Microsoft Word - EOP for online.doc

City of North Charleston,

South Carolina

Emergency Operations Plan

City of North Charleston

Emergency Operations Plan

Executive Summary

The City of North Charleston Emergency Operations Plan (NCEOP) is an all-hazard plan

developed for use by city government to ensure a coordinated and effective response to natural and man-

made disasters that may occur in the City of North Charleston. The plan is organized to correspond to the

four phases of emergency management; mitigation, preparedness, response, and recovery.

The plan has three major parts, the Mayor’s Executive order which adopts and approves the plan

and assigns responsibilities; the Basic Plan which outlines general policies and procedures that provide a

common coordinated basis for joint operations and the functional annexes which outline the responsibilities

of city departments within the framework of Emergency Support Functions (ESF’s).

City departments use the NCEOP as a basis for developing implementing instructions, for training,

preparing, marshaling and distributing resources and in providing services and assistance during disasters.

Basic Plan

I. Introduction

A. General

It is the policy of the City of North Charleston to be prepared for any emergency or disaster.

Emergency response personnel, equipment, and facilities will be maintained in a state of

readiness to save lives, prevent or minimize damage to property, and provide assistance to all

persons who are threatened by an emergency or who become victims of any disaster.

Emergency operations will be coordinated to the extent possible with the comparable

activities of County, State, and Federal governments. The Mayor or his/her designee will

determine the level and duration of use of resources committed by the City.

B. Specific

1. This plan establishes the policies and procedures by which the City will coordinate

county, state, and federal response to disasters impacting the citizens of the City of

North Charleston.

2. The plan describes how the City will mobilize resources and conduct activities

through preparedness, response, recovery, and mitigation planning.

3. This plan utilizes the Emergency Support Function (ESF) concept to marshal and

apply city resources and describes the responsibilities of city departments in

executing effective response and recovery operations.

4. This plan supports the National Incident Management System (NIMS) which is a

nationwide template enabling federal, state, local, and tribal governments and private

sector and non-governmental organizations to work together effectively and

efficiently to prevent, prepare for, respond to, and recover from domestic incidents

regardless of cause, size, or complexity.

C. Mission

City government has a five-fold mission, which includes:

1. warning the public of impending danger;

2. responding to disasters with timely and effective deployment of city resources;

3. informing the public about the situation and the protective actions they may take

through the public information process.

4. coordinating restoration and recovery operations, and

5. assessing local needs and coordinating support from county, state, and federal

governments.

D. Purpose

This plan has two purposes which are as follows:

1. Provide a framework for the effective delivery of city resources during a disaster.

2. Coordinate with the respective County Emergency Operations Center for the delivery

and implementation of county, state, and federal assistance.

E. Emergency Preparedness Planning Responsibilities

1. Prevention actions include those taken to avoid an incident or to intervene to stop an

incident from occurring. Activities include applying intelligence information and

developing corresponding countermeasures.

2. Mitigation activities are those that either prevent the occurrence of an emergency or

reduce the community’s vulnerability in ways that minimize the adverse impact of a

disaster or emergency. Building code enforcement and land use legislation are

examples of mitigation activities.

3. Preparedness activities, programs, and systems are those that exist prior to an

emergency and are used to support and enhance response to an emergency or disaster.

Planning, training, and scenario exercising are among the activities conducted under

this phase.

4. Response involves activities and programs designed to address the immediate and

short-term effects of the onset of an emergency or disaster. It helps to reduce

additional casualties and damages and speeds recovery. Response activities include

warning, direction and control, evacuation, and other similar operations.

5. Recovery involves returning systems and the infrastructure to pre-disaster conditions.

Short-term recovery actions are taken to assess damage and return vital life-support

systems to minimal operations while long-term recovery actions may go on for years.

II. Situation and Planning Assumptions

A. Situation

1. All planning efforts are based upon Hazard Analysis data. See Table 1, Hazard

Analysis.

2. The City of North Charleston is threatened by natural, technological, and manmade

hazards. The threat posed by these hazards is both immediate [e.g., hazardous

chemical spill, act of terrorism, hurricane, tornado] and long term [e.g. drought, chronic

environmental chemical release]. These hazards have the potential to disrupt the day-

to-day activities, cause extensive property damage, and create mass casualties.

3. Historically, the greatest risk to the City of North Charleston has been from natural

hazards such as hurricanes, tornadoes, earthquakes, floods, etc. However, the attacks

on the World Trade Center and the Pentagon have given rise to the potential increase in

terrorist activities.

B. Planning Assumptions

1. A disaster may occur with little or no warning, and may escalate far more rapidly than

the ability of any single city department to handle it.

2. When an emergency exceeds the City’s resources and response capabilities, city

government will request help from the county and state or from mutual aid

organizations.

3. When city assets are impacted, the responsible city department will notify their chain

of command and the Municipal Emergency Operations Center, if activated, as soon as

practical.

C. Hazard Analysis

The City of North Charleston is threatened by natural, manmade, and technological hazards.

These hazards have the potential to disrupt day-to-day activities, cause extensive property

damage and create mass casualties. Historically, the greatest risk is perceived to be from

natural hazards; however the continued expansion of chemical usage poses an increased risk

of technological hazards in North Charleston.

Since September 11, 2001 the increases risk of terrorist attacks has also increased the

likelihood of a manmade disaster. Possible hazards include:

1. Hurricanes and Tropical Storms

The City of North Charleston has a high likelihood of being impacted by hurricanes

and tropical storms. Densely populated areas, especially during peak tourist seasons,

coupled with generally low elevations significantly increase the cities vulnerability.

The greatest threat to life and property associated with a hurricane and tropical storm is

storm surge. Other effects include high winds, tornadoes, and flooding associated with

heavy rainfall that usually accompanies these storms.

2. Tornadoes

South Carolina has averaged 11 tornadoes each year since 1950, resulting in 47

fatalities and 1057 injuries. South Carolina ranks twenty-sixth in the United States in

the number of tornadoes per square mile. The most common type of tornado normally

encountered in the City is the relatively weak and short-lived type. Tornadoes are most

likely during the spring, but can occur almost anywhere at anytime.

3. Coastal and Riverine Flooding

(a) The City of North Charleston is vulnerable to several variations of flood hazards

which occur due to different effects on severe thunderstorms, hurricanes,

seasonal rains and other weather-related conditions. The City’s low-lying

topography, combined with its humid subtropical climate, makes it highly

vulnerable to inland or riverine flooding. Riverine flooding occurs when the

flow of rainwater runoff is greater than the carrying capacities of the natural

drainage systems.

(b) Coastal flooding, in comparison to riverine flooding, is usually the result of a

severe weather system such as a tropical storm, hurricane, or intense offshore

cyclone, which contains an element of high winds. The damaging effects of

coastal floods are caused by a combination of storm surge, wind, rain, erosion

and battering by debris.

4. Earthquakes

(a) Earthquakes are common in South Carolina. Approximately 20 earthquakes are

recorded annually in South Carolina with 3 to 5 of them felt for noticed by

people. About 70 percent of South Carolina earthquakes are located in the

Middleton Place-Summerville Seismic Zone. The two most significant

historical earthquakes to occur in South Carolina were the 1886

Charleston/Summerville earthquake and the 1913 Union County earthquake.

The 1886 earthquake in Charleston was the most damaging earthquake to ever

occur in the eastern United States. In the terms of lives lost, human suffering,

and devastation, this was the most destructive earthquake in the United States

during the 19

century.

(b) Earthquakes in South Carolina have the potential to cause great and sudden loss

because devastation can occur in minutes. Forecasts indicate there is a 40 to 60

percent chance of a magnitude 6 earthquake somewhere in the central and

eastern United States within the next 30 years. While there have not been any

large scale earthquakes in South Carolina in recent years, a 2001 study

confirmed the state is extremely vulnerable to earthquake activity.

5. Fires

(a) Structural fires in South Carolina are divided into several categories; public

assembly property, educational property, institutional, store/office, basic

industry, utility, defense, manufacturing, storage, special, residential, and

unclassified. Each year South Carolina averages approximately 9500 fires in all

categories.

(b) Wildfires are caused by numerous sources ranging from lightning, arson,

carelessness by smokers, individuals burning debris or operating equipment

which throws sparks, to children playing with matches. However, the largest

number of fires in South Carolina caused by people is woods arson and the

second leading cause is careless debris burning.

6. Hazardous Materials

The City of North Charleston’s industrial capacity and the network of interstate

highways and railways result in vulnerabilities to hazardous material releases from

both stationary sites and transportation sources. The City of North Charleston is a

transportation nexus that supplies industries with chemical and petroleum products.

The possibility of a moderate to large accidental release of hazardous materials from a

transportation source is high.

7. Terrorism

(a) While there have not been any successful acts of terrorism committed in South

Carolina in recent years, the State and the City have many critical and high

profile facilities, high concentrations of population, and other potentially-

attractive venues for terrorist activity that are inherently vulnerable to a variety

of terrorist methods. Recent nationwide terrorist activity continues to reinforce

potential dangers.

(b) The City of North Charleston contains government, transportation, commercial,

infrastructure, cultural, academic, research, military, and athletic facilities which

constitute ideal targets for terrorist attacks. Attacks on these types of targets

may cause catastrophic loss of life, large amounts of injuries, and significant

property and environmental damage.

when incidents of these types are executed for criminal purposes, such as the use

of hazardous materials to injure or kill or the use of biological weapons to create

an epidemic.

8. Transportation

The City of North Charleston has a large transportation network consisting of major

highways, an airport, marine terminal, rail yards, and passenger railroads. The

potential exists that a major transportation accident causing numerous injuries and/or

fatalities may occur.

9. Civil Disorder

Civil disorder may occur at anytime. However, civil disorder is often preceded by

periods of increased tension allowing sufficient time to take action to decrease tension

and plan for any civil disorder that may occur.

10. Dam Failure

The City of North Charleston is located downstream from the Pinopolis Dam. This

dam is vulnerable to failure when threatened by upstream floods, earthquakes, neglect

or any combination of the above, which can cause personal injury or death and

significant water damage to property.

11. Severe Winter Weather

Snow and ice storms, coupled with cold temperatures, periodically threaten the city.

Winter storms can damage property, create safety risks, destroy crops and valuable

timber, damage infrastructure components such as power line and have enormous

economic impacts. Snow and ice storms have recently struck portions of South

Carolina in 1989, 1993, 2000, and 2002.

12. Droughts

South Carolina is not immune to drought periods, the most recent having occurred in

1983, 1986, 1993, and 1998-2002. The 1998-2002 drought is one of the longest and

most severe in more than 100 years. Drought can have a significant economic impact

on tourism.

III. Organization and Assignment of Responsibilities

A. General

Most departments within city government have emergency functions to perform in addition to

their normal duties. Each is responsible for developing specific policies and procedures in

response to their responsibilities under their Emergency Support Function (ESF). The

presumption is that all primary departments will coordinate with their supporting departments

in preparing all plans and accompanying documents.

B. Emergency Operations

Organizational responsibility assignments covered by this plan are displayed in the matrix

found in Table 2, ESF Responsibilities. In the event it becomes necessary to request outside

assistance, coordination will be made through the Municipal Emergency Operations Center.

C. City

The Mayor of the City of North Charleston serves as head of the City’s emergency council,

and is responsible for emergency operations under the provisions of this plan. The Mayor has

delegated the responsibility for emergency management to the Chief of Police/Emergency

Preparedness Director who acts as the Mayor’s Chief of Staff during emergency operations.

The Chief of Police/Emergency Preparedness Director is responsible for the following:

1. Establishing a formal emergency management organization to be charged with duties

incident to the protection of life and property in the city during an emergency.

2. Developing a basic Emergency Operations Plan for the City outlining the roles and

responsibilities of the Emergency Management organization during an emergency.

This plan will be updated annually.

3. Establishing and conducting an emergency preparedness exercise and training program.

4. Developing a system, based on available resources, to provide for timely warning of

the public and the dissemination of instructions for self-protection during an

emergency.

5. Conducting emergency operations with support from other city departments, and if

needed county, state and federal governments.

D. Responsibilities of the Emergency Preparedness Coordinator

The Chief of Police/Emergency Preparedness Director has designated a member of his staff as

the Emergency Preparedness Coordinator. The Emergency Preparedness Coordinator is

responsible for the following:

1. Coordinating execution of the various ESFs of this plan to the maximum extent

possible with the emergency activities of other government entities and private

agencies.

2. Operating the Municipal Emergency Operations Center, once activated by the Chief of

Police/Emergency Preparedness Director.

3. Maintaining surveillance of potentially threatening conditions to and within the city in

coordination with state and federal agencies and direct appropriate warning and

preparedness action.

4. Establish procedures for the maintenance and distribution of this plan on a regular

basis.

5. Provide technical and planning assistance to city departments upon request.

6. Initiate any and all other actions deemed necessary for effective implementation of this

plan.

7. Advise the Chief of Police/Emergency Preparedness Director, of the severity and

magnitude of the emergency/disaster situation through Situational Reports (SITREPs).

8. Maintaining a file of polices and procedures developed and provided by the primary

and supporting departments.

9. Maintain, update, and distribute all changes to this plan, with an annual review or as

required by an actual event.

E. Responsibilities of City Departments.

1. Appoint a department Emergency Representative, and alternate, to coordinate with the

Emergency Preparedness Coordinator with preparation and maintenance of operational

ESFs and enabling polices and procedures. These plans may be required to support the

Emergency Operations Plan depending on the department’s role in emergency

operations. The Emergency Representative will have the authority to commit

department resources and expedite program operation in the provision and coordination

of emergency services.

2. Provide the Emergency Preparedness Coordinator with copies of all detailed plans,

policies and procedures within 30 days of the date of their completion.

3. Assign personnel to augment the Municipal Emergency Operations Center.

4. Mobilize and utilize allocated and available resources to meet emergency or disaster

requirements.

5. Provide training as appropriate to personnel assigned to execute respective emergency

functions in this plan.

6. Maintain a 24-hour response team capability in the department that is capable of

responding to the Municipal Emergency Operations Center or Incident Command Post

in order to carry out organizational responsibilities.

7. Review this plan annually and update department polices and procedures developed to

support ESFs to meet current department policy and organization.

8. Maintain current internal notification/recall rosters and communications systems.

9. Participate in tests and exercises to test this plan.

IV. Concept of Operations

A. General

This plan is based on four organizational levels of emergency management; city, county,

state, and federal governments. Mitigation, preparedness, response, and recovery are the

responsibilities of all levels of government. The various levels of government work together

to provide a delivery system that meets the needs of the public in an emergency.

B. City Government

1. This Emergency Operations Plan will be implemented by the Chief of

Police/Emergency Preparedness Director when a major emergency or disaster occurs,

at the direction of the Mayor, or upon a declaration of a State of Emergency by the

Governor or Mayor.

2. City resources will be utilized to protect against and respond to an emergency or

threatening situation to include activating pre-established mutual aid agreements.

3. When the Mayor or his/her designee determines that the resources of the City are not

adequate, additional resources may be requested through the respective County

Emergency Preparedness Division or the respective County Emergency Operations

Center, if activated.

4. Where applicable, a city department has been designated as the lead organization

(Primary) for Emergency Support Functions and is responsible for coordinating the

development and preparation of the Emergency Support Function and enabling policies

and procedures.

5. Depending on the type of emergency situation the Chief of Police/Emergency

Preparedness Director, under the direction of the Mayor, may order a partial, limited,

or full activation of the Municipal Emergency Operations Center. Partial, limited, and

full activations will be in accordance with the Municipal Emergency Operations Center

Standard Operating Procedure.

6. Upon the declaration of a State of Emergency, or as the situation warrants, public

information briefings, news releases and all emergency information for public

dissemination will be released at press briefings in coordination with the Mayor, the

Chief of Police/Emergency Preparedness Director, the Director of Public Safety

Communications and the Joint Information Center, if established.

7. The following Operating Condition (OPCON) levels have been established to

maximize the use of advanced warning. These OPCONs increase the City’s level of

readiness on a scale from 5 to 1. Each OPCON level is declared when a predetermined

set of criteria has been met. The Chief of Police/Emergency Preparedness Director will

assign OPCON levels in coordination with the County and State when required. These

OPCON levels are described as follow:

OPCON READINESS LEVEL

Day-to-day normal operations and preparedness.

Possibility of an emergency or disaster situation that may

require a limited or partial activation of the MEOC.

Disaster or emergency situation likely or imminent. Full or

partial activation of the MEOC; activation of the City EOP or

an appropriate plan for the Specific hazard e.g. Hurricane Plan,

etc.

Disaster for emergency situation in effect; maximum

preparedness level; full activation of the MEOC if not already

accomplished.

Disaster or emergency situation is occurring; emergency

operations are underway; protective actions e.g. evacuation is in

progress; highest state of emergency operations.

C. State Government

1. State resources will supplement local efforts upon request or in accordance with the

Emergency Support Function support areas coordinated by South Carolina Emergency

Management Division.

2. The Governor or his designee may execute the South Carolina Emergency Operations

Plan to support local situations when local resources are not adequate to sustain an

effective response operation or when a significant state presence is required for

immediate assistance.

3. When an emergency or disaster has occurred or is imminent, the Governor may issue

an Executive Order proclaiming the existence of a State of Emergency or activate the

emergency response, recovery, and mitigation aspects of state, local, and inter-

jurisdictional disaster plans. The Executive Order is required for the deployment and

use of state personnel, supplies, equipment, materials and/or facilities.

4. In order to make maximum use of advanced warning, the State has adopted a system of

Operating Condition (OPCON) levels. These OPCONs increase from the State level of

readiness on a scale of 5 to 1 as previously described.

5. Should an emergency or disaster occur which is clearly beyond the capabilities and

resources of state and local governments, the Governor may request assistance from the

federal government by requesting that a federal disaster declaration be declared.

D. Federal Government

1. Federal assistance will supplement state and local efforts and shall be

provided under governing statutory authority.

2. To the extent that public law provides, any federal assistance made available to relieve

the effects of the disaster or emergency in South Carolina will be channeled through

and coordinated by the Governor or his designated authorized representative.

3. The federal government provides assistance through fifteen (15) Emergency Support

Functions (ESFs) as defined by the National Response Plan. These ESFs and two

others established by Charleston County will establish direct liaison with South

Carolina’s ESF representatives in the South Carolina Emergency Operations Center.

4. The Secretary of Homeland Security may appoint a Principal Federal Official (PFO) to

coordinate overall federal incident management and assistance. If federal assistance is

authorized under the Stafford Act a Federal Coordinating Officer (FCO) will be

appointed. The FCO is authorized to use the full authority of the Stafford Act and to

reimburse response and recovery claims.

V. Warning

A. General

Warning is the process of notifying key members of city government of disaster information

as it becomes available. Warning operations include the use of information and reports;

surveillance of threatening conditions and 24-hour radio and special paging capability (Alpha

paging). The City Primary Warning Point is located in the Communications Center at City

Hall.

B. Chief of Police/Emergency Preparedness Director

The Chief of Police/Emergency Preparedness Director or his/her designee will coordinate

with the respective County Emergency Preparedness Division, the National Weather Service,

and others to ensure warning readiness in time of a man-made or natural disaster or

emergency.

C. Emergency Preparedness Coordinator

The Emergency Preparedness Coordinator will develop a list of critical city employees that

need to be notified in a disaster or emergency situation. This list will be maintained in the

Communications Center.

VI. Evacuation

A. General

Evacuation is the controlled movement and relocation of persons and property made

necessary by the threat or occurrence of a natural/technological disaster or an act of

aggression.

B. Responsible Department

The lead city department for carrying out the evacuation due to large natural disasters is the

North Charleston Police Department in conjunction with the South Carolina Highway Patrol,

Charleston County Sheriff’s Office and the respective County Emergency Preparedness

Division.

C. Coordination

Coordination with all appropriate departments and agencies will be performed through the

Law Enforcement Branch desk (ESF 13) in the Municipal Emergency Operations Center.

E. Isolated Evacuations

Evacuations due to man-made incidents, involving a relatively small geographic area are the

responsibility of the fire/police departments. As soon as practical, the respective County

Emergency Preparedness Division will be notified so that they may make notifications to the

State Warning Point as required by state law (Emergency Powers Act).

F. Coordination with County and State Authorities

1. Evacuations due to tropical storms and hurricanes will be coordinated with the

respective County Emergency Preparedness Division.

2. The Municipal Emergency Operations Center will coordinate with the respective

County Emergency Operations Center and appropriate state agencies for evacuation

routing to shelters, pre-positioning of personnel and equipment, provision of

transportation, shelter, and the provision of public information to deal effectively with

the situation.

G. Emergency conditions and affected areas that may require evacuation

1. Hurricanes: Coastal areas, beachfront properties, low-lying areas around streams, and

mobile home areas.

2. Hazardous Materials Incidents: Densely populated areas throughout the city.

3. Dam Failures and Floods: Low lying areas around rivers, streams and swamps.

4. Earthquakes: Densely populated areas.

5. Weapons of Mass Destruction Incidents: Densely populated areas throughout the city.

H. Types of Evacuations

1. Voluntary Evacuation: In the event a threat is posed to population centers, local

officials or the Governor may recommend that those citizens who feel threatened leave

the vulnerable area. This evacuation normally, but not always, occurs prior to a

mandatory evacuation order being issued. The Charleston County Emergency

Preparedness Division may open selected shelters, many of which are located in the

City of North Charleston.

