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HomeMy WebLinkAboutExhibit 5Emergency Function (EF) # 4 FIREFIGHTING Purpose To detect and suppress fires that are a result of a disaster or fires that could become a disaster within themselves. To provide Fire department support during emergencies and disasters. Responsible Department/Agency Primary Fire -Rescue EF#4 Firefighting City of Miami Emergency Operations Center AGENCIES PRIMARY • Fire -Rescue TASKS,.E _AGE;, SUPPORT • American Red Cross • Fire Central Information Officer (FCTO) • Fire Prevention Bureau - Division • Florida Power & Light • GSA • Police Department • Public Works 3 5 5 5 5 5 5 6 Federal AGENCIES PRIMARY • Department of Agriculture - Forest Service SUPPORT • Department of Commerce • Department of Defense • Department of interior • Department of homeland Secu- rity • Environmental Protection Agency ACTIONS • Management, coordination of federal firefighting personnel, equipment, supplies. • Assist state, local rural, wildtand urban firefighting operations, • Detect, suppress fires on federal lands. • Fire damage assessment. J Miami -Dade County AGENCIES PRIMARY • Miami -Dade Fire Rescue De- partment SUPPORT • Coral Gables Fire Rescue De- partment • Hialeah Fire Rescue Depart- ment • Key Biscayne Fire Rescue De- partment • Miami Fire Rescue Depart- ment • Miami Beach Fire Rescue De- partment • Miami -Dade Water and Sewer Department ACTIONS • Coordination of the detection and suppression of urban, rural, and wild fires resulting from, or occur- ring coincidentally with a major emergency or disaster. ESF #4 is also responsible for res- cue operations, damage assess- ment, assisting with evacuation, and re-entry activities, J State AGENCIES PRIMARY • Florida Department of Insurance, Division of State Fire Marshal SUPPORT Florida: • Department of Agriculture & Consumer Services, Division of Forestry • Fire Chiefs Association ACTIONS • Coordinate support to local governments for detection, suppression of fires. • Mobilize, provide personnel, equipment, supplies. - Activation of Florida Fire Chiefs Association "Fire - Rescue Disaster Response Plan". / City of Miami Firefighting Emergency Function (EF) # 4 Firefighting The City of Miami Department of Fire -Rescue will exercise broad lawful authority to provide fire pro- tection and other emergency services, including command at fire scenes, ordering evacuations in the Wvicinity of fires and other life threatening emergencies, and taking actions necessary to extinguish or prevent the spread of fires. J 0 O. DEPARTMENT RESPONSIBILITIESITASKS PRIMARY Pre -Emergency: Work with the Office of Emergency Management to: • Maintain this Emergency Function (EF). • Maintain inventories of resources and equipment. • Participate in drills, exercises. • Develop emergency action plans and checklists. • Maintain mutual aid agreements. Emergency: Fire -Rescue • When notified of an emergency situation, send response teams/ personnel, equipment, and vehicles to the emergency site, stag- ing areas, or other location, as appropriate. • Manage fire/rescue resources, direct fire operations, rescue in- jured people during emergency operations, and determine the need, as appropriate, for evacuation of the immediate area in and around the emergency scene. • Report initial disaster assessment to EOC when activated. - Report the need for rescue, the numbers of dead or injured, damage to buildings, public facilities such as roads and bridges, and utilities. (Compiled by dispatch and commu- nicated to the EOC.) - Advise Fire Control Information Office (FCIO) if an event requires notification of Miami -Dade County Terrorism Warning Point. CEMP April, 2005 EF#4-3 Firefighting City of Miami Department (Continued) Responsibilities/Tasks (Continued) Fite -Rescue a a Implement evacuation orders due to unsafe buildings, fire dan- ger, hazardous materials, or any other reason identified by competent authority. • Coordinate with City EOC, as appropriate in the evacua- tion of people at risk in the evacuation area. • Alert all emergency response organizations of the dangers associated with technological hazards and fire during emer- gency operations. • When requested, Fire Chief or designee reports to the City EOC, when the EOC has been activated during an emer- gency. Emergency Operations Center (EOC): • Staff EF # 4 within the City EOC "Operations Section." • Identify incident sites requiring firefighting services. • Ensure operation of fire dispatch and reporting systems. - Provide alternate communication links if necessary. • Determine condition, status of City firefighting resources. - Make routine contact with fire stations during disas- ters and after storm landfall. Request damage report from each fire station to esti- mate neighborhood damages. • Determine present and future need for firefighting and other on -scene resources: - Communications. - Search and rescue. - Emergency medical. Heavy rescue. - Evacuation. Mass casualty transportation. - Mobile shelter. - Transport of emergency responders and resources. - Other Logistics: food; water; emergency power; light- ing; etc. • Coordinate mutual aid firefighting resources as necessary. • Sources for resources can include: - Local, state, federal mutual aid. - Miami -Dade County EOC. Establish, maintain contact with Miami -Dade County EOC as appropriate: - Provide information on damages, status of City firefighting systems. - Request additional firefighting resources, as needed. Determine if support is required to other jurisdictions: - Do not dispatch mutual aid until it is determined no EF#4-4 CEMP April, 2005 City of Miami Firefighting Departments (Continued) Responsibilities/Tasks (Continued) SUPPORT threat exists in the City of Miami. Fire -Rescue - Assess City's ability to respond based on existing re- sources and possible threat to our community. Miami -Dade County See Box On Tab Page This Section. • Provide mass care for major fire scenes. • Support Fire Department actions by providing individual as - American Red Cross sistance, and shelter staffing. • Provide support to firefighting personnel during large inci- dents (food, drink, etc.). Fire Central Information • Contact Miami -Dade Water & Sewer to provide adequate Officer (FCIO) water pressure for firefighting. Fire Prevention Bureau - • Investigate fires (Fire Investigation). Division • Provide building safety inspections (Fire Inspections). Florida Power & Light • Shut-off utilities in support of firefighting operations. • Position traffic control devices (i.e., barricades, covers, etc.) as per Fire -Rescue Department instructions. • Clear roads for emergency vehicles. GSA • Support firefighters with general manpower, earthtnovers, and like equipment. • Shut-off utilities as requested. • Perform building demolitions. • Assist with maintaining water flow as requested. • Communicate with Fire -Rescue on reports of fires. Police Department • Enforce orders of fire officers and implement/enforce evacu- ation orders, when necessary. CEMP Aprll, 2005 EF#4-5 Firefighting City of Miami PRIMARY _ I Department (Continued) Responsibilities/Tasks . (Continued) Police Department (Continued) • Provide law enforcement and traffic control in support of Fire -Rescue Department actions. • Order/conduct evacuations when necessary to save lives and protect property. • Provide security for