the EOC. An ERD
has been established to assist in this effort. The ERD will assist with resource
ordering for the specific needs of SNP members in evacuation and sheltering such
as specialized transport, specialized personnel, mass feeding capabilities, etc. The
early and concurrent identification of resource requirements at both the ICP and the
EOC will expedite a timely response by polling the ERD resource contributors to
determine availability and the optimum sources for the necessary support from
within the community. The complete and up-to-date ERD is located via the PPUW’s
Tapestry Database.
d.) First responders must also be prepared to evacuate personal pets and service
animals with the SNP.
4.) Sheltering:
a.) While the El Paso County Public Health Department has the oversight role in caring
for the SNP during sheltering operations, the execution falls to a number of local
government and stakeholder agencies as part of a coordinated effort to staff,
transport, operate, and supply an SNP shelter. For example, the MRC has
committed to providing personnel to staff key/critical medical positions augmented
by contract nursing and volunteers, Emergency Management has committed to
funding the identification, storage, and transportation of a durable medical supply
equipment cache.
b.) The durable, medical supplies and equipment (SNP Cache) necessary to establish
and support operations at an SNP shelter will be provided from County/City
resources. The storage and transportation to a designate shelter location will be
coordinated by County/City emergency management.
c.) Generally an SNP shelter will be co-located with a Pikes Peak American Red Cross
(PPARC) shelter. Other facilities are also available through Memorandum of
Agreements (MOAs) if this is not possible.
d.) First responders and ICP/EOC staffs should be mindful of the need to consider that
members of the SNP may be dependent upon a service animal that will need to be
evacuated and cared for at an SNP shelter. Service animals will be placed inside
the SNP shelter with the Special Needs person. Pet sheltering will be provided at
the SNP shelter by the ESF 11/Animal Care personnel and the Community Animal
Response Team (CART). Pet sheltering will be co-located with the SNP shelter, but
pets are not allowed inside the SNP shelter. Specifics on Pet Sheltering can be
found in the El Paso County/City of Colorado Springs Pet Evacuation and
Sheltering Plan.
e.) All costs associated with activating, staffing, and operating an SNP shelter are the
responsibility of the jurisdiction that validates the need to activate a shelter.
57
5. Recovery:
a.) Members of the SNP who are evacuated will normally be returned to their homes or
sites as soon as the danger has passed and a re-entry plan has been approved
and published.
b.) Some SNP evacuees may be unable to return to their homes due to damage,
inoperable durable medical equipment, or destruction. It may be necessary to have
one or more shelters remain open for an extended period until those who cannot
return to their residences can be relocated to suitable accommodation designated
by the County Department of Human Services—for example: motels, rental units,
mobile homes, and other suitable types of temporary lodging. Such extended-use
facilities must meet the specific support requirements of the individual member of
the SNP.
**REFERENCE THE APPROVED PLAN FOR COMPLETE DETAILS**
El Paso County/City of Colorado Springs Special Needs Population Plan
58
Annex F: Damage Assessment
Damage assessment is a process whereby local government officials evaluate either potential or
actual conditions and determine the course(s) of action that must be taken to alleviate the
disaster/emergency conditions. When the assessment for each specific area is accomplished, it will
provide a picture of the impact to the community. Resources can then be directed on a priority basis
for response and recovery.
The damage assessment:

Provides information to assist in establishing priorities.

Coordinates the functions of the various agencies within local government.

Provides information on the damage assessment process in the event of a disaster declaration.

Provides a basis for requesting outside assistance, if needed, or for substantiating such requests.

Determines the overall impact of the disaster situation (severity and magnitude) as well as
determines what specific emergency needs have arisen and what hardship and suffering have
resulted.

Identifies resource needs: what kinds, what quantities, where, when, how long, and for what
purpose.
Initial Assessment
During the initial stage of a disaster, damage estimation and intelligence information gathering
enables elected officials, emergency managers, and others to make decisions about the resources
needed and dispatched to combat the effects of the disaster.
Windshield Survey
The first damage assessment occurs with a windshield survey. This involves driving, walking or flying
over the most severely affected area(s) in an attempt to determine the overall impact upon life and
property.
Authorities

El Paso County Emergency Operations Plan, as amended

National Response Framework, as amended

National Incident Management System, as amended

Colorado Disaster Emergency Act of 1992 (Title 24, Article 32, Part 21, Colorado Revised
Statutes, 1988 as amended)

U.S. Department of Homeland Security, National Response Framework, as amended
59

U.S. Department of Homeland Security, FEMA, National Incident Management System, as
amended

Robert T. Stafford Disaster Relief and Emergency Assistance Act and Amendments
(Volume VI Public Law 93-288 as amended by Public Law 100-707)

44 CFR - Code of Federal Regulations – Title 44: Emergency Management and Assistance
References
Please refer to the current approved El Paso County Damage Assessment Plan
Overview
The damage assessment process consists of a series of activities designed to allow local government
to develop a coordinated picture of an incident’s overall impact, and to establish priorities for response
and recovery efforts. This information also provides the basis and substantiation for requesting state
and federal assistance, as well as the degree and type of assistance needed. Safety focused
inspections of buildings, roads and bridges are another critical piece of this damage assessment
process.
The Damage Assessment Plan identifies the process, responsibilities, and actions required in the
hours and days, following an emergency or disaster. The Plan describes the concepts and
procedures employed to estimate the nature and extent of the situation and damage, and the
estimated cost incurred by El Paso County to recover from the disaster.
Priorities
The priorities will follow the El Paso County EOP priorities for life safety, incident stabilization, and
property conservation.
This information has been captured from FEMA and State guidelines. The FEMA 6 phases of
damage assessment are condensed into 4 phases:

Initial Size Up

Rapid Needs Assessment

Initial Damage Assessment

Preliminary Damage Assessment
Situation and Assumptions
1. Natural, manmade (technological) or terrorist incidents may occur within or adjacent to El
Paso County at any time, and may cause extensive damage to both public and private
property. A disaster, regardless of hazard, requires an accurate assessment of the impact
to population and property. Timely documentation and reporting of the damage incurred is
vital during the response and recovery phases of a disaster or emergency.
2. First responders will identify areas of damage and the types of damage sustained, but are
unable to assess and process damage estimates. For this, Damage Assessment Teams
(DATs) are required. Assessment teams are typically divided into two types, one dealing
with residential and business, the other with public infrastructure. These teams require
training prior to being deployed into any incident area.
60
3. Damage assessments will be undertaken at different periods during a disaster event. A
“windshield survey” will most likely be done initially to get an overall impression of the
impact area, while a more detailed report will be needed for state/federal aid.
4. The use of designated report forms will ensure that the data required for state and federal
assistance is captured. Regular updates to this plan that include the newest forms will be
vital if the information collected is to be accurate and complete.
5. Local jurisdictions should collect and record information on the use of manpower, materials,
equipment and disaster-related costs. This documentation should begin as soon as
possible, as the federal government may later provide reimbursement of documented costs
associated with disaster response.
6. Transportation and communications systems may be severely disrupted or inoperable. To
safely move about areas that have been impacted by the disaster, damage assessment
teams may require assistance from public works and/or law enforcement.
61
Glossary of Terms
Agency: A division of government with a specific function offering a particular kind of assistance. In
ICS, agencies are defined either as jurisdictional (having statutory responsibility for incident
management) or as assisting or cooperating (providing resources or other assistance).
Agency Representative: A person assigned by a primary, assisting, or cooperating federal, state,
local, or tribal government agency or private entity that has been delegated authority to make
decisions affecting that agency's or organization's participation in incident management activities
following appropriate consultation with the leadership of that agency.
American Red Cross (ARC): A volunteer organization that works closely with government at all
levels in planning for and providing assistance to disaster victims. The ARC operates under a
Congressional charter. All of its disaster assistance is based on verified disaster-caused need, and is
outright grant from donations from the American people.
Amateur Radio Emergency Services (ARES): A group of volunteer amateur radio operators who
support state and local governments with amateur radio transmission support during times of
emergencies.
Assessment: The evaluation and interpretation of measurements, data, and other information to
provide a basis for decision-making.
Assisting Agency: Is any agency or organization providing personnel, services, or other resources
to the primary agency directly responsible for incident management, see also Supporting Agency.
Colorado Division of Emergency Management (CDEM): Responsible for the state’s
comprehensive emergency management program, which supports local and state agencies.
Activities and services cover the four phases of emergency management: Preparedness, Prevention,
Response, and Recovery for disasters.
Damage Assessment: Is the appraisal, determination, and/or assessment of the actual or damaging
effects on a particular area resulting from a natural disaster, technological, or terrorist incidents.
Damage Assessment Coordinator (DAC): An assigned position, which will in most cases, be the
Fire Marshal or designee, this person will be in charge of the management of the DARTs,
coordination of the assessments, and will work in conjunction with the State and FEMA assigned
assessors.
Damage Assessment Response Team: Teams possessing specific skills, training, and knowledge;
which can accurately, and in a timely manner, estimate damage to businesses, residential, agriculture
property, infrastructure property, equipment, and land.
Division of Fire Marshal (DFM): A department employed by the County, which is responsible for
many factions of fire/hazard safety and enforcement. This department will provide the DAC, as well as
aid in the management and coordination of the DARTs, in an incident of significance or emergency
affecting any part of El Paso County or incorporated areas.
Damage Survey Report (DSR): A comprehensive engineering report prepared by a local, state, or
federal team, which outlines the scope of work and estimated cost of repairs at each site of damage
which has occurred as a result of disaster.
62
Disaster: As defined by Colorado Revised Statutes 24-32-2103 ‘"Disaster" means the occurrence or
imminent threat of widespread or severe damage, injury, or loss of life or property resulting from any
natural cause or cause of human origin, including but not limited to fire, flood, earthquake, wind,
storm, wave action, hazardous substance incident, oil spill or other water contamination requiring
emergency action to avert danger or damage, volcanic activity, epidemic, air pollution, blight, drought,
infestation, explosion, civil disturbance, hostile military or paramilitary action, or a condition of riot,
insurrection, or invasion existing in the state or in any county, city, town, or district in the state.’ For the
County, a disaster will be an event of significance, which requires a response, or mitigation action to
supplement local resources in protecting lives and property as determined by the Director of
Emergency Management (DEM).
Emergency: As defined by the Stafford Act, an emergency is “any other occasion or instance for
which the President determines that Federal assistance is needed to supplement State, local, and
tribal efforts to save lives and to protect property and public health and safety or to lessen or avert
the threat of a catastrophe in any part of the United States.”
Emergency Operations Centers (EOCs): The physical location at which the coordination of
information and resources to support domestic incident management activities normally takes place.
An EOC may be a temporary facility or may be located in a more central or permanently established
facility, perhaps at a higher level of organization within a jurisdiction. EOCs may be organized by
major functional disciplines (e.g., fire, law enforcement, and medical services), by jurisdiction (e.g.,
federal, state, regional, county, city, tribal), or some combination thereof.
Emergency Operations Plan (EOP): A brief, clear and concise document description of action to be
taken, or instructions to all individual and local government services concerned, stating what will be
done in the event of an emergency. The plan will state the method or scheme for taking coordinated
action to meet the needs of the situation. It will state the action to be taken by whom, what, when and
where based on predetermined assumptions, objectives and capabilities. The County EOP is defined
as the Local Disaster Emergency Plan as stated in Section 24-32-2107 Colorado Revised Statues.
Emergency Support Functions (ESF): Common types of emergency assistance which are likely to
be requested from the state. These common types of assistance have been grouped functionally into
15 areas. State departments have been assigned responsibilities for implementing these functions.
Assignments are made based upon the department's statutory, programmatic or regulatory authorities
and responsibilities.
Federal Emergency Management Agency (FEMA): The federal agency responsible for the U.S.
government's portion of the comprehensive emergency management program. It consists of a
national office in Washington, D.C. and 10 regional offices, one of which (Region VIII) is located in the
Denver Federal Center in Lakewood, Colorado.
Habitable: A building or structure which is capable of being lived in. Structure is suitable for habitation
by humans or other living creature, and free of life threatening damage, structural damage, or other
hazards.
Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted
outcome.
Hazardous Materials (HAZMAT): Any element, compound, or combination thereof, which is
flammable, corrosive, detonable, toxic, radioactive, an oxidizer, an etiologic agent, or highly reactive;
and which, because of handling, storing processing, or packaging, may have detrimental effects upon
operating and emergency personnel, the public, equipment and/or the environment.
63
Hazard Profiles: The County maintains a list of hazard profiles, which are included in the Predisaster Mitigation Plan (PDM), as well as within the Catastrophic Incident Annex (CIA).
Incident/Incident of Significance: An occurrence or event, natural or human-caused, which requires
an emergency response to protect life or property. Incidents can include; major disasters,
emergencies, terrorist attacks, terrorist threats, wild land and urban fires, floods, hazardous materials
spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, warrelated disasters, public health and medical emergencies, and other occurrences requiring an
emergency response.
Incident Commander (IC): The individual responsible for all incident activities, including the
development of strategies and tactics and the ordering and the release of resources. The IC has
overall authority and responsibility for conducting incident operations and is responsible for the
management of all incident operations at the incident site.
Incident Command System (ICS): A standardized on-scene emergency management construct
specifically designed to provide for the adoption of an integrated organizational structure that reflects
the complexity and demands of single or multiple incidents, without being hindered by jurisdictional
boundaries. ICS is the combination of facilities, equipment, personnel, procedures and
communications operating within a common organizational structure, designed to aid in the
management of resources during incidents. It is used for all kinds of emergencies and is applicable to
small as well as large and complex incidents. ICS is used by various jurisdictions and functional
agencies, both public and private, to organize field-level incident management operations.
Initial Damage Assessment: The initial financial assessment of damages to public and private
property, typically conducted via drive-by inspections within 72 hours of an incident.
Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related
to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or
geographical (e.g., city, county, tribal, state, or federal boundary lines) or functional (e.g., law
enforcement, public health).
Local government: The elected officials of each political subdivision (counties and municipalities)
have responsibility for reducing the vulnerability of people and property to the effects of
emergencies and disasters. They should ensure that local governmental agencies are capable of
efficient and responsive mobilization of resources in order to protect lives, minimize property loss,
and expedite recovery efforts during an emergency or disaster. They should ensure that an
Emergency Management Office serves the jurisdiction. The Local Emergency Operations Plan
should be prepared based upon a valid hazards and risk analysis. (C.R.S. 24-32-2107)
Office of Emergency Management: A department employed by a city which is responsible for
providing mitigation, preparedness, response, recovery, and coordination for large-scale emergencies
and disasters, both natural and human-caused, to the citizens of a city for the purpose of saving lives,
preventing property damage, and protecting the environment.
Preliminary Damage Assessment: A joint assessment with local, state, and federal assessors, to
identify and evaluate the magnitude and severity of a disaster. The Preliminary Damage Assessment
(PDA) is the basis for determining whether supplemental federal or other assistance is necessary to
recover from an incident of significance.
Public Information Officer (PIO): A member of the Command Staff responsible for interfacing with
the public and media or with other agencies with incident-related information requirements.
64
Rapid Needs Assessment: Takes place during, or within hours after an incident and focuses on
lifesaving needs, imminent hazards and critical lifelines.
Resources: Personnel and major items of equipment, supplies and facilities available or potentially
available for assignment to incident operations and for which status is maintained. Resources are
described by kind and type and may be used in operational support or supervisory capacities at an
incident or at an EOC.
Search and Rescue (SAR): An organized team whose mission is to locate and remove a person(s)
reported as missing or trapped.
State: For the purpose of this Plan, when “the State” is referenced, if refers to the State of Colorado.
(Federal definition) “Any State of the United States, the District of Columbia, the Commonwealth of
Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana
Islands, and any possession of the United States.” See Section 6 U.S.C. 101(14), Homeland Security
Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002).
State Emergency Operations Plan (SEOP): The State level plan for actions to be taken by
government and citizens when disaster threatens or strikes. It consists of assignment of
responsibilities to State agencies, coordinating instructions, staffing, essential facilities and general
operations common to most major emergencies.
State Division of Emergency Management (SDEM): The agency in the Division of Local
Government, Department of Local Affairs, responsible for emergency management programs in the
State of Colorado. It is located in Centennial, and is situated in the State Emergency Operations
Center (EOC), which DEM organizes and operates during emergencies or disasters.
Supporting Agency: A supporting agency is any organization that lends resources; support;
supplies; or, capabilities to the primary agency in response to an emergency situation.
65
Acronyms
ARC
CDEM
CIA
CISD
CSFD
CSPD
DART
DAC
DEM
DFM
DSR
EOC
EOP
EPSO
ESF
FEMA
GIS
IC
ICS
IDA
JIC
NIMS
OEM
PDA
PDM
PIO
POC
PPRB
RNA
RACES
SAR
SCU
SEOP
American Red Cross
Colorado Director of Emergency Management
Catastrophic Incident Annex
Critical Incident Stress Debriefing
Colorado Springs Fire Department
Colorado Springs Police Department
Damage Assessment Response Team
Damage Assessment Coordinator
Director of Emergency Management
Division of Fire Marshal
Damage Survey Report
Emergency Operations Center
Emergency Operations Plan
El Paso County Sheriff’s Office
Emergency Support Function
Federal Emergency Management Agency
Geographical Information System
Incident Commander
Incident Command System
Initial Damage Assessment
Joint Information Center
National Incident Management System
Office of Emergency Management
Preliminary Damage Assessment
Pre-disaster Mitigation
Public Information Officer
Point of Contact
Pikes Peak Regional Building
Rapid Needs Assessment
Radio Amateur Civil Emergency Services
Search and Rescue
Special Communications Unit
State Emergency Operations Plan
66
Annex G: Debris Management
Authorities
This Debris Management Annex is developed, promulgated, and maintained under the El Paso
County Emergency Operations Plan (EOP).
In the EOP, the County establishes responsibilities for each of its departments, and sets forth lines
of authority and organizational relationships that are essential for the protection of the public. The
EOP establishes the concepts and policies under which all elements of county government will
operate during disasters and emergencies by providing a framework for the integration of those
resources.
References
The Federal Emergency Management Agency (FEMA) has published debris management
guidance in multiple Guides, Policies, Fact Sheets, Disaster Assistance Policies, Recovery
Policies, and other documents. The most helpful of these are listed in the El Paso County Debris
Management Plan. The specifics for debris removal planning, operations and management can be
found in this document.
Overview
El Paso County is vulnerable to a number of natural or technological disasters that could create
large volumes of debris. Detailed descriptions of these hazards, and mitigation considerations, can
be found in the El Paso County Pre-Disaster Mitigation Plan.
Natural disasters – blizzards, ice storms, tornadoes, wildfire, earthquake, and flooding – have the
greatest potential to generate large volumes of debris. Each type of disaster can create a variety of
debris: trees and other vegetative matter, construction materials, appliances, personal property,
livestock carcasses, or mud and sediment.
Human-caused disasters, such as industrial accidents or terrorist attacks, may result in a large
number of casualties and heavy damage to buildings and basic infrastructure. Crime-scene
constraints may hinder normal debris operations, and contaminated debris may require special
handling. These factors will require close coordination with local and federal law enforcement,
health, and environmental officials.
Debris removal and disposal methods will depend on the quantity and type of debris, its location,
and the size of the area over which it is dispersed. Those characteristics of debris are determined
by the type of disaster event that has occurred, and the size, duration, and intensity of that event.
All of these factors will affect the speed and cost of debris removal.
The Debris Management Plan unifies the efforts of local government and private organizations for
a comprehensive and effective approach to debris management, by:
 Providing organizational structure, guidance, and standardized guidelines for the clearance,
removal, and disposal of debris.

Defining key debris management roles, and describing the responsibilities of County
agencies, mutual aid partners, and commercial contractors.

Establishing the most efficient and cost-effective methods to resolve disaster debris removal
and disposal issues.

Implementing and coordinating private-sector debris removal and disposal contracts to
maximize the efficiency of post-disaster cleanup efforts.
67

Expediting debris removal and disposal efforts that provide visible signs of recovery, and
reduce threats to the health, safety, and welfare of residents.

Coordinating relationships, through communications and pre-planning, with local, state, and
federal agencies that have debris management responsibilities.
An all-hazards approach
All disasters are different, and one very specific operational plan may not meet the needs of every
disaster. Therefore, this Annex does not dictate a specific set of actions for debris management.
Rather, this Annex provides general guiding principles to consider when developing an operational
plan. Please see the specifics as identified in the current El Paso County Debris Management
Plan.
A scalable and flexible approach
The County can manage many disaster situations with internal resources; however, some debrisgenerating events may overwhelm the County’s assets and capabilities. This approach is designed
to manage both a large event that creates a large volume of debris as well as a smaller event.
This approach establishes a general framework that can, with minor modifications, be used in any
debris-generating event.
In the EOC, the lead for all debris management is Emergency Support Function 3 (ESF 3) - Public
Works. ESF 3 is responsible for establishing debris priorities, coordinating for mutual aid support,
ordering the resources needed for debris operations, providing input to the Incident Action Plan
(IAP), supporting the IC’s debris-clearing priorities, and coordinating all other activities required for
debris management.
68
Annex H: Continuity of Operations
Purpose
This Continuity of Operations Plan (COOP) has been created for El Paso County, stakeholders and
elected officials. The Continuity of Operations Plan establishes policy and guidance to ensure the
execution of the mission-essential functions for the El Paso County Administration in the event that an
emergency threatens or incapacitates operations; and the relocation of selected personnel and
functions or any essential facilities of the El Paso County are required. Specifically, this COOP is
designed to:

Ensure that the El Paso County Departments and Administration is prepared to respond to
emergencies, recover from them, and mitigate against their impacts.

Ensure that the El Paso County personnel are prepared to provide critical services in an
environment that is threatened, diminished, or incapacitated.

Provide timely direction, control, and coordination to the El Paso County Departments through
leadership and to maintain continuity for services to residents before, during, and after an
event or upon notification of a credible threat.

Establish and enact time-phased implementation procedures to activate various components
of the "Plan".

Facilitate the return to normal operating conditions as soon as practical, based on
circumstances and the threat environment.

Ensure that the El Paso County COOP is fully capable of addressing all types of emergencies,
or "all hazards" and that mission-essential functions are able to continue with minimal or no
disruption during all types of emergencies.
Planning Considerations and Assumptions
In accordance with continuity guidelines and emergency management principles/best practices, a
viable COOP capability:

Must be maintained at a high-level of readiness.

Must be capable of implementation, both with and without warning.

Must be operational no later than 12 hours after activation.

Must maintain sustained operations for up to 30 days.

Should take maximum advantage of existing local, State or federal government infrastructures.
69
Actions
Based on the situation and circumstances of the event, the County Administrator (Jeff Greene) will
evaluate the capability and capacity levels required to support the current mission-essential functions
of the impacted facility(ies) and, if selected, initiate actions for relocation to the appropriate alternate
facility. These actions include measures to be taken in anticipation of COOP activation and actions to
be taken upon COOP activation. Once COOP activation is initiated, procedures must be considered
for both business hours and off hours.
In cases where COOP activation is anticipated, the County Administrator (Jeff Greene):

Notifies the designated alternate Facility Manager to prepare for the relocation of the impacted
facility and to prepare the appropriate alternate facility for operations.

Issues a COOP alert to the COOP Team Chiefs that relocation is anticipated. COOP Team
Chiefs instruct their team members and personnel to prepare for COOP activation.