2. Mandatory Evacuation: Under the terms of the South Carolina Code of Laws Section

25-1-440, the Governor is the only person authorized to mandate and compel

evacuation in South Carolina. During a mandatory evacuation all citizens are expected

to leave the affected area. Under a mandatory evacuation order, nursing home and

residential care facilities are required to evacuate. Hospital administrators, however,

are given the discretion to assess the situation and make a determination with regard to

what is in the best interest of their patients. They may decide to shelter patients in

place.

3. Protective Relocation. This form of evacuation is normally associated with hurricanes.

Inland counties are not vulnerable to storm surge; however, they are at risk to the high

winds associated with hurricanes. In order to protect this population, it might be

necessary to relocate those living in vulnerable structures to facilities more resistant to

high winds. The decision to issue a protective relocation order is the responsibility of

each inland county.

I. Reentry

Once the Governor rescinds the evacuation order, community officials will control the timing

for re-entry/return of citizens as the situation and public safety considerations allow.

VII. Public Information

A. General

Providing emergency information to the public from all levels of government is essential to

avoid or minimize the loss of life and property if a disaster is imminent or has occurred.

Before, during, and after emergency operations, the public will be apprized through reports to

the news media.

B. Accurate Information

Information for the media and the public will be clear, concise, and accurate. Every effort

will be made to prevent and counter rumors, hearsay, and inaccurate information.

C. Chief of Police/Emergency Preparedness Director

On behalf of the Mayor, the Chief of Police/Emergency Preparedness Director, through the

Director of Public Safety Communications or his/her designee is responsible for informing the

public of emergency and disaster information within the City.

D. Coordination with other Agencies

The Director of Public Safety Communications will coordinate with the respective County

Public Information Officer and others as required to insure the release of timely and accurate

information.

E. Information to the Media

Situation briefings, press conferences, taped messages, photographs, news accounts, disaster

assessment statistics, and other information will be provided to the news media as appropriate.

VIII. Direction and Control

A. General

Direction and control of response and recovery operations for a technological or natural

disaster affecting the residents of the City of North Charleston will be exercised by the Mayor

through the Chief of Police/Emergency Preparedness Director. The decision making staff for

the City will be located in the Municipal Emergency Operations Center unless an alternate

location is approved of by the Mayor or Chief of Police/Emergency Preparedness Director.

B. Organization

1. The Municipal Emergency Operations Center will be organized in accordance with the

Organizational Chart in Table 3.

2. The Chief of Police/Emergency Preparedness Director, acting as the Mayor’s Chief of

Staff, will serve as the Director of the Municipal Emergency Operations Center. With

the assistance of the Emergency Preparedness Coordinator and the Homeland Security

Coordinator he/she will be responsible for the following:

(a) Coordinating with respective County Operations Centers and Community

Distribution Centers.

(b) Establishing priorities and allocating resources to support disaster tasks and

operations.

equipment to implant this plan.

(d) Directing city support and recovery operations in the disaster area.

(e) Coordinating requests for and utilization of county, state, and federal support.

3. The Municipal Emergency Operations Center is a Multi-agency Coordination Center

within the National Incident Management System. The staff will be organized by ESF

functions operating under the Incident Command System structure. Annex H describes

the organizational structure of the MEOC.

C. Operations

1. Preparedness Operations

(a) In the absence of real event activations, periodic exercises will be conducted to

test the capability of the MEOC, the validity of this plan, and to provide training

to the MEOC staff.

(b) This plan will be reviewed and updated annually.

coordination, and control.

(d) Under the provisions of this plan, heads of city departments are required to

ensure preparedness for emergency operations of their assigned Emergency

Support Functions and supporting policies.

2. Response Operations

(a) Depending on the type of emergency situation the Chief of Police/Emergency

Preparedness Director, under the direction of the Mayor, may order a partial,

limited, or full activation of the Municipal Emergency Operations Center.

Partial, limited, and full activations will be in accordance with the staffing chart

in Table 3 Municipal Emergency Operations Center Staffing.

(b) Direct supervision of resources employed in support of disaster operations is

exercised by the department or agency providing the support.

movement of people from areas threatened or stricken by an emergency.

3. Recovery Operations

(a) Request and coordinate state and federal assistance.

(b) Deploy Preliminary Damage Assessment (PDA) Teams in coordination with

ESF 14 and 19.

State will shift operations to the DFO location. The MEOC operations will

continue until a demobilization plan is approved by the Chief of

Police/Emergency Preparedness Director.

4. Mitigation Operations

Following a Presidential Disaster Declaration, the State Hazard Mitigation Officer will

develop the mitigation strategy and implement the Hazard Mitigation Grant Program.

The City Hazard Mitigation Representative will coordinate with the County Hazard

Mitigation Officer regarding city level projects.

IX. Administration and Logistics

A. General

A large emergency or disaster will place great demands on the resources of local government.

Distribution of required resources might be made difficult by the circumstances of the

emergency. Initial priority will be given to food, water, medications, and those items required

for reestablishment of the infrastructure of the city. Resources will be identified and provided

as soon as practical. Coordination with appropriate departments and outside agencies will be

performed to ensure that operational readiness is maintained at all times. Administrative

procedures will be conducted in accordance with existing rules, resolutions, and ordinances.

B. Funding and Accounting

Expenditures of city monies for emergency operations will be in accordance with city

ordinance, state, and federal law. Accounting for expenditures of city funds will be conducted

under applicable laws and ordinances and will be subject to audit. Proper documentation will

be maintained and will serve as the basis for the federal declaration and subsequent

reimbursement request.

C. Environmental Concerns

All actions taken pursuant to the event to repair and restore, whether by a government

department/agency or individual, will be done in accordance with South Carolina and federal

laws and regulations regarding the environment.

D. Non-discrimination

Discrimination against persons on the basis of age, color, economic status, nationality, race,

religion, sex or handicap in the administration of emergency services or disaster relief is

prohibited. Complaints of discrimination in emergency operations or disaster relief will be

made to the Chief of Police/Emergency Preparedness Director or his/her designee for

investigation and further action.

X. Continuity of Government

A. General

Continuity of Government is an essential function of emergency management and it is vital

during an emergency or disaster situation. All levels of government (federal, state, and local)

share a constitutional responsibility to preserve the life and property of their citizens. State

and local continuity of government is defined as the preservation, maintenance, or

reconstitution of the civil government’s ability to carry out is constitutional responsibilities.

B. Succession of Authority

The line of succession for city government and departments will be in accordance with the

Continuity of Operations Plan, maintained under a separate cover.

C. Preservations of Records

1. In order to provide normal government operations following an emergency or disaster

essential records must be protected (i.e. vital statistics, deeds, operational plans,

resources data, personnel records and payroll data, etc.) by each city department.

2. Heads of departments are encouraged to inventory and prioritize vital records in his/her

custody. Each department retains copies to work with day to day while the master

copy is preserved in a central storage facility. Each department should arrange

safekeeping for those records it deems important, but which are not selected for the

priority protection.

3. Department personnel must have access to and be able to use these records and systems

in conducting their essential functions. Plans should account for the identification and

protection of vital records, systems, and data management software and equipment, to

include sensitive data as applicable, necessary to perform essential functions and

activities, and to reconstitute normal department operations after the emergency. To

the extent possible, departments should regularly update duplicate records or back-up

electronic files.

XI. Plan Development and Maintenance

A. General

This plan is the principle source of documentation concerning the City’s emergency

management planning activities. Designated departments of city government have the

responsibility for developing and maintaining a portion of this plan. Additionally these same

departments are responsible for developing the enabling polices which they maintain in

support of this plan.

B. Responsibility

The Chief of Police/Emergency Preparedness Director or his/her designee will coordinate the

efforts of all responsible departments for plan development and timely update/revision.

Primary Emergency Support Function departments will coordinate their supporting policies

with all supporting departments within their ESF. At a minimum, this plan will ideally be

updated annually or as required by actual events.

TABLE 1

HAZARD ANALYSIS

SEVERITY

Catastrophic

Earthquake

Terrorism

Dam Failure

Hurricane or

Tropical Storm

Transportation

(Major

Accident)

Hazardous

materials

(Transportation)

Critical

Tornado

Flood

Structural Fires

Limited

Civil disorder

Winter Storms

Wildfire

Negligible

Drought

Hazardous

Materials

(Fixed Facility)

Unlikely

Possible

Likely

Highly Likely

FREQUENCY

Frequency

Highly Likely: Near 100% probability in the

following year.

Likely: Between 10 and 100% probability in the

next year or 1 chance in the next 10 years.

Possible: Between 1 and 10% probability in the

next year or a least 1 chance in the next 100 years.

Unlikely: Less than 1% probability in the next 100

years.

Severity

Catastrophic: Multiple deaths, complete shutdown

of critical facilities for over 30 days, more than 50%

property damage.

Critical: Permanent disabilities, shutdown of critical

facilities for two weeks, more than 25% property

damage.

Limited: No permanent disabilities, shutdown of

critical facilities for one week, more than 10%

property damage.

Negligible: Injuries treatable with first aid, minor

quality of life lost, shutdown of critical facilities for

24 hours or less, less than 10% property damage.

TABLE 2

EMERGENCY SUPPORT FUNCTION

RESPONSIBILITIES

E=Executive P=Primary S=Support R=Reserved for future use

EMERGENCY SUPPORT FUNCTIONS RESPONSIBILITIES

City Department Basic

Plan

ESF

Mayor’s Office

Building

Inspections

S P P

Building

Operations

Code

Enforcement

S S

Finance

Fire

S P P P P

MIS

S S

Personnel

Planning

Police

S P P P P P R R

Public Works

P P P S

Purchasing

Recreation

P P

Annexes

Annex Topic

A Civil Disturbance

B Dam Failure

C Earthquake Preparedness

D Hurricane Preparedness

E Emergency Repatriation

F Hazardous materials Emergencies

G Terrorism Response

H Municipal Emergency Operations Center

J Urban Search and Rescue

K Rural Search and Rescue

L Warehouse and Disaster Recovery Staging Area

M Recovery

N Tornado Preparedness

ANNEX A

CIVIL DISTURBANCE

I. SITUATION

Civil disturbances are public crises which occur with or without notice. Persons of all socioeconomic

classes have been involved in demonstrations motivated by political, racial, religious, or other social

reasons. They often accompany the immediate post-emergency recovery period of natural disasters and

vary from simple isolate curfew violations to riots with mass looting and the burning of businesses.

Civil disturbances often take place in conjunction with striking workers or large sporting events where

fans loose control in either celebration or anger over the game’s results. Generally speaking, emergency

managers recognize that any time there are large gatherings of diverse groups with separate agendas the

potential for civil disorder must be anticipated and planned for.

II. CONCEPT OF OPERATIONS

In the City of North Charleston, the North Charleston Police Department

maintains a Civil Disturbance and Mass Arrest Plan. This document establishes operating

responsibilities and procedures to ensure preparedness in response to civil disturbances. Refer to Policy

O-24 Section VIII C of the North Charleston Police Department Policies and Procedures Manual.

III. PREPAREDNESS

In preparing for Civil Disturbances, the Police Department should keep their policies and procedures

current. These policies and procedures should address, but are not limited to, the following areas:

A. Interagency mutual aid agreements with other law enforcement agencies.

B. Operational readiness for quick and orderly response to civil disturbances, including coordination

with other agencies.

C. Coordination with other levels of government, as needed.

ANNEX B

DAM FAILURE

I. SITUATION

South Carolina has approximately 2,230 hydroelectric dams, dikes, locks, and privately owned earthen

dams. Parent companies of all hydroelectric dams are required to develop, maintain, and exercise

Emergency Action Plans. This is done in coordination with the State Emergency Management Division,

South Carolina Public Service Authority, and the Federal Energy Regulatory Commission. Emergency

Action Plans are republished every five years or sooner to correct plans. The Pinopolis Dam, managed

by Santee Cooper, can have an impact on the City of North Charleston

II. CONCEPT OF OPERATIONS

The Emergency Action Plans maintained by Santee Cooper outline the actions required to identify,

mitigate, and respond to emergencies that, although are rare, could occur. Unlike the walls of water

depicted in the movies, the greatest concern to the City evolves around the disruption of the local

infrastructure and evacuations due to the relatively slow flooding scenario.

The Santee Cooper System Controller is responsible for notification to the County Warning Point. The

County Warning Point is responsible for notifying the City Warning Point (Dispatch). Condition B is

set when a potentially hazardous situation is developing. Condition B does not require evacuations but

all roads in the affected area will be monitored and may be required to close at a later time. Condition

A represents a failure or that a breach is imminent. Specific Alert procedures are posted in the

Charleston County Red Book located in the Communication Center at City Hall. Condition A requires

the evacuation o fall areas affected by the incident due to the deteriorating conditions at the dam.

PINOPOLIS DAM

A Pinopolis Dam breach would inundate populated areas along the Cooper and Ashley Rivers for a

period from one to twelve days. With prompt evacuation the loss of life should be avoided. Debris,

property loss, the disruption of services and supporting infrastructure will be the most significant

problems encountered.

ANNEX C

EARTHQUAKE PREPAREDNESS

I. SITUATION

Most Earthquakes occur along the breaks between the massive continental oceanic/tectonic plates

(faults), which slide, collide, or separate causing earthquakes. South Carolina lies in amid-plate zone

where earthquakes occur less frequently, but more violently over a larger area. This is due to our sub-

surface geology and the quick sand effect from liquefaction. Unlike storms, earthquakes occur without

warning.

12-15 small seismic events occur in the Charleston area each year. The last make earthquake in this area

occurred on August 31, 1886 which is estimated to have been 7.6 on the Richter Scale. If such an event

were to occur today, it has been estimated that 500-1000 people would be immediately killed with

thousands more seriously injured. A large number of these casualties will be cause by the collapse of un-

reinforced masonry structures or from the non-structural hazard within structures. Total disruption of the

area’s infrastructure will likely occur also.

II. CONCEPT OF OPERATIONS

When a moderate to major earthquake occurs, the City will immediately be in the response and recovery

phase of the emergency. All available resources within the City will be used to protect life and property

and to reduce individual hardship and suffering. Much of this can be averted by individual preparedness,

planning, and non-structural hazard mitigation. The Municipal Emergency Operations Center will be

manned as personnel are able to report in after being self-activated since most, if not all communications

will be knocked out.

State and Federal resources, coordinated by the State Emergency Management Division from the State

Emergency Operations Center will be similar to other natural disaster responses but will be complicated

by the loss of communications and other infrastructure. Associated events such as dam failure,

conflagrations, and hazardous materials spills would be expected and made worse due to the interruption

or complete destruction of lifelines such as the water supply system.

III. PREPAREDNESS

As alluded to earlier, preparedness before the event is paramount due to the lack of any warning.

Individuals and agencies need to develop action plans and procedures based on the presumed loses of

resources including the death and injury of key personnel. Furthermore, employees must fully

understand their departments plan and their potential expanded role in conducting limited operations

under the worst of circumstances.

ANNEX D

HURRICANE PREPAREDNESS

I. SITUATION

The City of North Charleston is located in Dorchester and Charleston Counties. Charleston County has a

95-mile coastline and is considered at great risk from tropical storms and hurricanes. The City has a

vulnerable population of over 86,000 and is the primary location for almost all of the hurricane shelters

in the County. The North Charleston Police Department is responsible for 21 intersections during the

evacuation process. Tropical cyclones produce three major hazards: the storm surge, high winds, and

rainfall-induced flooding. The last major storm to strike South Carolina was Hurricane Hugo (1989).

II. CONCEPT OF OPERATIONS

The response to a hurricane or tropical storm is a graduated response which is determined by the size of

the storm and the threat posed by it. To ensure that all responding counties and municipalities will be

able to coordinate response activities, the Operating Conditions (OPCONs) listed below were developed

by the SC Hurricane Task Force for use by all Emergency Operation Centers (EOCs). An abbreviated

description is as follows:

OPCON 5 Hurricane season opens, plans reviewed, alert lists verified.

OPCON 4 SC threatened by a storm, EOCs on alert and partially activated.

OPCON 3 EOC on stand by and limited activation, pre-storm conferences.

OPCON2 EOC full activation, shelters prepared.

OPCON 1 Evacuation orders (Voluntary or Mandatory) announced to public.

III. SAFFIR/SIMPSON HURRIANE INTENSITY CATEGORIES

Category of

Hurricane

C. Pressure in

mb.

Winds (mph) Surge in ft. Evacuation

Clearance times

1 >979 74-95 4-5 10.3-12.3 hrs

2 965-979 96-110 6-8 14.2-17.1 hrs

3 945-964 111-130 9-12 18.8-22.3 hrs

4 920-944 131-155 13-18 21.8-24.9 hrs

5 <920 >155 >18 21.8-24.9 hrs

IV. PREPAREDNESS

City departments with hurricane response and recovery responsibilities should develop their policies and

procedures in coordination with the City and State Hurricane Plans. Preplanning and individual

preparedness will be the key to successful hurricane operations.

ANNEX E

EMERGENCY REPATRIATION

I. SITUATION

Over one million U.S. citizens and their dependents are living, visiting, working, or traveling through

foreign countries. At any time an emergency can occur that would require the emergency evacuation of

our citizens out of harms way and back to the United States. South Carolina has designated Charleston

county and the International Airport as a Point of Entry (POE). The City of North Charleston is a key

participant in the emergency repatriation plan.

II. CONCEPT OF OPERATIONS

The processing of evacuees and the logistical support for this operation will be conducted in accordance

with the South Carolina Emergency Repatriation Plan. The plan is developed and maintained by the

South Carolina Department of Social Services in coordination with the County Emergency Preparedness

Division and other participating agencies (City of North Charleston). There are two conditions for

Emergency Repatriation-Evacuation under a Presidential Declaration of a National Emergency and also

when the declaration is not required. During the latter, the United States Department of State will most

likely ask the State of South Carolina to care for non-combatant evacuees (military dependents).

Once activated, the International Airport, Concourse B, will be converted into a Repatriate Processing

Center (RPC). The Charleston County Emergency Preparedness Division will set up a command post to

coordinate logistical and operational support, to include a media briefing area. The RPC will provide for

the reception, temporary care, and onward transportation of the evacuees. Temporary care of the

evacuees will address the mental, physical, medical, religious, and monetary needs of the citizens who

may have been hastily removed from danger with few possessions, medications, extra clothing, etc.

III. PREPAREDNESS

The North Charleston Police Department will develop and maintain a plan to assist with security of the

RPC during repatriation operations.

ANNEX F

HAZARDOUS MATERIALS EMERGENCIES

I. SITUATION

The North Charleston Fire Department is the primary department responsible for handling hazardous

materials incidents. Other departments of the City government may be tasked to provide support to the

Fire Department during such incidents, as needed.

Radiological emergencies generally pose a minimal risk to the citizens and emergency workers in North

Charleston. They are usually the result of a technological accident and are handled like any other

hazardous materials event. The risk of fallout form a nuclear attack from war has diminished given the

break up of the former Soviet Union. However the use of nuclear materials in weapons of mass

destruction is always a possibility in a terrorist act.

II. CONCEPT OF OPERATIONS

Hazardous materials accidents may result in fire, explosions, radiation dangers, or contamination and

toxic fumes. Fire fighting personnel are generally accepted as having the greatest expertise and

capability to combat these dangers. Upon occurrence of a hazardous materials accident/incident, overall

control of the situation will be assumed by the senior Fire Official on scene.

When an emergency is observed an evacuation may be ordered by the incident commander. The incident

commander or his representative shall direct personnel to evacuate the area. The North Charleston Police

Department will secure the perimeter as defined by the incident commander.

III. PREPAREDNESS

In preparation for Hazmat incidents, departments should keep their policies and procedures current which

should address, but are not limited to:

A. Incident Command System training.

B. Hazardous Materials response and recovery operations.

C. Coordination with other levels of government.

D. Maintaining supplies and equipment in a ready condition.

ANNEX G

TERRORISM RESPONSE

I. SITUATION

Terrorists have the capability to strike anywhere in the world. When properly motivated, they generally

will achieve their political or social objectives by intimidating and coercing the government or populace

through the use/threat of force. Although any community can come under attack, victims are often

targets of opportunity. Basic countermeasures may force the terrorist to seek out another location.

II. CONCEPT OF OPERATIONS

Experts suggest that there are 5 categories of terrorist incidents: Chemical, Biological, Radiological,

Nuclear and Explosive (CBRNE). Additional hazards may include, but are not limited to: armed

resistance, booby traps, and secondary events. Seventy percent (70%) of all terrorist attacks involve

explosives. Warnings are rare and, even when given; public safety agencies have less than a 20% chance

of finding the device. At the federal level, agencies such as the FBI and DHS supply information to

assist first responders in assessing whether or not an incident involves a chemical, biological, or

radiological agent.

Chemical agents fall into 5 classes: Nerve, Blister, Blood, Choking, and Irritating. Some indicators of a

possible chemical incident are: dead animals/birds/fish, lack of insects, blisters/rashes, casualty patterns,

and geographic illnesses. The 4 common types of biological agents are: bacteria, viruses, rickettsia, and

toxins. Lastly radiological materials such as cesium may be incorporated into conventional explosives

(Radiological Dispersal Devices, i.e. Dirty Bombs) where alpha/beta particles and gamma rays are

generated.

III. PREPAREDNESS

All events must be handled on a case-by-case basis but personal safety and protecting the area as a crime

scene are paramount. Personal protective equipment (PPE) and time/distance/shielding will help protect

the responder from physical injury. The Incident Command System and the National Incident

Management System will be used to manage this type of incident. Strategic goals, tactical options, and

resource assessment should be executed as directed by the Unified Command on scene.