essential facilities. • Assist Fire -Rescue Department in restricting access to un- safe buildings or areas. • Manage re-entry process into affected area(s). Public Works • Position traffic control devices (i.e., barricades, covers, etc.) as per Fire -Rescue Department instructions. • Clear roads for emergency vehicles. • Support firefighters with general manpower, earthmovers, and like equipment. • Shut-off utilities as requested. • Perform building demolitions. • Assist with maintaining water flow as requested. ATTACHMENTS 1. Fire -Rescue Mutual Aid SOP. EF#4-6 CEMP April, 2005 City of Miami Firefighting Attachment 1 Fire -Rescue Mutual Aid SOP 1. When Miami Fire -Rescue resources are depleted during catastrophic events the Miami EOC will contact the Miami -Dade County Fire Rescue Coordinator at the Miami -Dade EOC. Fire - Rescue mutual aid will be requested by activation of the "Florida, Fire Chiefs Association's (FFCA)" State of Florida Fire -Rescue Disaster Response plan and the State wide Mutual Aid Compact. Routine mutual aid during daily operations will be coordinated by 9-1-1 and FCIO. 2. The request for mutual aid must be specific. It must specify the following: • Specific number of units, manpower or piece of equipment requested. • Type of units requested according to FFCA's plan descriptions (i.e.: Type I Engine Com- pany). • The location for the resources to stage. • Person to contact on arrival at the staging location. • The expected duration of the mutual aid. 3. The FFCA's Mutual Aid Plan will identify "Regional" staging points that will be used as Level IT staging points. 4. Level I staging points within the City of Miami are the following: Primary: Miami Orange Bowl All staging locations must be assigned a STAGING OFFICER with staff and logistical support. 5. The FFCA's Mutual Aid Plan specifies (page 13 - "Logistical Support") that the initial Assisting Party following a disaster must respond prepared to be self contained for a period of 72 hours unless otherwise advised by the affected jurisdiction. This must be specified in the written request for assistance. 6. Mutual Aid units will be deployed from the Level I staging site. 7. After the initial 72 hour period, mutual aid units will be provided living facilities, by the City of Miami at the Miami EOC shelter area, Miami Fire Stations or any other available facility. 8. After the initial 72 hour period, mutual aid units will be provided food, water and any other necessity of life through EF # 7 (Resource Support) until their mission in Miami is complete. 9. Mutual Aid units must be provided with the following at the Level I staging facility: • Communications equipment. • Maps of the City and County. • Refueling locations. • One Miami Firefighter for each mutual aid unit, strike team or task force. CEMP April, 2005 EF#4-7 Firefighting EF#4-8 Blank Intentionally City of Miami CEMP April, 2005 Emergency Function (EF) # 5 INFORMATION & PLANNING Purpose This function describes the overall planning and information activities for incidents, co- ordinated at the City Emergency Operations Center (EOC) or at an incident site. Responsible Department /Agency Primary Emergency Management EF#5 Information & Planning City of Miami Emergency Operations Center AGENCIES PRIMARY • Emergency Management SUPPORT • Chamber of Commerce • City Attorney • City Clerk • City Manager • Departments, All Miami • Finance • Fire -Rescue GSA • Information Technology • Mayor/City Commission • Police • Public Works • Risk Management TASKS. ,SEEPAGE: 3 6 6 7 7 7 7 7 8 8 8 8 8 8 Federal Reference: NRP ESF ii5 - Emergency Management Annex AGENCIES PRIMARY • Department of Homeland Secu- rity/Emergency Preparedness and Response/Federal Emer- gency Management Agency SUPPORT • Department of Agriculture • Department of Commerce • Department of Defense • Department of Education • Department of Energy • Departtnent of Health and Hu- man Services • Department of Homeland Secu- rity • Department of Housing and Ur- ban Development • Department of the Interior • Department of Justice • Department of Labor • Department of State • Department of Transportation • Department of the Treasury • Department of Veterans Affairs • Environmental Protection Agency • Federal Communications Com- mission • General Services Administra- tion • National Aeronautics and Space Administration • Nuclear Regulatory Commis- sion • Office of Personnel Manage- ment • Small Business Administration • Tennessee Valley Authority • U.S. Postal Service American Red Cross ACTIONS • Facilitate information flow in the pre -incident prevention phase in order to place assets on alert or to preposition assets for quick response. During the post incident re- sponse phase, responsible for support and planning functions. • ESF #5 activities include those functions that are critical to sup- port and facilitate multi -agency planning and coordination for operations involving potential and actual Incidents of National Significance. This includes alert and notification, deploy- ment and staffing of Depart- ment of Homeland Security (DHS) emergency response teams, incident action planning, coordination of operations, lo- gistics and material, direction and control, information man- agement, facilitation of requests for Federal assistance, resource acquisition and management (to include allocation and track- ing), worker safety and health, facilities management, finan- cial management, and other support as required. Miami -Dade County AGENCIES PRIMARY • Miami -Dade Office of Emer- gency Management SUPPORT • Miami -Dade Fire Rescue t1CT1ONS • Collection, analysis, evaluation, and dissemination of information regarding the development of an incident or disaster. Planning and Information assesses the inci- dent, the impact of the incident, develops action plans to guide the direction of the response and re- covery phases, and plans for the demobilization of the Miami - Dade EDC. State AGENCIES PRIMARY • Department of Community Af- fairs, Division of Emergency Management SUPPORT Florida: • Department of Military Affairs, Florida National Guard ACTIONS • Collect, process, disseminate information in support of re- sponse and recovery opera- tions, • Provide situation reports. • Develop action plans. • Provide technical information and assistance. City of Miami Information & Planning Emergency Function (EF) # 5 Information & Planning I . It is the policy of the City of Miami to coordinate the activities of all departments and other organi- zations participating in the response and recovery from a major incident or disaster in a timely in manner. IIJ (..) 2. It is the policy of the City of Miami to make maximum use of the available resources. J d3. All affected City Departments and participating organizations are to provide information to the Emergency Manager at the EOC related to their department's current and planned response and recovery activities. 4. All affected City Departments and participating organizations are to be actively involved in the development and implementation of the Disaster "Incident Action Plan" (a specific action plan based on disaster impacts). 