Notifies emergency officials, if appropriate, that relocation of the facility is anticipated.
In cases where COOP activation is ordered:

The County Administrator coordinates the immediate deployment of the COOP Teams to an
assembly site or the designated alternate facility.

The Executive Director notifies the designated alternate Facility Manager to immediately
initiate relocation efforts of the impacted facility and to prepare the appropriate alternate facility
for operations.

The Executive Director provides instructions and guidance on operations and the location of
the alternate facility.

The Alternate Facility Manager provides regular updates to the Executive Director regarding
the status of alternate facility activation/readiness.
Responsible for: provision of emergency services to establish policy and guidance to ensure the
execution of the mission-essential functions for the El Paso County Administration in the event of an
emergency.
70
CHECKLIST: CONTINUITY OF OPERATIONS
Reports to: BoCC, County Administrator
Completed or N/A
By _______________________ Time _____________________Item __________________
CONTINUITY OF OPERATIONS PLANNING BRANCH
Materials and Information Inventory
 Copy of this EOP
 Copy of the COOP Plan
 Notification and Resource Manual
 Action Log
 Name and location of alternate facilities and appropriate personnel contacts in each
department
Notification
Executive Team - The Executive Team consists of the highest ranking officials and key decision
makers within an organization. This team is designed to create an overarching decision and policy
making group which plans, assesses, and coordinates the response to events that disrupt continuity
of an organization's operations. At a minimum, the Executive Team should be comprised of key
representatives from the following types of positions and organizations: Executive Management,
Safety/Security, Facilities Management, Finance, Human Resources, and Information Technology.
Relocation Team - During a continuity event, members of the Relocation Team are responsible for
relocating to the designated Alternate Facility in a timely manner and re-establishing and recovering
the operations of the organization’s essential functions.
Support Team - In preparation of potential COOP events, COOP Support Team (CST) members are
responsible for attending CST meetings as scheduled, keeping the CST Team Chief apprised of
COOP matters, developing notification cascades for all CST members, and participating in COOP
trainings and exercises. During a COOP event, members of the CST are responsible for reporting in
to their CST Chief, reporting to their designated locations to await further COOP instructions (In many
cases, this may be their home residence), and providing support to the COOP Relocation Team as
requested.
Planning Team - Establishing a framework for the organization’s continuity plan design and strategy,
reviewing the accuracy of the personnel information contained within the plan, developing an ongoing
process for reviewing and updating the plan, and scheduling and participating in continuity trainings
and exercises.
71
Annex I: Companion Animal Evacuation and Sheltering
-Community Animal Response Team/Humane Society of the Pikes Peak Region
PURPOSE: This plan provides basic processes and procedures for the sheltering of companion
animals during disaster operations.
ASSUMPTIONS: The following assumptions apply to this plan:
1) Owners will be the primary care provider for their animals. The Community Animal Response
Team (CART) will only provide for security, accountability, and oversight of the shelters.
2) The CART will be a backup to pet owners in that if an owner that does not reasonably care for
their animals the CART will do so but the owner will be contacted.
3) Companion animal shelters will be co-located with the Red Cross shelter.
4) The Red Cross is the lead for the All Populations Shelter
5) The Red Cross will provide for logistics support of CART members in the co-located
companion animal shelter. The EOC will provide for Logistics support to the large animal
CART.
6) Only animals of known owners will be sheltered in the companion animal shelter. All stray
companion animals will be taken to the Humane Society of El Paso County.
7) The CART may have to provide food for all animals but will ensure that sufficient water is
provided for all animals.
8) The CART will only provide for basic first aid and emergency care to stabilize an animal. The
owner is ultimately responsible for any emergency care of their animal.
SCOPE: The plan applies to the unincorporated areas of El Paso County. If the County CART is
requested to support a shelter under Mutual Aid, they will utilize this plan unless the requesting
agency has a sheltering plan and requests that the EPC CART utilize their policies, processes, and
procedures. For purpose of this plan a resident is one person and not a house.
CONCEPT OF THE OPERATION:
This plan is divided into a base plan and several annexes that provide guidance to CART member for
the evacuation and sheltering of companion animals. The CART shelter has a base capability
designed around operating a shelter for 72 to 96 hrs. Short term shelters will have less capability
than shelter operating for more than 72 hrs. Long term shelters may include separate supply and
equipment and pet wash areas but may also include a greater division of animals in the shelter. This
greater division may include having separate areas for difficult animals, very old animals, animals
showing aggressive behavior, etc.
The CART shelter is a component of the All Populations Mass Care Shelter. The All Population
shelter house general, functional and medical needs people as well as companion animals.
Oversight of the human shelter is the Pikes Peak Chapter of the American Red Cross (PPARC).
They are assisted by the Medical Reserve Corps of El Paso County who provide support to the
medical needs of people in the shelter.
Although the CART works for the OEM Director and not the Red Cross, the PPARC is responsible for
“allocating property” to the CART as well as the MRC. Therefore upon arrival there is a requirement
for the CART lead to coordinate with the PPARC for their area to set up.
72
Activation and Notification:
If an emergency or evacuation requires an evacuation the OEM Director will assess whether a
shelter needs to be established. This decision will be based on size of evacuated area, number of
homes in the area, and the anticipated length of the evacuation. If a shelter is required, the OEM
Director will contact the on-duty Emergency Services Coordinator for the Pikes Peak Chapter of the
American Red Cross and validate the need to open a shelter. Information provided will be 1)
evacuated area 2) number of homes and anticipated population to be evacuated 3) areas of potential
danger i.e. areas that the PPARC does NOT want to establish a shelter 4) estimated numbers of
functional and medical needs residents in the evacuated area.
Once the PPARC is notified to activate the shelter the OEM Director will contact the CART to activate
a Companion Animal Shelter (CAS). A Companion Animal Shelter (CAS) will always be activated any
time a residential shelter is established. The EM will provide the CART the location of the PPARC
shelter or the location to stage if the shelter location is not yet known. The EM will contact one CART
member who will in turn contact all other CART members.
The EM will conduct an independent assessment to determine if a Large Animal Shelter (LAS) is
required. If the requirement is validated, the EM will activate the LAS and the Large Animal CART
Team. The EM will most likely activate the Large Animal CART before a shelter location is known.
The EM will advise the Large Animal CART of a location to stage pending the identification of the
LAS.
All CART members will report to their designated location with the appropriate clothing, supplies and
equipment. As a minimum this includes clothing for the anticipated temperatures, boots, and leather
gloves, personal medications for 24 hours, and bottled water and snacks for 6 hours.
Personnel Job Descriptions:
CART Shelter Manager
Veterinarian Section
Animal Care Section Responsible
Medical Lead
Documentation Section
Safety and Sanitation Section
Logistics Section
Personnel Requirements and Shift Operations: A minimum of a Shelter Manager and 5 personnel
are required to operate a shelter. This includes the Shelter Manager, one person for Intake and
Release, two for kennel/cage operations and oversight, and one on-site or on-call veterinarian.
Ideally more personnel per shift are ideal.
Animal Sheltering Cache: The Animal Sheltering Cache is maintained in a trailer that is located at
the Humane Society of the Pikes Peak Region. When the CART is activated a pre-approved member
of the CART will be identified to pick up the CART Cache and move it to the shelter(s) or the OEM
Director will ensure the delivery of the trailer to the shelter. If both a companion animal and a large
animal shelter are established, the EM must coordinate with the Large Animal Team and Companion
Animal Team members to obtain their caches in the most expeditious manner possible. This may
73
include that the LAS pulls their items from the cache trailer at the fire station or have the cache trailer
go to both shelter locations and drop the appropriate items at each shelter.
Shelter Operations:
The pet shelter should have several designated areas that include the intake and release area,
kennel area, medical and isolation area, and the cage cleaning area. These areas must be set up in
a manner that provides for a smooth processing of companion animals.
It is worth noting again that stray animals will not be sheltered in the CAS. If a resident brings a stray
into the shelter and does not know the owner, then the CART will place the animal in a crate/kennel
and notify the Humane Society for pick up. Time permitting the CART will notify the PPARC lead of a
description of the animal in case the owner is in the shelter.
Pre-Operations Check
Intake and Release
Registration
Pet Registration
Pet health check
Pet tagging
Decontamination
Animal Care Operations:
General
Feeding
Animal Exercising
Daily Care Routine
Kennel Cleaning
Temperature Control
Medical Services:
The Veterinarian Section is staffed by CART veterinarians and veterinarian technicians. This section
is responsible for overall medical support to the shelter. This section will advise the Animal Care
Section of any special kennel/cage requirements that may include:
Sick
Obese Animals
Maternity
Emergency Medical Care
Safety:
Personal Protection Equipment (PPE)
Bites and scratches
Aggressive/hostile
Tripping and slipping hazards
Electrical cord hazards to animals and humans
Severe weather
74
Emergency Evacuation
Waste Disposal
Zoonotic Disease
Shelter and CART Demobilization
Logistics
Supplies and Services
Facilities
Donations
Public Information
Finance
**REFERENCE APPROVED PLAN FOR COMPLETE DETAILS**
75
Annex J: Large Animal Sheltering
-Community Animal Response Team/Humane Society of the Pikes Peak Region
PURPOSE: This plan provides basic processes and procedures for the evacuation and sheltering of
large animals during disaster operations.
ASSUMPTIONS: The following assumptions apply to this plan:
1) Owners will be the primary care provider for their animals. The Community Animal Response
Team (CART) will only provide for security, accountability, and oversight of the shelters.
2) The CART will be a backup to owners in that if an owner that does not reasonable care for
their animals the CART will do so but the owner will be contacted.
3) Large animal strays will be taken to the large animal shelter and will be cared for by the CART.
4) The CART may have to provide food for all animals but will ensure that sufficient water is
provided for all animals.
5) The CART will only provide for basic first aid and emergency care to stabilize an animal. The
owner is ultimately responsible for any emergency care of their animal.
6) Large Animal Shelters (LAS) will be established in stables under a Memorandum of
Agreement.
SCOPE: The plan applies to the unincorporated areas of El Paso County. If the County CART is
requested to support a shelter under Mutual Aid, they will utilize this plan unless the requesting
agency has a sheltering plan and requests that the EPC CART utilize their policies, processes, and
procedures. For purpose of this plan a resident is one person and not a house.
CONCEPT OF THE OPERATION:
This plan is divided into a base plan and several annexes that provide guidance to CART member for
the sheltering of Large animals.
The EM will conduct an independent assessment to determine if a Large Animal Shelter (LAS) is
required. If the requirement is validated, the EM will activate the LAS and the Large Animal CART
Team. The EM will most likely activate the Large Animal CART before a shelter location is known.
The EM will advise the Large Animal CART of a location to stage pending the identification of the
LAS.
Incident Command System (ICS): All members of the Shelters (All Population Shelter will utilize
the ICS. Below is the anticipated ICS system that will be utilized by the All Population Shelter and the
Large Animal Shelter (LAS).
Logistics Support to CART:
Large Animal Shelter (LAS): The LAS must identify a CART person that will serve as the Logistics
Lead. This person will coordinate with the Stable Manager to identify what facilities, supplies,
services, etc that the Stable Manager would be willing to provide to the CART. This should include, at
a minimum, latrine support to CART members but the Logistics Lead should also inquire about water
for CART members and animals, feed support for animals, use of muck forks and wheelbarrows, and
trash/garbage support. Any support required for operations, but not provided by the Stable Manager,
will be passed to the EOC (ESF 11a-Animals) by the Logistics Lead. The EOC is responsible for
76
resourcing these requirements. Only those items that are critical to LAS operations should be
considered for procurement.
Animal Sheltering Cache: The Animal Sheltering Cache is maintained in a trailer that is located at
the Sheriff’s Fire Station. When the CART is activated a pre-approved member of the CART will be
identified to pick up the CART Cache and move it to the shelter(s). If both a companion animal and a
large animal shelter is established, the EM must coordinate with the Large Animal Team and
Companion Animal Team members to obtain their caches in the most expeditious manner possible.
This may include that the LAS pulls their items from the cache trailer at the fire station or the cache
trailer to go to both shelter locations and drop the appropriate items at each shelter.
Site Identification:
The EM will identify the location of the LAS.
Large Animal Shelter (LAS): The location of the LAS will be identified by the OEM Director. The
first CART person on-site will coordinate with the Stable Manager to identify the areas within the
facility for the CART team including locations for trailer parking, intake and release, isolation
stalls/pens, etc.
Site Establishment
Large Animal Shelter (LAS): ): Once the CART area is identified by the Stable Manager, the lead
CART person must identify the locations for trailer parking, intake and release, sheltering for mares,
geldings, stallions, llamas, etc, isolation area, medical area and CART member parking.
**REFERENCE APPROVED PLAN FOR COMPLETE DETAILS**
77
Annex K: Community Recovery
Human Services and Humanitarian Care
Support Mass Care Activities
1) Ensure coordination between Human Services and nonprofit/voluntary agencies providing
mass care (American Red Cross, Salvation Army, Colorado Baptists, etc.)
2) Provide logistical support for sheltering, feeding, bulk distribution, animal care and other mass
care activities
3) Establish call center or request assistance from Colorado 2-1-1 to provide call center,
information and referral services
Provide Behavioral Health Services to Survivors
1) Identify resources to meet immediate needs for crisis counseling (victim advocates, behavioral
health specialists)
2) Determine need for long-term behavioral health services
3) Obtain technical assistance through Colorado Crisis Education and Response Network
(COCERN), coordinated by Colorado Department of Public Health and Environment (CDPHE)
Establish System for Managing Donations and Volunteers
1) Determine adequacy of local resources and whether outside assistance is needed to establish
a volunteer reception center or to manage donations facilities
2) Obtain technical assistance from State Donations-Volunteer Coordination team
3) Establish policy and process for accepting and dispensing cash donations
Provide Case Management Services
1) Ensure trained case managers are available to support unmet needs of individuals and
families (application completion, housing, employment, business support, legal services,
clothing, furniture, transportation, medical and behavioral health services, and
referral/transition to other public services)
Conduct Community Outreach
1) Determine need for Disaster Recovery Center(s) in order to provide one-stop hub for
governmental and nonprofit assistance and information
2) Develop resource guide and directory for survivors
3) Convene community meetings to obtain public input on recovery needs
Establish Long-Term (Unmet Needs) Recovery Committee
1) Coordinate with local community-based organizations to establish process for addressing
remaining needs of residents after all available insurance and government assistance is
exhausted
2) Obtain technical assistance from Colorado Voluntary Organizations Active in Disasters
(COVOAD)
78
Develop Disaster Housing Strategy
1) Assess interim housing needs and availability of rental resources
2) Establish process for referring residents to available interim housing (web page, rental
resource database, etc.)
3) Obtain technical assistance from Colorado Disaster Housing Task Force (DOLA, Division of
Housing)
Identify Sources of Outside Assistance
1) Identify assistance programs available from federal government, state government, nonprofit
organizations and the private sector to assist individuals and families
2) Support delivery of FEMA Individual Assistance grants/loans in federally-declared disasters
Restoration of Public Infrastructure, Facilities and Services
Repair/Replace/Restore Public Infrastructure and Services
1) Determine level of insurance coverage for damaged public facilities
2) Identify alternate facilities to continue government operations during repairs/restoration
3) Develop strategy and priorities for emergency and permanent restoration of utilities, health and
medical facilities, transportation systems, communications, and water/wastewater systems
4) Coordinate with utility providers to determine restoration priorities
5) Administer FEMA Public Assistance grants in federally-declared disasters
Identify Hazard Mitigation Opportunities
1) Develop hazard mitigation strategy and seek funding to support mitigation projects and
initiatives
2) Evaluate adequacy of building and zoning codes and land use plans based on disaster
impacts
3) Coordinate with state and federal agencies with hazard mitigation programs and resources
Identify Sources of Outside Assistance
1) Identify assistance programs available from federal government, state government, nonprofit
organizations and the private sector to assist with restoration and replacement of infrastructure
and mitigation of future hazards
Management and Administration (Continuity of Government)
Complete Damage Assessment
1) Determine need for additional building inspectors (ICC, Colorado Chapter)
2) Appoint Damage Assessment Coordinator to organize and manage local damage assessment
efforts and coordinate with state and federal agencies
3) Assess damages to residences and businesses (number destroyed, number with major
damage, number with minor damage)
4) Assess damages to public infrastructure (government facilities, schools, hospitals, roads and
bridges, utilities, water control facilities, parks and other infrastructure)
5) Document costs related to emergency protective measures (overtime, equipment, supplies
and materials related to protecting people and property)
79
Determine Need for Disaster Declaration
1) Request state and or federal disaster assistance (as needed, based on damage assessment
and levels of insurance coverage)
2) Prepare ordinance/resolution declaring a local disaster and providing legal basis for instituting
social controls, enabling access to TABOR emergency reserves, or other extraordinary legal
measures
Develop Debris Management Strategy
1) Identify environmental and public health risks and communicate to responders, residents and
relief workers (asbestos, hazardous materials, etc.)
2) Designate priority locations/routes for emergency debris clearance
3) Develop debris management strategy, to include guidelines for sorting, recycling, reducing,
monitoring and disposing
4) Ensure compliance with federal and state laws (NEPA, Clean Air/Water Acts)
5) Develop and deliver public messaging to maximize public cooperation and confidence
Identify Technical Assistance Needs
1) Contact Department of Local Affairs (DOLA Divisions of Local Government, Housing,
Emergency Management) for legal, budgetary, housing, planning and economic development
assistance
Establish Disaster-Related Policies
1) Modify codes and regulations as needed to facilitate recovery for residents, businesses and
public entities
Provide Coordinated and Timely Public Information
1) Prepare and release coordinated public messaging regarding health and safety risks, debris
removal, donations/volunteers, availability of assistance, and other recovery issues
2) Establish web page and utilize social media to create interactive, culturally-competent dialogue
with residents on recovery matters
Appoint Recovery Manager
1) Provide central coordination point for all recovery support functions
2) Facilitate community and neighborhood meetings
3) Seek support from philanthropic community
4) Provide liaison with state and federal agencies and coordinate administration of Stafford Act
(when available) and other assistance programs
Track Emergency-Related Costs and Resources
1) Maintain complete and accurate financial records of disaster-related costs
80
Establish Long-Term Recovery Committee
1) Establish vision for long-term recovery (re-imagine instead of just rebuild) and set goals,
priorities and milestones
2) Develop and support long-term recovery strategy, including efforts to restore the community’s
tax base, and proactively manage recovery/redevelopment to balance competing interests
3) Enlist support of community leaders (government, business, nonprofit, faith-based) to bring
resources and expertise to the table
4) Engage support of business community/private sector in developing strategies for retaining
businesses and employers
81
El Paso County
Emergency Operations Plan
Hazards Annex
82
HAZARD ANNEXES
BIOLOGICAL PANDEMIC HAZARD ANNEX
Background
The U.S. Center for Disease Control defines an outbreak as the occurrence of more cases of disease
than normally expected within a specific place or group of people over a given period of time. There
are a number of State and local regulations that require immediate reporting of any known or
suspected outbreaks by health care providers, health care facilities, laboratories, veterinarians,
schools, child day care facilities, and food service establishments. An epidemic is a localized outbreak
that spreads rapidly and affects a large number of people or animals in a community. A pandemic is
an epidemic that occurs worldwide or over a very large area and affects a large number of people or
animals.
Location
All areas of El Paso are susceptible to human health hazards. While some hazards such as West Nile
Virus and Rocky Mountain spotted fever disease can have a geographic presence within the area,
other diseases can cause exposure from outside the geographic area of the County, that is, El Paso
County residents who travel extensively can become exposed to these hazards while abroad and
bring the hazard back with them. This makes it difficult to map the extent and location of these
hazards in comparison to other hazards such as flooding, dam failure, or wildfire.
Frequency
Due to the increase in air travel, growing populations, and the country’s aging population, the
probability of a communicable disease epidemic or pandemic is increasing. The winter 2005 influenza
vaccine shortage caused by a flaw in a European manufacturer’s supply raised concerns about the
protection of at-risk populations; a nationwide public outreach campaign was launched to ensure that
at-risk populations received vaccines before additional vaccine was made available to the general
public.
The impact of SARS on health workers attempting to diagnose and treat those stricken with the
disease also highlighted how vulnerable populations may be if the health care community is one of
the first groups in an area to become sick with a communicable disease.
Severity
The severity of human health hazards is dependent upon the percentage of the population exposed
to these hazards of concern. As exposure populations reach epidemic proportions, the severity can
significantly increase. The key to reducing the severity of an infestation is capping the exposure so
that the percentage of the population exposed does not continue to grow or spread to uninfected
populations.
Secondary Hazards
Human health hazards are not like natural hazards that have measurable secondary impacts, such as
earthquakes, floods, or fires. This is due primarily to that fact that human health hazards do not
impact general building stock or critical facilities and infrastructure as other hazards do. The largest
secondary impact caused by human health hazards would be economic. Large outbreaks of any
human health hazard could reduce the workforce significantly for long periods of time while the
83
infected population recovers from the impacts of the disease. Hospitals and health care providers
could be overwhelmed.
FLOOD HAZARD ANNEX
Background
Flood
The following description of flooding is excerpted from the 2013 State of Colorado Flood Mitigation
Plan.
A flood is a general and temporary condition of partial or complete inundation of normally dry land
areas from:

the overflow of stream banks,

the unusual and rapid accumulation of runoff of surface waters from any source, or