ANNEX H

MUNICIPAL EMERGENCY OPERATIONS CENTER

I. SITUATION

The effective management of the response to any natural or manmade disaster is a crucial factor in a

community’s recovery from the event. Effective management of disasters within the City of North

Charleston is coordinated through the Municipal Emergency Operations Center.

II. CONCEPT OF OPERATIONS

A. General

The City of North Charleston uses the Incident Command System management model within its

Municipal Emergency Operations Center (MEOC). This is consistent with the National

Incident Management System and the National Response Plan. During single or multiple

isolated incidents the MEOC would act as a multi-agency coordination center and would ensure

that the Incident Commander on scene has the necessary resources to respond to the emergency.

The MEOC would at as the City’s Incident Command Post during large scale disasters which

affect the entire city or a large portion thereof.

B. Organization

1. General

The Municipal Emergency Operations Center is composed of representatives from

various departments of City government serving in positions within the Incident

Command System structure. These personnel also serve as coordinators for the

seventeen (17) Emergency Support Functions contained within the North Charleston

Emergency Operations Plan. Table 3, of the Basic Plan, is an organizational chart of

the MEOC.

The fundamental command elements of the Incident Command System are as follows:

(a) The Incident Commander.

(b) The Command Staff, which is composed of:

(1) The Safety Officer.

(2) The Liaison Officer.

(3) The Information Officer.

(1) The Operations Section Chief.

(2) The Planning Section Chief.

(3) The Logistics Section Chief.

(4) The Finance and Administration Section Chief.

2. Specific Job Functions

The functions of each of the fundamental command elements include, but are not

limited to the following:

(a) Incident Commander:

(1) Assessing the situation and/or obtaining a briefing from the prior

Incident Commander.

(2) Determining incident objectives and strategy.

(3) Establishing immediate priorities.

(4) Establishing an appropriate Incident Command System structure.

(5) Ensuring planning meetings are scheduled, as required.

(6) Approving and authorizing the implementation of the Incident

Action Plan.

(7) Ensuring that adequate safety measures are in place.

(8) Coordinating the activity for all command and general staff.

(9) Coordinating with key officials.

(10) Approving requests for additional resources or for the release of

resources.

(11) Keeping the Mayor informed of the status of the incident.

(12) Approving the use of trainees, volunteers, and auxiliary personnel.

(13) Authorizing the release of information to the news media.

(14) Ordering the demobilization of personnel and resources, when

appropriate.

(b) Safety Officer:

(1) Participating in planning meetings.

(2) Identifying hazardous situations associated with the incident.

(3) Reviewing the Incident Action Plan for safety implications.

(4) Exercising emergency authority to stop and prevent unsafe acts.

(5) Investigating accidents that have occurred within the incident area.

(6) Assigning assistants, as needed.

(7) Reviewing and approving the Medical Plan.

(8) Maintaining a Unit Log (I.C.S. Form 214).

(1) Acting as a contact point for agency representatives.

(2) Maintaining a list of assisting and cooperating agencies and agency

representatives.

(3) Assisting in establishing and coordinating inter-agency contacts.

(4) Keeping agencies supporting the incident aware of the status of the

incident.

(5) Monitoring incident operations to identify current or potential inter-

organizational problems.

(6) Participating in planning meetings. Providing current resource status

to include limitations and capabilities of assisting agency resources.

(7) Maintaining a Unit Log (I.C.S. Form 214).

(d) Information Officer:

(1) Coordinating with the Incident Commander in determining if there

are any limitations on the release of information.

(2) Developing material for use in media briefings.

(3) Obtaining the Incident Commander’s approval for media releases.

(4) Establishing a media briefing point that is located away from the

command post.

(5) Informing the media of the status of the incident and conducting

media briefings.

(6) Arranging for tours and other interviews or briefings, as necessary.

(7) Obtaining media information that could be useful to incident

planning.

(8) Maintaining current information summaries and/or displays on the

incident and providing information on the status of the incident to

assigned personnel.

(9) Establishing a Joint Information Center during multi-agency and/or

multi-jurisdictional incidents.

(10) Maintaining a Unit Log (I.C.S. Form 214).

(e) Operations Section Chief:

(1) Manage operations on-scene.

(2) Assist in the development of the operations portion of the Incident

Action Plan.

(3) Supervise the execution of the Incident Action Plan for operations.

(4) Request additional resources to support on-scene operations.

(5) Approve the release of resources from assigned status.

(6) Make or approve expedient changes to the Incident Action Plan

during the operational period, as necessary.

(7) Maintain close communication with the Incident Commander.

(8) Maintain a Unit Log (I.C.S. Form 214).

(f) Planning Section Chief:

(1) Collect and process information about the incident.

(2) Supervise preparation of the Incident Action Plan.

(3) Provide input to the Incident Commander and Operations Section

Chief in preparing the Incident Action Plan.

(4) Reassign out of service personnel already on-site to the Incident

Command System positions, as appropriate.

(5) Establish information requirements and reporting schedules for

Planning Section units.

(6) If requested, assemble and disassemble teams not assigned to

operations.

(7) Assemble information on alternative strategies.

(8) Provide periodic predictions on incident potential.

(9) Report any significant changes in incident status.

(10) Compile and display incident status information.

(11) Oversee preparation of demobilization plans.

(12) Incorporate the Incident Traffic Plan and other supporting plans into

the Incident Action Plan.

(13) Maintain a Unit Log (I.C.S. Form 214).

(g) Logistics Section Chief:

(1) Manage all incident logistics.

(2) Provide logistical input to the Incident Commander during the

preparation of the Incident Action Plan.

(3) Brief branch directors and unit leaders, as needed.

(4) Identify anticipated and known incident service and support

requirements.

(5) Request additional resources, as needed.

(6) Review and provide input to the Communications Plan, Medical

Plan, and Traffic Plan.

(7) Supervise requests for additional resources.

(8) Oversee demobilization of the logistics section.

(9) Maintain a Unit Log (I.C.S. Form 214).

(h) Administration/Finance Section Chief:

(1) Manage all financial aspects of the incident.

(2) Complete Federal Emergency Management Agency reports, as

necessary.

(3) Provide financial and cost analysis information, as requested.

(4) Gather pertinent information from responsible agencies.

(5) Develop an operating plan for the Finance/Administration Section,

which fulfills supply and support needs.

(6) Determine need to set up and operate an incident commissary.

(7) Meet with representatives from assisting and cooperating agencies.

(8) Maintain daily contact with administrative headquarters for

Finance/Administration matters.

(9) Ensure that all personnel time records are accurately completed and

transmitted to assisting agencies.

(10) Provide financial input to demobilization planning.

(11) Ensure that all obligation documents initiated at the incident are

properly prepared and completed. Brief agency administrative

personnel on all incident related financial issues needing attention or

follow-up.

3. Sections, Branches, and Units

The MEOC is divided into four sections which encompass the four major areas of

operations, planning, finance and administration, and logistics. These sections are then

broken down into branches, divisions and units. The organization of the sections is as

follows:

(a) Operations Section:

The operations section is divided into five branches and a single position, the

Staging Area Manger. The responsibilities for the Branch Directors and the

Staging

Area Manager are as follows:

(1) Law Enforcement Branch Director:

(a) Obtain briefing from the Operations Section Chief.

(b) Supervise Law Enforcement operations.

(d) Interact with the Operations Section Chief and other Branch

Directors to develop tactics to implement incident

strategies.

(e) Be prepared to attend incident planning meetings at the

request of the Operations Chief.

(f) Review Division/Group assignments within the Branch and

report status to the Operations Section Chief.

(g) Assign specific work tasks to the Division/Group

Supervisors.

(h) Monitor and inspect progress and make changes as

necessary.

(i) Resolve logistics problems reported by subordinates.

(j) Maintain Unit Log (I.C.S. Form 214).

(2) Fire Branch Director

(a) Obtain briefing from the Operations Section Chief.

(k) Supervise Fire operations.

(l) Develop alternatives for Fire operations.

(m) Interact with the Operations Section Chief and other Branch

Directors to develop tactics to implement incident

strategies.

(n) Be prepared to attend incident planning meetings at the

request of the Operations Chief.

(o) Review Division/Group assignments within the Branch and

report status to the Operations Section Chief.

(p) Assign specific work tasks to the Division/Group

Supervisors.

(q) Monitor and inspect progress and make changes as

necessary.

(r) Resolve logistics problems reported by subordinates.

(s) Maintain Unit Log (I.C.S. Form 214).

(3) Public Works Branch Director

(a) Obtain briefing from the Operations Section Chief.

(b) Supervise Public Works operations.

(d) Interact with the Operations Section Chief and other Branch

Directors to develop tactics to implement incident

strategies.

(e) Be prepared to attend incident planning meetings at the

request of the Operations Chief.

(f) Review Division/Group assignments within the Branch and

report status to the Operations Section Chief.

(g) Assign specific work tasks to the Division/Group

Supervisors.

(h) Monitor and inspect progress and make changes as

necessary.

(i) Resolve logistics problems reported by subordinates.

(j) Maintain Unit Log (I.C.S. Form 214).

(4) Mass Care Branch Director

(a) Obtain briefing from the Operations Section Chief.

(b) Supervise Mass Care operations.

(d) Interact with the Operations Section Chief and other Branch

Directors to develop tactics to implement incident

strategies.

(e) Be prepared to attend incident planning meetings at the

request of the Operations Chief.

(f) Review Division/Group assignments within the Branch and

report status to the Operations Section Chief.

(g) Assign specific work tasks to the Division/Group

Supervisors.

(h) Monitor and inspect progress and make changes as

necessary.

(i) Resolve logistics problems reported by subordinates.

(j) Maintain Unit Log (I.C.S. Form 214).

(5) Disaster /Damage Assessment Branch Director

(a) Obtain briefing from the Operations Section Chief.

(b) Supervise Disaster/Damage Assessment operations.

operations.

(d) Interact with the Operations Section Chief and other Branch

Directors to develop tactics to implement incident

strategies.

(e) Be prepared to attend incident planning meetings at the

request of the Operations Chief.

(f) Review Division/Group assignments within the Branch and

report status to the Operations Section Chief.

(g) Assign specific work tasks to the Division/Group

Supervisors.

(h) Monitor and inspect progress and make changes as

necessary.

(i) Resolve logistics problems reported by subordinates.

(j) Maintain Unit Log (I.C.S. Form 214).

(6) Staging Area Manager

(a) Establish Layout of Staging Area.

(b) Post areas for identification and traffic control.

(d) Determine required resource reserve levels from the

Operations Section Chief or Incident Commander.

(e) Advise the Operations Section Chief or Incident

Commander when reserve levels reach minimums.

(f) Maintain and provide status to Resource Unit of all

resources in Staging Area.

(g) Respond to the Operations Section Chief’s or Incident

Commander’s requests for resources.

(h) Request logistical support for personnel and/or equipment

as needed.

(i) Maintain Staging Area in an orderly condition.

(j) Demobilize or move Staging Area as required.

(k) Maintain Unit Log (I.C.S. Form 214).

(b) Planning Section

The Planning Section is divided into four units; Resources, Situation,

Demobilization, and Documentation. The responsibilities for the Unit

Leaders of these units are as follows:

(1) Resources Unit Leader

(a) Obtain a briefing from the Planning Section Chief.

(b) Participate in incident planning meetings, as required.

(d) Confirm dispatch and estimated time of arrival of staff and

supplies.

(e) Assign specific duties to staff; supervise staff.

(f) Develop and implement accountability, safety, and security

measures for personnel and resources.

(g) Supervise demobilization of the unit, including storage of

supplies.

(h) Provide Supply Unit Leader with a list of supplies to be

replenished.

(i) Maintain unit records, including Unit Log (I.C.S. form 214).

(j) Establish a check-in function.

(k) Prepare Organization Assignment List (I.C.S. Form 203).

(l) Prepare Organization Chart (I.C.S. Form 207).

(m) Prepare appropriate parts of Division Assignment Lists

(I.C.S. Form 204)

(n) Prepare and maintain the situation display.

(o) Maintain and post the current status and location of all

resources.

(p) Maintain a master roster of all resources checked in.

(2) Situation Unit Leader

(a) Obtain a briefing from the Planning Section Chief.

(b) Participate in incident planning meetings, as required.

(d) Confirm dispatch and estimated time of arrival of staff and

supplies.

(e) Assign specific duties to staff; supervise staff.

(f) Develop and implement accountability, safety, and security

measures for personnel and resources.

(g) Supervise demobilization of the unit, including storage of

supplies.

(h) Provide Supply Unit Leader with a list of supplies to be

replenished.

(i) Maintain unit records, including Unit Log (I.C.S. form 214).

(j) Begin collection and analysis of incident data as soon as

possible.

(k) Prepare, post, or disseminate resource and situation status

information as required, including special requests.

(l) Prepare periodic predictions or as required.

(m) Prepare the Incident Status Summary Form (I.C.S. Form

209).

(n) Provide photographic services and maps if required.

(3) Documentation Unit Leader

(a) Obtain a briefing from the Planning Section Chief.

(b) Participate in incident planning meetings, as required.

(d) Confirm dispatch and estimated time of arrival of staff and

supplies.

(e) Assign specific duties to staff; supervise staff.

(f) Develop and implement accountability, safety, and security

measures for personnel and resources.

(g) Supervise demobilization of the unit, including storage of

supplies.

(h) Provide Supply Unit Leader with a list of supplies to be

replenished.

(i) Maintain unit records, including Unit Log (I.C.S. form 214).

(j) Setup work area; begin organization of incident files.

(k) Establish duplication service; respond to requests.

(l) File all official forms and reports.

(m) Review records for accuracy and completeness; inform

appropriate units of errors or omissions.

(n) Provide incident documentation as requested.

(o) Store files for post-incident use.

(4) Demobilization Unit Leader

(a) Obtain a briefing from the Planning Section Chief.

(b) Participate in incident planning meetings, as required.

(d) Confirm dispatch and estimated time of arrival of staff and

supplies.

(e) Assign specific duties to staff; supervise staff.

(f) Develop and implement accountability, safety, and security

measures for personnel and resources.

(g) Supervise demobilization of the unit, including storage of

supplies.

(h) Provide Supply Unit Leader with a list of supplies to be

replenished.

(i) Maintain unit records, including Unit Log (I.C.S. form 214).

(j) Review incident resource records to determine the likely

size and extent of demobilization effort.

(k) Based on above analysis, add additional personnel, work

space, and supplies as needed.

(l) Coordinate demobilization with other Agency

Representatives.

(m) Monitor ongoing Operations Section resource needs.

(n) Identify surplus resource and probable release time.

(o) Develop incident check-out function for all units.

(p) Evaluate logistics and transportation capabilities to support

demobilization.

(q) Establish communications with off-incident facilities, as

necessary.

(r) Develop an incident demobilization plan detailing specific

responsibilities and release priorities and procedures.

(s) Prepare appropriate directories (e.g. maps, instructions, etc.)

for inclusion in the demobilization plan.

(t) Distribute demobilization plan.

(u) Ensure that all Sections/Units understand their specific

demobilization responsibilities.

(v) Supervise execution of the incident demobilization plan.

(w) Brief Planning Section Chief on demobilization progress.

The Logistics Section is responsible for providing for all incident support

needs. The Logistics Section is divided into two branches; Service and

Support. The Service Branch contains the Communications Unit, the Medical

Unit, and the Food Unit. The Support Branch contains the Supply Unit, the

Facilities Unit, and the Ground Support Unit. The responsibilities of the

leaders for these units are as follows:

(1) Supply Unit Leader

(a) Obtain a briefing from the Logistics Section Chief.

(b) Participate in incident planning meetings, as required.

(d) Confirm dispatch and estimated time of arrival of staff and

supplies.

(e) Assign specific duties to staff; supervise staff.

(f) Develop and implement accountability, safety, and security

measures for personnel and resources.

(g) Supervise demobilization of the unit, including storage of

supplies.

(h) Maintain unit records, including Unit Log (I.C.S. form 214).

(i) Provide input to Logistics Section planning activities.

(j) Provide supplies to Planning, Logistics, and Finance

Administration Sections.

(k) Determine the type and amount of supplies en route.

(l) Order, receive, distribute, and store supplies and equipment.

(m) Respond to requests for personnel, equipment, and supplies.

(n) Maintain an inventory of supplies and equipment.

(o) Service reusable equipment, as needed.

(2) Facilities Unit Leader

(a) Obtain a briefing from the Logistics Section Chief.

(b) Participate in incident planning meetings, as required.

(d) Confirm dispatch and estimated time of arrival of staff and

supplies.

(e) Assign specific duties to staff; supervise staff.

(f) Develop and implement accountability, safety, and security

measures for personnel and resources.

(g) Supervise demobilization of the unit, including storage of

supplies.

(h) Provide Supply Unit Leader with a list of supplies to be

replenished.

(i) Maintain unit records, including Unit Log (I.C.S. form 214).

(j) Participate in Logistics Section/Support Branch planning

activities.

(k) Determine requirements for each incident facility.

(l) Prepare layouts of facilities; inform appropriate units

leaders.

(m) Activate incident facilities.

(n) Obtain and supervise personnel to operate facilities,

including Base and Camp Managers.

(o) Obtain security services for the MEOC.

(p) Provide facility maintenance services, e.g. sanitation,

lighting, etc.

(q) Demobilize base and camp facilities.

(3) Ground Support Unit Leader

(a) Obtain a briefing from the Logistics Section Chief.

(b) Participate in incident planning meetings, as required.

(d) Confirm dispatch and estimated time of arrival of staff and

supplies.

(e) Assign specific duties to staff; supervise staff.

(f) Develop and implement accountability, safety, and security

measures for personnel and resources.

(g) Supervise demobilization of the unit, including storage of

supplies.

(h) Provide Supply Unit Leader with a list of supplies to be

replenished.

(i) Maintain unit records, including Unit Log (I.C.S. form 214).

(j) Participate in Support Branch/Logistics Section Planning

activities.

(k) Provide support services (fueling, maintenance, and repair)

for all mobile equipment and vehicles.

(l) Order maintenance and repair supplies (e.g. fuel, spare

parts).

(m) Provide support for out-of-service equipment.

(n) Develop the Incident Traffic Plan.

(o) Maintain an inventory of support and transportation

vehicles.

(p) Record time use for all incident-assigned ground equipment.

(q) Update the Resources Unit with the status of transportation

vehicles.

(r) Maintain a transportation pool, as necessary.

(s) Maintain incident roadways as necessary.

(4) Communications Unit Leader

(a) Obtain a briefing from the Logistics Section Chief.

(b) Participate in incident planning meetings, as required.

(d) Confirm dispatch and estimated time of arrival of staff and

supplies.

(e) Assign specific duties to staff; supervise staff.

(f) Develop and implement accountability, safety, and security

measures for personnel and resources.

(g) Supervise demobilization of the unit, including storage of

supplies.

(h) Provide Supply Unit Leader with a list of supplies to be

replenished.

(i) Maintain unit records, including Unit Log (I.C.S. form 214).

(j) Advise on communications capabilities and limitations.

(k) Prepare and implement the Incident Radio Communications

Plan (I.C.S. Form 205).

(l) Establish and supervise the Incident Communications

Center and Message Center.

(m) Establish telephone, computer links, and public address

systems, as required.

(n) Establish communications equipment distribution and

maintenance locations.

(o) Install and test all communications equipment.

(p) Oversee distribution, maintenance, and recovery of

communication equipment, e.g. portable radios and fax

machines.

(q) Develop and activate an equipment accountability system.

(r) Provide technical advice, as needed.

(5) Food Unit Leader

(a) Obtain a briefing from the Logistics Section Chief.

(b) Participate in incident planning meetings, as required.

(d) Confirm dispatch and estimated time of arrival of staff and

supplies.

(e) Assign specific duties to staff; supervise staff.

(f) Develop and implement accountability, safety, and security

measures for personnel and resources.

(g) Supervise demobilization of the unit, including storage of

supplies.

(h) Provide Supply Unit Leader with a list of supplies to be

replenished.

(i) Maintain unit records, including Unit Log (I.C.S. form 214).

(j) Determine food and water requirements.

(k) Determine method of feeding to best fit each facility or

situation.

(l) Obtain necessary equipment and supplies and establishing

cooking facilities.

(m) Ensure that well-balanced menus are provided.

(n) Order sufficient food and potable water from the Supply

Unit.

(o) Maintain an inventory of food and water.

(p) Maintain food service areas, ensuring that all appropriate

health and safety measures are being followed.

(q) Supervise caterers, cooks, and other Food Unit personnel as

appropriate.

(6) Medical Unit Leader

(a) Obtain a briefing from the Logistics Section Chief.

(b) Participate in incident planning meetings, as required.

(d) Confirm dispatch and estimated time of arrival of staff and

supplies.

(e) Assign specific duties to staff; supervise staff.

(f) Develop and implement accountability, safety, and security

measures for personnel and resources.

(g) Supervise demobilization of the unit, including storage of

supplies.

(h) Provide Supply Unit Leader with a list of supplies to be

replenished.

(i) Maintain unit records, including Unit Log (I.C.S. form 214).

(j) Determine level of emergency medical activities prior to

activation of Medical Unit.

(k) Acquire and manage medical support personnel.

(l) Prepare the Medical Emergency Plan (I.C.S. Form 206).

(m) Establish procedures for handling serious injuries to

responder personnel.

(n) Respond to requests for medical aid, medical transportation,

and medical supplies.