5. All affected City Departments and participating organizations are to treat the goals, objectives, and tasks stated in the Incident Action Plan as official priorities and policy for the period covered by the plan. 6. All affected City Departments and participating organizations shall develop internal plans for imple- menting their assigned tasks within the Incident Action Plan. 7. All departments will prepare an After Action Report after the conclusion of the incident. The After Action Report will be written consistent with the template found in this section as Attachment 1. DEPARTMENT RESPONSIBILITIES/TASKS PRIMARY Pre -Emergency: Emergency • Maintain this Emergency Function (EF). Management • Maintain EOC supplies, and data displays. • Participate in drills, exercises. • Develop emergency action checklists. • Develop procedures for After Action Report, critique and debriefing. Emergency: • When notified, report to the City EOC. • Monitor severe weather systems for their potential impact CEMP April, 2005 EF#5-3 Information & Planning City of Miami Department (Continued) Responsibiliti®siTasks (Continued) Emergency Management on the City of Miami. • Advise City staff of changes in National Alert status and of any announcements of credible threats from the Joint Ter- rorism Task Force (JTT). Emergency Operations Center (EOC): Staff the City "EOC Planning Section" and certain EF #5 Units (see EOC organization chart) within the Planning Sec- tion to include: Situation Analysis Unit, Incident Planning Unit, Documentation Unit, Extended Operations Planning, and Recovery Planning. Compile information from weather, media, county, and state sources. Compile damage assessment reports with City EOC per- sonal. Ensure daily reconnaissance of all impacted areas. - Compile status report to assist on going incident action planning. Plan for future emergency operational periods. - Collect, process and disseminate essential elements of information for use by response operations and provi- sion of input for reports, briefings, displays and plans. Consolidate information into reports and other materi- als that describe and document overall response activi- ties. * Keep the City EOC and other Emergency Functions apprised of overall operations. Maintain displays of pertinent information for use in briefings. Research technical information. - Collect and manage information from all sources. - Provide for a written "incident action plan" which iden- tifies the objectives and tasks to be performed during the next "operational period" and the resource require- ments to complete those tasks, as well as identifying future issues to be addressed (what's to be done next, and what will it take to do it). Plan elements include: * * * Summary/Briefing Document Objectives: specific and measurable. Organization: City EOC staff, Incident Command- ers, etc. * Tasks and Assignments: who's doing what, where, resources required. * Supporting Materials (as needed): maps, traffic plan, security plan, medical plan, communications plan, EF#5-4 CEMP April, 2005 City of Miami Information & Planning Department (Continued) Responsibilities/Tasks (Continued) Emergency Management etc., as well as weather data, special precautions, and safety messages. • Establish, maintain contact with Miami -Dade EOC: - Provide situation status and damage information. - Receive county, state situation information. • Dispatch a Divisional EOC representative to the Miami -Dade EOC once their EOC is activated as per the Miami -Dade County plan. • Contact municipal satellite EOC representatives. • Conduct regular EOC and City staff briefings. Recovery Actions: • The "Recovery Planning Unit" will develop a specific "re- covery incident action plan (RIAP)" based on the event and impacts. This event specific RIAP, in part, will specify which "recovery functions" are activated. • The RIAP defines a phased recovery program with a priority of work plan, i.e, priorities and actions to be taken to: Eliminate life -threatening conditions. - Restore utility and transportation services. Provide and restore suitable housing conditions. Resume normal economic activity. Expedite the securing of financial assistance from both the public and private sectors. Restore other important City services to normal levels. - Restore the community's physical facilities, both public and private, such as waste collection, street lighting, street cleaning, traffic control, schools, nurseries, day care, etc. Return of all essential services (i.e., water, sewage, elec- tricity, gas, refuse pickup, etc.). Return personnel to normal work schedules and assign- ments. The Recovery Incident Action Plan should: Outline the City recovery management structure and man- agement process. Describe the organizational networks and structures ap- propriate to recovery. Formalize arrangements for the effective management of the recovery process. Facilitate the recovery of affected individuals, businesses, infrastructure and City government as quickly and practi- cably as possible. - Involve all agencies with a role to play in the recovery process. 1Ioddns CEMP April, 2005 EF#5-5 Information & Planning City of Miami Department (Continued) ResponsiblUUtleslTasks (Continued) SUPPORT - Ensure community participation in the recovery process. - Identify responsibilities and tasks of key agencies. - Describe appropriate resource arrangements. - Be as simple as possible. • Elements of the plan include: - Recovery Action Team Composition. - Priority of efforts. (1) Activities that reestablish services that meet the physical and safety needs of the community: to in- clude water, food, ice, medical care, emergency ac- cess, continuity of governmental operations, emer- gency communications, security of residents and pos- sessions from harm, health, and temporary housing. (2) Reestablishing infrastructure necessary for commu- nity reconstruction: i.e., electrical distribution sys- tems, potable water and sanitary sewer service, re- storing medical and health care, rebuilding damaged transportation facilities, and housing facilities. (3) Restoring the City's economic base. (4) Improving the City's ability to withstand the effects of future major or catastrophic hurricane disasters. - Phasing/milestones for recovery tasks. - Support requirements. - Coordination requirements. - Methodologies. - Reporting requirements. • Develop and distribute After Action Reports, Miami -Dade See Box On Tab Page This Section. • Support the documenting of incident information and dam - Chamber of Commerce age assessment. • Coordinate information stream to local business. City Attorney • . Prepare emergency ordinances, resolutions and executive orders, Provide legal assistance as required to City Departments. • • Support the documenting of incident information and dam- age assessment, Participate in the development of the Incident Plan and make appropriate recommendations. EF#5-6 CEMP Apr!!, 2005 City of Miami Information & Planning Department (Continued)' Responsibilities/Tasks (Continued) City Clerk • Provide for the securing of City records. City Manager • Advisor to Mayor and City Council during emergencies/ disasters. • Establish administrative procedures and/or general orders concerning the response and recovery priorities and task- ing activities to appropriate departments. • Provide overall direction and control and for the continu- ance of effective and orderly governmental control required for emergency operations. • Ensure participation of all necessary City departments. • Ensure that the City continues to function administratively, Departments, All