mudflows or the sudden collapse of shoreline land.
Flooding results when the flow of water is greater than the normal carrying capacity of the stream
channel. Rate of rise, magnitude (or peak discharge), duration, and frequency of floods are a function
of specific physiographic characteristics. Generally, the rise in water surface elevation is quite rapid
on small (and steep gradient) streams and slow in large (and flat sloped) streams. The causes of
floods relate directly to the accumulation of water from precipitation, rapid snowmelt, or the failure of
manmade structures, such as dams or levees. Floods caused by precipitation are further classified as
coming from: rain in a general storm system, rain in a localized intense thunderstorm, melting snow,
rain or melting snow, and ice jams. Floods may also be caused by structural or hydrologic failures of
dams or levees. A hydrologic failure occurs when the volume of water behind the dam or levee
exceeds the structure’s capacity resulting in overtopping. Structural failure arises when the physical
stability of the dam or levee is compromised because of age, poor construction and maintenance,
seismic activity, rodent tunneling, or myriad other causes.
Floodplains
A floodplain is the area adjacent to a river, creek, or lake that becomes inundated during a flood.
Floodplains may be broad, as when a river crosses an extensive flat landscape, or narrow, as when a
river is confined in a canyon.
When floodwaters recede after a flood event, they leave behind layers of rocks and mud. These
gradually build up to create a new floor of the floodplain. Floodplains generally contain unconsolidated
sediments (accumulations of sand, gravel, loam, silt, and clay), often extending below the bed of the
stream. These sediments provide a natural filtering system, with water percolating back into the
ground and replenishing groundwater. These are often important aquifers, the water drawn from them
being filtered compared to the water in the stream. Fertile, flat reclaimed floodplain lands are
commonly used for agriculture, commerce, and residential development.
Connections between a river and its floodplain are most apparent during and after major flood events.
These areas form a complex physical and biological system that not only supports a variety of natural
resources but also provides natural flood and erosion control. When a river is separated from its
84
floodplain with levees and other flood control facilities, natural, built-in benefits can be lost, altered, or
significantly reduced.
Measuring Floods and Floodplains
The frequency and severity of flooding are measured using a discharge probability, which is the
probability that a certain river discharge (flow) level will be equaled or exceeded in a given year. Flood
studies use historical records to estimate the probability of occurrence for the different discharge
levels. The flood frequency equals 100 divided by the discharge probability. For example, the 100year discharge has a 1-percent chance of being equaled or exceeded in any given year. The “annual
flood” is the greatest flood event expected to occur in a typical year. These measurements reflect
statistical averages only; it is possible for two or more floods with a 100-year or higher recurrence
interval to occur in a short time period. The same flood can have different recurrence intervals at
different points on a river.
The extent of flooding associated with a 1-percent annual probability of occurrence (the base flood or
100-year flood) is used as the regulatory boundary by many agencies. Also referred to as the special
flood hazard area (SFHA), this boundary is a convenient tool for assessing vulnerability and risk in
flood-prone communities. Many communities have maps that show the extent and likely depth of
flooding for the base flood. Corresponding water-surface elevations describe the elevation of water
that will result from a given discharge level, which is one of the most important factors used in
estimating flood damage.
Effects of Human Activities
Because they border water bodies, floodplains have historically been popular sites to establish
settlements. Human activities tend to concentrate in floodplains for a number of reasons: water is
readily available; land is fertile and suitable for farming; transportation by water is easily accessible;
and land is flatter and easier to develop. But human activity in floodplains frequently interferes with
the natural function of floodplains. It can affect the distribution and timing of drainage, thereby
increasing flood problems. Human development can create local flooding problems by altering or
confining drainage channels. This increases flood potential in two ways: it reduces the stream’s
capacity to contain flows, and it increases flow rates or velocities downstream during all stages of a
flood event. Human activities can interface effectively with a floodplain as long as steps are taken to
mitigate the activities’ adverse impacts on floodplain functions.
Federal Flood Programs
National Flood Insurance Program
The NFIP makes federally backed flood insurance available to homeowners, renters, and business
owners in participating communities. For most participating communities, FEMA has prepared a
detailed Flood Insurance Study (FIS). The study presents water surface elevations for floods of
various magnitudes, including the 1-percent annual chance flood and the 0.2-percent annual chance
flood (the 500-year flood). Base flood elevations and the boundaries of the 100- and 500-year
floodplains are shown on Flood Insurance Rate Maps (FIRMs), which are the principal tools for
identifying the extent and location of the flood hazard. FIRMs are the most detailed and consistent
data source available, and for many communities they represent the minimum area of oversight under
their floodplain management program.
85
Participants in the NFIP must, at a minimum, regulate development in floodplain areas in accordance
with NFIP criteria. Before issuing a permit to build in a floodplain, participating jurisdictions must
ensure that three criteria are met:
1. New buildings and those undergoing substantial improvements must, at a minimum, be
elevated to protect against damage by the 100-year flood.
2. New floodplain development must not aggravate existing flood problems or increase
damage to other properties.
3. New floodplain development must exercise a reasonable and prudent effort to reduce its
adverse impacts on threatened salmonid species.
El Paso County and its incorporated communities (except for the Town of Ramah) participate in the
NFIP program. Structures permitted or built in the County before the program began are called “preFIRM” structures, and structures built afterwards are called “post-FIRM.” The insurance rate is
different for the two types of structures. The effective date for the current countywide FIRM is August
23, 1999. The county and participating communities are currently in good standing with the provisions
of the NFIP. Compliance is monitored by FEMA regional staff. Maintaining compliance under the
NFIP is an important component of flood risk reduction.
Hazard Profile
El Paso County is at greatest risk from large rain events that produce severe flash flooding. These
rain events are most often microbursts, which produce a large amount of rainfall in a short amount of
time. Flash floods, by their nature, occur suddenly but usually dissipate within hours. Despite their
sudden nature, the National Weather Service is usually able to issue advisories, watches, and
warnings in advance of a flood. In mountainous, rugged terrain, runoff can damage drainage systems
or cause them to fail.
The potential for flooding can change and increase through various land use changes and changes to
the land surface. A change in environment can create localized flooding problems inside and outside
of natural floodplains by altering or confining watersheds or natural drainage channels. These
changes are commonly created by human activities (e.g., development). These changes can also be
created by other events such as wildfires.
Wildfires create hydrophobic soils, a hardening or “glazing” of the earth’s surface that prevents rainfall
from being absorbed into the ground, thereby increasing runoff, erosion, and downstream
sedimentation of channels. The effects of wildfires on flood are described in the hydrologist report
following the 2012 Waldo Canyon fire as follows (Moore and Park, 2012
Potential flood impacts include loss of life, injuries, and property damage. Floods can also affect
infrastructure (water, gas, sewer, and power utilities), transportation, jobs, tourism, the environment,
and ultimately, local and regional economies.
86
HAZARDOUS MATERIALS HAZARD ANNEX
Background
The El Paso County Hazardous Response Team was formed in 1986 primarily to mitigate dangers
posed by accidental hazardous materials releases. Today that mission remains. Added to it are the
additional requirements of being the Designated Emergency Response Authority (DERA) in the
unincorporated areas of the county, response in support of Metro SWAT and VNI Units, mutual-aid
commitments within the county and region, and the special requirements for response in homeland
security incidents.
El Paso County contains the only North-South Interstate Highway and rail line in the state. Both carry
large quantities of hazardous materials through the County. The County is home to many large
companies that manufacture, store, and/or use hazardous chemicals. Waste streams generated by
these entities can affect the environment we live in.
Population and industrial growth within the County, continuing development of the Department of
Homeland Defense strategies and related implications locally and regionally, all indicate the need for
an efficient and dynamic hazardous materials response capability.
Responsibility
El Paso County is participating in the State South-Central Homeland Security Region. With the
Federal funding that entails comes additional responsibility for planning and response on a regional
scale. Hazardous materials response is a highly regulated activity. Continuous training, certification
levels, medical certification, and record keeping, are all part of requirements imposed by State and
Federal regulation.
87
SEVERE WEATHER HAZARD ANNEX
Winter Storm
Background
Winter storms can include heavy snow, ice, and blizzard conditions. Heavy snow can immobilize a
region, stranding commuters, stopping the flow of supplies, and disrupting emergency and medical
services. Accumulations of snow can collapse roofs and knock down trees and power lines. In rural
areas, homes and farms may be isolated for days, and unprotected livestock may be lost. The cost of
snow removal, damage repair, and business losses can have a tremendous impact on cities and
towns.
Heavy accumulations of ice can bring down trees, electrical wires, telephone poles and lines, and
communication towers. Communications and power can be disrupted for days until damage can be
repaired. Even small accumulations of ice may cause extreme hazards to motorists and pedestrians.
Some winter storms are accompanied by strong winds, creating blizzard conditions with blinding
wind-driven snow, severe drifting, and dangerous wind chills. Strong winds with these intense storms
and cold fronts can knock down trees, utility poles, and power lines.
Blowing snow can reduce visibilities to only a few feet in areas where there are no trees or buildings.
Serious vehicle accidents can result with injuries and deaths.
Extreme Cold
Extreme cold often accompanies a winter storm or is left in its wake. It is most likely to occur in the
winter months of December, January, and February. Prolonged exposure to the cold can cause
frostbite or hypothermia and can become life-threatening. Infants and the elderly are most
susceptible. Pipes may freeze and burst in homes or buildings that are poorly insulated or without
heat. Extreme cold can disrupt or impair communications facilities.
Vulnerability
Population
Vulnerable populations are the elderly, low income, linguistically isolated populations, people with lifethreatening illnesses, and residents living in areas that are isolated from major roads. Power outages
can be life threatening to those dependent on electricity for life support. Isolation of these populations
is a significant concern. These populations face isolation and exposure during severe winter weather
events and could suffer more secondary effects of the hazard.
Property
All property is vulnerable during severe winter weather events, but properties in poor condition or in
particularly vulnerable locations may risk the most damage. Those that are located under or near
overhead lines or near large trees may be vulnerable to falling ice or may be damaged in the event of
a collapse.
Critical Facilities and Infrastructure
Incapacity and loss of roads are the primary transportation failures resulting from severe winter
weather. Snowstorms can significantly impact the transportation system and the availability of public
safety services. Of particular concern are roads providing access to isolated areas and to the elderly.
88
Prolonged obstruction of major routes can disrupt the shipment of goods and other commerce. Large,
prolonged storms can have negative economic impacts for an entire region.
Severe windstorms, downed trees, and ice can create serious impacts on power and aboveground
communication lines. Freezing of power and communication lines can cause them to break, disrupting
electricity and communication. Loss of electricity and telephone connection would leave certain
populations isolated because residents would be unable to call for assistance.
Damaging Winds
Background
Damaging winds are classified as those exceeding 60 mph. Damage from such winds accounts for
half of all severe weather reports in the lower 48 states and is more common than damage from
tornadoes. Wind speeds can reach up to 100 mph and can produce a damage path extending for
hundreds of miles. There are nine types of damaging winds:
Straight-line winds, Downdrafts, Downbursts, Microbursts, Gust front, Derecho, Bow,
Bora, Chinook Winds
Hazard Profile
Location
Windstorms could occur anywhere in El Paso County. Higher elevations could experience the most
significant wind speeds, but these areas are generally not developed or populated. Wind events are
most damaging to areas that are heavily wooded.
Frequency
Based on 19 events in 18 years, a damaging high-wind event more than once per year on average in
El Paso County and is considered highly likely.
Severity
High winds, often accompanying severe thunderstorms, can cause significant property and crop
damage, threaten public safety, and have adverse economic impacts from business closures and
power loss. Wind storms in El Paso County are rarely life threatening, but do disrupt daily activities,
cause damage to buildings, and structures, and increase the potential for other hazards, such as
wildfire. Winter winds can also cause damage, close highways (blowing snow), and induce
avalanches. Winds can also cause trees to fall, particularly those killed by pine beetles or wildfire,
creating a hazard to property or those outdoors. Due to the higher elevations of El Paso County, the
wind is less dense and thus less damaging than comparable winds at sea level. According to wind
zone information provided by FEMA, El Paso County is located in wind Zone II (160 mile per hour
maximum wind speeds). Portions of the County are also located in the Special Wind Region. These
areas experience Chinook and Bora winds described above.
Based on the information in this hazard profile the magnitude/severity of severe winter storms
considered limited. Overall significance of the hazard is considered low: minimal potential impact.
89
Tornado
Background
A tornado is a narrow, violently rotating column of air that extends from the base of a cumulonimbus
cloud to the ground. The visible sign of a tornado is the dust and debris that is caught in the rotating
column made up of water droplets. Tornadoes are the most violent of all atmospheric storms. The
following are common ingredients for tornado formation:
•
Very strong winds in the mid and upper levels of the atmosphere
•
Clockwise turning of the wind with height (i.e., from southeast at the surface to west aloft)
•
Increasing wind speed in the lowest 10,000 feet of the atmosphere (i.e., 20 mph at the surface
and 50 mph at 7,000 feet.)
•
Very warm, moist air near the ground with unusually cooler air aloft
•
A forcing mechanism such as a cold front or leftover weather boundary from previous shower or
thunderstorm activity.
Tornadoes can form from individual cells within severe thunderstorm squall lines or from an isolated
super-cell thunderstorm. Weak tornadoes can sometimes occur from air that is converging and
spinning upward, with little more than a rain shower occurring in the vicinity. Tornadoes in Colorado
are sometimes referred to as ‘land spouts’ because they are not attached to a major thunderstorm.
These tornados are generally smaller in scale.
Location
The topography of El Paso County limits the occurrence of most tornadoes to the central and eastern
portion of the county, but they can occur countywide.
Frequency
Tornadoes occurred in El Paso County on only 54 separate dates during a 62-year time period. This makes the
average probability of tornadoes in El Paso County less than one event per year.
Severity
Tornadoes are potentially the most dangerous of local storms. If a major tornado were to strike within
the populated areas of El Paso County, damage could be widespread. Businesses could be forced to
close for an extended period or permanently, fatalities could be high, many people could be homeless
for an extended period, and routine services such as telephone or power could be disrupted.
Buildings may be damaged or destroyed. The overall impact for the tornado hazard is medium.
Hailstorm
General Background
Hail occurs when updrafts in thunderstorms carry raindrops upward into extremely cold areas of the
atmosphere where they freeze into ice. Recent studies suggest that super-cooled water may
accumulate on frozen particles near the back-side of a storm as they are pushed forward across and
above the updraft by the prevailing winds near the top of the storm. Eventually, the hailstones
encounter downdraft air and fall to the ground.
90
The National Climatic Data Center’s Storm Events Database lists 94 hail events in El Paso County
between 1996 and 2014 with hail measured larger than 1.5 inches in diameter.
Location
Severe weather events have the potential to happen anywhere in the planning area. The entire extent
of El Paso County is exposed to the hailstorm hazard.
Frequency
Based on a record of 94 significant hailstorm events over an 18-year period, significant hail occurs
more than five times per year on average and is considered highly likely.
Severity
Severe hailstorms can be quite destructive. In recent years in the United States, hail causes more
than $1.3 billion in damage to property and crops each year representing between 1 and 2 percent of
the annual crop value.
The severity of hailstorms is limited—10 to 25 percent of property severely damaged; shutdown of
facilities for more than a week; and/or injuries/illnesses treatable does not result in permanent
disability. Overall significance is considered medium: moderate potential impact.
Drought
Drought is a normal phase in the climatic cycle of most geographical areas. According to the National
Drought Mitigation Center, drought originates from a deficiency of precipitation over an extended
period, usually a season or more. This results in a water shortage for some activity, group, or
environmental sector. Drought is the result of a significant decrease in water supply relative to what is
“normal” in a given location. Unlike most disasters, droughts normally occur slowly but last a long
time.
Defining when drought begins is a function of the impacts of drought on water users, and includes
consideration of the supplies available to local water users as well as the stored water they may have
available in surface reservoirs or groundwater basins. Different local water agencies have different
criteria for defining drought conditions in their jurisdictions. Some agencies issue drought watch or
drought warning announcements to their customers. Determinations of regional or statewide drought
conditions are usually based on a combination of hydrologic and water supply factors.
Extreme Heat
Note: While Extreme Heat was not included in the hazard ranking process, it does go hand in hand
with drought. To that point we have included Excessive heat events are defined by the U.S. EPA as
“summertime weather that is substantially hotter and/or more humid than average for a location at
that time of year” (EPA, 2006). Criteria that define an excessive heat event may differ among
jurisdictions and in the same jurisdiction depending on the time of year. According to this analysis, El
Paso County experienced, on average, more than 13.8 days per year of extreme heat days than
would be expected from the reference period.
91
TERRORISM HAZARD ANNEX
INTRODUCTION
Terrorism is defined as a premeditated, unlawful act dangerous to human life or public welfare that is
intended to intimidate or coerce civilian populations or governments, or any segment thereof, in
furtherance of political or social objectives.
Purpose
The purpose of this annex is to outline a concept of coordinated awareness, prevention,
preparedness, response and recovery related to terrorism/weapons of mass destruction incident
including roles and responsibilities of state agencies in assisting local governments with technical and
resource support.
Situation
Within El Paso County there are a number of facilities, special events, and population groups that are
vulnerable and could be potential targets for terrorist attacks. The awareness, prevention,
preparedness, response and recovery related to terrorism will involve local, state, federal, and private
entities. No single agency/organization has the expertise or resources to unilaterally act in the
complex situations associated with terrorist threats, physical and cyber acts of terrorism, or the use of
weapons of mass destruction (chemical, biological, radiological/nuclear and explosives (CBRNE)).
Terrorist acts may include, but are not limited to, kidnapping, hijacking, shootings, conventional
bombings, attacks involving chemical, biological, nuclear/radiological weapons, cyber-attacks,
sabotage, assassination, extortion, contamination of food, agricultural crops, livestock, water, and the
air, and threats to commit such acts.
Terrorism awareness, prevention, preparedness, response and recovery can generally be
categorized into two major components, which may operate concurrently. They are:
1. Crisis Management (awareness, prevention and preparedness) includes measures to anticipate
requirements and to react effectively, to stop an incident from occurring, or to mitigate an incident’s
effects, and to build and sustain performance across all other domains. Law enforcement is a major
aspect of crisis management. The FBI has primary responsibility for the investigation of all domestic
and international terrorism incidents. In addition, local law enforcement agencies, the El Paso County
Sheriff’s Office, the Colorado Department of Public Safety, the Colorado Office of Homeland Security
& Emergency Management, the Colorado State Patrol (CSP), and the Colorado Bureau of
Investigation (CBI) play key roles in investigating terrorist acts. The Department of Defense military
bases within El Paso County have unique roles to play in the event of terrorist activity. They have
responsibility within their boundaries, with the FBI having domestic primary responsibility.
2. Consequence Management (response and recovery) includes measures to protect public health
and safety, restore essential government services, and provide emergency relief to affected
communities and governments, commercial businesses, agricultural industries, and individuals
affected by an act of terrorism, and bring perpetrators of an intentional incident to justice.
Response and recovery will primarily occur at the local jurisdictional level with the state playing a
supporting role by assisting in the coordination of state and federal supplemental resources.
92
WILDFIRE HAZARD ANNEX
General Background
A wildfire is any uncontrolled fire occurring on undeveloped land that requires fire suppression.
Wildfires can be ignited by lightning or by human activity such as smoking, campfires, equipment use,
and arson.
Fire hazards present a considerable risk to vegetation and wildlife habitats. Short-term losses caused
by a wildfire can include the destruction of timber, wildlife habitat, scenic vistas, and watersheds.
Long-term effects include smaller timber harvests, reduced access to affected recreational areas, and
destruction of cultural and economic resources and community infrastructure. Vulnerability to flooding
increases based on the destruction of watersheds. The potential for significant damage to life and
property exists in areas designated as wildland urban interface (WUI) areas, where development is
adjacent to densely vegetated areas.
Wildfires are of significant concern throughout Colorado. According to the Colorado State Forest
Service, vegetation fires occur on an annual basis; most are controlled and contained early with
limited damage. For those ignitions that are not readily contained and become wildfires, damage can
be extensive. According to the State of Colorado Natural Hazards Mitigation Plan, a century of
aggressive fire suppression combined with cycles of drought and changing land management
practices has left many of Colorado’s forests, including those in El Paso County, unnaturally dense
and ready to burn. Further, the threat of wildfire and potential losses are constantly increasing as
human development and population increases and the wildland-urban interface expands. Another
contributing factor to fuel loads in the forest are standing trees killed by pine bark beetles, which have
been affecting the forests of Colorado since 2002, becoming more widespread and a serious
concern. According to the El Paso County Hazard Mitigation Community Survey conducted in 2013,
El Paso County residents believe that wildfire is the greatest threat to their safety.
Wildfire losses are typically not covered by basic homeowner’s insurance. Additional coverage must
be purchased in order to insure against such damages. The ISO and the National Fire Protection
Association have developed a methodology for insurance companies to identify wildfire exposure.
Property ratings are developed based on the following:
•
Fuel — Grass, trees, or dense brush can feed a wildfire.
•
Slope — Steeper slopes can increase the speed and intensity of wildfire and affect
reconstruction costs.
•
Access — Dead-end roads can impede fire-fighting equipment.
Prescribed Burns
Prescribed burns are fires that are set intentionally to clear fuels from an area, so that the area is less
likely to burn in the event of a wildfire. These burns are used on forest lands to prepare sites for forest
regeneration, improve wildlife habitat, control insects and disease, and perpetuate fire-dependent
ecosystems (Colorado Legislative Council, 2012). In general, prescribed burns are not equated with
wildfire hazard as they are intentional and controlled; however, it is possible for a prescribed burn to
become uncontrolled and result in a wildfire.
93
Responsibility
The El Paso County Sheriff’s Office is responsible for the Community Wildfire Protection Plan, and
wildland firefighting in the county. Please refer to the current approved plan. Local municipal fire
departments and fire districts are responsible for wildland firefighting within their jurisdictions.
Community Wildfire Protection Plans
Community Wildfire Protection Plans (CWPP) are authorized and defined as part of the Healthy
Forests Restoration Act passed by Congress and signed into law in 2003. These plans are intended
to bring together diverse local interests to discuss mutual concerns for public safety, community
sustainability and natural resources (Colorado State University, no date). Colorado Senate Bill 09-001
requires each county in the state to prepare a CWPP for the unincorporated portion of the county.
CWPPs should include the following components (Colorado State University, no date):
• A description of the community’s WUI problem areas, preferably with a map and
narrative.
•
Information on the community’s preparedness to respond to a wildland fire.
•
A community risk analysis that considers, at a minimum, fuel hazards, risk of wildfire
occurrence and community values to be protected both in the immediate vicinity and the
surrounding zone where potential fire spread poses a realistic threat.
•
Identification of fuels treatment priorities on the ground and methods of treatment.
•
Ways to reduce structural ignitability.
•
An implementation plan.
Frequency
According to the Colorado State Wildfire Risk Assessment Report for El Paso County, there is a
100-percent chance that at least one wildfire will occur each year in El Paso County. Many of these
fires will be 5 acres and less.
Severity
The wildfire hazard for the County is considered to be critical: isolated deaths or multiple injuries and
illnesses; major or long-term property damage that threatens structural stability; and interruption of
essential facilities and services for 24 to 72 hours. It is possible that a wildfire event in the County
could be catastrophic: extraordinary levels of mass causalities, damage or disruption severely
affecting the population, infrastructure, environment, economy, and government functions, which
includes sustained city and regional impacts; overwhelms the existing response strategies and state
and local resources; and requires significant out-of-state and federal resources.
Warning Time
Wildfires are often caused by humans, intentionally or accidentally. There is no way to predict when
one might break out. Since fireworks often cause brush fires, extra diligence is warranted around the
Fourth of July when the use of fireworks is highest. Dry seasons and droughts are factors that greatly
increase fire likelihood. Dry lightning may trigger wildfires. Severe weather can be predicted, so
94
special attention can be paid during weather events that may include lightning. Reliable National
Weather Service lightning warnings are available on average 24 to 48 hours prior to a significant
electrical storm.
If a fire does break out and spread rapidly, residents may need to evacuate within days or hours. A
fire’s peak burning period generally is between 1 p.m. and 6 p.m. Once a fire has started, fire alerting
is reasonably rapid in most cases. The rapid spread of cellular and two-way radio communications in
recent years has further contributed to a significant improvement in warning time.
95
All Hazards
Emergency Operations Plan
Emergency Roles and Support Functions
(ESFs)
96
Emergency Roles and Emergency Support Function (ESF) Annexes
Contents:
1. Elected officials
2. OEC Manager/Emergency Management Coordinator
3. Operations Section Chief
4. Planning Section Chief
5. Logistics Section Chief
6. Safety Officer
7. Finance and Administration Section Chief
8. Emergency Support Functions (ESFs)
a. ESF #1—Transportation
b. ESF #2—Communications
c. ESF #3—Public Works & Engineering
d. ESF #4—Fire Fighting
e. ESF #5—Emergency Management
f. ESF #6—Mass Care, Housing, Human Services
g. ESF #7—Resource Support
h. ESF #8—Public Health & Medical Services
i.
ESF #9—Search & Rescue
j.
ESF #10—Oil & Hazardous Materials
k. ESF #11—Agriculture & Resource Protection
l.
ESF #12—Energy
m. ESF #13—Public Safety & Security
n. ESF #14—Long Term Recovery & Mitigation
o. ESF #15—External Affairs
97
ELECTED OFFICIALS
Responsible for: protection of the county government, its citizens and their property
Reports to: the voters
Checklist