(o) Assist the Finance/Administration Section with processing

paper work related to injuries or deaths of incident

personnel.

(d) Finance/Administration Section

The Finance/Administration Section is responsible for managing all financial

aspects of an incident. This section is composed of four units; Time Unit,

Procurement Unit, Compensation/Claims Unit, and the Cost Unit. The

responsibilities of these units’ leaders are as follows:

(1) Time Unit Leader

(a) Obtain a briefing from the Finance/

Administration Section Chief.

(b) Participate in incident planning meetings, as required.

(d) Confirm dispatch and estimated time of arrival of staff and

supplies.

(e) Assign specific duties to staff; supervise staff.

(f) Develop and implement accountability, safety, and security

measures for personnel and resources.

(g) Supervise demobilization of the unit, including storage of

supplies.

(h) Provide Supply Unit Leader with a list of supplies to be

replenished.

(i) Maintain unit records, including Unit Log (I.C.S. form 214).

(j) Determine incident requirements for time recording

function.

(k) Contact appropriate agency personnel/representatives.

(l) Ensure that daily personnel time recording documents are

prepared and in compliance with City policy.

(m) Maintain separate logs for overtime hours.

(n) Submit cost estimate data forms to Cost Unit as required.

(o) Maintain records security.

(p) Ensure that all records are current and complete prior to

demobilization.

(q) Release time reports from assisting agency personnel to the

respective Agency Representatives prior to demobilization.

(2) Procurement Unit Leader

(a) Obtain a briefing from the Finance/

Administration Section Chief.

(b) Participate in incident planning meetings, as required.

(d) Confirm dispatch and estimated time of arrival of staff and

supplies.

(e) Assign specific duties to staff; supervise staff.

(f) Develop and implement accountability, safety, and security

measures for personnel and resources.

(g) Supervise demobilization of the unit, including storage of

supplies.

(h) Provide Supply Unit Leader with a list of supplies to be

replenished.

(i) Maintain unit records, including Unit Log (I.C.S. form 214).

(j) Review incident needs and any special procedures with Unit

Leaders, as needed.

(k) Obtain Incident Procurement Plan.

(l) Prepare and authorize contracts and land use agreements, as

needed.

(m) Draft memoranda of understanding.

(n) Establish contracts and agreements with supply vendors.

(o) Provide for coordination between the Supply Unit, dispatch,

and all other procurement organizations supporting the

incident.

(p) Ensure that a system is in place which meets city property

management requirements.

(q) Ensure proper accounting for all new property.

(r) Interpret contracts and agreements; resolve disputes.

(s) Coordinate with Compensation/Claims Unit for processing

claims.

(t) Coordinate use of impressed funds as required.

(u) Complete final processing of contracts and send documents

for payment.

(v) Coordinate Cost data in contracts with Cost Unit Leader.

(w) Oversee the recording of time for all equipment assigned to

the incident.

(x) Post all charges or credits for fuel, parts, service, etc., used

by equipment.

(3) Compensation/Claims Unit Leader

(a) Obtain a briefing from the Finance/ Administration Section

Chief.

(b) Participate in incident planning meetings, as required.

(d) Confirm dispatch and estimated time of arrival of staff and

supplies.

(e) Assign specific duties to staff; supervise staff.

(f) Develop and implement accountability, safety, and security

measures for personnel and resources.

(g) Supervise demobilization of the unit, including storage of

supplies.

(h) Provide Supply Unit Leader with a list of supplies to be

replenished.

(i) Maintain unit records, including Unit Log (I.C.S. form 214).

(j) Establish contact with incident Safety Officer and Liaison

Officer.

(k) Determine the need for Compensation-for-Injury and

Claims Specialists and order personnel as needed.

(l) Establish a Compensation-for-Injury work area within or as

close as possible to the Medical Unit.

(m) Review Incident Medical Plan.

(n) Review procedures for handling claims with the

Procurement Unit.

(o) Periodically review logs and forms produced by

Compensation/claims specialists to ensure compliance with

agency requirements and policies.

(p) Ensure that all Compensation-for-Injury and Claims logs

and forms are complete and routed to the appropriate

agency for post-incident processing prior to demobilization.

(4) Cost Unit Leader

(a) Obtain a briefing from the Finance/ Administration Section

Chief.

(b) Participate in incident planning meetings, as required.

(d) Confirm dispatch and estimated time of arrival of staff and

supplies.

(e) Assign specific duties to staff; supervise staff.

(f) Develop and implement accountability, safety, and security

measures for personnel and resources.

(g) Supervise demobilization of the unit, including storage of

supplies.

(h) Provide Supply Unit Leader with a list of supplies to be

replenished.

(i) Maintain unit records, including Unit Log (I.C.S. form 214).

(j) Coordinate cost reporting procedures.

(k) Collect and record all cost data.

(l) Develop incident cost summaries.

(m) Prepare resources-use cost estimates for the Planning

Section.

(n) Make cost-saving recommendations to the

Finance/Administration Section Chief.

4. Forms and Job Aids

A copy of all Incident Command System forms and available job aids are located at the

end of this annex.

III. PREPAREDNESS

Incident Command System training of all personnel in the Municipal Emergency Operations Center

should be an ongoing process. The Emergency Preparedness Coordinator will review this annex

annually.

ANNEX J

URBAN SEARCH AND RESCUE

I. SITUATION

A natural or man-made disaster could occur which cause the collapse of a structure or structures within

the city and cause victims to be trapped within the collapse area. This type of rescue effort requires

specialized training and equipment. The North Charleston Fire Department is the primary department

within City government responsible for Urban Search and Rescue operations.

II. CONCEPT OF OPERATIONS

Collapsed structures pose a threat to victims trapped inside and to untrained or improperly equipped

rescue personnel. The Fire Department has personnel trained and equipped to operate in these

environments. Should a disaster occur which overcomes the available personnel and capabilities of the

Fire Department additional assets may be requested from the State and Federal government such as

Urban Search and Rescue Teams.

III. PREPAREDNESS

In preparation for an incident involving an Urban Search and Rescue mission, the Fire Department

should keep its policies and procedures current on areas such as the following:

A. Urban rescue skills required to shore, secure, access, remove, or otherwise make preparation for

the rescue, treatment, and removal of trapped victims.

B. Familiarization with procedures for obtaining special Urban Search and Rescue (USAR) Teams.

C. Operational readiness for quick and organized response to collapsed structures with the required

personnel and equipment to carry out such a mission.

ANNEX K

RURAL SEARCH AND RESCUE

I. SITUATION

The Lowcountry area, like many other areas in the state, is inundated with forests, marshes, rivers, and

creeks. Although the City of North Charleston is a large metropolitan area there are places where people

of all age groups can get lost. Numerous Alzheimer, mental health, and other patients reside in nursing

homes, residential care, and hospital type facilities throughout the city. The potential exists for these

patients to wander away from staff and become lost. Regardless of the circumstances, search

management practices are applicable and should be utilized.

II. CONCEPT OF OPERATIONS

The Charleston County Emergency Preparedness Division maintains a Rural Search and Rescue Plan.

Under this plan the Charleston County Sheriff’s Office has primary responsibility for lost person rural

search and rescue in the unincorporated areas or when requested by the local jurisdictions. Due to the

minimal number of search and rescue missions within North Charleston it is not cost effective to

maintain duplicate search and rescue teams and equipment. The City therefore utilizes the Rural Search

and Rescue Plan. In cases where a person is lost in a wooded or rural type area of the City, the North

Charleston Police Department will contact the Charleston County Sheriff’s Office and request activation

of the Rural Search and Rescue Plan.

III. PREPAREDNESS

In preparation for an incident involving a Rural Search and Rescue mission, the Police Department

should keep its policies and procedures current on the method to activate the Rural Search and Rescue

Plan.

ANNEX L

WAREHOUSE AND DISASTER RECOVERY STAGING AREA

I. SITUATION

Property within the City of North Charleston is subject to both man-made and natural disasters. Such

disaster brought about by hurricanes, tornadoes, earthquakes, and hazardous materials incident, will all

create a need for relief supplies. These supplies would be brought to a staging area for warehousing, and

from there, taken to distribution points with the City.

II. CONCEPT OF OPERATIONS

The North Charleston Convention Center is the City’s primary recovery staging area. Temporary storage

of purchased and donated goods is located here. From the Convention Center, distribution will be made

to Neighborhood Distribution Centers. The Convention Center is also the primary warehouse for

Charleston County’s recovery efforts.

III. PREPAREDNESS

Once notification is received of an impending hurricane or other disaster that will require the opening of

the warehouse, City personnel and Convention Center staff will begin preparations to open the

warehouse.

The City will maintain personnel to work at the warehouse as determine by the Warehouse and

Neighborhood Distribution Centers Plan (maintained as a separate plan). Warehouse floor space will be

shared with Charleston County.

ANNEX M

RECOVERY

I. SITUATION

The City of North Charleston is vulnerable to many natural hazards, as well as man-made disasters,

many of which have already impacted its citizens. The community has experienced flooding, tornadoes,

tropical storms, hurricanes, earthquakes, and hazardous materials incident. All of these have threatened

life and have cause significant property damage.

Effective recovery following any of the above events is critical to city government and the community.

The success of the recovery phase of the emergency management process is directly related to the return

of the community’s infrastructure to levels equivalent to or better than the pre-disaster event.

II. CONCEPT OF OPERATIONS

The Operations Section of the Municipal Emergency Operations Center will address the immediate

emergency and short range recovery periods only, not long-range restoration. In addition to declaring a

state of local emergency for the City, City Council would also likely be called upon to enact special

emergency ordinances to assist in the conduct of recovery operations. The normal sequence of assistance

should be requested from the next higher level of government, only after the affected jurisdiction has

committed full efforts to its own resources. For example once the City’s resources were exhausted

assistance would be requested form the County. If the County could not provide the assistance it would

passed up to the state and federal governments.

III. PREPAREDNESS

Support of recovery is dependent on other Emergency Support Functions within the Emergency

Operations Plan, as well as individual department policies and procedures to include, but not limited to,

the following:

A. Recovery period phases and activities.

B. Search and rescue operations following a major storm or disaster, consisting of locating,

treating, and removing victims from hazardous situations.

C. Debris removal operations.

D. Restoration of services, emergency transportation, and intergovernmental resource distribution.

ANNEX N

TORNADO PREPAREDNESS

I. SITUATION

The City of North Charleston has experienced tornadoes in the past and is at risk from severe weather.

When a tornado is actually coming, people have little time to make life-or-death decisions. Advance

planning and quick response is the key to surviving a tornado. Tornadoes can occur at any time of the

year and have occurred in every state. Peak occurrence is March thorough May and most likely occurs

between 3 and 9 PM, but tornadoes can happen anytime. The average tornado is capable of destroying

homes and vehicles and causing great personal injuries and even fatalities.

II. CONCEPT OF OPERATIONS

To4rnadoes accompany sever weather, tropical storms, and hurricanes as they move over land. A

tornado is a violently rotating column of air extending from a thunderstorm to the ground. Tornadoes

may appear nearly transparent until dust and debris are picked up or a cloud forms in the funnel. The

average forward speed is 30 mph but may vary from stationary to 70 mph and have rotating winds in

excess of 250 mph. Occasionally, tornadoes develop so rapidly that advance warning is not always

possible.

The national Weather Services issues a tornado watch when the formation of tornadoes is probable in an

area. A tornado warning is issued when there has been an actual sighting of a tornado or there is

indication on radar that a tornado has formed. The system for linking tornado damage potential to wind

speed is the Fujita-Pearson Scale. This scale system rates the intensity of the tornado as follows:

Category Type Wind Speed Damage

F-0 Gale Tornado 40-72 mph Light

F-1 Moderate 73-112 mph Moderate

F-2 Significant 113-157 mph Considerable

F-3 Severe 158-206 mph Severe

F-4 Devastating 207-260 mph Intense

F-5 Incredible 261-318 mph Almost total destruction

F-6 Ultimate 319-379 Total destruction

III. PREPAREDNESS

Preplanning and individual education/preparedness will be the key to successful outcomes in tornado

alerts. Listen to radio and television while carrying out your pre-plan for weather bulletins. If able go to

your designated safe room/place in response to a tornado threat. Don’t get under an overpass/bridge; you

are safe in low, flat locations when caught in the open on roads. Use arms to protect head and neck. Be

aware of flying debris. Seek suitable shelter that is not near windows. Go to the center of a room and

always seek the lowest building floor with as many walls as possible between you and the outside.

Emergency Support Functions

ESF # Topic

1 Transportation

2 Communications

3 Public Works and Engineering Services

4 Fire Fighting

5 Information and Planning

6 Mass Care and Emergency Welfare Services

7 Resource Support

8 Public health and Medical Services

9 Urban Search and Rescue

10 Hazardous Materials

11 Food Services

12 Energy and Utilities

13 Law Enforcement

14 Disaster Assessment

15 Public Information

16 Evacuation Traffic Management

17 Reserved for Future Use

18 Reserved for Future Use

19 Damage Assessment

ESF-1

TRANSPORTATION

PRIMARY DEPARTMENT: PUBLIC WORKS

I. INTRODUCTION

A disaster or any emergency may severely damage the local transportation infrastructure. Most state and

local transportation activities will be hampered by damaged roads, bridges, and disrupted

communications. Responses that require mass transportation assets will be coordinated by ESF-1 during

the immediate pre-post-disaster period. ESF-1 personnel will process all requests for mass transportation

for the City and will coordinate with the County ESF-1 representative for the allocation of local

transportation assets.

II. GENERAL

A. Purpose

To provide for the coordination of all public and private requests for mass transportation within the

city during a disaster situation.

B. Organization

The Director of Public Works will designate one member of his/her staff as the ESF-1 Coordinator.

The ESF-1 Coordinator will be assigned to the Municipal Operations Center and will be the point of

contact for all transportation requests during a disaster or emergency.

III. CONCEPT OF OPERATIONS

A. General

1. Transportation operations will be controlled from the Municipal Emergency Operations Center.

2. The ESF-1 Coordinator will coordinate all unmet transportation requirements during a disaster.

3. Requests for transportation resources will be filled by city assets if possible. Once city assets

are exhausted or are unable to accommodate the request, additional transportation resources will

be requested through the respective County EOC.

B. Responsibilities

1. Preparedness/Mitigation

a. ESF-1 Coordinator:

(1) In coordination with their Department Head and the Emergency Preparedness

Coordinator, develops procedures, organizes personnel, and maintains a readiness

posture.

(2) Develop and maintain a transportation resource list by type and availability.

(3) Participate an annual test and exercise of this ESF when requested by EPD or

required for planning updates.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-1 Coordinator.

(2) Develop policies and procedures for coordination with ESF-1 during disaster

operations.

2. Response

a. ESF-1 Coordinator:

(1) Activates ESF-1 upon request of the Chief o Police or as required.

(2) Provide a representative to the Municipal Emergency Operations Center.

(3) Coordinates and maintains liaisons with all organizations supporting ESF-1.

(4) Maintains liaison with law enforcement personnel regarding traffic flow into and

out of the disaster area.

(5) Maintains liaison with organizations providing or requiring transportation support.

(6) Reports damage to vehicles and equipment to the Municipal Emergency

Operations Center.

(7) Set up procedure for refueling of non-city transportation vehicles, as required.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-1 Coordinator.

(2) Keep personnel within their organization informed on the current situation.

(3) Maintain liaison with law enforcement personnel for current information on the

traffic control situation.

3. Recovery

a. ESF-1 Coordinator:

(1) Provide transportation support for movement of personnel, supplies, and

equipment.

(2) Maintains coordination with the respective county EOC and other organizations.

(3) Reports damage to vehicles and equipment to the Municipal Emergency

Operations Center.

(4) Keep all transportation organizations informed on the current situation and

projected needs.

(5) Maintain records, for federal reimbursement, of all labor, materials, and equipment

utilized.

(6) Complete after-action reports and other reports as required.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-1 Coordinator.

(2) Inform all personnel of the current situation.

(3) Move personnel, supplies and equipment, as required and available.

(4) Maintain records, for federal reimbursement, on labor, materials, and equipment

utilized.

IV. County, State, and Federal Interface

The City ESF-1 will coordinate with County/State/Federal ESF-1 to obtain assistance as required. Care

will be taken in coordinating state and local governmental entities to avoid tasking competing service

demands on private entities. Records for labor, materials, and equipment will be maintained for federal

reimbursement.

ESF-2

COMMUNICATIONS

PRIMARY DEPARTMENT: POLICE DEPARTMENT

SUPPORT DEPARTMENTS: FIRE DEPARTMENT, MANAGEMENT OF INFORMATION

SYSTEMS (MIS)

I. INTRODUCTION

Communications includes information and reports, surveillance of threatening conditions, 24-hour radio,

and NCIC capability. This includes utilization of equipment and personnel essential to coordinate and

disseminate information before, during, and after an impending or actual disaster but does not include

media relations.

II. GENERAL

A. Purpose

To provide a means of defining, specifying, and performing the functions of communication through

coordination with appropriate local, state, and federal agencies and organizations to minimize loss of

life and property in the event of an emergency or disaster.

B. Organization

The Chief of Police/Emergency Preparedness Director will designate a member his/her staff as the

ESF-2 Coordinator. The ESF -2 Coordinator will be assigned to the Municipal Emergency

Operations Center and serve as the point of contact for all communications activities during an

emergency or disaster.

III. CONCEPT OF OPERATIONS

A. General

1. Communications activities will be coordinated from the Municipal Emergency Operations

Center.

2. The ESF-2 Coordinator has overall responsibility for the coordination of communication

activities during a disaster situation including establishment and maintenance of the radios net

as well as communications with respective counties.

3. The frequency lists are not included in this plan for security reasons. The frequency lists will be

maintained by the ESF-2 Coordinator.

4. The primary means of communications will be by telephone line and radio. Telephone/fax and

radio communications are available between the Municipal Emergency Operations Center and

respective counties and supporting agencies with emergency assignments during a disaster.

WEB EOC will be used as the primary data link with the Charleston County Emergency

Operations Center.

B. Responsibilities

1. Preparedness/Mitigation

a. The ESF-2 Coordinator will:

(1) Develop procedures to implement this ESF.

(2) Assist as required in developing and conducting communications training.

(3) Participate in exercises, as required.

(4) Review requirements for additional equipment, supplies, and resources and take

responsive action as needed.

(5) Develop emergency measures to protect radio equipment from the elements of

natural or man-made disasters.

(6) Maintain ESF plan, review annually, and update, as necessary.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-2 Coordinator.

(2) Develop policies and procedures for coordination with ESF-2 during disaster

operations.

2. Response

a. The ESF-2 Coordinator will:

(1) Assist Communications Center personnel in alerting other emergency staff, as

necessary.

(2) Establish communications between the Municipal Emergency Operations Center

and the respective County(s) Emergency Operations Center.

(3) Monitor communications procedures and equipment and make recommendations

for changes.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-2 Coordinator.

(2) Keep personnel within their organization informed on the current situation.

3. Recovery

a. The ESF-2 Coordinator will:

(1) Maintain emergency communications systems until normal communications

have been restored.

(2) Utilize commercial systems as needed.

(3) Maintain records, for federal reimbursements, of all labor, materials, and

equipment utilized.

(4) Complete after action and other reports, as required.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-2 Coordinator.

(2) Inform all personnel of the current situation.

(3) Move personnel, supplies and equipment, as required and available.

(4) Maintain records, for federal reimbursement, on labor, materials, and equipment

utilized.

IV. County, State, and Federal Interface

The City ESF-2 will coordinate with County/State/Federal ESF-2 to obtain assistance as required. City

departments should develop their internal polices and procedures in conjunction with these guidelines.

The ESF-2 Coordinator should be kept apprized of any anticipated communication needs, or major

changes in agency personnel status.

ESF-3

PUBLIC WORKS AND ENGINEERING SERVICES

PRIMARY DEPARTMENT: PUBLIC WORKS

SUPPORT DEPARTMENTS: BUILDING DEPARTMENT, CODE ENFORCEMENT

DEPARTMENT

I. INTRODUCTION

Public Works refers to water and sewer services, and temporary restoration of water supply systems.

Engineering activities include emergency debris removal; technical expertise regarding the structural

safety of damaged buildings, bridges and highways; coordination of emergency repairs to public

facilities; and appropriate construction services (i.e. electrical, plumbing, soils, and critical needs

assessment).

II. GENERAL

A. Purpose

To provide the coordination and use of Public Works Department personnel and resources to

facilitate emergency restoration of essential public buildings, highway facilities, and utilities

damaged or destroyed resulting from a disaster either natural, manmade or acts of terrorism.

B. Organization

The Director of the Public Works Department will designate one member of his/her staff to serve as

the ESF-3 Coordinator. The ESF-3 Coordinator will be assigned to the Municipal Emergency

Operations Center and will serve as the point of contact for all Public Works issues during a disaster

or emergency.

III. CONCEPT OF OPERATIONS

A. General

1. The ESF-3 Coordinator has the overall responsibility for the coordination of all public works

missions with the Public Works Department and with public and private utility agencies.

2. The South Carolina Department of Transportation is responsible for the restoration and repair of

state maintained roads and bridges, however, during an emergency or disaster the Public Works

Department may assist this agency, as needed, pending the availability of resources.

3. The Charleston Water System (formally the Commissioners of Public Works, CPW) and the

South Carolina Electric and Gas Company are responsible for the restoration and repair of water

and electric utility services, however, during an emergency or disaster the North Charleston

Public Works Department may assist these agencies, as needed, pending the availability of

resources.

