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HomeMy WebLinkAbout11/10/2015 - RegularRoanoke County Board of Supervisors November 10, 2015 NOTE: There will not be a 7:00 p.m. evening session as no public hearings are scheduled. INVOCATION: Pastor Tim Wright Evangel Foursquare Church PLEDGE OF ALLEGIANCE TO THE UNITED STATES FLAG Disclaimer: "Any invocation that may be offered before the official start of the Board meeting shall be the voluntary offering of a private citizen, to and for the benefit of the Board. The views or beliefs expressed by the invocation speaker have not been previously reviewed or approved by the Board and do not necessarily represent the religious beliefs or views of the Board in part or as a whole. No member of the community is required to attend or participate in the invocation and such decision will have no impact on their right to actively participate in the business of the Board." Page 1 of 6 Roanoke County Board of Supervisors Agenda November 10, 2015 Good afternoon and welcome to our meeting for November 10, 2015. Regular meetings are held on the second and fourth Tuesday at 3:00 p.m. Public hearings are held at 7:00 p.m. on the fourth Tuesday of each month. Deviations from this schedule will be announced. The meetings are broadcast live on RVTV, Channel 3, and will be rebroadcast on Thursday at 7:00 p.m. and on Saturday at 4:00 p.m. Board of Supervisors meetings can also be viewed online through Roanoke County's website at www.RoanokeCountyVA.gov. Our meetings are closed -captioned, so it is important for everyone to speak directly into the microphones at the podium. Individuals who require assistance or special arrangements to participate in or attend Board of Supervisors meetings should contact the Clerk to the Board at (540) 772-2005 at least 48 hours in advance. Please turn all cell phones off or place on silent. A. OPENING CEREMONIES (3:00 p.m.) 1. Roll Call B. REQUESTS TO POSTPONE, ADD TO OR CHANGE THE ORDER OF AGENDA ITEMS C. PROCLAMATIONS, RESOLUTIONS, RECOGNITIONS AND AWARDS 1. Proclamation recognizing November 2015 as National Adoption Month and November 21, 2015, as National Adoption Day in the County of Roanoke (Patience O'Brien, Assistant Director of Social Services) 2. Resolution expressing the appreciation of the Board of Supervisors of Roanoke County to William J. Matze, Police Officer — Sergeant, upon his retirement after more than eighteen (18) years of service (Howard B. Hall, Chief of Police) 3. Recognition of Sgt. Timothy L. Wyatt, recipient of the 2015 J. Stannard Baker Award (Howard B. Hall, Chief of Police) Page 2 of 6 4. Recognition of the Police Department for traffic safety awards (Howard B. Hall, Chief of Police) D. BRIEFINGS 1. Briefing to update the Board of Supervisors on the status of the Mountain Valley Pipeline (MVP) (Richard L. Caywood, Assistant County Administrator) 2. Briefing to update the Board of Supervisors on utilization of new technology to improve public service (David Wray, GIS Manager): a. Economic Development Site Selection Application (Jill Loope, Director of Economic Development) b. Neighborhood Concern Application (John Murphy, Zoning Administrator) c. E-911 Texting Capability (Bill Hunter, Director of Communications and Information Technology) E. NEW BUSINESS 1. Request to accept audited financial results for the fiscal year ended June 30, 2015 (Rebecca Owens, Director of Finance; Rob Churchman, Partner, Cherry Bekaert) 2. Request to use $155,424.24 from the Police Department's Equitable Sharing Asset Forfeiture Account for the purchase of a mobile command center (Howard Hall, Chief of Police; Stephen Simon, Chief of Fire and Rescue) 3. Resolution requesting the United Way of the Roanoke Valley to cease its financial support for Planned Parenthood Health Systems in Roanoke, Virginia (Paul M. Mahoney, County Attorney) 4. Resolution authorizing staff to file as an "Intervenor" with the Federal Energy Regulatory Commission in the Mountain Valley Pipeline project proceedings (Richard L. Caywood, Assistant County Administrator; Ruth Ellen Kuhnel, Senior Assistant County Attorney) F. REQUEST FOR PUBLIC HEARINGS AND FIRST READING OF REZONING ORDINANCE -CONSENT AGENDA: Approval of these items does not indicate support for, or