Notification
Reported to the County Emergency Operations Center (EOC).
Checklist reviewed.
Established communication with other elected officials.
OPERATIONS
Community’s response to the emergency monitored.
Needs evaluated and county resources committed as needed.
Role of Incident Commander assumed by on- scene first responder.
Disaster Declaration
1. Determination made whether to declare a disaster emergency.
2. Declaration prepared and signed by majority of the board of elected officials (See El Paso
County form for Formal Declaration of Disaster Emergency).
Protective Actions
Recommendation made to the population to evacuate or to shelter the population, as needed.
Continuity of Government







Chief Elected Official is______________________________________.
Next in Line is_____________________________________________.
Next in Line is_____________________________________________.
In the absence of the above, responsibility for county government goes to
_____________________________________________.
If the EOC cannot be used, the EOC staff and functions relocated to the alternate facility at:
______________________________.
In case of evacuation, important documents collected to be transported to safe location.
In case of evacuation, electronic documents “backed up” and the backup transported to
alternate location.
98
RECOVERY AND MITIGATION
Federal Recovery Programs
1. Appointed an “Applicant’s Authorized Agent”.
2. Signed Notice of Intent to apply for federal aid.
Mitigation
1.
2.
3.
4.
Modified land use/zoning plan.
Enacted/enforced more stringent building codes.
Construct/maintain storm water management system.
Improve public information about hazards.
DECLARATION OF DISASTER EMERGENCY
(See El Paso County form for Formal Declaration of Disaster Emergency)
99
EOC MANAGER/EMERGENCY MANAGEMENT
Responsible for: overall emergency management program, activating and managing the EOC
Reports to: the Elected Officials, Emergency Management Director
The EOC Manager is in charge of the Emergency Operations Center for El Paso County, makes
executive decisions, makes rules, regulations and orders, manages, controls and advises the Policy
Advisory Group, and develops strategies and approves Incident Action Plan.
EMERGENCY NOTIFICATION METHOD: _____________________________
1. Notification verified.
2. Action Log Initiated. (see Attachment 1 to this checklist)
3. Elected officials notified.
Increased readiness
1. Increased readiness received from Homeland Security Alert System (HSAS).
2. Watch/Warning received from National Weather Service (NWS).
3. Notification received from County Emergency Management Agency (OEM).
4. Consulted with elected officials.
5. Recommendation re: Emergency Operations Center (EOC) Activation made to elected
officials.
6. Affected Emergency Support Functions notified.
7. Key staff put on stand-by.
8. Partial mobilization of EOC begun.
9. Critical facilities notified.
10. HSAS procedures implemented.
EOC Materials Inventory
 Copy of the County Emergency Operations Plan (EOP)
 Copy of EOC Checklists
 Notification and Resource Manual
 Action Log
 Sign-In/Out Log (see Attachment 2 to this checklist)
 Organization Chart
 EOC floor plan sketch
 Staff schedule for 24-hour operations (2 shifts)
 Action Status Board
 County map
 Office supplies
EOC Activated Checklist
 EMC present at EOC at _________________________________
(Name of facility and street address)
 Deputy EMC notified/present.
100
El Paso County Checklist # 2 – EOC MANAGER/EMERGENCY MANAGEMENT
Completed or N/A
By ____________________________Time___________________ Item__________________
1. Elected official(s) notified/present (NAME/Time _____________________________).
2. Elected official(s) notified/present (NAME/Time _____________________________).
3. Elected official(s) notified/present (NAME/Time _____________________________).
4. Elected official(s) notified/present (NAME/Time _____________________________).
5. Elected official(s) notified/present (NAME/Time _____________________________).
6. Elected official(s) notified/present (NAME/Time _____________________________).
7. Elected official(s) notified/present (NAME/Time _____________________________).
8. Elected official(s) notified/present (NAME/Time _____________________________).
9. Public Information Officer (PIO) notified. (NAME/Time ________________________).
10. Operations Section Chief notified. (NAME/Time _____________________________).
11. Planning Section Chief notified. (NAME/Time _____________________________).
12. Logistics Section Chief notified. (NAME/Time _____________________________).
13. Admin-Finance Section Chief notified. (NAME/Time _____________________________).
14. Liaison Officer notified. (NAME/Time _____________________________).
15. Branch Director(s) notified for ____________________ and ___________________________.
16. Security in place.
17. Status Board initiated.
18. Message Log initiated.
19. County notified that EOC is operational.
Communications
1.
2.
3.
4.
5.
6.
7.
8.
Phone lines tested.
Radios tested.
______________________ tested.
______________________ tested.
______________________ tested.
______________________ tested.
Amateur Radio operator on site.
Emergency Alert System (EAS) station monitored. (Station ID ______)
101
Operations
1.
2.
3.
4.
5.
EMC Initial Briefing on situation conducted.
Staff to maintain maps and status boards appointed.
County map posted with important information (affected area, Traffic
Control Points (TCPs), Access Control Points (ACPs), evacuation routes, etc).
Contact established with neighboring counties.
EOC Relocation
1.
2.
3.
4.
5.
Alternate Site Open.
Equipment & logs packed.
County notified.
Other EOCs notified.
Responders notified.
EOC OPERATIONS
1. Elected Officials and EOC staff informed when things change.
2. Verification completed that schools, businesses and other population concentrations are aware
of the problem.
3. Available resources monitored.
4. Requirements reviewed and “unmet needs” reported to county.
5. Route alerting accomplished (Firefighting Branch).
6. Additional briefing of the county EOC conducted.
Missing/Displaced Citizens
1. Established a “victim accountability system” to track missing citizens who are forced to leave
their homes.
2. Worked with Mass Care/Housing to identify location of displaced victims.
EOC Manager
1.
2.
3.
4.
5.
6.
7.

Assumed responsibilities of IM/IC
Deferred the role of EOC Manager to ___________________.
Delegated the role of Operations Section Chief to _____________________.
Delegated the role of Planning Section Chief to ______________________.
Delegated the role of Logistics Section Chief to______________________.
Delegated the role of Finance Section Chief to _________________________.
Branch Director(s) appointed for:
Position_________________ name_______________
102




Position_________________ name _______________
Position_________________ name _______________
Position_________________ name _______________
Position_________________ name _______________
PROTECTIVE ACTIONS



Protective Action Decision made by elected officials (EMC in their absence).
Shelter in Place Recommended.
Evacuation Recommended.
Shelter in Place





PIO Notified.
Public announcement and instructions prepared.
Non-English speaking citizens addressed.
Announcement broadcast over EAS.
Route alerting conducted (if appropriate).
Mass Care Shelter
1.
2.




3.
4.
County ESF # 6 contacted to set up mass care shelter.
Designated local emergency shelters at:
_______________________________________
_______________________________________
_______________________________________
_______________________________________
Shelter Managers appointed.
PIO announced location of temporary shelter.
Evacuation
1.
2.
3.
4.
5.
6.
7.
Routes and other parameters (when, who, how many, to where) of the evacuation planned.
Sirens and EAS (if practical) sounded.
Non-English speaking citizens addressed.
Assistance provided for mobility impaired residents
Reviewed Traffic Control Points (TCPs) and Access Control Points
(ACPs) for police in emergencies (Public Safety and Security (ESF #13) Branch).
Notified the Route/Sector Alert Team leaders and assigned personnel to route alert teams
(Firefighting (ESF #4) Branch).
103
Checklist:
1. Reviewed and updated list of hearing impaired residents requiring special notification to ensure
it is current (Public Health & Medical Services (ESF #8) Branch).
2. Verified list of non-ambulatory residents requiring ambulance assistance to ensure it is current
(Public Health & Medical Services (ESF #8) Branch).
3. Reviewed transportation planning. (Transportation (ESF #1) Branch)
4. Reviewed “unmet needs” of the county and reported them to the County OEM.
5. Verified that emergency fuel supplies, towing and repair services are available for evacuees.
6. Reviewed communication capabilities to maintain contact with TCPs and ACPs, Transportation
Pickup Points and buses and Route/Sector
7. Alert Teams (Communications Firefighting and Public Safety and Security Branches).
8. Verified notification of major businesses and industries, camp sites, motels/hotels, and other
transient sites once the siren alert sounded (Communications (ESF #2) Branch).
9. Provided for sufficient buses and/or other transportation to pick up those residents without
means of transportation (Transportation Branch)
10. Designated guides for buses being used to pick up persons who do not have transportation
(Transportation Branch)
11. Establishment of TCPs and ACPs verified (1Public Safety and Security Branch).
12. Evaluated selected TCPs and determined suitability and adequacy as evacuation routes
(Public Safety and Security Branch).
13. Monitored the process.
14. Notified County OEM when Route alerting finished.
15. After citizens have evacuated, relocated the EOC (if necessary).
16. Notified County OEM when evacuation complete.
DAMAGE REPORTING
1. Obtained sufficient copies of the Initial Damage Report (see Attachment 5 to this checklist) for
distribution to teams.
2. Notified Damage Reporting Team leaders and placed them on alert.
3. Obtained vehicles to conduct damage survey.
4. Coordinated the need for radios to conduct damage reporting with the Communications
Branch.
5. Assembled all damage reporting personnel and dispatched in teams.
6. Established a telephone number for call-in and established reporting time frames.
7. Reviewed damage reporting plan and listed the "unmet needs".
8. Coordinated damage survey plan with Red Cross.
104
Damage Assessment Checklist
1. Assigned Damage Reporting Teams to conduct an initial damage survey (teams should
consist of a minimum of two individuals and should be assigned to certain sectors).
2. Instructed teams to keep the EMC informed of the damage survey status.
3. As information is obtained, compiled the Damage Reports and provided same to the county.
4. Provided liaison to the county for damage assessment.
5. Provided tax and insurance information on the private and public sector buildings to the
Federal/State Damage Assessment Teams.
6. Assigned one member of the Damage Reporting Team, who is familiar with the location of the
damage, to accompany each Federal/State
7. Damage Assessment Team (as necessary).
8. Maintained records of all expenditures related to damage reporting and assessment activities
and submitted to the requesting authorities.
DISASTER PROCLAMATION
1. Assisted Elected Officials in preparation of the disaster proclamation document (see Elected
Officials Checklist).
2. Obtained signature of a majority of the membership of the board of elected officials.
3. Sent copy of proclamation to county OEM.
DISASTER RECOVERY OPERATIONS
Federal Recovery Programs
 Maintained records to document expenditures by the county.
 Assisted county and state OEM in establishing a Disaster Recovery Center (DRC).
Returning evacuees and recovery
 Adequate supplies of food arranged.
 Adequate supplies of fuel arranged.
 Assisted public utility with finding and repairing utility outages.
 Notified evacuees of status of return.
 Checked with county before closing the EOC Log, and the EOC.
DEVELOPED AN AFTER ACTION REPORT (AAR) FOR THE
INCIDENT
 FOEM form 95-44 submitted (as an AAR).
 Local or county format utilized.
INCORPORATED LESSONS LEARNED DURING EMERGENCIES OR EXERCISES INTO THE
EXISTING PLAN AND PROCEDURES.
105
OPERATIONS SECTION CHIEF
Purpose
The Operations Section Chief - (OPS), a member of the General Staff, is responsible for the
management of all operations directly applicable to the primary mission. The Operations
Section is responsible for all tactical activities focused on reducing the immediate hazard,
saving lives and property, establishing situational control, and restoring normal operations.
Lifesaving and responder safety will always be the highest priorities and the first objectives in
the Incident Action Plan.
Actions
The OPS activates and supervises organization elements in accordance with the Incident
Action Plan (IAP) and directs its execution. The OPS also directs the preparation of Unit
operational plans, requests or releases resources makes expedient changes to the IAP, as
necessary; and reports such to the EOC Manager. The major responsibilities of the
Operations Section Chief are:
Develop operations portion of IAP.
Brief and assign Operations Section personnel in accordance with the IAP.
Supervise Operations Section.
Determine need and request additional resources.
Review suggested list of resources to be released and initiate recommendation for
release of resources.
Assemble and disassemble strike teams assigned to the Operations Section.
Report information about special activities, events, and occurrences to the EOC
Manager.
Respond to resource requests in support of Natural Resource Damage Assessment
(NRDAR) activities.
Maintain Unit/Activity Log (ICS Form 214).
Responsible for: provision of emergency services to aid in the protection of the county government, its
citizens and their property
CHECKLIST: OPERATIONS SECTION CHIEF
Reports to: the EOC Manager
DATE OF ACTIVATION: ____________ REASON FOR ACTIVATION:
___________________________
Completed or N/A
By ______________________ Time ______________________Item ____________________
Materials and Information Inventory
1. Copy of this EOP
2. Notification and Resource Manual
3. Action Log
106
Notification
1. Reported to the County Emergency Operations Center (EOC) at
_________________________________
1. (Name of facility and street address).
2. Reviewed the checklist.
Checklist:
1. Assumed responsibilities of Operations Section Chief
2. Delegated the role of Communications (ESF # 2) Branch Director
to_____________________________________________.
3. Delegated the role of Firefighting (ESF # 4) Branch Director
to______________________________________________.
4. Delegated the role of Public Health and Medical Services (ESF # 8) Branch Director
to_________________________________.
5. Delegated the role of Search and Rescue (ESF # 9) Branch Director
6. to_______________________________________________.
7. Delegated the role of HAZMAT (ESF # 10) Branch Director
8. to_______________________________________________.
9. Delegated the role of Public Safety and Security (ESF # 13) Branch Director
to________________________________________.
10. Retained the responsibilities of ESF # _________________________________________.
11. Developed an after action report (AAR) for the incident.
12. Incorporated lessons learned during emergencies or exercises into the existing plan and
procedures.
107
PLANNING SECTION CHIEF
Purpose
The Planning Section Chief - (PSC), a member of the General Staff, 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; and prepare alternative strategies for the
incident.
Actions
The primary duties of the Planning Section Chief are:
Collect and process situation information about the incident.
Supervise preparation of the Incident Action Plan (IAP).
Provide input to the EOC Manager and Operations Section Chief on preparing the IAP.
Chair planning meetings and participate in other meetings as required.
Reassign out-of-service personnel already onsite to Incident Command System (ICS)
organizational positions as appropriate.
Establish information requirements and reporting schedules for Planning Section Units
(e.g., Resources, Situation Units).
Determine the need for any specialized resources in support of the incident.
If requested, assemble and disassemble Strike Teams and Task Forces not assigned
to Operations.
Establish special information collection activities as necessary (e.g., weather,
environmental, toxics, etc.).
Assemble information on alternative strategies.
Provide periodic predictions on incident potential.
Report any significant changes in incident status.
Compile and display incident status information.
Oversee preparation and implementation of the Incident Demobilization Plan.
Incorporate plans (e.g., Traffic, Medical, Communications, and Site Safety) into the IAP.
Maintain Unit/Activity Log (ICS Form 214).
Responsible for short term (operational) planning in the protection of the county government, the
citizens and their property.
CHECKLIST: PLANNING SECTION CHIEF
Reports to: the EOC Manager
DATE OF ACTIVATION: ____________ REASON FOR ACTIVATION:
___________________________
Completed or N/A
By ______________________ Time _______________Item__________________
108
1. Assumed responsibilities of planning Section Chief
2. Delegated the role of Emergency Management (ESF # 5) Branch Director
to_________________________________________.
3. Emergency Management Organization Chart
4. EOC floor plan sketch
5. Staff schedule for 24-hour operations (2 shifts)
6. Action Status Board
7. County map
8. Staff to maintain maps and status boards appointed.
9. Develop an after action report (AAR) for the incident
10. Local or county format utilized.
11. Incorporate lessons learned during emergencies or exercises into the existing plan and
procedures.
Functional Annex LOGISTICS SECTION CHIEF
Purpose
The Logistics Section Chief - (LSC), a member of the General Staff, is responsible for
providing support to the incident. The LSC participates in the development and implementation
of the Incident Action Plan (IAP) and activates and supervises the Branches and Units within
the Logistics Section. The Logistics Section is responsible for all service support requirements
needed to facilitate effective and efficient incident management, including ordering resources
from off-incident locations. This Section also provides facilities, security (of the Incident
Command facilities), transportation, supplies, equipment maintenance and fuel, food services,
communications and information technology support, and emergency responder medical
services, including inoculations, as required.
Actions
The major responsibilities of the Logistics Section Chief are:
Plan the organization of the Logistics Section.
Assign work locations and preliminary work tasks to Section personnel.
Notify the Resource Unit of the Logistics Section units activated including names and
locations of assigned personnel.
Assemble and brief Branch Directors and Unit Leaders.
Participate in preparation of the Incident Action Plan (IAP).
Identify service and support requirements for planned and expected operations.
Provide input to and review the Communications Plan, Medical Plan and Traffic Plan.
Coordinate and process requests for additional resources.
Review the IAP and estimate Section needs for the next operational period.
Advise on current service and support capabilities.
Prepare service and support elements of the IAP.
Estimate future service and support requirements.
Receive Incident Demobilization Plan from Planning Section.
Recommend release of Unit resources in conformity with Incident Demobilization Plan.
Ensure the general welfare and safety of Logistics Section personnel.
Maintain Activity/Unit Log (ICS Form 214).
109
Responsible for: provision of resources, personnel and material to aid in the protection of the county
government, its citizens and their property.
CHECKLIST: LOGISTICS SECTION CHIEF
Reports to: the EOC Manager
DATE OF ACTIVATION: ____________ REASON FOR ACTIVATION:
___________________________
Completed or N/A
By ____________________________ Time______________ Item______________________










Assumed responsibilities of Logistics Section Chief
Delegated the role of Transportation (ESF # 1) Branch Director
to_________________________.
Delegated the role of Public Works and Engineering (ESF # 3) Branch Director
to__________________________.
Delegated the role of Mass Care, Housing and Human Services (ESF # 6) Branch Director
to________________________.
Delegated the role of Resource Management (ESF # 7) Branch Director
to_________________________.
Delegated the role of Agriculture and Natural Resources (ESF # 11) Branch Director
to__________________________.
Delegated the role of Energy (ESF # 12) Branch Director
to__________________________.
Retained the responsibilities of ESF #(s)
_________________________________________.
Developed an after action report (AAR) for the incident
Incorporated lessons learned during emergencies or exercises into the existing plan and
procedures.
110
SAFETY OFFICER
Responsible for: identifying, monitoring and assessing hazardous and unsafe situations; developing
measures to ensure personnel safety, correcting unsafe acts or conditions; and stopping or
preventing unsafe acts when immediate action is warranted.
Reports to: the EOC Manager
1.
2.
3.
4.
5.
6.
7.
8.
Assumed responsibilities of the Safety Officer.
Compiled list of potentially hazardous situations for presentation at planning meetings.
Attended planning meetings to advise on safety matters.
Reviewed field reports to identify safety concerns.
Stopped unsafe operations – if warranted.
Investigated accidents and prepared accident report.
Recommended corrective action in case of unsafe situations.
Incorporated lessons learned during emergencies or exercises into the existing plan and
procedures.
111
LIAISON OFFICER
Purpose
The Liaison Officer serves and the primary contact and communication for cooperating agencies
that are assisting with an incident. This may include public, private, or nonprofit organizations or
individuals.
Actions
-
Ensure that representatives from cooperating agencies are briefed on incident status and
provide copies of EOC action plan
-
Establish and maintain an central point of contact for incoming agency representatives,
providing workspace and support as needed
-
Provide reception and orientations for VIPs and visitors as appropriate
-
Determine communications channels for cooperating agencies at EOC and remote locations
-
Identify and facilitate possible solutions to inter-organizational conflicts or issues
Reference
Refer to the current El Paso County Emergency Operations Plan.
LIAISON OFFICER CHECKLIST
Responsible for: Assisting and cooperating with agency representatives from outside agencies,
including other governments, private organizations or voluntary organizations.
Reports to: the EOC Manager
DATE OF ACTIVATION: ____________ REASON FOR ACTIVATION:
___________________________
Completed or N/A
By _________________ Time______________ Item ________________
1. Assumed responsibilities of the Liaison Officer.
2. Developed list of all outside agencies involved in the response (those beyond normal county
responders). Compile list of those agencies – include
3. Established contact with outside agencies and made myself available for liaison with each
outside agency.
4. Coordinate intergovernmental cooperation as needed.
5. Identified location for agency representatives from outside agencies to work in or near the
EOC.
6. Determined what support agency representatives will need
7. Identified and attempted to resolve problems or complaints arising between agencies
involved in the response.
8. Incorporated lessons learned during emergencies or exercises into the existing plan and
procedures.
112
Emergency Support Function Annexes
The following annexes describe individuals or groups(ESFs) that may be required in an emergency
response. Each ESF may include coordinating agencies or other partners cooperating in the
response. Coordinating agencies are assigned to functional areas in which they have statutory or
regulatory authority or specific resources or responsibilities. Other partners cooperating in the
response may have specialized expertise or resources to supplement efforts.
The Emergency Support Function Annexes are as follows:
ESF #1—Transportation
ESF #2—Communications
ESF #3—Public Works & Engineering
ESF #4—Fire Fighting
ESF #5—Emergency Management
ESF #6—Mass Care, Housing, Human Services
ESF #7—Resource Support
ESF #8—Public Health & Medical Services
ESF #9—Search & Rescue
ESF #10—Oil & Hazardous Materials
ESF #11—Agriculture & Resource Protection
ESF #12—Energy
ESF #13—Public Safety & Security
ESF #14—Long Term Recovery & Mitigation
ESF #15—External Affairs
ESF #16—Military Support
ESF #17—Donations & Volunteer Management
ESF #17—Donations & Volunteer Management
113
TRANSPORTATION (ESF #1)
Purpose
This annex outlines the responsibilities coordination transportation services that may be
impacted by an incident. The movement of people, supplies, and equipment in support of response
and recovery and well as fuel supply and delivery are elements of this requirement. Transportation
services may be impacted at varying levels dependent on the nature and magnitude of the
emergency incident. Interjurisdictional cooperation may be required in many situations, and varied
response may be required to maintain and operate the transportation infrastructure.
Transportation issues related to emergency evacuations, and repair and maintenance of
infrastructure in recovery efforts are covered separately in this plan.
Actions:
-
Restoration of transportation services
-
Implementation of traffic restrictions or safety measures
-
Assessing impact of emergency on transportation infrastructure
-
Providing resources to establish movement of people, materials, equipment, and animals
-
Monitor transportation systems in coordination with related agencies
-
Provide technical assistance to command structure in setting priorities for transportation and
alternatives for moving resources
-
Facilitate traffic movement during any large evacuation or re-entry.
-
Maintain updated communications regarding condition of roads and transportation
resources
-
Document costs of operations
Reference
Refer to the current El Paso County Emergency Operations Plan.
114
TRANSPORTATION BRANCH DIRECTOR CHECKLIST
Responsible for: provision of emergency services to aid in the protection of the county government, its
citizens and their property
Reports to: the Logistics Section Chief
Completed or N/A
By ___________________ Time _______________Item _______________________
TRANSPORTATION (ESF # 1) BRANCH
Materials and Information Inventory
 Copy of this EOP
 Notification and Resource Manual
 Action Log
Notification
1. Reported to the county Emergency Operations Center (EOC) at
_________________________________
(Name of facility and street address).
2. Reviewed the checklist.
3. Notified the Deputy Transportation Branch Director and placed him/her on standby.
4. Opened and maintained ESF Action Log (see Attachment 1 to this checklist).
5. Developed shift schedule for possible 24-hour operations.
6. Established contact with the county Transportation Branch Director.
Operations
1.
2.
3.
4.
5.
6.
7.
8.
Kept the Logistics Section Chief informed of transportation status.
Prepared to relocate if necessary.
Assisted with collecting, completing and forwarding damage reports and assessments.
Gathered and provided information on availability and serviceability of transportation
infrastructure
Provided and coordinate with JIC any public messages pertaining to transportation
Assisted in planning (route designation and clearance) for evacuation.
Monitored status and availability of transportation assets (trucks, vans, buses, trains,
vehicles for special needs victims)
Coordinated the use and dispatch of transportation assets
115
COMMUNICATIONS (ESF #2)
Purpose
This annex provides guidelines for a coordinated effort to provide required telecommunications, and
restoration of telecommunications infrastructure as required in support of the incident. This may
include but is not limited to transmission or reception of messaging via radio, wire, optical, or other
means.
References
Refer to current applicable sections of the El Paso County Emergency Operation Plan.
Actions
The Office of Emergency Management will determine the need for activation of this support function.
When activated, the Communications Branch Director functions will include:
- coordination and support for telecommunications requirements of the incident
- coordinating use of communications equipment within the incident command structure
- implementation of incident communications plan (ICS-205 or incident-specific
communications plan)
- facilitation of communications support from state or other local governments, entities or
organizations
- notification of EOC in a timely manner of any significant telecommunications issues or
implications in an incident
- use of join information system protocols to deliver consistent and accurate information to the
EOC and the public
Checklist: COMMUNICATIONS BRANCH DIRECTOR CHECKLIST
Responsible for: provision of emergency services to aid in the protection of the county government, its
citizens and their property
Reports to: the Operations Section Chief
Completed or N/A
By _____________________ Time _____________________ Item_____________________
Communications (ESF # 2)
Materials and Information Inventory
 Copy of this EOP
 Notification and Resource Manual
 Action Log
Notification
 Reported to the County Emergency Operations Center (EOC) at
_________________________________
116