Miami • Provide situation reports from field forces to City EOC. • Participate in the incident planning process as required. • Support the documenting of incident information and dam- age assessment, • Provide EOC with information relative to their departmen- tal needs, priorities and planned activities during the next designated incident period. • Provide information as to potential or expected events which could affect future Incident Plans. • As requested, identify resource needs both from within de- partmental resources and any external resources needed to accomplish stated goals, objectives and tasks. • Apply departmental resources to implement the Incident Plan. Finance • Support the documenting of incident information and dam- age assessment. • Provide information regarding purchasing. Fire -Rescue • Provide situation reports from field forces to City EOC. • Support the documenting of incident information and dam- age assessment. • Support the development of the EOC Incident Action Plan. 111OddfS CEMP April, 2005 EF#5-7 Information & Planning City of Miami Department (Continued) . Responsibilitles/Tasks (Continued) ISUPPORT' • Provide situation reports from field forces to City EOC. GSA • Support the documenting of incident information and dam- age assessment. • Support the development of the EOC Incident Action Plan. • Provide computer system support. Information Technology • Make information available to departments via the computer system. • Support the documenting of incident information and dam- age assessment. • Declare the City a disaster area and request state and federal Mayor/City Commission assistance. • Issue emergency rules and proclamations that have the force of law during the proclaimed emergency period. • Provide information to City personnel regarding police re- sponses to different emergencies. • Share existing police plans and policies with City personnel. Police • - Provide training to City personnel when applicable. Provide situation reports from field forces to City EOC. • Support the documenting of incident information and dam- age assessment. • Support the development of the EOC Incident Action Plan. - Provide input to plan regarding law enforcement. • Provide situation reports from field forces to City EOC. Public Works • Support the documenting of incident information and dam- age assessment. • Support the development of the EOC Incident Action Plan. Risk Management • Support the documenting of incident information and dam- age assessment. 1. Operational Period Duties and Tasks (Example). ATTACHMENTS 2. Standard Operating Guidelines for EOC Action Plans. 3. Miami EOC Standard Operating Guidelines for Briefings, Debriefings, Conferences. EF#5.8 CEMP April, 2005 City of Miami Information & Planning Attachment 1 OPERATIONAL PERIOD DUTIES AND TASKS (EXAMPLE) (Based on a 12-Hour Shift) Hour 1 (Beginning Shift): • Status Briefing by Emergency Manager or Planning Chief to all EOC staff. • Position/section briefings, emphasis on specific objectives and work to be performed dur- ing this operational period. • Use of logs and message forms by all EOC staff. Hour 2 to 10: • Continued use of logs and message forms by all EOC staff to document their activities. • "Heads -up" briefings by Emergency Manager as appropriate. • Position/section meetings, briefings as necessary. Hour 11-12: • All Position/section situation reports are submitted in writing. • Planning meeting to develop Action Plan for next operational period. • Briefing to Policy/Executive Group. • Debrief of personnel going off -shift. • Relief shifts arrive. • Individuals brief their replacement. • End of shift briefing. CEMP April, 2005 EF#5-9 Information & Planning EF#5-10 Blank Intentionally City of Miami CEMP April, 2005 City of Miami Information & Planning Attachment 2 STANDARD OPERATING GUIDELINES FOR EOC ACTION PLANS Purpose. In emergencies/disasters, which may last for several days, the Emergency Manager and the Planning Section Chief will prepare a written action plan. The Action Plan will set forth objectives and tasks to be completed during the next operational period. Essential to the development of each "operational period action plan" are the Section, Branch, Unit Situation Reports (SITREPs). Each future opera- tional period objectives are derived from the previous operational period SITREPs. Action Plan Overview. The Action Planning process is an essential tool for the Miami EOC, particularly in managing sus- tained operations. If the emergency organization is to have a well planned and executed approach to resolving the problems posed by the disaster, the EOC organization must remain focused and unified in its efforts. The Action Planning process is a key element to ensure that the entire EOC organiza- tion will be focused and acting as a unified coordinated body. If the organization is going to move forward in a unified manner, there must be a clear understanding of what goals are being pursued, what time frame is being used (the Operational Period) and how individual unit efforts are a part of the overall organizational efforts. For the EOC organization to continue its efforts, it is important that common organizational goals are maintained and pursued. The Management Section of the EOC organization sets these goals. For the EOC Management Section to draft appropriate goals, it must have a good understanding of the current situation and some idea of where the situation is going. They need to know not only what has happened in the last operational period, but also what is likely to occur in the next and future opera- tional periods. The Planning Section in the form of a Situation Report should provide this informa- tion. The Situation Report must contain all key information and should also illustrate what outcomes are to be expected. Once the Situation Report has been delivered, the Management Section shall determine the STRA- TEGIC GOALS for the next operational period. Are these different from the operational goals from the last period? This short list of organizational goals must be verifiable and measurable. Once the goals are set, they should be communicated to the other EOC elements so that they can be considered as to how the sections will tactically address the problems identified in the Situation Report, based on the objectives set by the Management Section. The various branches in the Opera- tions Section should each address this issue. Next it falls on the Logistics Section to determine how they will support the Operations Section's efforts to meet the established strategic objectives and to anticipate equipment and supply procure- ment and personnel acquisition. CEMP April, 2005 EF#5-11 Information & Planning City of Miami The Administration & Finance Section must determine how they will support the Operations Section's efforts to meet the established strategic objectives and to establish specific cost tracking and con- tracting methods. The Planning Section must also consider their ongoing efforts to continue to produce and post situ- ation reports and information as well as continuing to support the Action Planning process through- out future operational periods. This will require continual briefing and rotation of staff in key infor- mation gathering roles in the EOC. Importance of Written Action Plans. Written Incident Action Plans are a significant tool and provide: ❑ A clear statement of objectives and actions. ❑ A basis for measuring work effectiveness and cost effectiveness. ❑ A basis for measuring work progress and providing accountability. ❑ Documentation of planned event flow. Operational Periods. Operational Periods can be of various lengths, but are usually no longer than 24 hours. The length of the Operational Period is determined based on a number of issues. O Length of time needed to achieve tactical objectives. O Availability of fresh resources. O Future involvement of additional resources. O Environmental considerations. (Light, Weather). O Safety considerations. Essential Elements in the Written Action Plan. 1. Statement of Objectives - This is a statement of what we expect to achieve. Objectives must be attainable, measurable, and flexible. 