judge the merits of, the requested zoning actions but satisfies procedural requirements and schedules the Public Hearings which will be held after recommendation by the Planning Commission 1. State Central Bank to amend the proffered conditions and Planning and Design documents for Loblolly Mill. The Loblolly Mill Planned Residential Development is located on Sterling Road and is approximately 104.4 acres in size, Vinton Magisterial District Page 3 of 6 G. FIRST READING OF ORDINANCES Ordinance to accept the conveyance of unimproved real estate, drainage easements, and quitclaims of right, title and interest in and to property known as Harmony Lane to the Board of Supervisors for the improvement of Harmony Lane and to authorize the addition thereof to the state secondary system of highways, Windsor Hills Magisterial District (David Holladay, Planning Administrator) 2. Ordinance repealing Ordinance 121989-13 and adopting a new ordinance requiring the filing of a Disclosure Statement of Economic Interests and other specified information pursuant to Section 2.2-3115.A of the Code of Virginia (Paul M. Mahoney, County Attorney) H. SECOND READING OF ORDINANCES 1. Ordinance accepting and appropriating funds in the amount of $61,200 to the Roanoke County Public Schools from the Virginia Department of Education's 2015 School Security Equipment Grant for replacement of the Intercom/Clock System at William Byrd Middle School (Rebecca Owens, Director of Finance) 2. Ordinance accepting and appropriating $42,518.50 from the Virginia Department of Transportation (VDOT) for the purpose of locally administering the improvement of the drainage system at Tanglewood Drive and Hummingbird Lane, Cave Spring Magisterial District (Tarek Moneir, Deputy Director of Development) 3. Ordinance amending Section 5-24 "Limitation on number kept per dwelling unit" of Chapter 5 "Animals and Fowl" of the Roanoke County Code to provide for an increase in the number of dogs permitted under a volunteer fostering program (Daniel R. O'Donnell, Assistant County Administrator) PUBLIC HEARING AND SECOND READING OF ORDINANCES 1. Ordinance amending Section 10-45 "Peddler and Itinerant Merchants" of Chapter 10 "Licenses" of the Roanoke County Code by reducing the license tax for this category of persons and businesses (Nancy Horn, Commissioner of the Revenue) Page 4 of 6 J. APPOINTMENTS 1. Capital Improvement Program (CIP) Review Committee (appointed by District) 2. Clean Valley Counsel (At Large) 3. Economic Development Authority (EDA) (appointed by District) 4. Parks, Recreation and Tourism Advisory Commission (appointed by District) K. CONSENT AGENDA ALL MATTERS LISTED UNDER THE CONSENT AGENDA ARE CONSIDERED BY THE BOARD TO BE ROUTINE AND WILL BE ENACTED BY ONE RESOLUTION IN THE FORM OR FORMS LISTED BELOW. IF DISCUSSION IS DESIRED, THAT ITEM WILL BE REMOVED FROM THE CONSENT AGENDA AND WILL BE CONSIDERED SEPARATELY 1. Approval of minutes —September 22, 2015 2. Confirmation of reappointment of Jessica Webb to the Blue Ridge Behavioral Healthcare Board of Directors 3. Resolution expressing the appreciation of the Board of Supervisors of Roanoke County to Mark "Randy" Wimmer, Chief Inspector -Field Supervisor, upon his retirement after more than twenty-one (21) years of service 4. Resolution adopting the 2015 Roanoke County Emergency Operations Plan 5. Request to accept and allocate additional grant funds in the amount of $1,150 from the Jacqueline S. (Jackie) and Shelborn L. (S.L.) Spangler Fund of Foundation for Roanoke Valley to Roanoke County Fire and Rescue for the purchase of equipment for Bent Mountain station L. CITIZENS' COMMENTS AND COMMUNICATIONS M. REPORTS 1. General Fund Unappropriated Balance 2. Capital Reserves 3. Reserve for Board Contingency 4. Outstanding Debt Page 5 of 6 N. REPORTS AND INQUIRIES OF BOARD MEMBERS 1. Charlotte A. Moore 2. Al Bedrosian 3. Joseph B. "Butch" Church 4. Joseph P. McNamara 5. P. Jason Peters O. WORK SESSIONS 1. Work session to discuss with the Board of Supervisors the Fiscal Policy, Debt and sources of funding for the capital improvement program (Rebecca Owens, Director of Finance) P. ADJOURNMENT Page 6 of 6 ACTION NO. ITEM NO. C-1 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: AGENDA ITEM: SUBMITTED