(Name of facility and street address).
Reviewed the checklist.
Notified the Deputy Communications Branch Director and placed him/her on standby.
Opened and maintained ESF Action Log (see Attachment 1 to this checklist).
Developed shift schedule for possible 24-hour operations.
Established contact with the county Communication Branch Director.
Notified Emergency Management Coordinator (EMC) of "unmet needs" in signal
communications.
Operations










Kept the Operations Section Chief informed of Communication status.
Prepared to relocate if necessary.
Assisted with collecting, completing and forwarding damage reports and assessments.
Established radio and telephone communication with responders and county.
Checked with county for amateur radio operators.
Set-up battery operated AM/FM radio to monitor the EAS.
Portable or hand mobile radios available
Supervised handling of message traffic via message forms (see Attachments 2 and 3 to this
checklist).
Notified schools, hospitals, nursing homes and other places where there may be a
concentration of people who may be affected by the emergency (see Notification and
Resource Manual) (NARM).
Notified major businesses and industries, camp sites, motels/hotels and other transient sites
before the siren alert has sounded, if possible (see Notification and Resource manual
(NARM). Sounding of sirens to alert citizens
Alert Checklist
Completed or N/A
By ________________________ Time _______________________Item__________________
1. Coordinated w/ Public Information Officer (PIO) if there was to be a message associated
with the sounding.
2. Coordinated w/ Fire Services if there was to be route alerting in conjunction with the siren
sounding.
3. Sirens & EAS (if practical) sounded to announce Protective Action Recommendation.
4. Confirmed siren activation.
5. Verified notification of major businesses and industries, camp sites, motels/hotels, and other
transient sites once the siren alert sounded
6. Non-English speaking citizens addressed
7. Reviewed communication capabilities to maintain contact with TCPs and ACPs,
Transportation Pickup Points and buses and Route/Sector
8. Alert Teams
117
PUBLIC WORKS (ESF #3)
Purpose
This annex is to provide guidelines for Public Works needs during and after an incident.
Engineering assessments, design services, structural inspection, construction, and repair work is
included in this function.
Public works may coordinate portions of transportation services, debris removal, emergency
repairs, etc. for lifesaving efforts, hazard mitigation, or recovery. This function may also include any
required engineering or technical role such as damage assessment, surveys of impacted areas,
coordination of efforts to provide repair and recovery services, offer technical assistance, assisting in
safe water delivery, etc. The public works function may include coordination with public and private
utilities and other resource providers.
Actions
Public Works will direct and coordinate efforts to prevent and respond to damage to property and the
environment; securing and provide materials, equipment, and expertise from public or private services
as necessary; implement plans for emergency provision of power, communications, water, waste
disposal, and other needs.
During an active emergency activation, actions may include:
- Activating necessary equipment and resources to respond to needs
- Recording costs and requisitions
- Coordinating response with fire, rescue, law enforcement and other departments
- Implementing strategies to address emergency needs
- Contract with federal, state, or other agencies for additional resources as needed
During recovery phase, actions may include:
- Clearing transportation routes
- Inspecting structures for safety and demolishing/repairing as needed
- Drain flooded areas
- Assisting in damage assessment
- Repairing and restoring public facilities, services, and utilities
- Submitting records of emergency-related expenses
Reference
Refer to the current El Paso County Emergency Operations Plan.
PUBLIC WORKS AND ENGINEERING BRANCH DIRECTOR CHECKLIST
Responsible for: provision of emergency services to aid in the protection of the county government, its
citizens and their property
Reports to: the Logistics Section Chief
Completed or N/A
118
By ______________________ Time __________________ Item ___________________
PUBLIC WORKS AND ENGINEERING (ESF # 3) BRANCH
Materials and Information Inventory
 Copy of this EOP
 Notification and Resource Manual
 Action Log
Notification
1. Reported to the County Emergency Operations Center (EOC) at
_________________________________
(Name of facility and street address).
2. Reviewed the checklist.
3. Notified the Deputy Public Works and Engineering Branch Director and placed him/her on
standby.
4. Opened and maintained ESF Action Log (see Attachment 1 to this checklist).
5. Developed shift schedule for possible 24-hour operations.
6. Established contact with the County Public Works and Engineering Branch Director.
Operations
1.
2.
3.
4.
5.
Kept the Logistics Section Chief informed of Public Works and Engineering status.
Be prepared to relocate if necessary.
Assisted with collecting, completing and forwarding damage reports and assessments.
Coordinate & assist with debris removal.
Coordinate the procurement of large equipment for search & rescue or other needs
119
FIREFIGHTING (ESF #4)
Responsible for: provision of emergency services to aid in the protection of the county government, its
citizens and their property
Reports to: the Operations Section Chief
Notification
1. Reported to the County Emergency Operations Center (EOC).
2. Reviewed the checklist.
3. Notified the Deputy Fire Branch Director and placed him/her on standby.
4. Opened and maintained ESF Action Log (see Attachment 1 to this checklist).
5. Developed shift schedule for possible 24-hour operations.
6. Established contact with the city ESF #4.
7. Notified Operations Section Chief of "unmet needs" in Fire area.
Operations
 Kept the Operations Section Chief informed of firefighting status.
 Prepared to relocate if necessary.
 Assisted with collecting, completing and forwarding damage reports and assessments.
 Monitored the status of firefighting and rescue organizations in the county.
 Kept the Operations Section Chief informed of the fire/rescue status.
 Assisted with/Identified personnel to assist with emergency shut-off of electric and gas utilities.
 Coordinated provision of emergency lights and power generation.
 Assisted with emergency debris clearance.
 Assisted with evacuation of affected citizens.
 Directed emergency fire & rescue workers to decontamination stations, when appropriate.
Route/sector alert
 Notified, gathered and briefed route alert teams (2 persons per team).
 Prepared maps and messages for each team.
 Provided each team with list of hearing impaired and special needs citizens along their route.
Checklist
1. Dispatched Route/Sector Alert Teams on orders from the EMC.
2. Kept Operations Section Chief informed of the alert notification status.
3. Dispatched Route Sector Alert Teams a second time, if necessary.
4. Coordinated the establishment and operation of chemical or radiological decontamination site
for emergency workers or the general public.
5. Assisted with rescue operations.
6. Assisted public utility with finding and repairing utility outages.
7. Assisted with rescue operations.
120
EMERGENCY MANAGEMENT (ESF #5)
Purpose
The purpose of this annex is to identify emergency management functions as it relates to
preparedness, response, recovery, and mitigation in relation to incidents of significance,
emergencies, and disasters. Along with defining the role of the EPCOEM as it pertains to
articles such as, the proper procedures of the EPCEOC, during an incident of significance.
Actions









Identify, assign, and train personnel to execute missions in support of the EPCEOP, during
periods of activation.
Maintain contact with the EPCEOC, and provide information pertinent to the incident, and
any appropriate updates, during periods of activation.
Coordinate activities and maintain communication with the E P CO E M or the
EPCEOC, if activated, during all emergency operations.
Provide an agency representative to the EPCEOC, as requested.
Provide information and coordinate any public announcement, statement, or press release
through the EPCOEM, or the EPCEOC and JIC, if activated.
Provide program assistance and expertise as appropriate, and in coordination with, other
agencies.
Activate agency, county department, or enterprise continuity of operations and recovery
plans, as needed. Establish emergency supplies including; food, water, blankets, electrical
generators, communications equipment, etc., and provide them to employees for continued
operations and shelters, as necessary.
Develop and maintain MAAs, MOUs, IGAs, and other necessary documents and/or
relationships, to ensure continuity of inter-agency cooperation and define responsibilities.
Provide all requested information prior to, during, and following any incident to the
EPCOEM.
Office of Emergency Management





Coordinate the overall effort of the county response and recovery through the EPCEOC.
Process, report, and display essential elements of information both for emergency
response use and for public information.
Maintain the EPCEOP and provide assistance to other agencies with their related planning
responsibilities.
Conduct training and exercises to facilitate EPCEOC activities.
Staff the EPCEOC during activations of any level. If the incident is of a magnitude to
require State assistance, provide a liaison to the State and/or FEMA Region VIII.
121
CHECKLIST: EMERGENCY MANAGEMENT (ESF #5)
Materials and Information Inventory
 Copy of this Plan (EOP)
 Copy of this checklist
 Notification and Resource Manual
 Action Log
Notification
1. Reported to the County Emergency Operations Center (EOC)
_________________________________
(Name of facility and street address)
2. Reviewed the checklist.
3. Notified the Deputy Emergency Management Branch Director and placed him/her on
standby.
4. Opened and maintained ESF Action Log (see Attachment 1 to this checklist).
5. Developed shift schedule for possible 24-hour operations within ESF.
6. Notified EOC Manager/Emergency Management Coordinator (EMC) of "unmet needs" in
ESF # 5
Checklist
Completed or N/A
By _____________________ Time___________________ Item_____________________
OPERATIONS
Prepared Incident Action plan for next ICS Operational Period
 Assumed lead in developing an After Action Report (AAR) for the incident
 Incorporated lessons learned during emergencies or exercises into the existing plan and
procedures.
122
MASS CARE, HOUSING, AND HUMAN SERVICES (ESF #6)
Purpose
This annex outlines the procedures for providing assistance to those displaced or otherwise
impacted by a hazardous situation or emergency incident. This includes the provision of food, shelter,
basic medical care, human services, and essential needs. Mass Care operations are typically
performed at shelter locations or other designated service locations.
Mass Care, Housing, and Human Services functions are coordinated with supporting agencies
such as Red Cross, volunteer and charitable organizations, and other public agencies
Actions
-
-
Providing for short-term and immediate needs of displaced or impacted persons. (Long-term
needs are addressed in the recovery and mitigation portions of the plan.)
Implementing a full range of mass care services, such as shelter, food, relief supplies,
emergency first aid, exchange of information for family members, distribution of relief
supplies, coordinating of assistance to individuals with functional needs, and animal care
operations
Maintain expense records for mass care and human services operations
Coordinate efforts and information with cooperating public and private agencies such as
Red Cross, Humane Society, etc.
In the case of a large-scale incident, providing means for welfare inquiries, reunification,
financial assistance resources, victims assistance, etc. as needed
Reference
Refer to the current El Paso County Emergency Operations Plan, as well as annexes pertaining to
evacuation, functional needs support services, and animal care.
123
MASS CARE, HOUSING AND HUMAN SERVICES BRANCH DIRECTOR
CHECKLIST
Responsible for: provision of emergency services to aid in the protection of the county government, its
citizens and their property
Reports to: the Logistics Section Chief
Completed or N/A
By _____________________ Time___________ Item______________________
Materials and Information Inventory
 Copy of this EOP
 Notification and Resource Manual
 Action Log
Notification
1. Reported to the County Emergency Operations Center (EOC) at
_________________________________
(Name of facility and street address).
2. Reviewed the checklist.
3. Notified the Deputy Mass Care and Human Services Branch Director and placed him/her on
standby.
4. Opened and maintained ESF Action Log (see Attachment 1 to this checklist).
5. Developed shift schedule for possible 24-hour operations.
6. Established contact with the County Mass Care and Human Services Branch Director.
Operations
1. Kept the Logistics Section Chief informed of Mass Care and Human Services status.
2. Be prepared to relocate if necessary.
3. Assisted with collecting, completing and forwarding damage reports and assessments.
Mass Care Shelter
1. County ESF #6 contacted.
2. Designated local facility at ___________________________as a temporary shelter.
3. Shelter Manager appointed.
124
RESOURCE MANAGEMENT/LOGISTICS (ESF#7)
Purpose
The purpose of this annex is to coordinate logistical and resource support, for the
emergency response and recovery efforts, during an emergency or disaster which
impacts El Paso County.
Actions









Identify, assign, and train personnel to execute missions in support of the EPC EOP, during
periods of activation.
Maintain contact with the EOC, and provide information pertinent to the incident, and any
appropriate updates, during periods of activation.
Coordinate activities and maintain communication with the EPC OEM or the EOC, if
activated, during all emergency operations.
Provide an agency representative to the EOC, as requested.
Provide information and coordinate any public announcement, statement, or press release
through the EPC OEM, or the EOC and Joint Information Center (JIC), if activated.
Provide program assistance and expertise as appropriate, and in coordination with, other
agencies.
Activate agency, county department, or enterprise continuity of operations and recovery
plans, as needed. Establish emergency supplies including; food, water, blankets, electrical
generators, communications equipment, etc., and provide them to employees for continued
operations and shelters, as necessary.
Develop and maintain mutual aid agreements, memorandums of understanding (MOUs),
inter-governmental agreements (IGAs), and other necessary documents and/or
relationships, to ensure continuity of inter-agency cooperation and define responsibilities.
Provide all requested information prior to, during, and following any incident to the EPC
OEM.
El Paso County Office of Emergency Management

Responsible for planning, coordinating, and managing the resources support needed in an
emergency. Statewide capabilities and resources committed to this support will be allocated
and coordinated by OEM.

Will maintain the Resource Manager database with whatever database tools available.
Resources listed in this database include; equipment, supplies, and human resources
available within El Paso County, as well as neighboring communities.

OEM will distribute this list annually, at a minimum, in December to the owners of the
resources to verify availability.

OEM will maintain and keep current a list of all MOUs and IGAs; they have with other
agencies, to include those with local military installations.

Upon completion of this review, the Resource Manager database will be updated.
125
CHECKLIST: RESOURCE MANAGEMENT/LOGISTICS (ESF #7)
Reports to: the EOC Manager
DATE OF ACTIVATION: ____________ REASON FOR ACTIVATION:
___________________________
Completed or N/A
By ____________________________ Time______________ Item______________________










Assumed responsibilities of Logistics Section Chief
Delegated the role of Transportation (ESF # 1) Branch Director
to_________________________.
Delegated the role of Public Works and Engineering (ESF # 3) Branch Director
to__________________________.
Delegated the role of Mass Care, Housing and Human Services (ESF # 6) Branch Director
to________________________.
Delegated the role of Resource Management (ESF # 7) Branch Director
to_________________________.
Delegated the role of Agriculture and Natural Resources (ESF # 11) Branch Director
to__________________________.
Delegated the role of Energy (ESF # 12) Branch Director
to__________________________.
Retained the responsibilities of ESF #(s)
_________________________________________.
Developed an after action report (AAR) for the incident
Incorporated lessons learned during emergencies or exercises into the existing plan and
procedures.
126
PUBLIC HEALTH AND MEDICAL SERVICES (ESF #8)
Purpose
This purpose of this annex is to address the provision and enhancement of public health
services during, and subsequent to, natural and human caused emergency or disaster. These
services include, but are not limited to, disease surveillance, coordination of medical
resources and/or emergency medical care, and sanitation oversight. This plan addresses the
following objectives:
Reduce the vulnerability of persons to injury, illness, and loss of life from natural or
human caused incidents by preparing public health staff for such events.
Determine responsibilities for staff, and identify who will be contacted during an
incident.
Establish strategies and assumptions related to managing an incident
involving local public health issues.
Outline c o n c e p t s o f o p e r a t i o n i n c l u d i n g , d e s c r i p t i o n o f a c t i v i t i e s o f
emergency preparedness, heightened awareness, emergency response and
recovery, and mitigation.
Describe the EPCEOP activation process to be used during an incident.
Actions
Identify, assign, and train personnel to execute missions in support of the EPCEOP, during
periods of activation.
Maintain contact with the EPCEOC, and provide information pertinent to the incident, and any
appropriate updates, during periods of activation.
Coordinate activities and maintain communication with the EP CO E M or the
EPCEOC, if activated, during all emergency operations.
Provide an agency representative to the EPCEOC, as requested.
Provide information and coordinate any public announcement, statement, or press release
through the EPCOEM, or the EPCEOC and JIC, if activated.
Provide program assistance and expertise as appropriate, and in coordination with, other
agencies.
Activate agency, city department, or enterprise continuity of operations and recovery plans, as
needed. Establish emergency supplies including; food, water, blankets, electrical
generators, communications equipment, etc., and provide them to employees for continued
operations and shelters, as necessary.
Develop and maintain MAAs, MOUs, IGAs, and other necessary documents and/or
relationships, to ensure continuity of inter-agency cooperation and define responsibilities.
Provide all requested information prior to, during, and following any incident to the EPCOEM.
Responsible for: provision of emergency services to aid in the protection of the county government, its
citizens and their property.
127
CHECKLIST: PUBLIC HEALTH AND MEDICAL SERVICES (ESF #8)
Reports to: the Operations Section Chief
Completed or N/A
By _______________________ Time _____________________Item __________________
PUBLIC HEALTH & MEDICAL SERVICES (ESF # 8) BRANCH
Materials and Information Inventory
 Copy of this EOP
 Notification and Resource Manual
 Action Log
 Name and location of hospital(s) and ambulance services in the area
Notification
1. Reported to the County Emergency Operations Center (EOC) at
_________________________________
(Name of facility and street address).
2. Reviewed the checklist.
3. Notified the Deputy Public Health & Medical Services Branch Director and placed him/her
on standby.
4. Opened and maintained Public Health & Medical Services Action Log (see Attachment 1 to
this checklist).
5. Developed shift schedule for possible 24-hour operations.
6. Established contact with the county Public Health & Medical Services Director.
7. Reviewed list of hearing impaired and special needs residents requiring special notification
in the Notification and Resource Manual and verified that it is current.
8. Contacted non-ambulatory and special needs citizens to confirm the status of their medical
needs, including requirements for special equipment.
9. Notified Operations Section Chief of "unmet needs" in Emergency Medical Services.
Operations
1.
2.
3.
4.
5.
6.
Kept the Operations Section Chief informed of the Community Medical status.
Prepared to relocate if necessary.
Assisted with collecting, completing and forwarding damage reports and assessments.
Monitored and coordinated emergency medical resources.
Notified hospitals and nursing homes by telephone of the emergency condition.
Determined available hospital bed space and put medical facilities on standby.
Checklist
Completed or N/A
By ________________________ Time ___________________ Item ____________________
128
1.
2.
3.
4.
Coordinated the assignment of mass casualties to medical facilities.
Ensured hospitals are prepared to receive contaminated injured victims.
Directed emergency medical workers, when appropriate, to decontamination stations.
Monitored the location of victims evacuated for medical treatment and reported their location
to Operations Section Chief for inclusion in “victim accountability system.”
5. Coordinated inoculation for the prevention of disease.
6. Assisted county coroner with deceased (as needed).
7. Kept the Operations Section Chief informed on the numbers and status of dead and injured
handled by medical facilities.
Evacuation
1. Coordinated the pickup and evacuation of residents with special medical requirements.
2. Coordinated transportation for the evacuation of hospitals, nursing homes, mental
health/mental retardation facilities, daycare and adult care facilities.
3. Verified the evacuation of hospitals, nursing homes, mental health/mental retardation
facilities.
4. Evacuation assistance provided for mobility impaired residents.
5. Reviewed and updated list of hearing impaired residents requiring special notification to
ensure it is current.
6. Verified list of non-ambulatory residents requiring ambulance assistance to ensure it is
current.
7. Reviewed communication capabilities to maintain contact with TCPs and ACPs,
Transportation Pickup Points and buses and Route/Sector Alert Teams
129
MENTAL HEALTH SERVICES (ESF #8a)
Purpose
The purpose of this annex is to ensure a well-organized, coordinated and effective response
to, the mental health and substance abuse needs, of the affected population during an emergency
or disaster. This annex enables the county to maximize the use of personnel, facilities, and other
resources in providing disaster mental health intervention, as well as, mental health and substance
abuse assistance to disaster survivors, emergency response personnel, and the community-atlarge.
Actions
Identify, assign, and train personnel to execute missions in support of the EPCEOP, during
periods of activation.
Maintain contact with the EPCEOC, and provide information pertinent to the incident, and
any appropriate updates, during periods of activation.
Coordinate activities and maintain communication with the EPCO E M or the
EPCEOC, if activated, during all emergency operations.
Provide an agency representative to the EPCEOC, as requested.
Provide information and coordinate any public announcement, statement, or press release
through the EPCOEM, or the EPCEOC and JIC, if activated.
Provide program assistance and expertise as appropriate, and in coordination with, other
agencies.
Activate agency, city department, or enterprise continuity of operations and recovery plans, as
needed. Establish emergency supplies including; food, water, blankets, electrical
generators, communications equipment, etc., and provide them to employees for continued
operations and shelters, as necessary.
Develop and maintain MAAs, MOUs, IGAs, and other necessary documents and/or
relationships, to ensure continuity of inter-agency cooperation and define responsibilities.
Provide all requested information prior to, during, and following any incident to the EPCOEM.
Responsible for: provision of emergency services to aid in the protection of the county government, its
citizens and their property.
130
CHECKLIST: MENTAL HEALTH SERVICES (ESF #8a)
Reports to: the Operations Section Chief/Public Health and Medical Services Branch
Completed or N/A
By _______________________ Time _____________________Item __________________
PUBLIC HEALTH & MEDICAL SERVICES (ESF # 8) BRANCH
Materials and Information Inventory
 Copy of this EOP
 Notification and Resource Manual
 Action Log
 Name and location of hospital(s) and ambulance services in the area
Notification
 Reported to the County Emergency Operations Center (EOC) at
_________________________________
(Name of facility and street address).
 Reviewed the checklist.
 Notified the Deputy Public Health & Medical Services Branch Director and placed him/her
on standby.
 Opened and maintained Public Health & Medical Services Action Log (see Attachment 1 to
this checklist).
 Developed shift schedule for possible 24-hour operations.
 Established contact with the county Public Health & Medical Services Director.
 Reviewed list of hearing impaired and special needs residents requiring special notification
in the Notification and Resource Manual and verified that it is current.
 Contacted non-ambulatory and special needs citizens to confirm the status of their medical
needs, including requirements for special equipment.
 Notified Operations Section Chief of "unmet needs" in Emergency Medical Services.
Operations