B. Responsibilities

1. Preparedness/Mitigation

a. The ESF-3 Coordinator will:

(1) Develop procedures to implement this ESF.

(2) Assist as required in developing and conducting training.

(3) Participate in exercises, as required.

(4) Review requirements for additional equipment, supplies, and resources and take

responsive action as needed.

(5) Develop emergency measures to protect public works equipment from the

elements of natural or man-made disasters.

(6) Maintain ESF plan, review annually, and update, as necessary.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-3 Coordinator.

(2) Develop policies and procedures for coordination with ESF-3 during disaster

operations.

2. Response

a. The ESF-3 Coordinator will:

(1) Evaluate available information concerning the nature and extent of the disaster

situation and establish a program based on priority lists, for the restoration of

essential facilities and utilities.

(2) Based on available information; establish priorities, determine manpower and

equipment requirements for the particular incident.

(3) Maintain labor, equipment, and materials forms used for possible reimbursement,

if authorized.

(4) Other City Departments, Public, Private, and Volunteer Organizations:

(5) Maintain liaison with the ESF-3 Coordinator.

(6) Keep personnel within their organization informed on the current situation.

3. Recovery

a. The ESF-3 Coordinator will:

(1) In coordination with the Director of Public Works, develop long range recovery

operations and establish priority of tasks to be accomplished.

(2) Develop a demobilization plan in preparation for reduced levels of operation.

(3) Provide after-action reports and other documentation as required.

IV. County, State, and Federal Interface

The City ESF-3 will coordinate with County/State/Federal ESF-3 to obtain assistance as required. City

departments should develop their internal polices and procedures in conjunction with these guidelines.

The ESF-3 Coordinator should be kept apprized of any anticipated public works needs, or major changes

in agency personnel status.

ESF-4

FIREFIGHTING

PRIMARY DEPARTMENT: FIRE DEPARTMENT

I. INTRODUCTION

The City of North Charleston has the capability and adequate resources to meet routine fire service

needs. During a disaster problems are multiplied and more complex and may require more resources.

Additionally, the responsibility of maintaining hazardous materials monitoring and decontamination

capability falls within the functional area of the Fire department.

II. GENERAL

A. Purpose

To provide for coordination of fire resources by providing fire ground incident commanders with

additional resources, including personnel and equipment, in North Charleston during a disaster or

serious emergency situation.

B. Organization

The Chief of the North Charleston Fire Department will designate one member of his/her staff to

serve as the ESF-4 Coordinator. The ESF-4 Coordinator will be assigned to the Municipal

Emergency Operations Center and will serve as the point of contact for all fire issues during a

disaster or emergency.

III. CONCEPT OF OPERATIONS

A. General

1. The ESF-4 Coordinator has the overall responsibility for the coordination of all fire related

missions with the Chief of the Fire Department and with other departments in the area.

2. The ESF-4 Coordinator will establish contact with the respective County ESF-4 representative

at their EOC.

3. Provide assistance in coordinating the procurement and arrival of outside resources to an

incident or staging area.

B. Responsibilities

1. Preparedness/Mitigation

a. The ESF-4 Coordinator will:

(1) Develop procedures to implement this ESF.

(2) Assist as required in developing and conducting training.

(3) Participate in exercises, as required.

(4) Review requirements for additional equipment, supplies, and resources and take

responsive action as needed.

(5) Maintain and update annually a list of resources available in an emergency

situation in accordance with typing categories developed by the United States

Department of Homeland Security.

(6) Maintain ESF plan, review annually, and update, as necessary.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-4 Coordinator.

(2) Develop policies and procedures for coordination with ESF-4 during disaster

operations.

2. Response

a. The ESF-4 Coordinator will:

(1) Maintain liaison with the respective County EOC to include having the ESF-4

position manned during MEOC operations.

(2) Provide fire-fighting capabilities with affected area(s) until conditions return to

normal.

(3) Coordinate the procurement of additional resources from other agencies, as

required.

(4) Maintain labor, equipment, and materials forms used for possible reimbursement,

if authorized.

C. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-4 Coordinator.

(2) Keep personnel within their organization informed on the current situation.

3. Recovery

a. The ESF-4 Coordinator will:

(1) Maintain liaison with the respective County EOC.

(2) Continue to provide fire-fighting capabilities within the affected area(s) until

conditions return to normal.

(3) Assist in search and rescue duties, as necessary.

(4) Develop a demobilization plan in preparation for reduced levels of operation.

(5) Provide after-action reports and other documentation as required.

IV. County, State, and Federal Interface

The City ESF-4 will coordinate with County/State/Federal ESF-4 to obtain assistance as required. City

departments should develop their internal polices and procedures in conjunction with these guidelines.

The ESF-4 Supervisor should be kept apprized of any anticipated firefighting needs, or major changes in

agency personnel status.

ESF-5

INFORMATION AND PLANNING

PRIMARY DEPARTMENT: POLICE DEPARTMENT

SUPPORT DEPARTMENTS: FIRE DEPARTMENT

I. INTRODUCTION

This emergency support function compiles, analyzes and coordinates overall information and planning

activities in the Municipal Emergency Operations Center (MEOC) in support of emergency operations.

II. GENERAL

A. Purpose

This function collects, processes, and disseminates information concerning a potential or actual

disaster or emergency; identifies problems and recommends solutions.

B. Organization

The Chief of Police/Emergency Preparedness Director will identify a member of his/her staff to

serve as the ESF-5 Coordinator. The ESF-5 Coordinator will be assigned to the Municipal

Emergency Operations Center and will serve as the point of contact for all information and planning

activities during an emergency or disaster.

III. CONCEPT OF OPERATIONS

A. General

1. The function of ESF-5 is to provide planning and coordination information to the Chief of

Police/Emergency Preparedness Director within the Municipal Emergency Operations Center.

2. Using various sources of information the ESF-5 will put together the overall assessment of the

response situation so as to assist decision makers with the formulation of their action plans.

B. Responsibilities

1. Preparedness/Mitigation

a. The ESF-5 Coordinator will:

(1) Develop procedures to implement this ESF.

(2) Maintain current alert lists of key personnel and make notifications when changes

occur.

(3) Assist as required in developing and conducting training.

(4) Participate in exercises, as required.

(5) Review requirements for additional equipment, supplies, and resources and take

responsive action as needed.

(6) Maintain ESF plan, review annually, and update, as necessary.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-5 Coordinator.

(2) Develop policies and procedures for coordination with ESF-5 during disaster

operations.

2. Response

a. The ESF-5 Coordinator will:

(1) Collect information from various City Departments as reported by units in the

field on the scope and nature of the disaster.

(2) Evaluate this information and provide a complete picture of the disaster to the

decision makers in the MEOC.

(3) Conduct periodic briefings, as required.

(4) Maintain labor, equipment, and materials forms used for possible reimbursement,

if authorized.

3. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-5 Coordinator.

(2) Keep personnel within their organization informed on the current situation.

4. Recovery

a. The ESF-5 Coordinator will:

(1) Coordinate the reception of outside agencies and provide an in-briefing on the

disaster for those agencies.

(2) Develop a demobilization plan in preparation for reduced levels of operation.

(3) Provide after-action reports and other documentation as required.

IV. County, State, and Federal Interface

The City ESF-5 will coordinate with County/State/Federal ESF-5 to obtain assistance as required. City

departments should develop their internal polices and procedures in conjunction with these guidelines.

The ESF-5 Coordinator should be kept apprized of any anticipated planning needs, or major changes in

agency personnel status.

ESF-6

MASS CARE AND EMERGENCY WELFARE SERVICES

PRIMARY DEPARTMENT: RECREATION DEPARTMENT

I. INTRODUCTION

The Recreation Department is the primary City department designated for coordinating/managing Mass

Care and disaster response services operations. Mass Care encompasses sheltering, feeding, and first aid

at mass care facilities and designated sites.

II. GENERAL

A. Purpose

To organized within North Charleston the capability to meet basic human needs in a disaster

situation; and to outline responsibility and policy established for Mass Care and emergency welfare

support before, during and after a disaster, whether natural, man-made or acts of terrorism.

B. Organization

The Recreation Department Director will identify a member of his/her staff to serve as the ESF-6

Coordinator. The ESF-6 Coordinator will be assigned to the Municipal Emergency Operations

Center and will serve as the point of contact for all mass care and emergency welfare service

activities during an emergency or disaster.

III. CONCEPT OF OPERATIONS

A. General

1. The function of ESF-6 is to provide coordination of mass care and emergency welfare services

within the City of North Charleston with federal, state, and county governments.

2. The American Red Cross (ARC) provides mass care to disaster victims as part of a broad

program of disaster relief. This program is managed at the by the County ESF-6 function. The

City ESF-6 Coordinator provides for municipal level coordination of this function. Mass care

encompasses the following:

a. Shelter

(1) The provision of emergency shelter for disaster victims and emergency

workers includes the use of pre-disaster designated shelter sites in existing

structures, temporary shelters, or the use of similar facilities outside the

disaster area should evacuation be necessary. Mass Care shelters may be

opened by the ARC. However, ARC shelter operations are managed by the

ARC trained volunteers and the South Carolina Department of Social Services

(DSS) staff. DSS will provide staffing assistance to designated ARC shelters.

(2) Listing of pre-disaster designated shelters may be found in the North

Charleston Hurricane Plan (NCHP).

(3) Expedient post-event sheltering may occur in other facilities not pre-

designated if the primary facilities have been made unsuitable by the impact

of the event.

b. Feeding

(1) The ARC and the Salvation Army (SA) will manage feeding programs for

disaster victims and emergency workers through a combination of fixed sites,

mobile feeding units, and if needed, bulk food distribution.

(2) Feeding operations will be coordinated through ESF-6.

(3) Feeding operations will be based on sound nutritional standards and will

strive to include provisions for meeting any special dietary requirements of

disaster victims.

c. Emergency First Aid

The ARC and SA will provide emergency first aid services to disaster victims and

workers at their facilities. This will not supplant required medical services provided by

Emergency Medical Services.

d. Disaster Welfare Inquiry (DWI)

(1) The ARC will administer a Disaster Welfare Inquiry system. Information

regarding individuals within the affected area will be obtained from ARC

documents.

(2) DWI will also be provided to aid in reunification of family members within

the affected area who were separated at the time of the disaster.

e. Bulk Distribution of Emergency Relief Supplies

The City of North Charleston has established Neighborhood Distribution Sites

throughout the City. Distribution will be determined by the requirement to meet urgent

needs of disaster victims for essential items in areas where commercial trade is

inoperative or insufficient to meet the emergency needs of victims. Further

information can be found in the Neighborhood Distribution Sites plan which is a

separate document.

B. Responsibilities

1. Preparedness/Mitigation

a. The ESF-6 Coordinator will:

(1) Develop procedures to implement this ESF.

(2) Maintain working relationships with the County ESF-6.

(3) Coordinate with ESF-13 (Law Enforcement) regarding security at shelters.

(4) Participate in exercises, as required.

(5) Review requirements for additional equipment, supplies, and resources and take

responsive action as needed.

(6) Maintain ESF plan, review annually, and update, as necessary.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-6 Coordinator.

(2) Develop policies and procedures for coordination with ESF-6 during disaster

operations.

2. Response

a. The ESF-6 Coordinator will:

(1) Coordinate all ESF-6 activities with the city.

(2) Evaluate the requirements needed to provide for victims of the disaster within the

city and coordinate obtaining resources for the victims with the County ESF-6.

(3) Maintain labor, equipment, and materials forms used for possible reimbursement,

if authorized.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-6 Coordinator.

(2) Keep personnel within their organization informed on the current situation.

3. Recovery

a. The ESF-6 Coordinator will:

(1) Continue to coordinate DRS assistance and services, as available and needed.

(2) In coordination with ESF-15 (Public Information) keep the public informed of

available emergency welfare services and assistance programs.

(3) Develop a demobilization plan in preparation for reduced levels of operation.

(4) Provide after-action reports and other documentation as required.

IV. County, State, and Federal Interface

The City ESF-6 will coordinate with County/State/Federal ESF-6 to obtain assistance as required. City

departments should develop their internal polices and procedures in conjunction with these guidelines.

The ESF-6 Coordinator should be kept apprized of any anticipated mass care or emergency welfare

services, or major changes in agency personnel status.

ESF-7

RESOURCE SUPPORT

PRIMARY DEPARTMENT: PURCHASING DEPARTMENT

SUPPORT DEPARTMENTS: BUILDING OPERATIONS DEPARTMENT, MANAGEMENT OF

INFORMATION SYSTEMS DEPARTMENT, FINANCE

DEPARTMENT

I. INTRODUCTION

When disasters occur, normal logistical support operations are severely disrupted and the emergency may

require resources that go beyond the normal supply system. Emergency procurement operations often

make the difference between successful mission accomplishment and failure. Additionally support

operations are necessary to ensure that the operation of the Municipal Emergency Operations Center is

not disrupted.

II. GENERAL

a. Purpose

To identify an Emergency Support Function that can make emergency procurement for the

acquisition of needed supplies, equipment, commodities, and other resources in support of the

disaster response and recovery efforts of the City of North Charleston. In addition the ESF will be

responsible for coordinating facility space, office equipment and supplies and any other items

necessary for the continued operation of the Municipal Emergency Operations Center.

b. Organization

The Director of the Purchasing Department will appoint a member of his/her staff to serve as the

ESF-7 Coordinator. The ESF-7 Coordinator will be assigned to the Municipal Emergency

Operations Center and will serve as the point of contact for all resource support issues during a

disaster or emergency.

The Director of the Building Operations Department or his/her designee will be responsible for

maintaining facility support to the Municipal Emergency Operations Center on a 24-hour basis.

The Director of the Management Information Systems Department or his/her designee will be

responsible for maintaining computer support to the Municipal Emergency Operations Center on a

24-hour basis.

III. CONCEPT OF OPERATIONS

A. General

1. The primary function of ESF-7 is to provide emergency acquisition of resources and to

coordinate the delivery of these resources in accordance with applicable city ordinances and

state and federal laws.

2. The ESF-7 Coordinator will maintain close liaison with the Finance Department regarding

funding issues and record-keeping required for federal reimbursement, when applicable.

3. The Purchasing Department will negotiate all contracts and leases required for the immediate

response and recovery period.

4. ESF-7 will coordinate will coordinate with the Warehousing Operation at the Convention

Center regarding operations, accountability, and resource tracking.

B. Responsibilities

1. Preparedness/Mitigation

a. The ESF-7 Coordinator will:

(1) Develop procedures to implement this ESF.

(2) Maintain working relationships with the County ESF-7.

(3) Develop and maintain working relationships with vendors who would be available

after an emergency.

(4) Participate in exercises, as required.

(5) Review requirements for additional equipment, supplies, and resources and take

responsive action as needed.

(6) Maintain ESF plan, review annually, and update, as necessary.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-7 Coordinator.

(2) Develop policies and procedures for coordination with ESF-7 during disaster

operations.

2. Response

a. The ESF-7 Coordinator will:

(1) Coordinate all ESF-7 activities with the city.

(2) Coordinate with ESF-13 (Law Enforcement) and ESF-1 (Transportation)

regarding supply routes, status of bridges and overpasses, and security

requirements at the warehouse and distribution points.

(3) Maintain supply inventories and determine priorities for emergency requisitions.

(4) Keep supporting agencies informed of operations and significant changes.

(5) Maintain labor, equipment, and materials forms used for possible reimbursement,

if authorized.

2. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-7 Coordinator.

(2) Keep personnel within their organization informed on the current situation.

3. Recovery

a. The ESF-7 Coordinator will:

(1) Develop plans for long-range recovery operations, as needed.

(2) Develop a demobilization plan in preparation for reduced levels of operation.

(3) Provide after-action reports and other documentation as required.

IV. County, State, and Federal Interface

The City ESF-7 will coordinate with County/State/Federal ESF-7 to obtain assistance as required. City

departments should develop their internal polices and procedures in conjunction with these guidelines.

The ESF-7 Coordinator should be kept apprized of any anticipated procurement needs, or major changes

in agency personnel status.

ESF-8

PUBLIC HEALTH AND MEDICAL SERVICES

PRIMARY DEPARTMENT: FIRE DEPARTMENT

SUPPORT DEPARTMENTS: CODE ENFORCEMENT DEPARTMENT

PUBLIC WORKS DEPARTMENT

I. INTRODUCTION

When disasters occur, normal medical services can be severely disrupted. Trained personnel within the

Fire Department may be called upon to provide emergency medical care to members of the public until

further follow-\on care can be provided. The aftermath of a disaster also poses serious threats to the

health of the public. The effect of threats to the public health can be mitigated by inspection and

observation of sanitation measures and the removal of debris.

A. Emergency Medical Care refers to emergency medical services provided by trained first

responders.

B. Public Health and Sanitation refers to the services, equipment, and staffing essential to protect the

public from communicable diseases and contamination of food and water supplies; inspection and

control of sanitation measures.

II. GENERAL

A. Purpose

To identify an Emergency Support Function that can provide emergency medical care and protect

the public from communicable diseases and contamination of food and water supplies through

inspection and control of sanitation measures.

B. Organization

The Chief of the Fire Department will appoint a member of his/her staff to serve as the ESF-8

Coordinator. The ESF-8 Coordinator will be assigned to the Municipal Emergency Operations

Center and will serve as the point of contact for all emergency medical support issues during a

disaster or emergency.

III. CONCEPT OF OPERATIONS

A. General

1. The primary function of ESF-8 is to provide emergency medical services to persons when the

County Emergency Medical Services are unavailable.

2. The secondary function of this ESF is to report any debris, refuse, or remains which may

constitute a possible threat to public health and coordinate any efforts needed to clear them from

the area.

B. Responsibilities

1. Preparedness/Mitigation

a. The ESF-8 Coordinator will:

(1) Develop procedures to implement this ESF.

(2) Maintain working relationships with the County ESF-8.

(3) Review requirements for additional equipment, supplies, and resources and take

responsive action as needed.

(4) Maintain ESF plan, review annually, and update, as necessary.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-8 Coordinator.

(2) Develop policies and procedures for coordination with ESF-8 during disaster

operations.

2. Response

a. The ESF-8 Coordinator will:

(1) Coordinate all ESF-8 activities with the city.

(2) Coordinate with ESF-13 (Law Enforcement) and ESF-4 (Fire) regarding road

conditions, status of bridges and overpasses, in reference to providing emergency

medical care.

(3) Coordinate with the Code Enforcement Department and the Public Works

Department to identify debris, refuse, and remains which are a threat to the public

health.

(4) Keep supporting agencies informed of operations and significant changes.

(5) Maintain labor, equipment, and materials forms used for possible reimbursement,

if authorized.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-8 Coordinator.

(2) Keep personnel within their organization informed on the current situation.

3. Recovery

a. The ESF-8 Coordinator will:

(1) Develop plans for long-range recovery operations, as needed.

(2) Develop a demobilization plan in preparation for reduced levels of operation.

(3) Provide after-action reports and other documentation as required.

IV. County, State, and Federal Interface

The City ESF-8 will coordinate with County/State/Federal ESF-8 to obtain assistance as required. City

departments should develop their internal polices and procedures in conjunction with these guidelines. The ESF-8

Coordinator should be kept apprized of any anticipated procurement needs, or major changes in agency personnel

status.

ESF-9

URBAN SEARCH AND RESCUE

PRIMARY DEPARTMENT: FIRE DEPARTMENT

I. INTRODUCTION

The City of North Charleston is threatened by hurricanes, earthquakes, bombings, and acts of terrorism

which create the potential for building collapses which would require specially trained rescue teams to

locate, extricate, and provide initial medical treatment for entrapped victims.

II. GENERAL

A. Purpose

The purpose of ESF-9 is to provide for the coordination of all activities associated with urban search

and rescue operations.

B. Organization

The Chief of the North Charleston Fire Department will designate one member of his/her staff to

serve as the ESF-9 Coordinator. The ESF-9 Coordinator will be assigned to the Municipal

Emergency Operations Center and will serve as the point of contact for all urban search and rescue

issues during a disaster or emergency.

III. CONCEPT OF OPERATIONS

A. General

1. The ESF-9 Coordinator has the overall responsibility for the coordination of all urban search

and rescue missions with the Chief of the Fire Department and with other departments in the

area.

2. The ESF-9 Coordinator will establish contact with the respective County ESF-9 representative

at their EOC.

3. Provide assistance in coordinating the procurement and arrival of outside resources to an

incident or staging area.

B. Responsibilities

1. Preparedness/Mitigation

a. The ESF-9 Coordinator will:

(1) Develop procedures to implement this ESF.

(2) Assist as required in developing and conducting training.

(3) Participate in exercises, as required.

(4) Review requirements for additional equipment, supplies, and resources and take

responsive action as needed.

(5) Maintain ESF plan, review annually, and update, as necessary.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-9 Coordinator.

(2) Develop policies and procedures for coordination with ESF-9 during disaster

operations.

2. Response

a. The ESF-9 Coordinator will:

(1) Maintain liaison with the respective County EOC to include having the ESF-9

position manned during MEOC operations.

(2) Provide urban search and rescue capabilities, as needed.

(3) Coordinate the procurement of additional resources from other agencies, as

required.

(4) Maintain labor, equipment, and materials forms used for possible reimbursement,

if authorized.

c. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-9 Coordinator.

(2) Keep personnel within their organization informed on the current situation.

3. Recovery

a. The ESF-9 Coordinator will:

(1) Maintain liaison with the respective County EOC.