BY: APPROVED BY: November 10, 2015 Proclamation recognizing November 2015 as National Adoption Month and November 21, 2015, as National Adoption Day in the County of Roanoke Patience O'Brien Assistant Director of Social Services Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: The Roanoke County Department of Social Services is requesting that the Board adopt the attached proclamation recognizing November 2015 as National Adoption Month and November 21, 2015, as National Adoption Day. In Roanoke County, the community recognizes past and present adoptions by honoring families with an Adoption Celebration Day event. The Roanoke County Circuit Court will be finalizing adoptions of five (5) children served through our department on this morning. Patience O'Brien, Assistant Director, and Shannon Brabham, Family Service Supervisorfor Adoptions, will be present to provide the Board with information about our Adoption Program and to accept the proclamation. Page 1 of 1 OJ �� 1838 DECLARING THE MONTH OF NOVEMBER 2015 AS NATIONAL ADOPTION MONTH IN THE COUNTY OF ROANOKE WHEREAS, families can provide love and security for children and many children wait for forever families; and WHEREAS, children who need forever families may be young or young adults of any heritage and may have special needs; and WHEREAS, adoption gives children a loving family in which to grow; and WHEREAS, many families in the Roanoke Valley have chosen adoption as a way to create or enlarge their families; and WHEREAS, adoptive families in the Roanoke Valley are recognized and congratulated for their commitment to children and to children's rights to loving and secure homes; and WHEREAS, National Adoption Day, which will be held on November 21, 2015, is sponsored by a coalition of national partners to draw special attention to foster children waiting for forever families and to celebrate all loving families who adopt NOW, THEREFORE, We, the Board of Supervisors of Roanoke County, Virginia, do hereby proclaim and recognize the month of November 2015 as NATIONAL ADOPTION MONTH throughout the County of Roanoke; and FURTHER, by this proclamation, we give notice to our citizens to celebrate the important role adoption plays in our society and call upon the citizens of Roanoke County to observe this month with appropriate programs and activities that honor adoptive families. Presented this 10thsiav of November 2015 P. Jasbn Peters, Chairman ?eph P. McNamara, Vice -Chairman Al Bedro 'an r'1 I rn n•: n I All /1 A _ A Josdph B. "Butch" Church ACTION NO. ITEM NO. C-2 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: Resolution expressing the appreciation of the Board of Supervisors of Roanoke County to William J. Matze, Police Officer — Sergeant, upon his retirement after more than eighteen (18) years of service SUBMITTED BY: Deborah C. Jacks Chief Deputy Clerk to the Board APPROVED BY: Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: William J. Matze, Police Officer -Sergeant, retired on November 1, 2015, after eighteen (18) years and three (3) months of service with the Roanoke County Police Department. Sergeant Matze is expected to attend the meeting to receive his resolution and quilt from Chief of Police, Howard B. Hall. STAFF RECOMMENDATION: Staff recommends adoption of the attached resolution. Page 1 of 1 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON TUESDAY, NOVEMBER 10, 2015 RESOLUTION EXPRESSING THE APPRECIATION OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY TO WILLIAM J. MATZE, POLICE OFFICER—SERGEANT, UPON HIS RETIREMENTAFTER MORE THAN EIGHTEEN (18) YEARS OF SERVICE WHEREAS, William J. Matze was employed by Roanoke County on August 11, 1997, and has served as a Police Officer and Police Officer -Sergeant during his tenure with the Police Department; and WHEREAS, Mr. Matze retired on November 1, 2015, after eighteen (18) years and three (3) months of devoted, faithful and expert service to Roanoke County; and WHEREAS, Mr. Matze, throughout his employment with Roanoke County, has been instrumental in improving the quality of life and providing services to the citizens of Roanoke County; and WHEREAS, during Mr. Matze's time serving the citizens of Roanoke County, he was a volunteer with the Cave Spring Fire and Rescue