Kept the Operations Section Chief informed of the Community Medical status.
Prepared to relocate if necessary.
Assisted with collecting, completing and forwarding damage reports and assessments.
Monitored and coordinated emergency medical resources.
Notified hospitals and nursing homes by telephone of the emergency condition.
Determined available hospital bed space and put medical facilities on standby.
131
Checklist
Completed or N/A
By ________________________ Time ___________________ Item ____________________







Coordinated the assignment of mass casualties to medical facilities.
Ensured hospitals are prepared to receive contaminated injured victims.
Directed emergency medical workers, when appropriate, to decontamination stations.
Monitored the location of victims evacuated for medical treatment and reported their location
to Operations Section Chief for inclusion in “victim accountability system.”
Coordinated inoculation for the prevention of disease.
Assisted county coroner with deceased (as needed).
Kept the Operations Section Chief informed on the numbers and status of dead and injured
handled by medical facilities.
Evacuation







Coordinated the pickup and evacuation of residents with special medical requirements.
Coordinated transportation for the evacuation of hospitals, nursing homes, mental
health/mental retardation facilities, daycare and adult care facilities.
Verified the evacuation of hospitals, nursing homes, mental health/mental retardation
facilities.
Evacuation assistance provided for mobility impaired residents.
Reviewed and updated list of hearing impaired residents requiring special notification to
ensure it is current.
Verified list of non-ambulatory residents requiring ambulance assistance to ensure it is
current.
Reviewed communication capabilities to maintain contact with TCPs and ACPs,
Transportation Pickup Points and buses and Route/Sector Alert Teams
132
SEARCH AND RESCUE (ESF # 9)
Responsible for: provision of emergency services to aid in the protection of the county government, its
citizens and their property.
Reports to: the Operations Section Chief
Purpose
The purpose of this annex is to summarize El Paso County Search and Rescue as assigned to the
El Paso County Sheriff’s Office. This includes the use of county personnel, equipment, services,
and facilities, to aid in search, rescue, and recovery of lost persons during, or after a disaster or
emergency. This annex includes all Urban Search and Rescue (USAR) activities as coordinated
with El Paso County.
Notification
1.
2.
3.
4.
5.
6.
7.
Reported to the County Emergency Operations Center (EOC).
Reviewed the checklist.
Notified the Deputy Search and Rescue Director and placed him/her on standby.
Opened and maintained ESF Action Log.
Developed shift schedule for possible 24-hour operations.
Established contact with the county Search and Rescue Branch Director.
Notified Operations Section Chief of "unmet needs" in Search and Rescue.
Operations
1.
2.
3.
4.
Kept the Operations Section Chief informed of Search and Rescue status.
Prepared to relocate if necessary.
Assisted with collecting, completing and forwarding damage reports and assessments.
Opened and maintained Operations Section Chief Action Log.
A. Mitigation
1. Develop plans, procedures, and organizational structure needed to ensure the continuation and
coordination of rescue operations during an incident.
2. Identify and secure equipment required to address rescue problems.
3. Identify alternate agencies to assist in search and rescue incidents.
B. Preparedness
1. Identify and maintain a network of available local, county, and state resources to aid in search
and rescue incidents.
2. Participate in training sessions and exercises.
3. Evaluate agency EOPs.
133
4. Ensure that administrative and accounting procedures are in place to document actions taken
and all costs incurred during emergency operations.
5. Ensure that administrative procedures are in place to aid control during emergency operations.
6. Establish MAAs, MOUs, and IGAs with other agencies in order to provide mutually beneficial
search and rescue services.
C. Response
El Paso County Sheriff’s Office, Search and Rescue Team
Requests for USAR response will typically be issued from the on-scene Command post to the
Operations section of the El Paso County EOC. Fire and rescue personnel will serve as the liaison,
and will coordinate a staging location for national USAR task forces to establish an operational
base camp, such as, a stadium or other large assembly facility. Upon arrival, a briefing will be
conducted involving the incident commander, staff from the EPC EOC Operations section, and the
USAR task force leader(s), to develop an appropriate IAP. Urban search and rescue operations
will augment local rescue operations already in progress.
134
HAZARDOUS MATERIALS (ESF #10)
Purpose
The purpose of this annex is intended to provide a coordinated local response for unincorporated El
Paso County, to an actual or potential release of hazardous materials resulting from a transportation
incident, fixed facility incident, or a natural disaster. The term “hazardous material” is synonymous
with “hazardous substance”. As such, hazardous materials are those materials, wastes, substances,
and mixtures that are inclusive within the definition of a hazardous substance as provided under CRS
Section 29-22-101 (1).
Scope
The scope of this annex is to illustrate that El Paso County, as the Designated Emergency Response
Authority (DERA), is the primary emergency response authority for hazardous materials incidents
occurring within unincorporated El Paso County. An incident may require additional resources; a
coordinated response is imperative to provide for responder and public safety, and protect the
environment.
Situation and Assumptions
Hazardous materials are manufactured, stored, utilized, distributed, and disposed of at numerous
fixed facilities located throughout unincorporated El Paso County. Large quantities of hazardous
materials are transported via highway, rail, air freight, and pipeline throughout the County. A high
probability exists for an actual release occurring, on any given day, as a result of a transportation
accident or fixed facility incident.
Any facility that produces, uses, or stores hazardous substances or extremely hazardous substances,
as listed by the Environmental Protection Agency (EPA), is obligated to meet the requirements set
forth in the Superfund Amendments and Reauthorization Act (SARA) of 1986
Concept of Operations
Unless otherwise specified, the response to hazardous materials incidents within unincorporated El
Paso County is handled by the DERA, which is the El Paso County Hazardous Materials Response
Team.
Activation of the El Paso County (EPC) Emergency Operations Center (EOC) may be required during
an incident. The EPC EOC may consist of one person, such as the OEM Director, or OEM Director
designee in small events, or a full activation of the organizational structure for a large incident.
Emergency response activities are conducted with overall coordination, by the EPC Office of
Emergency Management (OEM) and EPC EOC, if activated.
All agency, county departments, and enterprise operations centers will coordinate activity and
maintain communication with, as well as support the EPC OEM and EPC EOC, if activated. The EPC
OEM and/or EPC EOC, if activated, will have authority over all operations centers during disasters or
emergencies.
An ICS, in compliance with the NIMS, will be established. This system will be utilized to coordinate
on-scene incident response activity.
135
A. Mitigation
1. Identify threats from hazardous materials.
2. Develop plans, procedures, and organizational structures needed to ensure the continuation and
coordination of hazardous materials response efforts during an incident.
3. Identify and secure equipment required to maintain hazardous materials incident readiness and
continuation of operations during an incident.
4. Identify alternate agencies to assist in hazardous materials incidents.
5. Identify fixed facilities and transportation routes, manufacture or convey hazardous materials.
B. Preparedness
1. Identify and maintain a network of available local, county and state resources to aid in hazardous
materials incidents.
2. Participate in training sessions and exercises.
3. Develop and evaluate EOPs for dealing with hazardous materials.
4. Ensure that administrative procedures are in place to aid control during emergency operations.
5. Ensure that administrative and accounting procedures are in place to document actions taken and
all costs incurred during emergency operations.
6. Establish MAAs, MOUs, and IGAs with fire departments, fire districts and other specialty agencies
in order to provide mutually beneficial hazardous material response services.
C. Response
1. Select and contact appropriate personnel and resources to respond to incident.
2. The Incident Commander (IC) will designate personnel authorized to enter the affected area and
provide this information to the EPC OEM. IC will maintain communication with EPC EOC.
3. Develop a plan to mitigate the hazardous materials hazard and provide this information to the EPC
EOC.
4. Confirm and report the level, severity, and extent of involvement.
5. Identify additional resources required to mitigate the incident. EOC will coordinate for and with IC
additional resource requests.
6. Coordinate with public information operations to communicate information as outlined in (ESF 15 –
External Affairs).
7. Coordinate with law enforcement personnel to maintain scene security of facilities and area
affected by the incident. (ESF 13 – Public Safety and Security).
8. Provide assistance to requesting jurisdiction when responding to or receiving mutual-aid requests.
9. Maintain records of individual employees exposed to chemicals at incident sites and provide for
follow-up monitoring and/or treatment, if required.
D. Recovery
1. Coordinate and organize long-term plans for the continued operation of responding units and
resources.
2. Provide documentation on damage to resources and affected buildings, lands or other structures.
3. Develop and enact a plan to repair or replace any damaged hazardous materials response
equipment.
4. Develop a plan to replace or supplement personnel required to maintain operations.
5. Monitor incident location and determine when the area is safe to allow public access.
6. Oversee disposal and site cleanup of hazardous materials waste.
7. Coordinate release of businesses and property, as well as the re-entry of citizens into affected.
136
AGRICULTURE AND NATURAL RESOURCES (ESF # 11)
Responsible for: provision of emergency services to aid in the protection of the county government, its
citizens and their property
Notification
1. Reported to the El Paso County Emergency Operations Center (EOC).
2. Reviewed the checklist.
3. Notified the Deputy Agriculture and Natural Resources Branch Director and placed him/her
on standby.
4. Opened and maintained ESF Action Log.
5. Developed shift schedule for possible 24-hour operations.
6. Established contact with the County Agriculture and Natural Resources Branch Director.
Operations
1.
2.
3.
4.
Kept the Logistics Section Chief informed of agriculture and food supply status.
Kept the Logistics Section Chief informed of cultural and natural resource issues.
Be prepared to relocate if necessary.
Assisted with collecting, completing and forwarding damage reports and assessments.
Purpose
The purpose of this annex is to describe those organizations, responsibilities, and resources available
to assist El Paso County in responding to incidents of significance, which threaten the food and water
supply, or natural, cultural, and historic resources.
Scope
The scope of this annex is to clarify the policies and concepts, as they apply to agencies, City
departments, and enterprises following an incident of national significance, or an incident of local
significance, which affects the safety and security of the domestic food supply, domestic water supply,
or the natural, cultural, or historic resources of El Paso County. Based on an assessment of incident
impacts, the types and focus of support for this annex vary, depending on the magnitude and type of
incident, and the potential for long-term and severe consequences.
Situation and Assumptions
The food and water supply to El Paso County may be affected by acts of terrorism or natural
occurrences. The food supply may be affected by local contamination, or food shortages may be
caused by an incident of significance. The county’s water supply is primarily received and stored in
above-ground systems. The water supply is affected by drought, wildfire, or contamination at the
source or in treatment facilities. Multiple natural, cultural, and historic resources, which may be
affected by a variety of incidents, are located within the county and surrounding areas.
It is assumed all agencies have Emergency Operation Plans (EOPs), and will enact those plans in
support of this annex, if necessary, and all County departments and enterprises have established
Continuity of Operations Plans (COOPs).
137
It is further assumed, all supporting agencies will ensure continual operational readiness. Agencies
will develop inter-agency and inter-jurisdictional agreements, such as mutual aid agreements with
similar agencies, to expedite resource mobilization when additional assistance is needed. Mobilization
centers, staging areas, receiving and distribution sites, key operational support facilities, and
necessary staffing will be identified.
Concept of Operations
Activation of the Emergency Operations Center (EOC) may be required during an incident. The EOC
may consist of one person, such as the Director of Emergency Management (DEM) or DEM designee
in small events, or a full activation of the organizational structure for a large incident. Emergency
response activities are conducted with overall coordination, by the El Paso County OEM and EOC, if
activated.
All agency and County departments will coordinate activity and maintain communication with, as well
as support the El Paso County (EPC) OEM and EOC, if activated. The EPC OEM and/or EOC, if
activated, will have authority over all operations centers during incidents of significance.
An Incident Command System (ICS), in compliance with the National Incident Management System
(NIMS), will be established. This system will be utilized to coordinate on-scene incident response
activity.
138
ENERGY (ESF #12)
Purpose
The purpose of this annex is to provide for the coordination and response of Colorado Springs
Utilities personnel and resources during an incident of significance caused by natural, manmade, or
terrorist acts. Colorado Springs Utilities is responsible for providing electric, gas, water, and
wastewater services. El Paso County Fleet Management is responsible for providing a fuel supply for
county vehicles and equipment.
Actions
Identify, assign, and train personnel to execute missions in support of the EPCEOP, during
periods of activation.
Maintain contact with the EOC, and provide information pertinent to the incident, and any
appropriate updates, during periods of activation.
Coordinate activities and maintain communication with the EPCOEM or the EOC, if activated,
during all emergency operations.
Provide an agency representative to the EOC, as requested.
Provide information and coordinate any public announcement, statement, or press release
through the EPC OEM, or the EOC and Joint Information Center (JIC), if activated.
Provide program assistance and expertise as appropriate, and in coordination with, other
agencies.
Activate agency, county department, or enterprise continuity of operations and recovery plans, as
needed. Establish emergency supplies including; food, water, blankets, electrical generators,
communications equipment, etc., and provide them to employees for continued operations and
shelters, as necessary.
Develop and maintain mutual aid agreements, memorandums of understanding (MOUs), intergovernmental agreements (IGAs), and other necessary documents and/or relationships, to ensure
continuity of inter-agency cooperation and define responsibilities.
Provide all requested information prior to, during, and following any incident to the EPCEOC.
Responsible for: provision of emergency services to aid in the protection of the county government, its
citizens and their property.
139
CHECKLIST: ENERGY (ESF #12)
Reports to: the Logistics Section Chief
Completed or N/A
By ____________________ Time____________ Item____________________________
ENERGY (ESF # 12) BRANCH
Materials and Information Inventory
 Copy of this EOP
 Notification and Resource Manual
 Action Log
Notification
1. Reported to the County Emergency Operations Center (EOC) at
_________________________________
(Name of facility and street address).
2. Reviewed the checklist.
3. Notified the Deputy Energy Branch Director and placed him/her on standby.
4. Opened and maintained ESF Action Log (see Attachment 1 to this checklist).
5. Developed shift schedule for possible 24-hour operations.
6. Established contact with the County Energy Branch Director.
Operations
1.
2.
3.
4.
5.
Kept the Logistics Section Chief informed of energy supply status.
Be prepared to relocate if necessary.
Assisted with collecting, completing and forwarding damage reports and assessments.
Adequate supplies of fuel arranged.
Assisted public utility with finding and repairing utility outages.
140
PUBLIC SAFETY AND SECURITY (ESF # 13)
Purpose
The purpose of this annex is to describe the law enforcement measures provided by the El
Paso County Sheriff’s Department (EPSO) during an emergency or disaster, or when
available intelligence indicates, the potential for a situation that would require mobilization of
law enforcement resources, to preserve peace and public safety within El Paso County.
Actions
Identify, assign, and train personnel to execute missions in support of the EPCEOP,
during periods of activation.
Maintain contact with the EPCEOC, and provide information pertinent to the incident,
and any appropriate updates, during periods of activation.
Coordinate activities and maintain communication with the EP CO E M or the
EPCEOC, if activated, during all emergency operations.
Provide an agency representative to the EPCEOC, as requested.
Provide information and coordinate any public announcement, statement, or
press release through the EPCOEM, or the EPCEOC and JIC, if activated.
Provide program assistance and expertise as appropriate, and in coordination with, other
agencies.
Activate agency, city department, or enterprise continuity of operations and recovery plans,
as needed. Establish emergency supplies including; food, water, blankets, electrical
generators, communications equipment, etc., and provide them to employees for continued
operations and shelters, as necessary.
Develop and maintain MAAs, MOUs, IGAs, and other necessary documents and/or
relationships, to ensure continuity of inter-agency cooperation and define responsibilities.
Provide all requested information prior to, during, and following any incident to the
EPCOEM.
El Paso County Sheriff’s Office
Respond to incidents threatening the security of county assets and/or resources with
available resources.
Coordinate law enforcement and security activities with available resources.
Enforce all laws, regulations, and ordinances as authorized and/or mandated by legislation.
Establish a unified ICS to effectively manage law enforcement incidents.
Develop an IAP and establish safety parameters.
Determine additional resource needs and initiate requests in an expedient manner.
Requests for support beyond those of routine mutual aid should be made through the
EPCOEM, or the EPCEOC, if activated.
Analyze disaster or potential disaster conditions, countywide needs and
141
requirements, and recommend to the community leaders those functions that should be
reduced, strengthened, or maintained during the emergency period.
Prepare and conduct the evacuation of all or part of an area in coordination with the
EPCEOC; and provide security for the evacuated
Responsible for: provision of emergency services to aid in the protection of the county government, its
citizens and their property.
CHECKLIST: PUBLIC SAFETY AND
Reports to: the Operations Section Chief
SECURITY (ESF #13)
Completed or N/A
By _____________________ Time______________ Item______________________
PUBLIC SAFETY & SECURITY (ESF # 13) BRANCH
Materials and Information Inventory
 Copy of this EOP
 Notification and Resource Manual
 Action Log
 Map and listing of Traffic Control Points (TCPs) & Access Control
 Points (ACPs)
 Map of county and county evacuation routes
Notification
1. Reported to the County Emergency Operations Center (EOC) at
_________________________________
(Name of facility and street address).
2. Reviewed the checklist.
3. Notified the Deputy Public Safety and Security Director and placed him/her on standby.
4. Opened and maintained Public Safety and Security Action Log (see Attachment 1 to this
checklist).
5. Developed shift schedule for possible 24-hour operations.
6. Established contact with the county ESF #13.
7. Notified Operations Section Chief of "unmet needs" in Public Safety and Security.
Operations
1.
2.
3.
4.
Kept the Operations Section Chief informed of the Public Safety and Security status.
Prepared to relocate if necessary.
Assisted with collecting, completing and forwarding damage reports and assessments.
Provided a security guard(s) for the EOC upon its activation and initiated sign-in logs (see
Attachment 2 to this checklist).
142
5. If requested, verified notification of major businesses and industries, camp sites, motels and
other transient sites before the siren alert had sounded, if possible.
6. Provided police security at critical locations.
7. Restricted access to hazardous areas as necessary.
8. Assisted ESF#4 in route alerting, if required.
Checklist
Completed or N/A
By _____________________ Time _______________Item_______________________
1. Directed emergency Public Safety and Security workers to decontamination stations, when
appropriate.
2. Posted police at designated TCPs and ACPs.
3. Requested/Coordinated towing services, as required.
4. Checked on traffic flow and determined potential bottlenecks.
5. Established mobile police (marked car) route patrols throughout the county to visibly show
the public that police protection and assistance are available.
Evacuation
1. Supervised evacuation through Traffic Control Points and assisted the EMC in determining
when the area being evacuated is clear of personnel. (See Attachment 3 to this checklist).
2. Reviewed Traffic Control Points (TCPs) and Access Control Points
3. (ACPs) for police during emergencies.
4. Reviewed communication capabilities to maintain contact with TCPs and ACPs,
Transportation Pickup Points and buses and Route/Sector Alert Teams
5. Evaluated selected TCPs and determined suitability and adequacy as evacuation routes
6. Consider use of POEM Evacuation Guide
ATTACHMENT 1 TO OPERATIONS CHECKLIST
(Sample) TRAFFIC AND ACCESS CONTROL POINTS
A. Traffic Control Points (TCP)
POST
NUMBER
LOCATION RESPONSIBLE
POLICE
ORGANIZATION
NUMBER OF
OFFICERS
1
2
3 (others)
B. Access Control Points (ACP)
POST
NUMBER
LOCATION RESPONSIBLE
POLICE
143
ORGANIZATION
NUMBER OF
OFFICERS
1
2
3
C. Police officers manning local TCPs should have the following:
1. Reflector vests;
2. Lighted batons; and
3. Radio communications with the EOC using a portable radio.
144
LONG TERM RECOVERY, MITIGATION AND ECONOMIC STABILIZATION (ESF # 14)
Purpose
The purpose of this annex is to provide the framework for El Paso County to coordinate the local
government, state, federal, and private sector recovery from long-term consequences of an incident
of significance affecting part or all of El Paso County. This annex will work in conjunction with the El
Paso County Recovery Plan and the El Paso County Emergency Operations Plan.
Scope
The scope of this annex apply to all agencies and County departments following an incident of
national significance, or local incident that affects the long-term socio-economic recovery of El Paso
County. Based on an assessment of incident impacts, the types and focus of this annex support vary
depending on the magnitude and type of incident and the potential for long-term and severe
consequences.
________________________________________________________________________
Situation and Assumptions
ESF 14 will normally activate with the opening of the Joint Field Office (JFO). ESF 5 Emergency
Management will coordinate with ESF 14 until the JFO opens. If an emergency or disaster meets the
protocols for a presidential declaration of emergency Joint Field Office (JFO) will be established near
the disaster area.
This JFO will provide the organizing structure to integrate diverse federal authorities and capabilities
and coordinate federal response and recovery operations. When the JFO is established near the
disaster area, ESF representatives who compromise the Emergency Response Team (ERT) will be in
the JFO.
It is assumed all agencies have Emergency Operation Plans (EOPs), and will enact those plans in
support of this annex, if necessary, and all County departments and enterprises have established
Continuity of Operations Plans (COOPs).
It is further assumed, all supporting agencies will ensure continual operational readiness. Agencies
will develop inter-agency and inter-jurisdictional agreements, such as mutual aid agreements with
similar agencies, to expedite resource mobilization when additional assistance is needed. Mobilization
centers, staging areas, receiving and distribution sites, key operational support facilities, and
necessary staffing will be identified.
________________________________________________________________________
Notification
1. Reported to the County Emergency Operations Center (EOC).
2. Reviewed the checklist.
3. Notified the Deputy Recovery and Mitigation Branch Director and placed him/her on
standby.
4. Opened and maintained ESF Action Log (see Attachment 1 to this checklist).
5. Developed shift schedule for possible 24-hour operations.
6. Established contact with the County Recovery and Mitigation Branch Director.
145
Operations
1.
2.
3.
4.
Kept the Finance and Administration Section Chief informed of recovery & mitigation status.
Prepared to relocate if necessary.
Assisted with collecting, completing and forwarding damage reports and assessments.
Notified Emergency Management Coordinator (EMC) of "unmet needs" in Recovery and
Mitigation.
Mitigation