(2) Continue to provide urban search and rescue capabilities within the affected

area(s) until conditions return to normal.

(3) Develop a demobilization plan in preparation for reduced levels of operation.

(4) Provide after-action reports and other documentation as required.

IV. County, State, and Federal Interface

The City ESF-9 will coordinate with County/State/Federal ESF-9 to obtain assistance as required. City

departments should develop their internal polices and procedures in conjunction with these guidelines.

The ESF-9 Coordinator should be kept apprized of any anticipated urban search and rescue needs, or

major changes in agency personnel status.

ESF-10

HAZARDOUS MATERIALS

PRIMARY DEPARTMENT: FIRE DEPARTMENT

I. INTRODUCTION

Because of the extreme quantity of hazardous materials transported by land, air, and water, the City of

North Charleston is subject to hazardous materials incidents. Materials could be released into the

environment from man-made or natural disasters, causing rail accidents, highway collisions, or waterway

mishaps. Fixed Facilities (e.g., chemical plants, tank farms, or laboratories) that produce, use, or store

hazardous materials could be damaged so severely that existing spill control apparatus and containment

measures would not be effective.

II. GENERAL

A. Purpose

Resources from industry, local, state, and federal governments, separately or in combination, may be

required to cope with an emergency situation. The purpose of ESF-10 is to provide for the

coordination of all activities associated with rapidly mobilizing and employing all resources

available to contain and neutralize or minimize the disastrous effects of an incident involving

hazardous materials.

B. Organization

The Chief of the North Charleston Fire Department will designate one member of his/her staff to

serve as the ESF-10 Coordinator. The ESF-10 Coordinator will be assigned to the Municipal

Emergency Operations Center and will serve as the point of contact for all hazardous materials

issues during a disaster or emergency.

III. CONCEPT OF OPERATIONS

A. General

1. The ESF-10 Coordinator has the overall responsibility for the coordination of all hazardous

materials incidents with the Chief of the Fire Department and with other departments in the

area.

2. Hazardous materials incidents may result in fire, explosions, radiation dangers, contamination,

and toxic fumes. Fire fighters are generally accepted as having the greatest expertise, training,

and capability to combat these dangers.

3. Should the situation dictate the opening of the Municipal Operations Center, the MEOC will

assume responsibility for coordinating with county, state, and federal agencies.

4. The ESF-10 Coordinator will establish contact with the respective County ESF-10

representative at their EOC.

5. Provide assistance in coordinating the procurement and arrival of outside resources to an

incident or staging area.

B. Responsibilities

1. Preparedness/Mitigation

a. The ESF-10 Coordinator will:

(1) Develop procedures to implement this ESF.

(2) Prepare an inventory of existing threats using SARA Title III, Tier II information,

business/industry Emergency Action Plans, and Risk Management Plans in

accordance with the Clean Air Act.

(3) Assist as required in developing and conducting training.

(4) Participate in exercises, as required.

(5) Review requirements for additional equipment, supplies, and resources and take

responsive action as needed.

(6) Maintain ESF plan, review annually, and update, as necessary.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-10 Coordinator.

(2) Develop policies and procedures for coordination with ESF-10 during disaster

operations.

2. Response

a. The ESF-10 Coordinator will:

(1) Maintain liaison with the respective County EOC to include having the ESF-10

position manned during MEOC operations.

(2) Provide hazardous materials response capabilities, as needed.

(3) Coordinate the procurement of additional resources from other agencies, as

required.

(4) Maintain labor, equipment, and materials forms used for possible reimbursement,

if authorized.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-10 Coordinator.

(2) Keep personnel within their organization informed on the current situation.

3. Recovery

a. The ESF-10 Coordinator will:

(1) Maintain liaison with the respective County EOC.

(2) Continue to provide hazardous materials response capabilities within the affected

area(s) until conditions return to normal.

(3) Develop a demobilization plan in preparation for reduced levels of operation.

(4) Provide after-action reports and other documentation as required.

IV. County, State, and Federal Interface

The City ESF-10 will coordinate with County/State/Federal ESF-10 to obtain assistance as required.

City departments should develop their internal polices and procedures in conjunction with these

guidelines. The ESF-10 Coordinator should be kept apprized of any anticipated hazardous materials

response needs, or major changes in agency personnel status.

ESF-11

FOOD SERVICES

PRIMARY DEPARTMENT: RECREATION DEPARTMENT

SUPPORT DEPARTMENT: MANAGEMENT OF INFORMATION SYSTEMS DEPARTMENT

I. INTRODUCTION

An emergency or disaster may deprive substantial numbers of people of access to food or the means to

prepare food. In addition commercial food supplies and distribution networks may be substantially

disrupted due to partial or total devastation of food products stored in the affected area. There also may

be disruptions of energy sources (e.g., electricity and gas) causing most commercial cold storage and

freezer facilities to be inoperable in affected areas.

II. GENERAL

A. Purpose

To establish a system to secure, warehouse and distribute food products within the City of North

Charleston.

B. Organization

The Director of the North Charleston Recreation Department will designate one member of his/her

staff to serve as the ESF-11 Coordinator. The ESF-11 Coordinator will be assigned to the Municipal

Emergency Operations Center and will serve as the point of contact for all food service issues during

a disaster or emergency.

III. CONCEPT OF OPERATIONS

A. General

1. The ESF-11 Coordinator has the overall responsibility for the coordination of all food services

issues during an emergency or disaster and is responsible for coordination with other agencies.

2. The ESF-11 Coordinator will establish contact with the respective County ESF-11

representative at their EOC.

3. Provide assistance in coordinating the procurement and arrival of outside resources to the

designated City of North Charleston Warehouse.

B. Responsibilities

1. Preparedness/Mitigation

a. The ESF-11 Coordinator will:

(1) Develop procedures to implement this ESF.

(2) Maintain current food resource directories to include maintaining points of

contact.

(3) Identify likely transportation needs and coordinate with ESF-1.

(4) Participate in exercises, as required.

(5) Review requirements for additional equipment, supplies, and resources and take

responsive action as needed.

(6) Maintain ESF plan, review annually, and update, as necessary.

(7) Ensure all ESF-11 personnel integrate National Incident Management System

principles in all planning. All ESF personnel will complete all required NIMS

training as outlined by the Department of Homeland Security.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-11 Coordinator.

(2) Develop policies and procedures for coordination with ESF-11 during disaster

operations.

2. Response

a. The ESF-11 Coordinator will:

(1) Maintain liaison with the respective County EOC to include having the ESF-10

position manned during MEOC operations.

(2) Inventory food supplies and determine availability of food within the disaster area.

(3) Coordinate with ESF-6 to identify the locations of all mass feeding and

distribution sites.

(4) Coordinate with ESF-7 to acquire food, equipment, and supplies required to

support food service operations. Acquisitions include, but are not limited to,

donated food, purchase of additional food, and refrigerated trailers, as required.

(5) Coordinate with ESF-1 for transportation of food supplies into the disaster area.

(6) Coordinate with ESF-7 to Contract with local vendors to provide food services to

first responders, as required.

(7) Assess warehouse space and needs for staging areas.

(8) Coordinate flow of request and delivery of food into disaster area to ensure daily

requirements are met.

(9) In coordination with ESF-6, monitor the number of mass feeding sites, soup

kitchens, and pantries providing food to disaster victims.

(10) Maintain labor, equipment, and materials forms used for possible reimbursement,

if authorized.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-11 Coordinator.

(2) Keep personnel within their organization informed on the current situation.

3. Recovery

a. The ESF-11 Coordinator will:

(1) Maintain liaison with the respective County EOC.

(2) Continue to monitor food requirements.

(3) In coordination with ESF-6, assess special food concerns of impacted residents.

(5) Establish logistical links with local organizations involved in long-term congregate

meal services.

(4) Provide after-action reports and other documentation as required.

IV. County, State, and Federal Interface

The City ESF-11 will coordinate with County/State/Federal ESF-11 to obtain assistance as required.

City departments should develop their internal polices and procedures in conjunction with these

guidelines. The ESF-11 Coordinator should be kept apprized of any anticipated food service needs, or

major changes in agency personnel status.

ESF-12

ENERGY AND UTILITIES

PRIMARY DEPARTMENT: PUBLIC WORKS

I. INTRODUCTION

A disaster often severs key utility and telecommunication lifelines. This directly affects the ability to

supply the impacted area and to conduct mitigation activities.

Energy includes producing, refining, transporting, generating, transmitting, conserving, building, and

maintaining electric and natural gas system components.

Utilities include the transmitting, building and maintaining of telephone and data communications

systems.

II. GENERAL

A. Purpose

To assess the extent of damage, provide information, and as required, coordinate the restoration of

services as part of the immediate response and long-term recovery.

B. Organization

The Director of Public Works will designate one member of his/her staff to serve as the ESF-12

Coordinator. The ESF-12 Coordinator will be assigned to the Municipal Emergency Operations

Center and will serve as the point of contact for all energy and utilities issues during a disaster or

emergency.

III. CONCEPT OF OPERATIONS

A. General

1. The ESF-12 Coordinator has the overall responsibility for the coordination of all electric and

utility issues between private energy and utility companies and the Public Works Department.

2. Local Utility companies are likely to be victims of the disaster and will require time to move

into the response and recovery phases.

3. Damage assessment information will be reported by all city personnel to the MEOC.

4. The State of South Carolina Public Service Commission (PSC) will coordinate ESF-12

operations at the State Emergency Operations Center.

5. The ESF-12 Coordinator will establish contact with the respective County ESF-12

representative at their EOC.

6. Provide assistance in coordinating the procurement and arrival of outside resources to an

incident or staging area.

B. Responsibilities

1. Preparedness/Mitigation

a. The ESF-12 Coordinator will:

(1) Develop procedures to implement this ESF.

(2) Establish a list of critical facilities and restoration priorities and coordinate this list

with the respective County ESF-12 representative.

(3) Assist as required in developing and conducting training.

(4) Participate in exercises, as required.

(5) Review requirements for additional equipment, supplies, and resources and take

responsive action as needed.

(6) Maintain ESF plan, review annually, and update, as necessary.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-12 Coordinator.

(2) Develop policies and procedures for coordination with ESF-12 during disaster

operations.

2. Response

a. The ESF-12 Coordinator will:

(1) Maintain liaison with the respective County EOC to include having the ESF-12

position manned during MEOC operations.

(2) Analyze affected areas and coordinate findings with ESF 18 and ESF 19.

(3) Prioritize rebuilding processes when necessary to return services to the impacted

areas.

(4) Coordinate with the Public Information Officer (ESF-15) for the distribution of

educational information and utility conservation guidance.

(5) Analyze affected areas to determine operational priorities and emergency repair

procedures with utility fuel personnel. Provide status of energy resources to

MEOC at least daily.

(6) Plan and coordinate security for vital energy supplies with ESF-13.

(7) Maintain continual status of energy systems and the progress of utility repair and

restoration activities.

(8) Coordinate the procurement of additional resources from other agencies, as

required.

(9) Maintain labor, equipment, and materials forms used for possible reimbursement,

if authorized.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-12 Coordinator.

(2) Keep personnel within their organization informed on the current situation.

3. Recovery

a. The ESF-12 Coordinator will:

(1) Maintain liaison with the respective County EOC.

(2) Continue to provide coordination of and energy and utility issues within the

affected area(s) until conditions return to normal.

(3) Coordinate with the PIO (ESF-15) to emphasize safety considerations that the

public should be aware of in reference to the operation of portable generators,

heaters, and other equipment that can cause injuries and death if used improperly.

(4) Develop a demobilization plan in preparation for reduced levels of operation.

(5) Provide after-action reports and other documentation as required.

IV. County, State, and Federal Interface

The City ESF-12 will coordinate with County/State/Federal ESF-12 to obtain assistance as required.

City departments should develop their internal polices and procedures in conjunction with these

guidelines. The ESF-12 Coordinator should be kept apprized of any anticipated hazardous materials

response needs, or major changes in agency personnel status.

ESF-13

LAW ENFORCEMENT

PRIMARY DEPARTMENT: POLICE DEPARTMENT

I. INTRODUCTION

Effective law enforcement is critical to operations during major emergencies and disasters to ensure

community recovery without the additional hindrance of civil disorder. The Police Department is

responsible for carrying out the laws, traffic control, investigation of crimes, and other public safety

duties within the City of North Charleston.

II. GENERAL

A. Purpose

The purpose of ESF-13 is to provide for the coordination of all activities associated with law

enforcement operations.

B. Organization

The Chief of Police/Emergency Preparedness Director will designate one member of his/her staff to

serve as the ESF-13 Coordinator. The ESF-13 Coordinator will be assigned to the Municipal

Emergency Operations Center and will serve as the point of contact for all law enforcement issues

during a disaster or emergency.

III. CONCEPT OF OPERATIONS

A. General

1. The ESF-13 Coordinator has the overall responsibility for the coordination of all law

enforcement issues.

2. The ESF-13 Coordinator will establish contact with the respective County ESF-13

representative at their EOC.

3. Provide assistance in coordinating the procurement and arrival of outside resources to an

incident or staging area.

B. Responsibilities

1. Preparedness/Mitigation

a. The ESF-13 Coordinator will:

(1) Develop procedures to implement this ESF.

(2) Analyze potential hazards in the area and any special police operational requirements

that are needed and plan accordingly.

(3) Assist as required in developing and conducting training.

(4) Participate in exercises, as required.

(5) Review requirements for additional equipment, supplies, and resources and take

responsive action as needed.

(6) Maintain ESF plan, review annually, and update, as necessary.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-13 Coordinator.

(2) Develop policies and procedures for coordination with ESF-12 during disaster

operations.

2. Response

a. The ESF-13 Coordinator will:

(1) Maintain liaison with the respective County EOC to include having the ESF-13

position manned during MEOC operations.

(2) Secure evacuated areas, including safeguarding critical facilities and shelters, and

control entry and exit to the disaster area as required.

(3) Coordinate the procurement of additional resources from other agencies, as

required.

(4) Maintain labor, equipment, and materials forms used for possible reimbursement,

if authorized.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-13 Coordinator.

(2) Keep personnel within their organization informed on the current situation.

3. Recovery

a. The ESF-13 Coordinator will:

(1) Maintain liaison with the respective County EOC.

(2) Continue to provide coordination of law enforcement issues within the affected

area(s) until conditions return to normal.

(3) Develop a demobilization plan in preparation for reduced levels of operation.

(4) Provide after-action reports and other documentation as required.

IV. County, State, and Federal Interface

The City ESF-13 will coordinate with County/State/Federal ESF-13 to obtain assistance as required.

City departments should develop their internal polices and procedures in conjunction with these

guidelines. The ESF-13 Coordinator should be kept apprized of any anticipated law enforcement needs,

or major changes in agency personnel status.

ESF-14

DISASTER ASSESSMENT

PRIMARY DEPARTMENT: BUILDING INSPECTIONS DEPARTMENT

SUPPORT DEPARTMENTS: PUBLIC WORKS DEPARTMENT, PLANNING DEPARTMENT

I. INTRODUCTION

The ability of the City of North Charleston to perform a situational assessment accurately and within the

first few hours after an incident is critical. It provides the foundation for the subsequent response of

adequate resources to life-threatening situations and imminent hazards. Correct and effective

assessments permit decision makers in the Municipal Emergency Operations Center to prioritize their

response activities, allocate scarce resources, request mutual aid, and state and federal assistance quickly.

II. GENERAL

A. Purpose

The purpose of ESF-14 is to provide for the coordination of the rapid assessment of the post-disaster

situation as it relates to casualties, hazards, and human needs. Then to coordinate the information

rapidly and disseminating it to decision makers in the Municipal Emergency Operations Center.

B. Organization

The Director of the Building Department will designate one member of his/her staff to serve as the

ESF-14 Coordinator. The ESF-14 Coordinator will be assigned to the Municipal Emergency

Operations Center and will serve as the point of contact for all disaster assessment issues during a

disaster or emergency.

III. CONCEPT OF OPERATIONS

A. General

1. The ESF-14 Coordinator has the overall responsibility for the coordination of all disaster

assessment issues.

2. The ESF-14 Coordinator will establish contact with the respective County ESF-14

representative at their EOC.

3. Provide assistance in coordinating the procurement and arrival of outside resources to an

incident or staging area.

B. Responsibilities

1. Preparedness/Mitigation

a. The ESF-14 Coordinator will:

(1) Develop procedures to implement this ESF.

(2) In coordination with the Planning Section Chief, develop a community profile and

divide the City into sectors so as to identify major hazards, critical facilities, and

potential response areas.

(3) Working with ESF-8, determine pockets of special needs populations,

nursing/residential care homes, and hospitals.

(4) In coordination with ESF-7, determine the location of major resources, systems of re-

supply, and major transportation routes.

(5) Participate in exercises, as required.

(6) Review requirements for additional equipment, supplies, and resources and take

responsive action as needed.

(7) Maintain ESF plan, review annually, and update, as necessary.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-14 Coordinator.

(2) Develop policies and procedures for coordination with ESF-14 during disaster

operations.

2. Response

a. The ESF-14 Coordinator will:

(1) Maintain liaison with the respective County EOC to include having the ESF-14

position manned during MEOC operations.

(2) Provide information for Situational Reports in a timely manner.

(3) Maintain labor, equipment, and materials forms used for possible reimbursement,

if authorized.

d. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-14 Coordinator.

(2) Keep personnel within their organization informed on the current situation.

3. Recovery

a. The ESF-14 Coordinator will:

(1) Maintain liaison with the respective County EOC.

(2) Continue to provide coordination of disaster assessment issues within the affected

area(s) until conditions return to normal.

(3) Develop a demobilization plan in preparation for reduced levels of operation.

(4) Provide after-action reports and other documentation as required.

IV. County, State, and Federal Interface

The City ESF-14 will coordinate with County/State/Federal ESF-14 to obtain assistance as required.

City departments should develop their internal polices and procedures in conjunction with these

guidelines. The ESF-14 Coordinator should be kept apprized of any anticipated disaster assessment

issues, or major changes in agency personnel status.

ESF-15

PUBLIC INFORMATION

PRIMARY DEPARTMENT: POLICE DEPARTMENT

I. INTRODUCTION

Generation of timely public information is essential to avoid or minimize loss of life and property if a

disaster is imminent or has occurred. Before, during, and after emergency operations, the public will be

apprised through reports to the news media and through the internet via the city website.

II. GENERAL

A. Purpose

The purpose of ESF-15 is to provide effective public information through coordination with

appropriate federal and stage agencies and organizations to minimize loss of life and property

before, during, and after an emergency or disaster.

B. Organization

The Director of Public Safety Communications will serve as the ESF-15 Coordinator. The ESF-15

Coordinator will be assigned to the Municipal Emergency Operations Center and will serve as the

point of contact for all public information issues during a disaster or emergency.

III. CONCEPT OF OPERATIONS

A. General

1. The ESF-15 Coordinator has the overall responsibility for the coordination of all public

information issues.

2. The ESF-15 Coordinator will establish contact with the respective County ESF-15

representative at their EOC.

3. Disaster and emergency information will be clear, concise, and accurate information regarding

the existing situation; actions begin taken by authorities, and those to be taken by the

population. Every effort will be made to prevent and counter rumors, hearsay, and inaccuracies.

4. Coordination with all appropriate departments, agencies, and organizations will be performed to

the maximum extent, to ensure accurate, timely, and consistent emergency public information.

5. Situation briefings, press conferences, taped messages, photographs, news accounts, statistics on

injuries and fatalities, and other information will be provided to the news media as appropriate,

to include information targeted at non-English speaking individuals and or special needs

populations.

B. Responsibilities

1. Preparedness/Mitigation

a. The ESF-15 Coordinator will:

(1) Develop procedures to implement this ESF.

(2) Develop a public information program to educate the public regarding the effects of

common, emergency, and disaster situations.

(3) Develop plans to coordinate with international, national, state, and local news media

for emergency operations, before, during, and after emergency situations.

(4) Develop plans to conduct a multi-agency/jurisdiction coordinated public information

program during emergencies and disasters.

(5) Encourage development of disaster plans and kits for the public.

(6) Participate in exercises, as required.

(7) Review requirements for additional equipment, supplies, and resources and take

responsive action as needed.

(8) Maintain ESF plan, review annually, and update, as necessary.

(9) Ensure all ESF-15 personnel integrate NIMS principles in all planning. All ESF

personnel will complete all required NIMS training, as outlined by the Department of

Homeland Security.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-15 Coordinator.

(2) Develop policies and procedures for coordination with ESF-15 during disaster

operations.

2. Response

a. The ESF-15 Coordinator will:

(1) Maintain liaison with the respective County EOC to include having the ESF-15

position manned during MEOC operations.

(2) Provide information for Situational Reports in a timely manner.

(3) Provide timely and accurate news releases in common language and terminology

to inform the public.

(4) Provide emergency public information to special needs populations, as well as

non-English speaking individuals.

(5) Provide mass notification to the community and provide periodic media updates.

(6) Execute a multi-agency/jurisdiction coordinated public information program.

(7) Maintain labor, equipment, and materials forms used for possible reimbursement,

if authorized.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-15 Coordinator.

(2) Keep personnel within their organization informed on the current situation.

3. Recovery

a. The ESF-15 Coordinator will:

(1) Maintain liaison with the respective County EOC.

(2) Continue public information activities to include updating the public on recovery

efforts.

(3) Process and disseminate disaster welfare and family reunification information.

(4) In coordination with each ESF, ensure that related emergency information can be

provided to the public concerning safety and resources required for disaster

recovery.