2. Organization - Describes what elements of the organization will be active and in place for the next Operational period. 3. Tactics and Assignments - This describes the tactics and operations to be employed to achieve the objectives set. The Operations Section will normally set tactics. The Logistics and the Administration & Finance Sections will accomplish resource support and acquisition of neces- sary personnel and materials. 4. Supporting Material - Examples include maps, weather information, special information, the Communications Plan, Medical Plan, and any other special data. Responsibilities for Action Planning. The Planning Section Chief is responsible for developing the Incident Action Plan in large events. The Section will provide a great deal of support in the construction of the Plan. The Situation Analysis Unit will provide a situation report at the beginning of the Action Planning meeting. EP#5.12 CEMP April, 2005 City of Miami Information & Planning Sequence of Activities in the Action Planning Process. The PLANNING Section will present a formal current Situation Report. This report should include all key categories and other appropriate forms. 2. The MANAGEMENT Section will define the organizational priorities for the next Operational Period (short term) as well as for the intermediate goals. This should include no more than four or five broad goals and represents the strategic goals of the organization. Goals should be measurable and verifiable, (Example; water issue; short term goal is providing bottled drinking water for those who need it, while the intermediate goal is restoration of water purification and delivery systems). 3. The PLANNING Section posts the goals as determined by the MANAGEMENT Section. 4. The OPERATIONS Section will then address how it will tactically address the problems iden- tified in the Situation Report, based on the MANAGEMENT Section's priorities. Each branch must develop tactical plans. The liaison agencies should address how they will support the overall goals of the EOC keeping in mind that they will also address within their own organiza- tions the same process for their own organization goals. 5. The LOGISTICS Section determines what is required for them to obtain the needed personnel, supplies and materials to support the OPERATIONS Section in their pursuit of the organiza- tional goals, as well as what the specific needs are. 6. The ADMINISTRATION & FINANCE Section determines what is required for them to pay for, document, and recover the funds for the needed personnel, supplies, and materials to sup- port the OPERATIONS Section in their pursuit of the organizational goals. 7. The PLANNING Section continues to capture the information necessary to produce reliable and current situation status reports, project future needs and outcomes and to facilitate the Action Planning process and Action Planning meetings. The Action Planning Meeting. This meeting is critical and there may be a tendency for these meetings to last longer than necessary unless they are kept on track and have good focus. The Planning Section Chief will be responsible for running the Action Planning meeting. There are some important tenants for this meeting: ❑ All participants must come prepared. ❑ Strong leadership must be evident. ❑ Agency representatives must be able to commit resources for their agencies. ❑ Ce11 phones and pagers on vibrate only, Sequence and Summary of Activities by Section. 1. PLANNING Present the Situation Report 2, MANAGEMENT Set goals 3. PLANNING Post goals for organizations use CEMP April, 2005 EF#5-13 Information & Planning 4. OPERATIONS Determines tactics to achieve goals 5. LOGISTICS Determines how it will support operations 6. ADMIN/FINANCE Determines how it will support operations City of Miami 7. PLANNING Prepares Action Plan (document); continues collecting, analyzing and displaying information and continues Action Planning process. To assist in the completion of the ACTION PLAN a fill -in -the -blank document format is used. The Planning Section should distribute the appropriate ACTION PLAN page to the Section Chiefs for completion. EF#5-14 CEMP April, 2005 City of Miami Information & Planning CITY 24 FOR REPORTING FROM: HOURACTION OF MIAMI PERIOD EOC AM/PM TO: PLAN AM/PM NOTE: Actions assigned herein at the EOC briefing should begin during at AM/PM. this operational period and units should report progress TIME / DATE PREPARED: Prepared By (Planning Section Chief): DISTRIBUTION: All EOC Sections and Units Other Approved By (Emergency Manager): CEMP April, 2005 EF#5-15 Information & Planning City of Miami CITY OF MIAMI INCIDENT OBJECTIVES Date Prepared: Time Prepared: OPERATIONAL PERIOD FROM: To: GENERAL'QBJECTIVE [From Management Section $ITREP] WEATHER FORECAST FOR; OPERATIONAL PERIOD: [From Planning: Section] SAFETY MESSAGE: From: Management Section SITREP]: ATTACHMENTS (If Applicable) ❑ OrganizationChart 0 : Current Area SITREP Ck : Task Assignments Care/Shelter Facilities Special Medical Facilities Traffic & Staging Area Map ❑ PREPARED BY (Planning Section Chiet): APPROVED BY (Emergency Manager): EF#5.16 CEMP April, 2005 City of Miami Information & Planning MIAMI EOC STAFFING LIST Date Prepared: Time Prepared: MANAGEMENT STAFF:' For Operational Period: to Executive Group City Manager Emergency Manager Deputy Emergency Manager Legal Officer Liaison Officer Safety Officer Public Information Officer EOC Support Officer OPERATIONS SECTION` Chief Fire -Rescue Branch Branch Coordinator EF 4 EF S ............................................. EF 9 EF 10 EF 18 EF 22 AGENCY REPRESENTATIVES Police Branch Agency Name PLANNING SECTION Chief Situation Analysis Unit Leader Documentation Unit Leader Advance Planning Unit Leader Technical Services Unit Leader Branch Coordinator EF 13 EF 16 EF 17 EF 26 EF 27 LOGISTICSSECTION Chief ................................................................... Procurement Branch Coordinator EF 7 EF 11 EF 15 EF 19 EF 23 EF 29 CEMP April, 2005 Neighborhood Services ;Bran ch Branch Coordinator ............................................................. EF 1 EF 2 EF 3 EF 6 EF 12 EF 28 ADMIN & FINANCE SECTION Chief Finance Branch Coordinator Administration Branch Coordinator Prepared By: EF#5-17 Information & Planning City of Miami MIAMI EOC MANAGEMENT SECTION TASKS FOR THIS OPERATING PERIOD: Section / Unit Task Assigned To, Executive Group Tasks city Manager Tasks Emergency Manager Tasks Legal Officer Tasks Liaison Officer Tasks Safety Officer Tasks EF#5-18 CEMP April, 2005 City of Miami Information & Planning MIAMI EOC MANAGEMENT SECTION TASKS FOR THIS OPERATING PERIOD: Section / Unit Task Assigned To Public,Informatiote Officer Tasks EOC support Officer Tasks, Deputy Emergency Manager ........................... Tasks Tusks Tasks 'tasks' CEMP April, 2005 EF#5-19 Information & Planning City of Miami MIAMI EOC OPERATION SECTION TASKS FOR THIS OPERATING PERIOD: Section I Unit Task Assigned To Operations Section Chief Tasks Priority Issues: 2. 