prior to serving his country by becoming a Marine. Afterwards he began his career as a Deputy Sheriff with Roanoke City. He again began serving the citizens of Roanoke County in August of 1997 where he had an exemplary career prior to retiring on November 1, 2015. Mr. Matze became a dedicated leader and supervisor of different sections of the Police Department to include the first commander of the Honor Guard and Academy Cadre. He served as the commander of the SWAT Team, supervised patrol officers, and completed his last assignment as a Sergeant of the Special Operations Division. During his tenure, he received numerous awards and accolades with his most recent the 2012 Law Enforcement Hero award presented by the American Red Cross. His service to the public will not be lost as Mr. Matze will return to his Page 1 of 2 duties in the Marine Corps. WHEREAS, NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors of Roanoke County expresses its deepest appreciation and the appreciation of the citizens of Roanoke County to WILLIAM J. MATZE for more than eighteen (18) years of capable, loyal and dedicated service to Roanoke County; and FURTHER, the Board of Supervisors does express its best wishes for a happy and productive retirement. Page 2 of 2 ACTION NO. ITEM NO. C-3 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: Recognition of Sgt. Timothy L. Wyatt recipient of the 2015 J. Stannard Baker Award SUBMITTED BY: Howard B. Hall Chief of Police APPROVED BY: Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: The prestigious J. Stannard Baker Award recognizes individual law enforcement officers and others who have made outstanding lifetime contributions to highway safety. The award is presented by the International Association of Chiefs of Police (IACP), in collaboration with the National Highway Traffic Safety Administration (NHTSA) and the Northwestern University's Center for Public Safety. Sgt. Timothy L. Wyatt was selected to receive this award and it was presented at the IACP Annual Conference on October 27, 2015. Sergeant Wyatt is a twenty-three (23) -year veteran of the Police Department and has served over three (3) years as a Military Policeman in the U.S. Army in a garrison unit as a traffic officer. He serves as a member of the Blue Ridge Transportation Safety Board and the Youth of Virginia Speak Out About Traffic Safety Board, as well as the leader for Blue Ridge Regional Crash Investigation Team. Sergeant Wyatt also coordinates several multi - jurisdictional, multi -discipline programs as the Special Operations Sergeant for the Traffic Unit. He developed and implemented the Operation Daily Watch Program, oversees motor carrier safety, participates in numerous traffic safety educational programs, and coordinates highway safety grants. He is a recognized expert in traffic safety and serves as a resource for numerous other agencies. Sgt. Wyatt's efforts have undoubtedly helped to reduce deaths and injuries caused by crashes in the Roanoke Valley. Page 1 of 1 ACTION NO. ITEM NO. C-4 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: Recognition of the Police Department for traffic safety awards SUBMITTED BY: Howard B. Hall Chief of Police APPROVED BY: Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: Mr. Steve Williams from the Virginia Department of Motor Vehicles -Highway Safety Office will present the Police Department with two (2) Click It or Ticket Awards from the 2015 program. In addition to the above, the Police Department has received four (4) awards for traffic safety programs from the National Law Enforcement Challenge and the Virginia Law Enforcement Challenge. Both of these programs recognize law enforcement agencies for outstanding traffic safety programs. The applications require submission of traffic safety efforts that address speeding, impaired driving, occupant protection, and local issues. They are judged by highway safety professionals who award points based on problem identification, policy, training, planning, enforcement, public education, and outcomes. In 2015, the Police Department received second place awards in its category from both the National and Virginia Challenge. Additionally, it received the speed awareness special award from both programs. This award