(5) Develop a demobilization plan in preparation for reduced levels of operation.

(6) Provide after-action reports and other documentation as required.

IV. County, State, and Federal Interface

The City ESF-15 will coordinate with County/State/Federal ESF-15 to obtain assistance as required.

City departments should develop their internal polices and procedures in conjunction with these

guidelines. The ESF-15 Coordinator should be kept apprized of any anticipated disaster assessment

issues, or major changes in agency personnel status.

ESF-16

EVACUATION TRAFFIC MANAGEMENT

PRIMARY DEPARTMENT: POLICE DEPARTMENT

I. INTRODUCTION

A. Overview

The aggressive management of evacuating citizens via motor vehicle traffic during the threat of, or

immediately following, an emergency or disaster incident is critical to the life safety of all city

residents and transients. This function must be planned and executed in a coordinated manner that

will ensure the most timely and orderly movement of the impacted populace to an area of relative

safety. Evacuations may occur as a result of natural or technological hazards or acts of terrorism and

will require planning and coordination with other geographic areas of the county and state.

B. Specific Hazard Considerations

Hazards which will require action by this ESF and likely geographic areas impacted include, but are

not limited to:

1. Hurricanes-Coastal areas, including high population tourist areas. See details contained in the

NC Hurricane Plan and the State Hurricane Plan for population affected areas, designated routes

and traffic control point assignments.

2. Spent Nuclear Fuel Shipments-For large spills consider initial downwind evacuation for at least

300 feet. See Emergency Response Guide for further information.

3. Hazardous Materials Incidents-Densely populated areas. See the Emergency Response Guide

for specific information in reference to the material involved.

4. Flooding-Areas vulnerable to inundation from surge, tidal, riverine, and storm induced flash

flooding.

5. Dam Failure-Areas downstream from the Pinopolis Dam.

6. Earthquakes-All structures in densely populated areas.

7. Weapons of Mass Destruction Incidents-Densely populated areas, critical facilities and potential

targets.

II. GENERAL

A. Purpose

The purpose of ESF-16 is to provide coordinated plans, policies, and actions to ensure the safe and

orderly evacuation of populations affected by all hazards. Furthermore once the threat or hazard no

longer exists and the area is deemed safe execute the orderly re-entry into the evacuate area.

B. Organization

The Chief of Police/Emergency Preparedness Director will designate one member of his/her staff to

serve as the ESF-16 Coordinator. The ESF-16 Coordinator will be assigned to the Municipal

Emergency Operations Center and will serve as the point of contact for all evacuation traffic

management issues during a disaster or emergency.

III. CONCEPT OF OPERATIONS

A. General

1. The ESF-16 Coordinator has the overall responsibility for the coordination of all evacuation

traffic management issues.

2. The ESF-16 Coordinator will establish contact with the respective County ESF-16

representative at their EOC.

B. Responsibilities

1. Preparedness/Mitigation

a. The ESF-16 Coordinator will:

(1) Develop procedures to implement this ESF.

(2) Coordinate the designation of all predetermined traffic control points (TCPs)

assignments and review at least annually.

(3) Develop plans to augment the Traffic Unit with other personnel to man Traffic Control

Points.

(4) Establish procedures to monitor traffic flow.

(5) Coordinate plans for the ingress and egress of emergency vehicles during evacuation.

(6) Participate in exercises, as required.

(7) Review requirements for additional equipment, supplies, and resources and take

responsive action as needed.

(8) Maintain ESF plan, review annually, and update, as necessary.

(9) Ensure all ESF-16 personnel integrate NIMS principles in all planning. All ESF

personnel will complete all required NIMS training, as outlined by the Department of

Homeland Security.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-16 Coordinator.

(2) Develop policies and procedures for coordination with ESF-16 during disaster

operations.

2. Response

a. The ESF-16 Coordinator will:

(1) Maintain liaison with the respective County EOC to include having the ESF-16

position manned during MEOC operations.

(2) Provide information for Situational Reports in a timely manner.

(3) Implement evacuation traffic management plan.

(4) Report traffic flow information to the Municipal Emergency Operations Center

and the respective County Emergency Operations Center.

(5) Maintain labor, equipment, and materials forms used for possible reimbursement,

if authorized.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-16 Coordinator.

(2) Keep personnel within their organization informed on the current situation.

3. Recovery

a. The ESF-16 Coordinator will:

(1) Maintain liaison with the respective County EOC.

(2) Coordinate with other agencies to facilitate re-entry operations.

(3) Manage traffic at critical intersections post impact with priority given to

emergency service vehicles, transportation of supplies and equipment, and access

to critical facilities.

(4) Develop a demobilization plan in preparation for reduced levels of operation.

(5) Provide after-action reports and other documentation as required.

IV. County, State, and Federal Interface

The City ESF-16 will coordinate with County/State/Federal ESF-16 to obtain assistance as required.

City departments should develop their internal polices and procedures in conjunction with these

guidelines. The ESF-16 Coordinator should be kept apprized of any anticipated evacuation traffic

management issues, or major changes in agency personnel status.

ESF-19

DAMAGE ASSESSMENT

PRIMARY DEPARTMENT: BUILDING INSPECTIONS DEPARTMENT

SUPPORT DEPARTMENT: CODE ENFORCEMENT DEPARTMENT

I. INTRODUCTION

A disaster condition can vary from an isolated emergency affecting a single community, to a catastrophic

event that impacts the entire City, other areas of the County and/or the State. An accurate and rapid

assessment of the damage will help determine human needs as well as that required for the restoration of

the infrastructure.

II. GENERAL

A. Purpose

The purpose of ESF-19 is to provide for the coordination and use of all volunteer, business,

municipal, county, state and federal resources gathering damage information within the city

following a disaster situation.

B. Organization

The Director of the Building Department will designate one member of his/her staff to serve as the

ESF-19 Coordinator. The ESF-19 Coordinator will be assigned to the Municipal Emergency

Operations Center and will serve as the point of contact for all damage assessment issues during a

disaster or emergency.

III. CONCEPT OF OPERATIONS

A. General

1. The ESF-19 Coordinator has the overall responsibility for the coordination of all damage

assessment issues.

2. The ESF-19 Coordinator will establish contact with the respective County ESF-19

representative at their EOC.

B. Responsibilities

1. Preparedness/Mitigation

a. The ESF-19 Coordinator will:

(1) Develop procedures to implement this ESF.

(2) Coordinate with ESF-14 to review the plans for sectoring the City into potential

response areas or zones.

(3) Participate in exercises, as required.

(4) Review requirements for additional equipment, supplies, and resources and take

responsive action as needed.

(5) Maintain ESF plan, review annually, and update, as necessary.

(6) Ensure all ESF-19 personnel integrate NIMS principles in all planning. All ESF

personnel will complete all required NIMS training, as outlined by the Department of

Homeland Security.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-19 Coordinator.

(2) Develop policies and procedures for coordination with ESF-19 during disaster

operations.

2. Response

a. The ESF-19 Coordinator will:

(1) Maintain liaison with the respective County EOC to include having the ESF-19

position manned during MEOC operations.

(2) Provide information for Situational Reports in a timely manner.

(3) Dispatch Damage Assessment Teams to pre-assigned areas.

(4) Maintain labor, equipment, and materials forms used for possible reimbursement,

if authorized.

b. Other City Departments, Public, Private, and Volunteer Organizations:

(1) Maintain liaison with the ESF-19 Coordinator.

(2) Keep personnel within their organization informed on the current situation.

3. Recovery

a. The ESF-19 Coordinator will:

(1) Maintain liaison with the respective County EOC.

(2) Develop a demobilization plan in preparation for reduced levels of operation.

(3) Provide after-action reports and other documentation as required.

IV. County, State, and Federal Interface

The City ESF-19 will coordinate with County/State/Federal ESF-19 to obtain assistance as required.

City departments should develop their internal polices and procedures in conjunction with these

guidelines. The ESF-19 Coordinator should be kept apprized of any anticipated damage assessment

issues, or major changes in agency personnel status.

City of North Charleston

Hurricane Plan

Executive Summary

The City of North Charleston Hurricane Plan (NCHP) is a plan developed for use by city

government to ensure a coordinated and effective response to hurricanes and tropical storms that may

affect the City of North Charleston. The plan is organized to correspond to the four phases of

emergency management; mitigation, preparedness, response, and recovery.

City departments use the NCHP as a basis for developing implementing instructions, for

training, preparing, marshaling and distributing resources and in providing services and assistance

during disasters.

This Page Intentionally Left Blank

Basic Hurricane Plan

I. Introduction

A. General

It is the policy of the City of North Charleston to be prepared for any emergency or

disaster. Contingency plans and implementing procedures for major hazards, such as

hurricanes, are an integral part of preparedness planning. The North Charleston Emergency

Operations Plan (NCEOP) augmented by this hurricane plan, supporting policies, and the

Emergency Support Functions (ESFs) fulfill this obligation.

B. Specific

1. This plan establishes the policies and procedures to be followed by the departments

of City government when responding to the threat of a hurricane approaching the

City and the impact of the hurricane immediately after landfall.

2. The plan describes how the City will mobilize resources and conduct activities

through preparedness, response, recovery, and mitigation planning.

3. The Basic Plan covers the threat, operations, and sheltering terminology, the

utilization of the South Carolina Hurricane Evacuation Study as a basis for hurricane

preparedness and planning, evacuation decision timeline and participation in the lane

reversal/counter flow traffic plan.

4. This plan supports the National Incident Management System (NIMS) which is a

nationwide template enabling federal, state, local, and tribal governments and private

sector and non-governmental organizations to work together effectively and

efficiently to prevent, prepare for, respond to, and recover from domestic incidents

regardless of cause, size, or complexity.

II. Purpose

To prevent or minimize injury to people and damage to property or to the environment resulting

from a tropical cyclone by planning and coordinating the application of city resources to warning,

evacuating, and sheltering citizens and visitors in harms way.

III. Threat

A. General

South Carolina is susceptible to all levels of tropical cyclones, from tropical depressions to

severe category 5 hurricanes. These tropical cyclones produce four major hazards as

follows:

1. Storm Surge.

Storm surge is a large dome of water often 50-100 miles wide that sweeps across the

coastline near where a hurricane makes landfall. The surge of high water topped by

waves is devastating. The stronger the hurricane, the higher the surge will be. Along

the immediate coast, storm surge is the greatest threat to life.

2. Winds.

Hurricane winds can destroy buildings, mobile homes, and other property. Debris

such as signs, roofing material, siding, and other items become missiles in a

hurricane. Wind is the greatest cause of property damage inland of the coast.

3. Rainfall-induced Flooding.

Widespread torrential rains, often in excess of 6 inches, can produce deadly and

destructive floods. Long after the winds have subsided, hurricanes can generate

immense amounts of rain.

4. Tornadoes.

While the threat exists for tornadoes to develop in all storm quadrants, they primarily

develop in the northeast quadrant of the storm, possibly as much as 200-400 miles

from the storm’s center of circulation. Tornadoes can potentially become very

strong, causing extensive damage to building and loss of life.

IV. Hurricane Evacuation Study

A. General.

1. The South Carolina Hurricane Evacuation Study was prepared by the United States

Army Corps of Engineers and includes analyses of technical data concerning

hurricane hazards, vulnerability to the population, public response to evacuation

advisories, timing of evacuations, and sheltering needs for various hurricane threat

situations. These analyses, all or in part, has significant impact on State, County and

City hurricane plans.

2. The Corps of Engineers managed the project with input and coordination from

federal, state, and local agencies. The Hurricane Evacuation Study provides tools for

use by emergency managers in preparing for and initiating hurricane evacuation

operations. Further information on this study may be found in the South Carolina

Hurricane Plan (SCHP) at www.scemd.org. The key components are the estimated

evacuation clearance times and the hurricane evacuation zones.

B. Hurricane Evacuation Clearance Times

1. Clearance time is one of two major considerations involved in issuing an evacuation

order or advisory. The other time is the arrival of sustained tropical storm winds.

Clearance time is the time required to clear the roadway of all vehicles evacuating in

response to a hurricane situation. Clearance time begins when the first evacuating

vehicle enters the road network and ends when the last evacuating vehicle reaches an

assumed point of safety. The assumed point of safety for this area is I-95.

2. The following table lists the hurricane evacuation times in hours based on the

category of the storm, low or high tourist occupancy, and the speed of the public’s

response. This table is for the central area of the coast which includes the City of

North Charleston. The evacuation times are as follows:

Hurricane

Category/Public

Response

Normal Lane Use

Tourist Occupancy

Low High

I-26 Reversed Lane

Tourist Occupancy

Low High

Category 1

Rapid 12.0 14.0 5.7 7.95

Medium 12.75 14.25 8.5 9.75

Long 13.75 14.5 11.5 12.75

Category 2

Rapid 16.0 19.0 10.25 12.25

Medium 16.25 19.25 10.75 12.5

Long 16.5 19.5 13.75 14.5

Category 3

Rapid 23.25 27.0 13.5 15.5

Medium 23.75 27.5 13.75 15.75

Long 24.0 27.75 14.0 16.0

Category 4/5

Rapid 27.00 30.5 15.5 17.25

Medium 27.50 30.75 15.75 17.50

Long 27.75 31.0 16.0 17.75

100

C. Evacuation Zone Descriptions

The City of North Charleston is located within the following counties; Charleston,

Dorchester, and Berkeley. Each county has evacuation zones which have been pre-

designated in correlation to the category of the approaching storm. Further information on

evacuation zones may be found in the South Carolina Hurricane Plan at www.scemd.org.

The evacuation zones for North Charleston by county are as follows:

Charleston County

Category of Storm Evacuation Zones

Category 1

All residents and tourists between Dorchester Road and

the Ashley River; and low-lying areas along the Cooper

River and Noisette Creek; and all manufactured

housing residents.

Category 2

All residents and tourists between Dorchester Road and

the Ashley River; and low-lying areas along the Cooper

River and Noisette Creek (including the Old Naval

Base); and all manufactured housing residents.

Category 3

All residents and tourists west of I-26 and south of

Montague Ave; remaining areas between Dorchester

Road and the Ashley river, low-lying areas around

Noisette Creek; and all manufactured housing residents.

Category 4

All residents and tourists west of I-26 and south of

Montague Ave; remaining areas between Dorchester

Road and the Ashley river, low-lying areas around

Noisette Creek; and all manufactured housing residents.

Category 5

All residents and tourists west of I-26 and south of

Montague Ave; remaining areas between Dorchester

Road and the Ashley river, low-lying areas around

Noisette Creek; and all manufactured housing residents.

101

Dorchester County

Category of Storm Evacuation Zones

Category 1

All manufactured homes residents

Category 2

All manufactured homes residents

Category 3

All manufactured homes residents

Category 4

All manufactured homes residents

Category 5

All manufactured homes residents

Berkeley County

Category of Storm Evacuation Zones

Category 1

All residents living in low-lying areas along the

Goose Creek Reservoir; and all manufactured

homes residents

Category 2

All residents living in low-lying areas along the

Goose Creek Reservoir; and all manufactured

homes residents

Category 3

All residents living in low-lying areas along the

Goose Creek Reservoir; and all manufactured

homes residents

Category 4

All residents living in low-lying areas along the

Goose Creek Reservoir; and all manufactured

homes residents

Category 5

All residents living in low-lying areas along the

Goose Creek Reservoir; and all manufactured

homes residents

102

V. Concept of Operations

A. Conglomerate Operations

The State of South Carolina has divided the state into conglomerates or regions for hurricane-related

activities. The City of North Charleston is located in the Central Conglomerate which is composed

of Charleston, Berkeley, Dorchester, Calhoun, Orangeburg, Lexington, and Richland Counties.

Hurricane evacuations are planned and conducted on a conglomerate basis, meaning that inland

counties in the conglomerate support the coastal county evacuations through evacuation route traffic

control and evacuation shelter operations. Evacuation routes have been developed which originate

in coastal counties and flow generally east-west through inland counties of the same conglomerate.

When executed, evacuations take place as a conglomerate, whereby all coastal counties within each

conglomerate simultaneously conduct evacuation operations.

B. Standardized Evacuation and Sheltering Terminology

To prevent confusion and misunderstanding, it is necessary to standardize evacuation and sheltering

terminology.

1. Estimated Evacuation Clearance Times: Clearance time begins when the first evacuating

vehicle enters the road network and ends when the last evacuating vehicle reaches an assumed

point of safety.

2. Evacuation Zones: Areas in coastal counties vulnerable to storm surge inundation and

rainfall-induced flooding.

3. Hurricane Tracking Tools: A computer software application used to track the progress of a

hurricane. The primary tracking program used is HURREVAC.

4. Voluntary Evacuation: A recommendation, by local officials or the Governor, that those

citizens who feel uncomfortable about the storms approach leave the area.

5. Mandatory Evacuation: A legal order by the Governor compelling persons to evacuate an

area in South Carolina. The Governor is the only legal authority that can order or compel an

evacuation.

6. Lane Reversal: Altering the flow of traffic in a manner that traffic on all available lanes is

moving in the same direction.

7. Counter Flow: Altering the flow of traffic in such a manner to allow for at least one lane of

traffic to remain in the normal flow direction. On a four-lane highway, three lanes of traffic

would move in one direction with one lane moving in the opposite direction.

8. Protective Relocation: The relocation of persons in inland counties that are at risk to high

winds and rain-induced flooding associated with hurricanes. Usually this involves those

portions of the population that live in vulnerable structures or low-lying areas.

9. Reentry: The transition from evacuation and landfall to the recovery phase. One the threat

of the hurricane has passed or the hurricane has made landfall and initial damage assessment

reports are evaluated, the South Carolina Emergency Management Director will recommend

that the Governor rescind the mandatory evacuation order and advise citizens to refer to local

officials for direction on reentry.

10. Voluntary Evacuation Shelter: In the event that the Governor recommends a voluntary

evacuation, all voluntary evacuation shelters within the impacted area will be prepared to

open within four hours.

103

11. Mandatory Evacuation Shelter: In the event a mandatory evacuation is ordered by the

Governor, all mandatory evacuation shelters within the impacted area will be open within

four hours of the mandatory evacuation decision. All voluntary shelters will remain open.

12. Reserve Shelter: In the event that the demand for shelters exceeds the capacity of the

voluntary and mandatory evacuation shelters, reserve shelters will be opened. This might

occur because of a higher than anticipated shelter demand or because of a major hurricane

(category 3-5).

13. Shelter Emergency Capacity: The number of evacuees that a shelter can accommodate.

During a hurricane landfall event, capacity is based upon the current American Red Cross

shelter requirements.

14. Sheltering Requirement: An estimate of the vulnerable population needing shelter within

each conglomerate. This value is a planning tool for the population that can be

accommodated by the shelter emergency capacity.

C. Operating Conditions (OPCONs)

To ensure that all organizations within South Carolina have coordinated response activities, the

following OPCON’s have been established:

1. OPCON 5: Indicates that City Government is operating at normal day-to day levels. Prior to

hurricane season, all hurricane plans will be reviewed and points of contact/telephone numbers

verified. During hurricane season all storms are traced and monitored at this level.

2. OPCON 4: Once it is determined that a storm poses a possible threat to the City, the Municipal

Emergency Operations Center (MEOC) will move to OPCON 4. The primary events that will

occur at this level are the notification of key personnel and initiation preparatory activities. The

MEOC will primarily be staffed by emergency management personnel.

3. OPCON 3: Once officials have sufficient information that a storm poses a significant threat to

the City, the MEOC will move to OPCON 3. This decision will be based on each individual

storm’s characteristics. The MEOC will be staffed by those personnel deemed necessary by the

Chief of Police for pre-evacuation conferences and other preparatory activities.

4. OPCON 2: Once an evacuation decision has been made and a voluntary or mandatory

evacuation order is imminent, the MEOC will move to OPCON 2. All personnel assigned to the

MEOC will report for duty and preparations will begin for evacuation operations.

5. OPCON 1: The MEOC will be fully staffed and will coordinate with County Emergency

Operations Centers for evacuation and other pre-landfall activities. The MEOC will remain at

this OPCON through the landfall, reentry and into the response phase.

D. Evacuation Decision Timeline

The following Evacuation Decision Timeline describes the major activities leading to hurricane

evacuations. The operations at each scheduled time prior to public notification of a mandatory

evacuation order are related to the OPCONs. The timeline assumes at least 72 hours before

initiating mandatory evacuation to allow municipal departments’ sufficient time to prepare. For

situations with less than 72 hours preparation time, Emergency Support Function actions must by

necessity be compressed into the time available.

104

Evacuation Decision Time Line

Time Prior to Public Notification of a Mandatory

Evacuation

Operation Key Event, Decision Point, or Timing

Window

OPCON 5

o Monitor all Atlantic tropical depressions

and named storms from June 1

November 30

for potential threat to the

City of North Charleston.

o Track National Hurricane Center’s tropical

cyclone forecasts utilizing hurricane

tracking tools. Update each forecast (every

six hours) thereafter until the threat to the

City is over.

OPCON 4

-72 hours

o Assess storm forecast and potential impact

on the City using hurricane-tracking tools.

o Brief Mayor after receipt of advisories as

required.

o Initiate OPCON 4 activities.

OPCON 3

-48 hours

o Assess storm forecast and potential impact

on the City using hurricane-tracking tools.

o Brief Mayor after receipt of advisories as

required.

o Initiate OPCON 3 activities.