3. 4. Fire -Rescue Coordinator Tasks; In Support; Of Priority Issues Police Coordinator Tasks In Support Of Priority: Issues. Neighborhood Services Coordinator Tasks In Support Of Priority issues: Coordinator Tasks In Support Of Priority Issues Coordinator Tasks In Support (*Priority Issues EF#5-20 CEMP April, 2005 City of Miami Information & Planning MIAMI EOC PLANNING SECTION TASKS FOR THIS OPERATING PERIOD: Section / Unit Task: Assigned To. Planning Section. Priority Issues: 1. 2. ................. . 3, 4, 5. Chief Tasks Situation Analysis Unit Leader Tasks In Support Of Priority Issues Incident Planning Visit Leader Tasks: In Support Of Priority Issues Damage Assessment Unit Leader Tasks In Support Of Priority Issues COOP Unit Leader Tasks In SupportOf Priority Issues: Coordinator Tasks In Support Of. Priority Issues CEMP April, 2005 EF#5-21 Information & Planning City of Miami MIAMI EOC PLANNING (PG 2) SECTION TASKS FOR THIS OPERATING PERIOD: Section) Unit Task Coordinator Tasks in Support Of Priority Issues Assigned: To Coordinator Tasks In Support Of Priority Issues Coordinator Tasks In Support Of Priority ssuos EF#5.22 CEMP April, 2005 City of Miami Information & Planning MIAMI EOC LOGISTICS SECTION TASKS FOR THIS OPERATING PERIOD: Section 1 Unit Task. Assigned To Logistics Section Chief Tasks Priority Issues: 1. 2, 3, 4. 5. Procurement BranchCoordinator Tasks In Support Of Priority issues EF 7' Tasks In: Support Of Priority Issues EF 11 Tasks In Support EF 15 Tasks' In Of Priority Issues Support Of Priority EF 1 Coordinator Tasks: In Support Of Priority: issues CEMP April, 2005 EF#5-23 Information & Planning City of Miami MIAMI EOC LOGISTICS SECTION (PG 2) TASKS FOR THIS OPERATING PERIOD: Section ! Ilnit Task: Er 23 TasksIn Support Of Pi lority Issues Assigned To EF 29 Tasks' In Support Of. Priority Issues Tasks In Support Of Priority Issues Tasks In Support:Of Priority Issues;;: Tasks In Support Of Priority Issues: Tasks In Support Of Priority. Issues EF # 5 - 24 CEMP April, 2005 City of Miami Information & Planning MIAMI EOC ADMINISTRATION & FINANCE SECTION TASKS FOR THIS OPERATING PERIOD: 'Section / Untt: Task' Assigned To Administration & Finance: Section Chief Tasks Priority Issues: 1. 2. 3. 4. 5, Finance Coordinator Tasks in Support Of Priority Issues Administration Coordinator Tasks In Support Of Priority Issues Coordinator Tasks In Support Of Priority Issues Coordinator Tasks In Support Of Priority Issues: Coordinator Tasks In Support Of Priority Issues CEMP April, 2005 EF#5-25 Information & Planning EF#5-26 Blank Intentionally City of Miami CEMP Aprlt, 2005 City of Miami - Information & Planning Attachment 3 MIAMI EOC STANDARD OPERATING GUIDELINES FOR BRIEFINGS, DEBRIEFINGS, CONFERENCES PURPOSE. This standard is intended to provide guidelines for briefings, debriefings and conferences in the City of Miami Emergency Operations Center (EOC). SCOPE. This guideline is applicable to all personnel who have designated responsibilities in the EOC. BRIEFING - DEBRIEFING. Status Briefings. Regularly scheduled status briefings will be held during EOC activation every two to four hours depending on the need. The purpose of the briefing is to update all EOC staff to be updated on the current situation. The Emergency Manager will begin the briefing, followed by a quick brief by other EOC Manage- ment personnel as appropriate and all section chiefs. "End of Shift" Debriefings. At the end of each shift: ❑ Unit leaders will debrief their staff. ❑ Branch leaders will debrief their unit leaders. ❑ Section chiefs will debrief their branch leaders. ❑ Emergency Manager will debrief section chiefs. Information collected, compiled will be provided to the incoming shift for information and action. Shift Changeover Briefing. This briefing should be conducted at least 30 minutes before the shift changeover. The purpose of this briefing is to provide the oncoming shift members with an overview of the major events that transpired, outstanding actions, and any pertinent information requiring the atten- tion of the oncoming shift. Other Briefings. Other briefings may be required depending on the circumstances. This could include briefings for visitors or special subjects/situations. The Public Information Officer section will coordinate Media briefings. CEMP April, 2005 EF#5-27 Information & Planning "Heads -up Briefing." City of Miami • If a section/branch/unit has information that needs to be distributed to the entire EOC immediately, the EOC member should stand up and announce over the PA system "heads - up". If necessary, the Emergency Manager will assist the member in getting everyone's attention. The member should then verbally describe the situation. • All information disseminated via a "heads -up" briefing must also be documented on an EOC Message Form, by the member giving the "heads -up", for inclusion in the Master Log Action Planning and Additional Briefings. D Briefings for the Executive Group, City Manager, Emergency Manager and the Management Section Staff should be scheduled as a minimal at 6-hour intervals. The Emergency Manager will post a briefing schedule on the bulletin board. The Planning Section is responsible for coordinating all briefings. EOC section chiefs will be prepared to participate in these briefings with a short summary of their situation report. The briefing by each section should include: • Unresolved problems; • Major new problems during previous six hours; • Assistance needed from other agencies and status of disaster aid; • Information developed by the section that should be passed to other EOC sections or the public. ❑ Once a day, the Emergency Manager will chair a meeting at which the Action Plan for the previous operational period will be reviewed and a new Action Plan will be developed and disseminated. Additional briefings may be organized at the request of the Executive Group, City Manager, or Emergency Manager. These may include VIP, news media briefings and situation reports for newly arrived state or federal representatives. CONFERENCES. Conferences of Crisis Action Team (CAT) may be convoked at any time by Emergency Manager to discuss and resolve major issues. The conferences will be held in a location outside the operations room. ❑ The Emergency Manager is responsible for insuring that all decisions reached at conferences are recorded and quickly relayed to EOC staff and affected jurisdictions. EF#5-28 CEMP April, 2005 City of Miami Information & Planning EVENT: CITY OF MIAMI EOC MANAGEMENT TEAM BRIEFING AGENDA Time: Date: Operational Period: Incident # Reported by: Agenda Item ResponsibleFunction/Position 1 2 3 4 5 6 7 8 Status Reports (use briefing format) Resource Status Probabilities and Predictions Public Information and Media Priorities and Objectives Follow-up (Old Business) Plan Attachments Other Business All Functions Planning Planning Public Information Officer Emergency