Modify land use/zoning plan.
Enact/enforce more stringent building codes.
Construct/maintain storm water management system.
Improve public information about hazards.
Damage reporting
1.
2.
3.
4.
Obtained sufficient copies of the Initial Damage Report for distribution to teams.
Notified Damage Survey Team leaders and placed them on alert.
Obtained vehicles to conduct damage survey.
Coordinated the need for radios to conduct damage survey with the Communications (ESF
#2) Branch Director.
5. Assembled all damage survey personnel and dispatched in teams.
6. Established a telephone number for call-in and established reporting time frames.
7. Reviewed damage reporting plan and listed the "unmet needs".
8. Assigned Damage Survey Teams to conduct an initial damage survey (teams should consist
of a minimum of two individuals and should be assigned to certain sectors).
9. Coordinated damage survey plan with Red Cross.
10. Instructed teams to keep the Finance and Administration Section Chief informed of the
damage survey status
11. As information is obtained, compiled the Damage Survey Reports and provided same to the
county.
12. Provided liaison between the county and the county for damage assessment.
13. Provided available tax and insurance information on the private and public sector buildings
to the County Damage Assessment Teams.
14. Assigned one member of the Damage Survey Team, who is familiar with the location of the
damage, to accompany each Federal/State Damage Assessment Team (as necessary).
15. Maintained records of all expenditures related to damage survey activities and submitted to
the requesting authorities.
Federal Recovery Programs
16. Maintained records to document expenditures by the county.
17. Assisted county and state OEM in establishing a Disaster Recovery Center (DRC)
18. Appoint an “Applicant’s Authorized Agent”
146
19. Signed Notice of Intent to apply for federal aid
Concept of Operations
Activation of the Emergency Operations Center (EOC) may be required during an incident. The EOC
may consist of one person, such as the Director of Emergency Management (DEM) or DEM designee
in small events, or a full activation of the organizational structure for a large incident. Emergency
response activities are conducted with overall coordination, by the El Paso County OEM and EOC, if
activated.
All agency and County departments will coordinate activity and maintain communication with, as well
as support the El Paso County OEM and EOC, if activated. The El Paso County OEM and/or EOC, if
activated, will have authority over all operations centers during incidents of significance.
An Incident Command System (ICS), in compliance with the National Incident Management System
(NIMS), will be established. This system will be utilized to coordinate on-scene incident response
activity.
A. Mitigation
1. Assess the socio-economic consequences at the County level and determine when the
impacts of an incident of national significance or local incident require involvement in long-term
economic recovery.
2. Determine and identify responsibilities for recovery activities, and provide a vehicle for
maintaining coordination among County departments and enterprises with county, state, and
non-governmental agencies, to assure follow through of recovery and hazard mitigation efforts.
3. Identify appropriate programs and agencies to support implementation of the long-term
recovery plan, assure its coordination and identify gaps in support programs.
4. Require all County departments and enterprises to develop continuity of operations plans to
include recovery plans for their organization.
5. Review local and state mitigation plans for affected areas to identify potential mitigation
projects.
B. Preparedness
1. Identify and maintain a network of available local, county and state resources to aid in
protection and recovery from an incident which would threaten the long-term socio-economic
recovery of El Paso County.
2. Participate in training sessions and exercises.
3. Evaluate agency EOPs.
4. Ensure that administrative and accounting procedures are in place to document actions taken
and all costs incurred during emergency operations.
C. Response
1. Coordinate with County departments and enterprises, local governments within the county,
state, non-governmental agencies, and other governmental authorities in establishing longterm socio-economic recovery of El Paso County.
2. Coordinate with the public information officer to communicate emergency public information
and external communications (ESF 15 – External Affairs).
3. Coordinate with law enforcement personnel in maintenance of security of facilities and supplies
(ESF 13 – Public Safety and Security).
147
4. Temporarily arrange for or provide shelter and medical care for all affected persons (ESF 6 –
Mass Care and Sheltering).
5. Activate appropriate continuity of operations or continuity of government plans.
D. Recovery
1. Implement plans to reduce local and state socio-economic consequences.
2. Deploy damage assessment teams; obtain and analyze damage assessment data.
3. In coordination with the federal government, assign staff to identify and document economic
impact and losses avoided due to previous mitigation and new priorities for mitigation in
affected areas.
4. Coordinate identification of appropriate state and federal programs to support implementation
of long-term recovery plans.
5. Coordinate assessment and revision of existing mitigation plans, as necessary.
148
PUBLIC INFORMATION OFFICER (ESF #15)
Purpose
To establish procedures for the centralized control and dissemination of factual information
and instructions to the general public, to assure a well-informed citizenry, and to avoid or
minimize the release of incorrect or sensitive information. For those emergency situations
that are not "declared", the Colorado Incident Command System, combined with an
Emergency Operations Center environment, will be used.
The Public Information/External Affairs officer is the primary point for distribution of accurate,
timely, consistent messaging to external audiences during an incident.
Actions:
 develops and maintains the checklist for the Public Information
function







includes affected municipalities and administrative personnel
coordinates with JIC all information released to the public or to the media
responds to the EOC or the field, as appropriate;
ensures accurate and timely information about response and recovery operations;
provides public information regarding emergency measures including shelter-in-place,
evacuation routes, locations of shelters, transportation, etc.;
operates as a part of the Joint Information Center (JIC)
establishes a public inquiry center in a declared disaster
Direction and Control
The El Paso County Board of Comissioners and their designees will exercise direction and control
of Disaster operations, through the Direction and Control taks force.
The El Paso County Director of Public Communications will chair the Public Information Task
Force when the EOC is activated. All information released to the media or general public will be
cleared through the Public Information Task Force.
Reference
Refer to the current El Paso County Emergency Operations Plan.
149
PUBLIC INFORMATION OFFICER (PIO)Checklist
(External Affairs - ESF # 15)
Responsible for: coordination with news media outlets, preparing press releases, rumor control
Reports to: the EOC Manager (emergency management coordinator)
DATE OF ACTIVATION: ____________ REASON FOR ACTIVATION:
______________________________________________________________________________
Completed or N/A
By _____________________ Time____________________ Item ________________________
Materials and Information Inventory
1.
2.
3.
4.
5.
Copy of the El Paso County Emergency Operations Plan (EOP)
Copy of this checklist
Notification and Resource Manual
Action Log
Listing of area news media
Notification
1.
2.
3.
4.
5.
6.
7.
Reported to the El Paso County Emergency Operations Center (EOC)
Reviewed the checklist.
Notified the Deputy Public Information Officer and placed him/her on standby.
Opened and maintained ESF # 15 Action Log (see Attachment 1 to this checklist).
Developed shift schedule for possible 24-hour operations.
Established contact with the El Paso County Director of Communications
Notified Emergency Management Coordinator (EMC) of "unmet needs" in External Affairs.
OPERATIONS
1.
2.
3.
4.
5.
6.
7.
8.
9.
Kept the EOC Manager informed of External Affairs status.
Prepared to relocate if necessary.
Assisted with collecting, completing and forwarding damage reports and assessments.
Prepared new releases, statements and talking points for appropriate dissemination
If requested by EOC Manager, established and staffed rumor control line – reported
patterns and recurring rumors to the EMC.
Coordinated with all EOC staff sections for the latest information on the status of their
operations.
Monitored media coverage of the emergency.
Responded to the Joint Information Center (w/other counties) as needed.
Maintained records of all official releases of information
News Media
Established a media reporting area for the PIO and chief elected official to meet with news media.
150
Confirmed any media access/location restrictions through incident command based on safety and
operational needs.
News Releases
1. Coordinated any public release of information with the County Public Information Officer
prior to release.
2. Used pre-formatted releases if practical. (See Attachment 2 to this checklist)
3. EOC Manager informed of the public information status.
4. Prepared to relocate with the EOC, if necessary.
5. Recommended that victims contact their insurance carrier.
Returning evacuees and recovery
Notified evacuees of status of return.
DISASTER RECOVERY OPERATIONS
Notified evacuees of status of return.
ATTACHMENT 2 TO PIO CHECKLIST
SAMPLE RADIO/TV MESSAGES:
ROADS CLOSED
This is an emergency notification from the __________ Emergency Management Agency. The
recent storm has caused severe flooding in many areas. As of 10:30 a.m. today, law
enforcement officials closed the following roads/streets:
1. All of River Road within ________________City/County.
2. Norman St. from corner of First Ave. to Fifth Ave.
3. Mott St. from corner of Second Ave. to Fourth Ave.
Please avoid these roads/streets. If you must travel, use alternate routes.
Again, those roads/streets that have been closed are:
1. __________________________________________________________________
2. __________________________________________________________________
3. __________________________________________________________________
Please stay tuned to this station for additional road closure information.
EVACUATION RECOMMENDATION
The following announcement has been released by the __________ Emergency Management
Agency:
 The flooding continues and may worsen. For your safety, the (elected officials)
recommend(s) that you leave the ________________________ area as soon as possible
(give boundaries of local area, evacuation routes).
 Be sure to take essential items--medicine, special foods, personal items, baby supplies,
clothing, money and valuable papers--but do not overload your car. Secure your home
before you leave. Be sure to check on any neighbors who may need assistance.
151