105

Evacuation Decision Time Line (continued)

Time Prior to a Public Notification of a

Mandatory Evacuation

Operation Key Event, Decision Point, or Timing

Window

OPCON 3 (continued)

-36 hours

o Assess storm forecast and potential impact

on the City using hurricane tracking tools.

o Brief Mayor after receipt of advisories, as

required.

o Departments should begin final preparation

of manning rosters for extended twelve

hour shifts, as required.

o Police personnel that will be assigned to

man Traffic Control Points and shelters

should be identified and notified of their

pending assignment.

o Departments should begin executing plans

to pre-stage equipment and other resources

in safe locations.

o Contact community distribution point

volunteers and ensure that they are ready to

execute the plan 72 hours after landfall, as

scheduled.

OPCON 2

-24 hours

o Assess storm forecast and potential impact

on the City using hurricane-tracking tools.

o Brief Mayor after receipt of advisories, as

required.

o Initiate OPCON 2 activities.

106

Evacuation Decision Time Line (continued)

Time Prior to a Public Notification of a

Mandatory Evacuation

Operation Key Event, Decision Point, or Timing

Window

-24 hours continued

o Ensure that sufficient supplies have been

obtained to support personnel in the

MEOC and other operating locations for a

minimum or 72 hours post landfall.

OPCON 1

-16 to -13 hours

o Assess storm forecast and potential impact

on the City using hurricane-tracking tools.

o Brief Mayor after receipt of advisories, as

required.

o Prepare to Staff Traffic Control points

upon notification from County EOC that

the State is activating evacuation traffic

plan. (1 to 3 hour lead time)

o Initiate OPCON 1 activities.

o Prepare press release with contact numbers

for the public.

-12 hours

o Assess storm forecast and potential impact

on the City using hurricane-tracking tools.

o Brief Mayor after receipt of advisories, as

required.

o Staff Traffic Control Points

o Monitor impact of voluntary evacuations.

107

Evacuation Decision Time Line (continued)

Time Prior to a Public Notification of a

Mandatory Evacuation

Operation Key Event, Decision Point, or Timing

Window

-9 hours

o Voluntary Evacuation shelters open, if they

have not already done so.

-4 to -3 hours

o Governor’s decision made to order a

mandatory evacuation.

o Mandatory shelter plan is initiated and in

strong Category 2 or higher storms the

Reserve shelter plan goes into effect.

o Lane reversal initiated, if ordered.

-0 hours

o Governor’s public notification of a

Mandatory Evacuation.

o Evacuation begins.

+1 hour after public notification

o Mandatory Evacuation shelters open.

108

VI. Traffic Management

Evacuation of the population away from vulnerable areas is one of the most crucial issues in protecting

lives I the face of an approaching hurricane. The basic traffic management concept is to allow traffic to

flow along evacuation routes unimpeded and to supplement existing traffic control devices with law

enforcement personnel who will staff selected Traffic Control Points (TCPs) within the City. Each TCP

has been established to provide assistance to the evacuating populace. The locations of TCPs in the City of

North Charleston are listed in Appendix B. The North Charleston Police Department and the National

Guard are responsible for staffing or monitoring pre-determined TCPs.

VII. Shelter Management

A. General

1. Shelter management includes estimating the number of evacuees that may need sheltering,

planning for shelter space, coordinating resources, and coordinating shelter openings. Hurricane

evacuation shelter requirements are calculated using a percent of the vulnerable population.

Counties identify space to fulfill sheltering requirements.

2. To coordinate shelter openings, public hurricane evacuation shelters are identified as voluntary

evacuation shelters, mandatory evacuation shelters, reserve shelters, or special medical needs

shelters.

B. Public Shelter Opening Procedures and Public Notification

1. Should the Governor recommend a voluntary evacuation, the County Emergency Operations

Center (EOC) in coordination with the American Red Cross (ARC) will open voluntary

evacuation shelters. Likewise if the Governor orders a mandatory evacuation the County EOC

and the ARC will open mandatory evacuation shelters.

2. Once the Governor recommends a voluntary evacuation or orders a mandatory evacuation, a

designated time by which shelters will open is determined. The shelter opening time for the

voluntary evacuation recommendation and mandatory evacuation order is at least four hours

after the decision to open shelters is made.

3. The ARC Hurricane Watch will issue all public announcements about he opening public

shelters and the time the shelters will open. These public announcements will be coordinated

through the established Joint Information Center.

4. Reserve shelters will open as necessary. For larger storms, the resources for reserve shelters

will be staged at the beginning of the mandatory evacuation order. Public announcements of the

opening of a reserve shelter will not be made until the shelter is operational.

5. Shelters change on a yearly basis based on several factors. Appendix A contains the current

shelter list.

E. Public Shelter Closing Procedures

The procedure for closing hurricane evacuation shelters is described in the South Carolina Hurricane

Evacuation Shelter Consolidation/Closing Procedure. This document is an attachment to the South

Carolina Hurricane Plan which may be found at www.scemd.org.

F. Public Sheltering Requirement

1. To plan shelter space for evacuees, the vulnerable population for the Central Conglomerate was

analyzed and used to calculate shelter requirements. The vulnerable population consists of all

residents and tourists within a Category 4/5 storm surge inundation area and residents living in

structures susceptible to wind damage within the conglomerate. The Army Corps of Engineers

109

determined the vulnerable population shelter requirements during the hurricane evacuation

study.

2. The shelter requirements are a planning goal for evacuation shelter emergency capacity. The

ARC determines the emergency capacity and shelter requirements change annually. This is due

to the increasing coastal population and the increase in vulnerable structures.

3. Central Conglomerate vulnerable populations and sheltering requirements are as follows:

Vulnerable Population & Sheltering Requirement

County Total Vulnerable Population Shelter

Requirements

Berkeley

67,873

9,910

Calhoun

7,742

774

Charleston

356,090

30,624

Dorchester

29,734

5,768

Lexington

70,878

7,088

Orangeburg

49,007

4,901

Richland

28,200

2,820

Total 609,524

61,885

G. Special Medical Needs Shelters

1. During a hurricane evacuation, Special Medical Needs Shelters (SMNS) will open in a county at

the same time as public shelters. A SMNS will not close until the State Emergency Operations

Center approves, and all shelter clients can return home or relocate to a suitable alternate

location.

2. The South Carolina Department of Health and Environmental Control (DHEC), the Department

of Social Services, and the county emergency management agencies determined locations of

shelters appropriate for those persons with special medical needs.

VIII. Plan Development and Maintenance

A. General

This plan is the principal source of documentation concerning the city’s hurricane emergency

activities. An annual review of this plan should begin at the end of the hurricane season (November

B. Responsibility

The Emergency Preparedness Coordinator will be responsible for the updating and maintenance of

this plan. At a minimum, this plan will be reviewed and updated on an annual basis. Annual review

and update/revision will be completed prior to May 1

of each year.

110

City of North Charleston

Warehouse Plan

I. Introduction

A. General

The information provided in this plan applies to the City of North Charleston warehouse

and any volunteer agencies, or volunteers designated to handle donated and needed

supplies, or to store and distribute unsolicited goods. The city of North Charleston Parks

and Recreation Department will be activated to manage warehouse operations.

The following items are not to be accepted under any circumstances for disaster relief

operations:

1. Consumable Alcohol Products (i.e. beer, wine, liquors, etc.)

2. Prescription Drugs.

3. Used Mattresses and Pillows.

4. Perishable Goods (the warehouse does not have refrigerated or frozen storage

available.)

B. Specific

1. Site Selection

a. The North Charleston Convention Center will be the preferred location for the

City of North Charleston Warehouse. Should this location be unavailable due to

damage or other conditions another facility will be located that meets the

following criteria:

(1) Convenient access to modes of transportation. Location should be near

major roads, airport, rail, or port facilities for receiving or distributing

supplies.

(2) The location should have a minimum of 20,000 to 25,000 square feet for a

staging area warehouse for distribution of donated and/or needed supplies

and materials. The warehouse should be located in proximity of the

affected area.

(3) If the location is to be used for the storage and distribution of unsolicited

goods it should be a minimum of 50,000 to 100,000 square feet and should

be located away from the affected area.

111

2. Structure

a. One storey, open floor space facility.

b. Safe structure with fire protection features and convenient emergency exits.

The facility will be inspected by Fire and Building Inspectors prior to

occupancy.

c. The facility should have the following facilities:

(1) Adequate loading docks and support equipment.

(2) Separate areas for receiving and shipping.

(3) Sanitary facilities, telephone, and appropriate utilities.

(4) Adequate security.

(5) Adequate aisle width and alignment.

(6) Adequate turning spaces for equipment maneuvering.

d. Sufficient flow patterns from receipt of goods to storage and shipping.

e. The facility should have pest control done prior to occupancy by a professional

pest control service, and continuing at periodic intervals thereafter during the

operation. Pest control measures will include treatment for rodents and insects.

3. Facility Layout

a. The process of laying out the facility will be accomplished as follows:

(1) Establish storage rows and shipping and receiving desk.

(2) Place signs identifying areas where each type of goods and materials

will be located. Also place safety signs, no smoking signs, and signs

designating restrooms and break areas.

(3) Ensure storage of non-perishable and fast-moving supplies are located

closest to the loading and shipping areas.

(4) Locate workstations to obtain the most effective and efficient use by

warehouse personnel.

(5) Obtain a stand alone computer from the MIS Department.

(6) Identify holding areas for supplies after receipt and until they can be

moved.

112

4. Equipment

a. Minimum warehouse needs include:

(1) 2 standard forklifts.

(2) 1 Shrink wrap machine with plenty of wrap.

(3) 2 Pallet jacks.

(4) 2 Dock plates.

(5) 2 Hand trucks.

(6) 30-40 Pallets or skids.

(7) Packing boxes and tape.

(8) Markers.

II. Purpose

To provide an organized and efficient method of receiving, storing, and distributing emergency

and donated supplies to the citizens of North Charleston during a disaster or other emergency.

III. Concept of Operations

A. Organization

The North Charleston Warehouse will have the responsibility of receiving and issuing all emergency

relief supplies. The Recreation Department will be responsible for staffing the Warehouse. A

Warehouse Manager and six personnel will be needed to conduct warehouse operations. At least

two of the six personnel will be trained to operate forklifts.

1. Warehouse Manager

The Warehouse Manager assumes the overall responsibility of planning, assessing,

organizing, staffing, directing and controlling the warehousing effort during a disaster

recovery operation. The Warehouse Manager also provides leadership, technical guidance,

and training to assigned employees to ensure a safe and effective operation. Additional duties

and responsibilities may include:

a. Identifying, opening, maintaining, and closing the warehouse.

b. Making a physical inventory of facilities before taking possession of them.

c. Obtaining material handling equipment.

d. Ensuring on-going telecommunications equipment is available to the warehouse staff.

e. Maintaining a computer based inventory.

f. Developing a floor plan for the warehouse to include:

(1) Location of items by commodity.

113

(2) Installing placards to identify location of commodities.

(3) Marking the flow of traffic within the warehouse.

(4) Designating the location of areas to register, brief, and assign volunteers.

g. Managing all aspects of the warehouse operation to include receiving, inspecting, and

maintaining goods, inventories, stocking of items, packaging of items, and the shipping

of orders.

h. Assignment of available personnel to positions within the warehouse based upon their

experience.

i. Forwarding all records and reports within a reasonable time to the Municipal

Emergency Operations Center.

2. Other personnel

a. The Warehouse Manager may assign available personnel to maintain a database of

stock levels by commodity stored in the warehouse.

b. The duties of these personnel may include:

(1) Maintaining a liaison with the Logistics Section, ESF 7 and 11 desks in the

Municipal Emergency Operations Center for exchange of data for goods

inbound, received, store and shipped to include:

(a) When supplies, goods, and equipment are received.

(b) The name of the shipping company and means of transport.

(d) Quantities and type of supplies.

(e) Number of goods, by item, in storage.

(f) Quantity and type of supplies shipped.

(g) Destination of goods shipped to include date and time shipment was

received by requestor.

(2) Update database of goods in storage at the end of each day and provide this

report to the Warehouse Manager.

B. Operating Procedures

1. General

There are basically five phases of a warehouse operation; receiving, storing, filling orders,

shipping orders, and controlling inventory. These phases are described below:

a. Receiving

The warehouse will receive goods from 8:00 AM until 12 PM or as directed by the

Warehouse Manager depending on available personnel.

Supplies purchased by the City for City Operations will be stored separately from other

emergency supplies and will be clearly marked. Trucks will be unloaded and goods

inspected before storing. Receiving personnel will:

114

(1) Verify quantity and description of item or items.

(2) Inspect for visible damage.

(3) Sign packing list to verify receipt.

(4) Assign a control number and place number on cartons.

(5) Complete log entry.

(6) Give copy of packing list/bill of lading to Warehouse Manager.

b. Storing

Once data entry has been made of goods received, the Warehouse Manager, or his/her

designee, will be notified and will assign products to the proper storage areas according

to the warehouse location chart. Supplies should be stacked no higher than four feel on

each pallet. The pallets should be moved to the designated area by forklift. Limit

stacked pallets to three high. The principle of “first in, first out” should be considered

when storing goods.

c. Filling Orders

When filling orders warehouse personnel will:

(1) Verify information.

(2) Check the location of the supplies.

(3) Gather supplies; verify the quantity and description of items.

(4) Place supplies on a pallet for wrapping.

(5) Ensure heavier items are on the bottom of the pallet to prevent damage.

(6) Give copy of the order to the driver and a copy to the Warehouse Manager.

d. Shipping

When shipping orders personnel will:

(1) Ensure that forklift operators take the wrapped order to a shipping dock and

loads the order onto the delivery vehicle.

(2) Rush orders are placed last on the delivery vehicle.

(3) Deliver the goods.

(4) Obtain a signature from the recipient.

(5) Return signed order form to Warehouse Manager.

e. Inventory Control

Accountability for supplies is necessary to promote an efficient operation. The

Warehouse Manager will ensure that an inventory of all supplies is conducted daily.

This inventory will be compared to receipts for supplies and deliveries made to ensure

that supplies are being accounted for accurately.

115

2. Sorting and Storage of Donated Goods

a. General

Care should be taken in sorting unsolicited donated goods so as to assure only the best

of the “usable” goods are included for packing and shipment.

The sorting and sizing of unsolicited goods should be separated from the main area of

the warehouse. After sorting and sizing, all items should be packed in uniform sized

boxes for easy shipping, storage, and handling. The weight of each box should not

exceed 45 pounds.

b. Clothing

Make sure all clothing items are clean and in good repair. When packing clothing, all

items should be separated by size and packed in each size category. Pants and slacks

should be packed so that the longest inseam is packed on the bottom and shortest on

top.

c. Other Goods

Items other than clothing should be sorted into specific categories:

(1) Foods.

(2) Cleaning Supplies.

(3) Personal care items.

(4) Paper Products.

(5) Baby Goods.

(6) Blankets and Linens.

(7) Miscellaneous.

Warehouse personnel will sort incoming mixed goods in preparation for inventory and

storage. A box numbering system will be instituted to expedite the storage and

distribution process.

c. Unusable and Unneeded Items

Unusable items may include items that are torn, broken, badly soiled, or stained.

Unneeded items are things that are out of season, not appropriate for the disaster

response or have not been requested.

Some items may be recycled and some items must be discretely discarded. A large

dumpster will be delivered to the warehouse location for the purpose of discarding

unusable and unneeded items. Arrangements will be made for dumpster contents to be

emptied regularly.

116

3. Special Handling for Food Items

Food shall be protected from contamination by storing the food in accordance with

Department of Health and Environmental Controls regulations.

a. Food will be stored as follows:

(1) In a clean, dry location.

(2) Where it is not exposed to splash, dust, or other contamination.

(3) At least 6 inches above the floor.

(4) Food in packages and working containers may be stored less than 6 inches

above the floor on case lot handling equipment.

(5) Pressurized beverage containers, cased food in waterproof containers such as

bottles or cans, and milk containers in plastic crates may be stored on a floor

that is clean and not exposed to floor moisture.

b. Food may not be store in any of the following locations:

(1) Locker rooms.

(2) Toilet rooms or their vestibules.

(3) Dressing rooms.

(4) Garbage rooms.

(5) Mechanical rooms.

(6) Under sewer lines that are not shielded to intercept potential drips.

(7) Under leading water lines, including leaking automatic fire sprinkler heads, or

under lines on which water has condensed.

(8) Under open stairwells.

(9) Under other sources of contamination.

d. Canned Food

Special care must be taken in sorting canned goods. Canned goods stored in high

humidity areas may ultimately rust, resulting in leaky cans. The following must be

looked for and disposed of:

(1) Dented cans with sharp creases.

(2) Cans or packages that do not contain labels.

(3) Rusted cans.

(4) Cans that are bulging.

(5) Home canned or packaged foods.

(6) Re-packaged foods (Wet or Dry).

117

e. Shelf Life of Food Items

Extended shelf life is primarily affected by oxygen, fat, moisture, heat and time – The

lower the values the better. Excessive quantities of these elements will cause loss of

nutritional value, off flavors, odors and rancidity. Handling and physical damage must

also be kept to a minimum.

Some foods, such as canned foods have a product code stamped on the bottom or top

of each container providing information such as “use by date” or “best quality date”,

the name of the plant where the food was manufactured and the lot number.

Consumers may contact the food manufacturer directly to determine “use by dates”.

Many food manufactures provide a toll free number for consumer questions.

Shelf life determination will be based on the following city of North Charleston

Polytechnic Institute’s Cooperative Extension Service guidelines:

(1) Dry food staples such as flour, crackers, cake mixes, and seasonings should be

stored in their original packages or tightly closed airtight containers below 85°

F. Humidity levels greater than 60% may cause dry foods to draw moisture,

resulting in caked and staled products.

(2) Breads should be stored in the original package at room temperature and used

within 5 to 7 days.

(3) Cereals may be stored at room temperature in tightly closed containers to keep

out moisture and insects. Whole-wheat flour may be stored I the refrigerator

or freezer to retard rancidity of the natural oils.

(4) Store raw white rice in tightly closed containers at room temperature and use

within one year. Brown and wild rice stored at room temperature will have a

shorter shelf-life (6 months) due to the oil becoming rancid.

(5) Canned vegetables can be stored in cool, dry area below 85° F (optimum 50°F

to 70° F) for up to one year. After one year, canned vegetables may still be

consumed. However, overall quality and nutritional value may have

diminished.

(6) Canned fruit and fruit juices may be store in a cool, dry place below 85° F

(optimum 50°to 70° F) for one year.

(7) Dried fruits have a long shelf life because moisture has been removed from

the product. Unopened dried fruits may be stored for 6 months at room

temperature.

Food having a shelf life of up to 30 days will be labeled as such and placed on the warehouse

floor for immediate distribution. Food items with a longer shelf life may be stored and

distributed as needed.

Warehouse personnel will inspect and inventory the food supply daily. Food items whose

expiration date is that day will be removed from the shelf and discarded. Warehouse

personnel will also inspect daily for possible contamination of food supply. Food items found

to be contaminated will be removed from the warehouse floor and discarded immediately.

Warehouse personnel will notify the Warehouse Manager of items removed form stock and

the need for replacement.

118

4. Miscellaneous Operational Considerations

a. All equipment (forklifts, pallet jacks, trucks, etc.) will be checked on a daily basis.

b. All equipment will be operated in a safe manner. The close quarters inside the

warehouse make this a priority issue.

c. All warehouse staff will sign in on a daily basis.

d. The warehouse will be cleaned on a daily basis.

e. Trucks will be loaded safely to ensure that they are not overloaded. The following

guidelines should be used for loading:

(1) A 15’ truck should have a maximum of 1-2 pallets of liquids, with the weight

over the wheels.

(2) A 24’ truck should have a maximum of 3-4 pallets of liquids, with the weight

over the wheels.

VI. Plan Development and Maintenance

C. General

This plan is the principal source of documentation concerning the operation of the city’s emergency

warehouse. An annual review of this plan should begin at the end of the hurricane season

(November 30

D. Responsibility

The Emergency Preparedness Coordinator will be responsible for the updating and maintenance of

this plan. At a minimum, this plan will be reviewed and updated on an annual basis. Annual review

and update/revision will be completed prior to May 1

of each year.

119

TOP DISASTER ITEMS

ITEM PROVIDERS

Water FEMA, Red Cross, Salvation Army

Ice FEMA, Red Cross, Salvation Army

Meals Ready to Eat (MRE) FEMA, Red Cross, Salvation Army

Food Red Cross, Salvation Army

Snacks Red Cross, Salvation Army

Tarps FEMA, Red Cross, Salvation Army

Clean-up kits (bucket, broom, bleach, gloves Red Cross, Salvation Army

Comfort kits (toothbrush, paste, soap, shampoo, comb) Red Cross, Salvation Army

Trash bags Red Cross, Salvation Army

Toilet paper Red Cross, Salvation Army

Paper towels Red Cross, Salvation Army

Drinking cups Red Cross, Salvation Army

1 cloth bathing systems Red Cross, Salvation Army

Feminine Hygiene products Red Cross, Salvation Army

Diapers and wipes Red Cross, Salvation Army

Baby Food Red Cross, Salvation Army

Sunscreen Red Cross, Salvation Army

Insect Repellent Red Cross, Salvation Army

Bleach Red Cross, Salvation Army

Hand sanitizer Red Cross, Salvation Army

Coolers Red Cross, Salvation Army

Clothing Red Cross, Salvation Army

Shovels and rakes Red Cross, Salvation Army

Blankets and pillows Red Cross, Salvation Army

Toys Red Cross, Salvation Army