Manager Emergency Manager Planning All Functions Tasks/Assignments Responsible Functions Completion Time 1 2 3 4 5 6 7 8 9 10 11 12 Notes: Distribution List: Cl Executive Group ❑ City Manager ❑ Emergency Manager ❑ Deputy Emergency Manager ❑ Public Information Officer D Legal Officer ❑ Liaison Officer ❑ Safety Officer ❑ EOC Support Officer D Operations Section Chief ❑ Planning Section Chief ❑ Logistics Section Chief ❑ Admin/Finance Section Chief ❑ Other: PREPARED BY (Planning Section Chief): APPROVED BY (Emergency Manager): CEMP April, 2005 EF#5-29 Information & Planning City of Miami CITY OF MIAMI EOC BRIEFING FORMAT Event: Time: Date: Operational Period: Briefing #: Function: Presenter: CURRENT SITUATION: ISSUES OUTSTANDING: FUTURE ACTIVITIES (For next operational period): PUBLIC INFORMATION AND MEDIA ISSUES: Note: DO NOT repeat any information already reported in previous briefings or shared by other EOC Staff. EF#5-30 CEMP April, 2005 Emergency Function (EF) # 6 MASS CARE (GENERAL PUBLIC) Purpose This function describes the services that will be made available to disaster victims during and after an emergency, including shelters, comfort stations, food, and clothing. It also outlines procedures for coordination of governmental and non -governmental assistance to disaster victims. Responsible Department/Agency Primary NET& American Red Cross EF#6 Mass Care (General Public) City of Miami Emergency Operations Center AGENCIES TASK&,SEE PAGE: PRIMARY • NET & American Red Cross 3 SUPPORT • Amateur Radio (RACES) • CERT/Citizen Corps • Churches • Civic Organizations • Fire -Rescue • Grocery Stores with Kitchens • GSA • Health Department, County • Homeless Programs • Hotels • Information Technology • Police • Public Works • Restaurants • Salvation Army • School District 6 6 6 6 6 6 6 7 7 7 7 7 7 8 8 8 Federal Reference: NRP ESF #6 - Maas Care, Housing, and Human Services Annex AGENCIES PRIMARY • Department of Homeland Se- curity/Emergency Prepared- ness and Response/Federal Emergency Management Agency • American Red Cross SUPPORT • Department of Agriculture • Department of Defense • Department of Health and Hu- man Services • Department of Homeland Se- curity • Department of Housing and Urban Development • Department of the interior • Department of Justice • Department of Labor • Department of Transportation • Department of Treasury • Department ofVeteransAffairs • General Services Administra- tion • Office of Personnel Manage- ment • Small Business Administration • Social Security Administration • U.S. Postal Service • Corporation for National and Community Service • National Voluntary Organiza- tions Active in Disaster Miami -Dade County ACTIONS • Promotes the delivery of services and the implementation of pro- grams to assist individuals, households and families im- pacted by potential or actual In- cidents of National Significance. This includes economic assis- tance and other services for indi- viduals impacted by the incident. • Mass Care: the coordination of nonmedical mass care services to include sheltering of victims, or- ganizing feeding operations, pro- viding emergency first aid at des- ignated sites, collecting and pro- viding information on victims to family members, and coordinat- ing bulk distribution of emer- gency relief items. • Housing: the provision of assis- tance for short- and long-term housing needs of victims. • Human Services: the provision of victim related recovery efforts such as counseling, '-**W110 a. support for persons with special needs, expediting processing of new Federal benefits claims, as- sisting in collecting crime victim compensation for acts of terror- ism, and expediting mail services in affected areas. AGENCIES PRIMARY • American Red Cross SUPPORT • Miami -Dade Corrections Depart- ment • Miami -Dade County Public Schools • Municipal Police Department(s) • Radio Amateur Civil Emergency Services (RACES) • Salvation Army • Voluntary Organizations Active in Disaster (VOAD) • Other Voluntary Agencies ACTIONS • Coordination of activities in- volved with the provision of temporary emergency shelters, emergency mass feeding, and the bulk distribution of co State AGENCIES PRIMARY • Department of Business & Pro- fessional Regulation • American Red Cross SUPPORT Florida: • Department of Agriculture & Consumer Services • Department of Children & Fami- lies • Department of Education • Department of Elder Affairs • Department of Health & Reha- bilitative Services • Department of Labor & Employ- ment Security • Department of Military Affairs • Voluntary Organizations Active in Disaster (VOAD) Agencies: - Florida Interfaith/Agency Network in Disasters - Salvation Army ACTIONS • Coordinate with local govern- ment in providing: - Bulk distribution of relief supplies. Emergency mass feeding. Temporary shelter. City of Miami Mass Care (General Public) Emergency Function (EF) # 6 Mass Care (General Public) 1. Under Federal Charter, the American Red Cross is responsible for Mass Care. The City of Miami Office of Emergency Management and Fire -Rescue will assist the American Red Cross, as re- quested, and if feasible, and will oversee mass care operations in Miami to ensure population is served. 2. The City of Miami will assist in the coordination of mass care efforts with the Red Cross, the Salvation Army, and other agencies. 3. Sheltering and mass care operations will begin as soon as possible following a disaster. Public and private facilities that will provide the best available protection of displaced people will be used as congregate care facilities (shelter/mass feeding). The basic essential life support to be provided for the displaced population in a congregate care atmosphere includes food, water, clothing, medical services, sanitation, lodging and communications. The Red Cross in conjunction with the Miami - Dade County EOC determines which shelters, (generally public school buildings) will be opened for shelter use. 4. The City of Miami will coordinate with state and federal agencies to facilitate the delivery of assis- tance programs to individuals, including the identification of appropriate site(s) for Disaster Assis- t tance Center(s). (See Annex IV: Recovery and Recovery Mitigation Actions, in this CEMP, for detail of Individual Disaster Assistance Programs.) J a5. Pets. It is the national policy of the American Red Cross that animals and pets other than animals used to assist the physically impaired, are not allowed in shelters. The care of pets and other animal needs will be dealt with by the EOC AnimalNeterinary Services Unit (See EF # 17, Animal Protec- tion). 6. NONDISCRIMINATION. No services will be denied on the basis of race, color, national origin, religion, sex, age, or disability, and no special treatment will be extended to any person or group in an emergency or disaster over and above what normally would be expected in the way of govern- ment services. Miami's activities pursuant to the Federal /State Agreement for major disaster recov- ery will be carried out in accordance with Title 44, Code of Federal Regulations (CFR), Section 205.16.—Nondiscrimination. Federal disaster assistance is conditional on full compliance with this rule. 7. It is the policy of the City of Miami to comply with the American Disabilities Act and its standards set forth in 41 CFR 101.19-6, to the extent permitted by fiscal constraints. 