If you cannot stay with relatives or friends outside of the evacuation area, go to (one of) the
Red Cross shelter(s) located at________________________________.
If you have no means of transportation or if you are physically unable to evacuate on your
own, ask a neighbor to assist you or call _______________. Otherwise, please do not use
your telephone except to report an emergency.
152
El Paso County
All Hazards
Emergency Operations Plan
Appendices and Sample Forms
153
Appendix 1: Glossary of Terms
GLOSSARY OF TERMS
Air Curtain Burner
A device for open burning of debris, that reduces the size and volume of smoke particles by
continually reburning all smoke produced.
Biomedical Waste
Consists of solids, liquids, sharps, and laboratory waste that are potentially infectious or dangerous
and are considered biowaste. It must be properly managed to protect the general public and debris
management workers who could be exposed to biomedical waste as an occupational hazard.
Burning
Reduction of woody debris by controlled use of fire. Woody debris can be reduced in volume by
approximately 95% through burning. Air curtain burners are recommended because they can be
operated in a manner to comply with clean-air standards.
Chipping or mulching
Reducing wood-related material by mechanical means into small pieces to be used as mulch or
fuel. Woody debris can be reduced in volume by approximately 75%, based on data obtained
during reduction operations. The terms “chipping” and “mulching” are often used interchangeably.
Colorado Division of Emergency Management (CDEM)
A Division of the State of Colorado, Department of Local Affairs, authorized to coordinate, plan for,
and conduct State disaster/emergency and search and rescue operations. This includes
coordination of plans, operations, and services with political subdivisions of the State, the Federal
government, and any public or private agency or organization, in implementing programs for
disaster prevention, mitigation, preparedness, response, and recovery. (see Section 24-32-2105,
C.R.S.)
Construction and demolition (C&D) debris
Damaged components of buildings and structures, such as lumber and wood, gypsum wallboard,
glass, metal, roofing material, tile, carpeting and floor coverings, window coverings, pipe, concrete,
fully cured asphalt, equipment, furnishings, and fixtures.
154
Construction, demolition, and land-clearing wastes – Any type of solid waste resulting from landclearing operations, the construction of new buildings or remodeling structures, or the demolition of
any building or structure.
Debris
Scattered items and materials that were broken, destroyed, or displaced by a natural disaster.
Examples: trees, construction and demolition material, personal property.
Debris clearance
Clearing the major road arteries by pushing debris to the roadside to accommodate emergency
traffic.
Debris removal
Picking up debris and taking it to a temporary storage site or permanent landfill.
Disaster
As defined in Section 24-33.5-703(1), Colorado Revised Statutes, as amended. The occurrence,
or imminent threat of widespread or severe damage, injury, or loss of life or property, resulting from
any natural or man-made cause, including, but not limited to: fire, flood, tornado, earthquake,
windstorm, hazardous substance incident, oil spill, or other water contamination requiring
emergency action to avert danger or damage, volcanic activity, epidemic, air pollution, blight,
drought, infestation, explosion, civil disturbance, or hostile military, para-military or terrorist action.
Local Disaster
A disaster which affects a political subdivision of the State of Colorado, and which, in the judgment
of the local authority, requires the activation of the response and recovery aspects of any and all
applicable local and inter-jurisdictional disaster/emergency plans. A declaration of disaster by local
authority has the effect of implementing local disaster plans. A local disaster declaration shall not
be continued or renewed for a period in excess of 7 days, except by or with the consent of the
governing board of the political subdivision (Section 24-32-2109(1), C.R.S.).
155
State Disaster
A disaster, as defined above, which requires State of Colorado assistance to supplement local
efforts and resources, to save lives and protect public health and safety, or to avert or lessen the
threat of a major disaster. A State disaster/emergency, declared by Executive Order or
Proclamation of the Governor, shall continue until the Governor finds that the danger has passed,
or the disaster has been dealt with and terminates the state of emergency. No state of
disaster/emergency may continue for longer than 30 days, unless renewed by the Governor. A
declaration of a disaster/emergency has the effect of implementing the Colorado Disaster
Emergency Operations Plan (see Section 24-32-2104, C.R.S.).
Disaster Fatality Identification
The process of recovery, preservation, identification, and disposition of fatalities in a disaster, to
include those functions supporting this process.
Disaster Field Office
A facility located in the disaster area for use by representatives of Federal and State agencies to
coordinate their support to the recovery from a Presidentially-declared disaster or emergency.
Normally, this will be established and contracted for by FEMA, Region VIII,
Disaster Recovery Center (DRC)
When established in coordination with the State and Local jurisdictions, the DRC is a satellite
component of the JFO and provides a central facility where individuals affected by a disaster can
obtain information on disaster recovery assistance programs from various Federal, State, Local,
Tribal, private-sector and voluntary organizations.
Colorado Division of Emergency Management
A sub-agency of the State of Colorado, Department of Local Affairs, authorized to coordinate, plan
for, and conduct State disaster/emergency and search and rescue operations. This includes
coordination of plans, operations, and services with political subdivisions of the State, the Federal
government, and any public or private agency or organization, in implementing programs for
disaster prevention, mitigation, preparedness, response, and recovery. (see Section 24-32-2105,
C.R.S.)
156
Emergency Operations Center (EOC)
A single, preferably atomic fallout-protected site, with associated communications, where key
officials assemble, have simultaneous access to information about a disaster/emergency, make
rapid, informed strategic response decisions on a large number of problems arising from that
situation and coordinate the activities being taken to cope with the disaster/emergency.
OEM Director
That person authorized by local governments to act in all matters relative to planning,
implementing, and directing local personnel and resources in emergency or disaster situations,
and to coordinate the planning and directing of personnel and resources with the Colorado Office
of Emergency Management. In other jurisdictions, this person may also be known as the Civil
Defense Director, Civil Defense Coordinator, Local Manager of Emergency Resources,
Coordinator of Emergency Services, etc.
Emergency Support Function (ESF)
ESFs provide a conceptual structure for coordinating interagency support to an incident. They are
mechanisms for grouping the functions most frequently used to provide governmental and nongovernmental support to first responders or the community. The El Paso County Emergency
Operations Center is a hybrid organized using the FLOP and ESF models.
Federal Coordinating Officer (FCO)
The person appointed by the Federal Emergency Management Agency Administrator to coordinate
Federal assistance in an emergency or a major disaster.
Final debris disposal
Placing mixed debris and/or residue from volume reduction operations into an approved landfill.
157
Force account labor
In this context, state, tribal, or local government employees engaged in debris removal activities
within their own jurisdiction.
Garbage
Waste that is normally picked up by a designated department (such as the Department of Solid
Waste Management, or a Contractor). Examples: food, plastics, wrapping, papers.
Grant Coordinating Officer (GCO)
The State official assigned management responsibility under the Governor's Authorized
Representative for the implementation and coordination of the Individual and Family Grant
Program (Section 408).
Governor's Authorized Representative (GAR)
The person named by the Governor in the Federal-State Agreement to execute, on behalf of the
State of Colorado, all necessary documents for disaster assistance following the declaration of an
emergency or a major disaster, including certification of applications for public assistance.
Hazardous waste
Any waste or combination of wastes of a solid, liquid, contained gaseous, or semisolid form which,
because of its quantity, concentration, or physical, chemical, or infectious characteristics may:
Cause or significantly contribute to an increase in mortality or an increase in serious irreversible or
incapacitating reversible illness; or
Pose a substantial present or potential hazard to human health or the environment when
improperly treated, stored, transported, disposed of, or otherwise managed.
Hazardous waste is regulated under the Resource Conservation and Recovery Act (RCRA). A
RCRA hazardous waste is a waste that appears on one of the four hazardous waste lists or
exhibits at least one of the following four characteristics: ignitability, corrosivity, reactivity, or
toxicity. Such wastes may include, but are not limited to, those that are persistent in nature,
assimilated, concentrated in tissue, or which generate pressure through decomposition, heat, or
other means. The term does not include solid or dissolved materials in domestic sewage, irrigation
return flows, or industrial discharges, which are point sources subject to state or federal permits.
158
Household hazardous waste (HHW)
Used or leftover contents of consumer products that contain chemicals with one or more of the four
following characteristics, as defined by the Environmental Protection Agency: Toxic, Flammable,
Corrosive, and/or Reactive. Examples of household hazardous waste include small quantities of
normal household cleaning and maintenance products, latex and oil-based paint, cleaning
solvents, gasoline, oils, swimming pool chemicals, pesticides, and propane gas cylinders.
Hot spots
Illegal dumpsites that may pose health and safety threats.
Illegal dumping
Dumping garbage and rubbish, etc., on open lots is prohibited. No garbage, refuse, abandoned
junk, solid waste, or other offensive material shall be dumped, thrown onto, or allowed to remain
on any lot or space within the county.
Incident Action Plan (IAP) – An IAP provides a coherent means of communicating the overall
incident objectives for both operational and support activities. It includes measurable strategic
objectives to be achieved in a time frame called an Operational Period. An IAP may be verbal or
written (except for hazardous materials incidents, which require a written IAP).
Industrial waste
Any liquid, gaseous, solid, or other waste substance, or a combination thereof, resulting from any
process of industry, manufacturing, trade, or business, or from the development of any natural
resources.
Liaison Commissioner
A member of The Board of County Commissioners (BOCC) designated to be the Liaison
Commissioner between the Board and OEM or the EOC, when activated, with powers and duties
defined by County Resolution. Such powers and duties may include, for example, approving
actions by the OEM and EOC staff on the Board’s behalf until a quorum of the Board can be
assembled to allow the Board to act collectively, activating the County DOPEOP, and activating
the County EOC.
159
Mixed debris
Debris that has not been sorted by residents before removal. Mixed debris collection is more
convenient for the public, but less efficient for the debris management operation.
Monitoring
Actions taken to ensure that a Contractor complies with the contract scope of work.
Mutual aid agreement
A written understanding between communities, states, or other government entities delineating the
process of providing assistance during a disaster or emergency. (See FEMA Response and
Recovery Directorate Policy Number 9523.6, “mutual aid Agreements for Public Assistance,” dated
August 17, 1999.)
National Response Framework
A plan that describes the mechanism and structure by which the federal government mobilizes
resources and conducts activities to address the consequences of any major disaster or
emergency that overwhelms the capabilities of state and local governments.
Personal protective equipment (PPE)
Garments or other equipment designed to protect the wearer's body from injury. Examples include
protective garments, helmets, eye protection, gloves, or respiratory protection. All personnel
involved in debris removal, segregation, reduction, or transportation must wear the proper personal
protective equipment (PPE) during operations.
Plan (The)
The Debris Management Plan (Plan) focuses on the types of activities that are likely to be required
during a disruption or emergency, without regard to the type or cause of that disruption or
emergency.
160
Presidential Emergency
May be declared when any hurricane, tornado, storm, flood, high water, wind-driven water, tidal
wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, fire,
explosion, hostile military, para-military or terrorist action, or other catastrophe, in any part of the
United States, requires efforts to save lives and protect public health and safety to avert or lessen
the threat of a major disaster.
Presidential-Declared Disaster
A declaration of the President of the United States when any hurricane, tornado, flood, storm, high
water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide,
snowstorm, drought, fire, explosion, hostile military, para-military or terrorist action, or other
catastrophe, in any part of the United States, which in the determination of the President (as
advised or recommended by FEMA through a State) , causes damage of sufficient severity and
magnitude to warrant major disaster assistance under PL 93-288, above and beyond emergency
services by the Federal government, to supplement the efforts and available resources of the
states, local governments, and disaster relief organizations, in alleviating the damage, loss,
hardship, or suffering caused thereby.
Recycling
he recovery and reuse of metals, soils, and construction materials that may have a residual
monetary value. The county encourages the voluntary participation of all of its residents to reduce
the waste stream through recycling. Residents are strongly encouraged to recycle all items that are
recyclable, and throw away for ultimate landfill disposal only those items that cannot be recycled.
Rights-of-Way
The portions of land over which facilities such as highways, railroads, or power lines are built.
Includes land on both sides of the highway up to the private property line.
Scale/weigh station
A scale used to weigh trucks as they enter and leave a landfill. The difference in weight determines
the tonnage dumped and a tipping fee may be charged accordingly. Also may be used to
determine the quantity of debris picked-up and hauled.
161
Search and Rescue
The employment, coordination, and utilization of available resources and personnel in locating,
relieving distress, and preserving life of persons, and removing survivors from the site of a disaster,
emergency or hazard to a place of safety in case of becoming lost, stranded, entrapped, or injured
(Section 24-33.5-707, C.R.S.).
Segregation
Required separation of waste. It is not legal to mix solid and hazardous waste.
Solid waste
Known commonly as municipal solid waste (MSW), trash or garbage. Everyday items that are
discarded by the public.
State Coordinating Officer (SCO)
The State official designated by the Governor to act as his principal assistant in the coordination
and supervision of the State Disaster Assistance Program, and to act in cooperation with the
Federal Coordinating Officer. The State Coordinating Officer serves as the focal point for political
subdivisions of the State in obtaining needed federal assistance. His functions, responsibilities,
and authorities are set forth in the State Emergency Plan.
State Damage Assessment Officer (DAO)
The member of the Colorado Office of Emergency Management assigned management
responsibility for the implementation and coordination of the State Damage Assessment
Organization.
State Disaster Fatality Identification Coordinator (DFIC)
The State official assigned management responsibility for the implementation and coordination of
the State Disaster Fatality Identification Organization.
162
State Individual Assistance Officer (IAO)
The State official assigned management responsibility under the Governor's Authorized
Representative for the implementation and coordination of the State Individual Assistance
Programs.
Sweeps
The number of times a contractor passes through a community to collect all disaster-related debris
from the rights-of-way. Debris removal is usually limited to three sweeps through the community.
Temporary Debris Storage and Reduction (TDSR) site – A location where debris is temporarily
stored until it is sorted, processed, and reduced in volume and/or taken to a permanent landfill.
Tipping fee
A fee based on weight or volume of debris dumped that is charged by landfills or other waste
management facilities to cover their operating and maintenance costs. The fee also may include
amounts to cover the cost of closing the current facility and/or opening a new facility.
Trash
Non-disaster-related yard waste, white metals, or household furnishings placed at the curb for
pickup by local solid waste management personnel. Not synonymous with garbage.
United States Army Corps of Engineers (USACE)
The primary missions of the USACE are to design and manage construction projects for the Army
and Air Force, and to oversee various flood control and navigation projects. The USACE may be
tasked by FEMA to direct various aspects of debris operations when direct federal assistance,
issued through a mission assignment, is needed.
163
Volume reduction operations
Any of several processes used to reduce the volume of debris brought to a temporary debris
storage and reduction site. It includes chipping and mulching of woody debris, shredding and
baling of metals, air curtain burning, etc.
White goods, white metals – Household appliances such as refrigerators, washers, dryers,
freezers, or electronic devices.
164
Appendix 2: Acronyms and Definitions
Acronyms
ACI
C&D
COEM
CDPHE
CDPS
CY
DCOT
DDM
DM
DMC
DOE
EOC
EOP
EPC
ERT-A
ESF
FBI
FEMA
HHW
IAP
OEM
PIO
PRT
TDSR
USACE
USEPA
WMD
Advance Contracting Initiative (USACE)
construction and demolition
Colorado Office of Emergency Management (Under the Division of Homeland Security and
Emergency Management, which is part of the Colorado Department of Public Safety)
Colorado Department of Public Health and Environment
Colorado Department of Public Safety
cubic yard
Debris Contractor Oversight Team
Deputy Debris Manager
Debris Manager
Debris Management Center
Department of Energy
Emergency Operations Center
Emergency Operations Plan
El Paso County
FEMA Emergency Response Team A
Emergency Support Function
Federal Bureau of Investigation
Federal Emergency Management Agency
household hazardous waste
Incident Action Plan
Office of Emergency Management
Public Information Officer
Debris Planning and Response Team
temporary debris storage and reduction
United States Army Corps of Engineers
United States Environmental Protection Agency
weapon of mass destruction
165
Appendix 2a: Acronyms
Acronym/Term
ACC
ADL
AED
ALX
ALZD
AMR
Apt
ARC
Asst.
BoCC
BP
BVM
bx
CAD
CAN
CAPD
CART
cc/sec
Comms
COPD
COVOAD
CPR
CVA
DD
DHS
DMH
DOD
DZ
ea
EER
EMD
EMS
EMT
EO
EOC
EOP
EPC
Description
Alternative Care Center
Activities of Daily Living
Automated External Defibrillator
Ameliorating Lateral Sclerosis
Alzheimer’s Disease
American Medical Response
Apartment
American Red Cross
Assorted
Board of County Commissioners
Blood Pressure
Big Valve Mask
Box
Computer Aided Dispatch
Certified Nursing Assistant
Continuous Ambulatory Peritoneal Dialysis
County Animal Rescue Team
Cubic Centimeter per second
Communications
Chronic Obstructive Pulmonary Disease
Colorado Volunteer Organizations Active in Disaster
Cardiopulmonary Resuscitation
Cerebro Vascular Accident
Disaster Declaration
Department of Human Services
Disaster Mental Health
Department of Defense
Dozen
Each
Emergency Evacuation Registry
Emergency Medical Dispatcher
Emergency Medical Services
Emergency Medical Technician
Emergency Order
Emergency Operations Center
Emergency Operations Plan
El Paso County
166
Acronym/Term
EPCDHE
ERD
ESA
ESF
EST
Evac
fl oz
FPD
g
gal
GEEERC
ggt
GIS
Hazmat
HS
Hwy
IADL
IC
ICP
incl
IV
JIC
lb
LE
LED
LLC
LPN
MAA
Med.
MHz
ml
MOA
MOU
MRC
MRCEPC
N.
N/A
NGO
NIMS
Description
El Paso County Department of Health and Environment
Evacuation Resource Database
Emergency Services Agency
Essential Support Function
Evacuation Strike Team
Evacuation
Fluid Ounce
Fire Protection District
Gram
Gallon
Governor’s Expert Emergency Epidemic Response Committee
Gamma-glutamyl Transpeptidase
Geographical Information System
Hazardous Material
Health Services
Highway
Instrumental Activities of Daily Living
Incident Commander
Incident Command Post
Including
Intravenous
Joint Information Center
Pound
Law Enforcement
Light-emitting Diode
Limited Liability Company
Licensed Practical Nurse
Mutual Aid Agreement
Medium
Millihertz
Milliliter
Memorandum of Agreement
Memorandum of Understanding
Medical Reserve Corps
Medical Reserve Corps of El Paso County
North
Not Applicable
Non-governmental Organization
National Incident Management System
167
Acronym/Term
NOAA
NOK
OEM
OEM
OTC
oz
PDMP
Ped
PIO
pk
POC
PoT
PPARC
PPUW
Pt.
qt
Rd
Reps
RN
RV
Rx
S.
SA
SM
FNSS
FNSSF
FNSSP
SNS
SNSAST
SOP
Sq Ft
TDD
TTY
UCCS
w/
XL
yd
Description
National Oceanic and Atmospheric Administration
Next of Kin
Office of Emergency Management
Office of Emergency Management
Over the Counter
Ounce
Pre-disaster Mitigation Plan
Pediatric
Public Information Officer
Pack
Point of Contact
Point of Triage
Pikes Peak American Red Cross
Pikes Peak United Way
Point
Quart
Road
Representatives
Registered Nurse
Rapid Vendor
Medical Prescription
South
Salvation Army
Small
Special Needs Population
Special Needs Population Forum
Special Needs Population Plan
Special Needs Shelter
Special Needs Service Animal Support Team
Standard Operating Procedure
Square Feet
Telecommunications Device for the Deaf
Teletype
University of Colorado at Colorado Springs
With
Extra Large
Yard
168
Appendix 3: Sample Forms
Sample Declaration
WILDFIRE EMERGENCY DECLARATION
WHEREAS El PASO COUNTY suffered serious disruption of transportation routes, commerce
and government services, caused by WILDLAND FIRE AT APPROX insert date and time, 2009
which occurred in the southwestern part of the County; AND
WHEREAS, the cost and magnitude of responding to and recovery from the impact of THE
WILDLAND FIRE may result in expenditures in excess of the County's available resources; and
WHEREAS, an imminent threat exists to citizens of El Paso County, causing the evacuation of
approximately _______hundred citizens; and
WHEREAS, _____ fatality(ies) were reported due to the fire.
WHEREAS, this is the largest wildfire in El Paso County history, an excess of ________ acres
burned; and
WHEREAS, highways ____, ___, and ____ were closed to all traffic to protect motorist of
imminent threat and safety, highway/Interstate ______ is a key transportation route through El Paso
County; and
WHEREAS, the Chair of the Board of County Commissioners of El Paso County, Colorado do
find the aforementioned conditions constitute a threat to the safety and welfare of the county, and
create an emergency disaster situation; and
NOW, THEREFORE, BE IT RESOLVED, that the Board of County Commissioners of El Paso
County, Colorado, declare that a Wildland Fire Emergency exists in El Paso County.
DATED AT Colorado Springs, COLORADO, this ___ day of _______, 20___
Name
(s)____________________________________________
CHAIRPERSON, BOARD OF COUNTY COMMISSIONERS
169
Sample Disaster Declaration
TORNADO DISASTER DECLARATION
WHEREAS El Paso County suffered serious damage to roads, bridges, homes, businesses and
other public and private facilities caused by a TORNADO, which occurred at approximately (time) on
(Date); and
WHEREAS, an imminent threat exists to citizens of El Paso County, causing the evacuation of
approximately ____ residents; and
WHEREAS, ____ homes and businesses have been severely damaged or destroyed; and
WHEREAS, several xxxxxx and xxxxxx schools were severely damaged: and
WHEREAS, ___ fatalities have occurred due to the tornado; and
WHERAS, _____ residents have been forced to evacuate from their damaged or destroyed
homes to a shelter: and
WHEREAS, a large number of residents are believed to be under-insured or uninsured for their
homes; and
WHEREAS, the cost and magnitude of responding and recovering from the impact of the
ensuring event is far in excess of the county’s available resources; and
WHEREAS, the Chair of the Board of County Commissioners of El Paso County, Colorado, do
find the aforementioned conditions constitute a threat to the safety and welfare of the county, and
create an emergency disaster situation; and
NOW, THEREFORE, BE IT RESOLVED, that the Board of County Commissioners of El Paso
County, Colorado, declare that a Tornado Emergency exists in El Paso County.
DATED AT Colorado Springs, COLORADO, this ____ day of _____, 20__.
Name
(s) __________________________
CHAIRPERSON, BOARD OF COUNTY COMMISSIONERS
170
Sample Disaster Declaration
BLIZZARD DISASTER DECLARATION
WHEREAS El Paso County suffered serious damage to utilities, agriculture, and land within the
county, stranded residents, cattle and horses, and caused resident to become stranded and forced
from their homes due to power outages, caused by a SNOW STORM OF RECORD LEVELS, which
occurred at approximately (time) on (Date); and
WHEREAS, an imminent threat exists to citizens of El Paso County, due to the loss of utilities
and home heat causing the evacuation of ____ residents; and
WHEREAS, ____ homes and businesses have been severely damaged and
WHEREAS, several xxxxxx and xxxxxx schools and county buildings were severely damaged;
and
WHEREAS, ___ fatalities have occurred due to the record snowfall and
WHEREAS, an estimated _______ horses and cattle have been stranded without access to
food and water and are in immediate threat of death causing catastrophic economic hardship to
ranchers and
WHEREAS, the cost and magnitude of responding and recovering from the impact of the
ensuring event is far in excess of the county’s available resources; and
WHEREAS, the Chair of the Board of County Commissioners of El Paso County, Colorado, do
find the aforementioned conditions constitute a threat to the safety and welfare of the county, and
create an emergency disaster situation; and
NOW, THEREFORE, BE IT RESOLVED, that the Board of County Commissioners of El Paso
County, Colorado, declare that a Snowfall of Record Level Emergency exists in El Paso County.
DATED AT Colorado Springs, COLORADO, this ____ day of _____, 20__.
Name
(s) __________________________
CHAIRPERSON, BOARD OF COUNTY COMMISSIONERS
171
Sample Disaster Declaration
FLOOD DISASTER DECLARATION
WHEREAS El Paso County has suffered serious damage to homes, businesses, land and
infrastructure within the county, stranded residents, cattle and horses, and caused resident to become
stranded and forced from their homes due to power outages, caused by a SEVERE STORM OF
RECORD LEVELS, which occurred at approximately (time) on (Date); and
WHEREAS, an imminent threat exists to citizens of El Paso County, due to the loss of utilities
and home heat causing the evacuation of ____ residents; and
WHEREAS, ____ homes and businesses have been severely damaged and
WHEREAS, _______schools and ________ county buildings have been severely damaged;
and
WHEREAS, ___ fatalities have occurred due to the record snowfall and
WHEREAS, an estimated _______ horses and cattle have been stranded without access to
food and water and are in immediate threat of death causing catastrophic economic hardship to
ranchers and
WHEREAS, the cost and magnitude of responding and recovering from the impact of the
ensuring event is far in excess of the county’s available resources; and
WHEREAS, the Chair of the Board of County Commissioners of El Paso County, Colorado, do
find the aforementioned conditions constitute a threat to the safety and welfare of the county, and
create an emergency disaster situation; and
NOW, THEREFORE, BE IT RESOLVED, that the Board of County Commissioners of El Paso
County, Colorado, declare that a Flash Flood Emergency exists in El Paso County.
DATED AT Colorado Springs, COLORADO, this ____ day of _____, 20__.
Name
(s) __________________________
CHAIRPERSON, BOARD OF COUNTY COMMISSIONERS
172
Sample Disaster Declaration (DD)
WATER CONTAMINATION DISASTER DECLARATION
WHEREAS, pursuant to Section 25-1-506, C.R.S., the El Paso County Department of Health and
Environment (Health Department) has the power and duty to investigate and control the causes of
epidemic or communicable diseases and conditions affecting public health in El Paso County; and,
WHEREAS, the El Paso County Department of Health and Environment has determined that the
public (or private) drinking water supplies in El Paso County have become contaminated by
(description)___________________________________
____________________________________________________ on about (date and time of
contamination confirmation)__________________; and,
WHEREAS, said contamination has been confirmed in the following sources or
locations:_________________________________________________________________________
______________________________________________; and,
WHEREAS, the public depends on said water supplies for potable water; and,
WHEREAS, the Health Department has determined that it is necessary to control the epidemic or
communicable diseases that may be spread by the use of said water supplies and has issued a Boil
Water Emergency Order; and
NOW, THEREFORE, BE IT RESOLVED, that the Board of County Commissioners of El Paso
County, Colorado, declare that a Water Contamination Emergency exists in El Paso County.
DATED AT Colorado Springs, COLORADO, this ____ day of _____, 20__.
Name
(s) __________________________
CHAIRPERSON, BOARD OF COUNTY COMMISSIONERS
173
Sample Emergency Order (EO)
PUBLIC HEALTH ORDER TO BOIL WATER
TO: All Persons Using Public (or Private) Drinking Water Supplies in El
Paso County, Colorado
FROM: El Paso County Department of Health and Environment
301 South Union Boulevard
Colorado Springs, CO 80910
WHEREAS, pursuant to Section 25-1-506, C.R.S., the El Paso County Department of Health and
Environment (Health Department) has the power and duty to investigate and control the causes of
epidemic or communicable diseases and conditions affecting public health in El Paso County; and,
WHEREAS, public (or private) drinking water supplies in El Paso County have become contaminated
by
(description)___________________________________
____________________________________________________ on about (date and time of
contamination confirmation)__________________; and,
WHEREAS, said contamination has been confirmed in the following sources or
locations:_________________________________________________________________________
______________________________________________; and,
WHEREAS, the public depends on said water supplies for potable water; and,
WHEREAS, the boiling of said contaminated water will eliminate the health risks to the public; and,
WHEREAS, the Health Department has determined that it is necessary to control the epidemic or
communicable diseases that may be spread by the use of said water supplies without first boiling said
water;
NOW, THEREFORE, the El Paso County Department of Health and Environment hereby issues the
following Public Health Order to Boil Water in El Paso County, Colorado:
1. This Order shall apply to all persons using water for consumption from the following
sources:_____________________________________________
___________________________________________________________________________
___________________________________________________________________________
_____________________________.
2. This Order shall be effective immediately, and shall be terminated by publication of a written
Order to that effect in a newspaper of general circulation in El Paso County, and by other
appropriate postings and methods.
3. All persons using water for consumption from the sources listed in Paragraph 1 above shall
boil such water for a minimum of ___ minutes prior to consumptive use.
174
DATED this ____ day of _____, 20__
By: ___________________________________
Public Health Director
CERTIFICATE OF PUBLICATION
This Public Health Order to Boil Water was published by (newspaper) ________________________________________________________ on
____________.
___________________________________
(Signature of Person Making the Publication
175
Sample DoA for Wildland Fire
DELEGATION OF AUTHORITY
__(Incident Name)_ Wildland Fire
As of _________________________________(date), I have delegated authority and responsibility
for the management of the _____________________________________ incident to Incident
Commander ________________________________________ and your Type _____ Team. With
the delegation comes the full authority to implement the selected Wildland Fire Situation Analysis
(WFSA) alternatives and the responsibility for management of all aspects of the fire suppression
effort. I want to emphasize the following key points of the selected strategy:
Provide for public and firefighter safety and protect all structures at all identified sites. Public
and First Responder safety is your number one priority.
Protect critical infrastructure. This includes the Ray Nixon Power plant, all water treatment
plants, and xxxxxx.
Minimize direct impact to the Fountain Creek Watershed, Ruxton Creek Watershed, North and
South Catemont and Southerland Watersheds.
Work in coordination with the El Paso County Sheriff’s Office and the El Paso County Office of
Emergency Management to prepare and execute evacuations plans as needed.
Follow the policy for national work/rest guidelines for all incident personnel. Shift lengths will
conform to national policy with exceptions documented.
Night time operations are not constrained provided that you follow the risk assessment process
to manage the risk and weigh the benefits of conducting two operational periods per day.
Finance consideration will be coordinated with the Chief Financial Officer of El Paso County.
It is estimated that the final suppression cost will be $__________________. You are expected to
track all costs daily and consult with us if there is a potential to exceed the projected costs.
Coordination will be maintained with the OEM Director and as required with the representative of
Colorado Division of Local Affairs and the Division of Emergency Management for other financial
considerations, and disaster assistance.
Any significant changes to the WFSA in terms of time, cost, and resources allocated, and size will be
documented with an amendment approved by the appropriate Line Officer in a timely manner. A
copy of the WFSA is included in the Line Officer’s Briefing package.
Your are required to project the estimated total suppression cost for three days in the future and make
this estimate known to the respective Agency Representative. This will assist if or when a revised
Delegation of Authority may be required.
All land and resource damage caused by suppression will be rehabilitated prior to the home units
reassuming control of the incident. This rehabilitation will include water bar construction, berm
removal, and dispersion of berm piles on all fire lines and safety zones.
After the agency administrator’s briefing you and your incident management team will report to
_________________________________________ and establish your Incident Command Post. You
176
and the current Incident Commander ___________________________, will determine a transition
and transfer of command time for the incident. A clear transition during a regular shift change is
required in order to eliminate any confusion and enhance safety.
Manage the incident with consideration to produce as little environmental damage as possible. Your
environmental advisor is _________________________________________.
Key resource considerations are:
Constraints or restrictions for the suppression actions include:
The Incident Management Team (IMT) will coordinate all media contacts and releases with the Joint
Information Center.
Your agency administrator is __________________________________________.
Your El Paso County Liaison is ________________________________________.
You will keep key representatives informed of the fire status and costs. These include
_______(name, position and contact information)_____________________.
You have full authority and responsibility for managing incident activities, within the framework of
statutory laws, United States Forest Service regulations and policy, El Paso County Resolutions.
SIGNED:
DATE:__________________
______________________________
Incident Commander
_______________________________
Chair, Board of County Commissioners
El Paso County, Colorado
177
Sample Delegation of Authority (Flood, Tornado, Blizzard)
TO INCIDENT COMMANDER
Agency authority and responsibility for managing and controlling the El Paso County Tornado
presently impacting the ____(define area )________ is hereby transferred to _(IC’s name)____ as
Incident Commander.
This transfer includes the authority to obligate agency funds necessary to pay for managing this
incident.
As Incident Commander, you are accountable to me for the overall management of this incident
including its control and return to local forces. I expect you to adhere to relevant and applicable laws,
policies, and professional standards. Managing resources and developing safe operations plans are
your primary tasks, however, you are expected to do so in a manner that provides for the safety and
well being of involved personnel. Consideration for the safety and needs of local residents and the
communities is essential for successful management of the incident. Cost-effective and costcontainment practices will be used at all times.
Other needs/constraints:




Transition with existing forces will be handled smoothly but as rapidly as possible.
Finance consideration will be coordinated with the Chief Financial Officer of El Paso County.
Coordination will be maintained with the representative of Colorado Division of Local Affairs
and the Division of Emergency Management for other financial considerations, and disaster
assistance.
Assist all municipalities and the county in developing a Debris Removal Plan, Damage
Assessment Plan, Donations and Volunteer Management Plan, and a Long Term Recovery
Plan.
This transfer becomes effective at
(date)
Name
Chair, BoCC
(time)
time on the date of
, 20__, and may be changed or updated as conditions change.
Name
Incident Commander , JeffCo
IMT
178
Sample Emergency Order (EO)
MANDATORY EVACUATION ORDER
WHEREAS El Paso County has a wildfire of catastrophic level that started on (date and time of
fire) and is endangering the lives of residents living in the path of the fire
WHEREAS, the fire conditions are at “Red Flag” levels due to high winds and low relative
humidity; and
WHEREAS, the fire is threatening the homes of residents located in the areas (describe the
area such as west of I25 but south of State Highway 105 and north of Woodman Road); and
WHEREAS, the evacuation of these residents is required to ensure the safety of residents and
firefighters; and
NOW, THEREFORE, BE IT RESOLVED, that the Board of County Commissioners of El Paso
County, Colorado, declare that a Mandatory Evacuation exists in El Paso County for the areas of
(same areas listed above in item 3 above).
DATED AT Colorado Springs, COLORADO, this ____ day of _____, 200__.
Name
(s) __________________________
CHAIRPERSON, BOARD OF COUNTY COMMISSIONERS
179
INITIAL DAMAGE ASSESSMENT--WINDSHIELD SURVEY
Type of Disaster


Flood
Fire


Street
Number
Name of Incident
Other _________
Building
Damage
3
Date
Tornado
2
1
Type of
Usage
County
City/location*
Street Name
El Paso
Name of
Family/Business
Description of Damage/Comments
0
3
Destroyed (Not Repairable): The structure no longer exists or is damaged to the extent that it is no longer usable and that
restoration to use is not technically or economically feasible. The structure is damaged to over 80% of its value and will not
usually be repaired. The structure cannot be occupied within a comparatively short time, if ever, because the necessary repairs
are too time consuming or not practical.
2
Major Damage (Needs Repairs): The structure cannot be used or may be used under limited conditions or reduced levels of
service or may be restored to use with extensive repairs. The damage is over 10%, but less than 80% of the structure’s value
and averages at 30%. The structure can be occupied after repairs are accomplished. These repairs should be those that can
be accomplished within a comparatively short time: one to two weeks.
1
Minor Damage (Habitable): The structure may still be used for its intended purpose or may be restored to service with minimal
repairs. The damage constitutes less than 10% of the value of the structure and averages about 5%. The structure can be
occupied with simple clean-up or minor repairs.
0
No Damage
Type of Usage:
S = Single-Family Dwelling; M = Mobile Home; A = Apartment;
B = Business; P = Public Building: O = Other (note under description)
Location: If no street address is available, describe the location and structure in the comments section.
180
181
Damage Assessment Process, Questions & Timelines (Waldo Canyon Sample)
DAMAGE ASSESSMENT PROCESS AND TIMELINE
WALDO CANYON WILDFIRE
June 30, 2012
Below is an outline of damage assessment stages and decision points for the Waldo Canyon Wildfire.
This is just a starting point for further discussion and policy decisions. Determine if “damage” include
losses due to road closure or evacuation such as:
Loss of business
Loss of inventory
Unemployment
Failure to provide promised service (refunds, penalties, etc.)
A. Intelligence Stage
Timeline: As soon as it is safe to do
1. Rapid Needs Assessment
a. Windshield Survey
b. What damages exist?
c. What is needed to recover services?
d. What is the timeline for restoration?
2. Critical Facilities / Transportation Systems
a. Where do the problems exist?
b. What will be the cost for restoration?
c. What is the timeline for restoration?
3. Estimation of numbers, types (residential / business), and degree of damage
4. Policy Decisions for this stage
a. How will you capture data, map it, and disseminate it to all damage assessment
personnel?
b. How will you capture costs?
B. Safety Stage
Timeline: As soon as it is safe to do
1. Site Safety Plan
a. What will it take to get people into the area to do further assessments
i. PPE – masks, safety gear, etc.) – Is this needed?
ii. What equipment is necessary – can the roadways support the equipment
b. Debris removal for public access
i. Roadways – are they clear
ii. Public Health Considerations (asbestos, air quality, etc.)
2. Policy decisions for this stage
a. What is the city or county willing to provide to support this effort?
182
b. Are there any policies, ordinances or resolutions preventing you from being able
to support this effort?
C. Detailed Assessment Stage
Timeline: After considerations have been made for affected members of the community
1. Detailed survey of damaged structures by qualified inspectors
2. FEMA / SBA Preliminary Damage Assessment
3. Other Losses or Damages
a. Economic Loss – Capturing data on the economic losses for the community
4. Policy decisions for this stage
a. How is this information captured and disseminated?
b. Who will be the point of contact for the city and county for the FEMA / SBA
Damage Assessment process?
c. Who will be responsible for providing economic loss information (city/county)?
d. What other community losses might exist? – cultural, historic, etc.
D. Recovery Assessment Stage
Timeline: Re-entry is complete, response phase is over, area is safe
1. Coordinate the reconstruction of damaged and destroyed facilities, residences, and
businesses
2. Long-term recovery issues
a. Erosion, sediment, flooding or mudslide potential
b. Homes and businesses being rebuilt
3. Policy decisions for this stage
a. Building permitting decisions
i. Do you want to expedite the process for permits?
ii. Do you allow people to rebuild to lower standards than current codes?
iii. Is mitigation a requirement for rebuilding in that area?
iv. Have you spoken to the citizens regarding flood insurance needs that may
not have been there before?
Emergency Communications
All public communications, to include, but not be limited to; social media, and other such forms of
information relay, in relation to the damage assessment process, will be conducted in accordance
with the County’s Emergency Communications Plan, coordinated by the Communications
Department. Refer also to the County EOP - ESF 2- Communications and Warnings Annex. Although
DART members should always conduct themselves in a professional and compassionate manner, no
member of the DART team will answer media/public questions with regard to the incident or state of
emergency. Nor shall they interview with, or make open comments to, the media directly. Direct all
questions asked by the media/public, to the PIO/JIC and/or EOC for response.
183