8. The City of Miami will identify and publicize where the closest shelters and refuges of last resort are located (they are activated by Miami -Dade County and Red Cross). CEMP April, 2005 EF#6-3 Mass Care (General Public) City of Miami 9. The City of Miami will secure cooperation of building owners for use of their property for shelter space. 10. City of Miami Department of Fire -Rescue will provide emergency medical care service crews to shelters in the City at the request of Miami -Dade County and American Red Cross. DEPARTMENT RESPONSIBILITIES1TASKS PRIMARY Pre -Emergency: Work with the American Red Cross to: • Maintain this Emergency Function (EF). • Analyze mass care requirements. • Identify and maintain current mass care inventories. • Establish mass care inventory, control, and delivery systems. . • Develop agreements with mass care providers as necessary. • Identify City assistance mass care locations and resources needed. • Participate in drills, exercises. NET • Develop emergency action checklists. & American Red Cross Emergency: • When notified of an emergency situation, report to the City EOC, if appropriate. • "Mass Care" emergency actions may include: - Provide feeding for victims and disaster workers. - Identify facilities that are appropriate for feeding facilities. - Medical and nursing aid. - Provide potable water. - Provide temporary sanitation facilities. - Identify distribution service centers. - Distribute food, clothing, medicine, commodities. - Provide information services. - Assess social service needs of victims. - Provide counseling services. • "Sheltering" emergency actions include: - Provide mobile shelter. - Provide temporary shelter. • Provide Fire -Rescue EMS crew to special needs shelters, as requested. Emergency Operations Center (EOC): • Staff EF #6 within the City "EOC Logistics Section." EF#6-4 CEMP April, 2005 City of Miami Mass Care (General Public) Department (Continued) NET American Red Cross CEMP April, 2005 Responsibilities/Tasks (Continued) Sources for resources can include: - Miami -Dade County Emergency Operations Center (EOC). - American Red Cross. - Salvation Army. • Establish, maintain contact with Miami -Dade County EOC through the Divisional EOC representative (liaison) that is sent from the City to the County EOC: - Provide information on mass care needs. - Coordinate receipt, distribution of bulk items and donated goods. • Establish, staff, and maintain supply distribution points within the City. Mass Care duties include: • Identify incident sites requiring mass care services. • Determine present and future need for mass care resources: - Communications. Feeding facilities. Feeding for victims and disaster workers. Medical, nursing aid. - Potable water. - Temporary sanitation facilities. - Clothing commodities. - Fixed shelter, Mobile shelter. • Obtain, coordinate mass care resources as requested by field incident commanders. Sheltering duties include: • Determine requirement for shelters for disaster victims and temporary sheltering for emergency responders. • Establish shelter sites and ensure communications to each site. • Ensure a registration system is activated at each site. • Provide emergency shelter. • Provide food, clothing, housing, household furnishings, medi- cal, bedding and linens, occupational and educational sup- plies and other necessities to disaster victims. • Provide health and welfare inquiry services. • Provide mobile canteen service to both victims and emergency services workers, • Provide disaster damage assessments/information. EF#6-5 Mass Care (General Public) City of Miami Department. (Continued). Miami Dade County ResponsibilitlesrTasks (Continued) See Box On Tab Page This Section. Amateur Radio (RACES) • Provide radio communications at activated shelter sites. CERT/Citizen Corps Churches • Assist neighborhood groups. • Provide personnel for shelter/mass care. • Provide facilities for emergency shelter, feeding, food, and water distribution points, child care facilities, as needed. Civic Organizations Fire -Rescue Grocery Stores with Kitchens • Assist with meeting the needs of special populations and in- dividuals. • Provide personnel to mass care facilities if requested and available. • Provide personnel to mass care and shelter facilities if re- quested and available. • Assist with distribution of drinking water (water plant pro- vide bottled water). • Assist with mass feeding. EF#6.6 GSA • Provide manpower and vehicles to obtain and distribute food, water, shelter, etc. • Assist with structure/damage assessments of potential con- gregate care facilities (shelter/mass feeding) to ensure habit- ability. • Coordinate the disposal of solid waste from congregate care facilities (shelter/mass feeding). CEMP Aprl, 2005 City of Miami Mass Care (General Public) Department (Continued). GSA (Continued) Health Department, County Homeless Programs Responalbilitles/Tasks (Continued) • According to disaster circumstances, provide for the main- tenance, repair and construction of roads and facilities re- quired in support of congregate care facilities (shelter/mass feeding) operations. • Monitor the quality of water, food preparation, handling, and storage, health and sanitation conditions at mass care and shelter sites. • Provide information and referrals. • Provide coordination and support for emergency shelters, food, and clothing. • Coordinate homeless shelter needs with Homeless Assistance Center facility. Hotels • Provide emergency shelter. • Assist with mass feeding. information Technology Police • Provide computer support. • Support the documenting of mass care and shelter informa- tion. • Provide shelter facilities. • Assist in gathering and distributing food, water, and cloth- ing to victims and victim assistance agencies. • Provide security at mass care and shelter facilities. • Provide traffic control during evacuee movement to mass care and shelter facilities. • If necessary, provide an alternative communications link be- tween the mass care and shelter facility and the EOC through a mobile radio unit in police vehicles. CEMP April, 2005 Public Works • Provide manpower and vehicles to obtain and distribute food, water, shelter, etc. EF#6-7 Mass Care (General Public) City of Miami Department (Continued) Responsibilities/Tasks (Continued) SUPPORT • Assist with structure/damage assessments of potential con- gregate care facilities (shelter/mass feeding) to ensure hab- Public Works itability. (Continued) • Coordinate the disposal of solid waste from congregate care facilities (shelter/mass feeding). • According to disaster circumstances, provide for the main- tenance, repair and construction of roads and facilities re- quired in support of congregate care facilities (shelter/mass feeding) operations. Restaurants • Assist with mass feeding. • Provide fixed and mobile feeding sites. • Provide various comprehensive emergency services to in - Salvation Army elude case work services, financial counseling, and a wide variety of emergency aid to people in need, e.g. food boxes, clothing, bedding, cash grants for emergency lodging, clean up kits and many other specific assistance needs. • Provide counseling to disaster victims. School District • Provide facilities/properties, if available, for emergency shel- ter, food, and water distribution points, child care facilities, as needed. EF#6-8 CEMP April, 2005