recognizes the agency that has the best overall speed enforcement/education program selected from all applicants. Page 1 of 1 ACTION NO. ITEM NO. D-1 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: Briefing to update the Board of Supervisors on the status of Mountain Valley Pipeline SUBMITTED BY: Richard L. Caywood Assistant County Administrator APPROVED BY: Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: This time has been scheduled to brief the Board of Supervisors on the status of the Mountain Valley Pipeline. Page 1 of 1 ACTION NO. ITEM NO. D-2.a.b.c AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: AGENDA ITEM: SUBMITTED BY: APPROVED BY: November 10, 2015 Briefing to update the Board of Supervisors on utilization of new technology to improve public service: a. Economic Development Site Section Application (Jill Loope, Director of Economic Development b. Neighborhood Concern Application (John Murphy, Zoning Administrator) c. E-911 Texting Capability (Bill Hunter, Director of Communications and Information Technology) Deborah C. Jacks Chief Deputy Clerk Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: This time has been scheduled to demonstrate the following applications to the Board of Supervisors: a. Economic Development Site Section Application (Jill Loope, Director of Economic Development The application was recently developed by the CommlT GIS team in conjunction with Economic Development staff. The application provides enhanced services to assist business owners, corporations and real estate executives with identifying available sites and buildings throughout the County. Included are new interactive features that allow the user to combine their property search with key community and demographic information. The Application is being released to the public today. Page 1 of 2 b. Neighborhood Concern Application (John Murphy, Zoning Administrator) The Neighborhood Concern Application has been developed by CommlT/GIS and Current Planning staff. The application was implemented in late August 2015, after extensive field testing by the Code Enforcement Officers. The new application allows for easier reporting of code or zoning violations by citizens and promotes a follow up process to allow the citizens to remain informed of the complete inspection/resolution process. The new data collection process introduces the use of tablets by enforcement staff for the field inspections and streamlines the entire enforcement process. c. E-911 Texting Capability (Bill Hunter, Director of Communications and Information Technology) Page 2 of 2 ACTION NO. ITEM NO. E-1 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: AGENDA ITEM: SUBMITTED BY: APPROVED BY: November 10, 2015 Request to accept the audited financial results for the fiscal year ended June 30, 2015 Rebecca E. Owens Director of Finance Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: Cherry Bekaert completed the audit of the financial operations of the County of Roanoke and the County of Roanoke Public Schools for the year ended June 30, 2015. Both the County and Schools received a clean and unmodified opinion. The Audit Committee met on November 10, 2015, to review the results of the year's operations The Comprehensive Annual Financial Report will be distributed to the Board of Supervisors as soon as it is received from the printer. Rob Churchman, Partner, Cherry Bekaert will be at the meeting to present the audit information to the Board. On August 25, 2015 staff reviewed preliminary unaudited financial results for June 30, 2015, and there have been minimal changes since that work session. Below is information for the County regarding the General Government results of operations for fiscal year ended June 30, 2015. Results of Operations of the County of Roanoke for the Year Ended June 30, 2015: Revenues We are pleased to report that fiscal year 2014-2015 General Fund Revenues exceeded the final amended budget by a variance of 1.12% or $2,131,085. Historically, the Board had expressed a desire to target surplus revenues at no more than 2%. It is important to note that most of the surplus was factored into fiscal year 2015-2016 projections; therefore, this Page 1 of 3 surplus is not expected to recur. A summary of the general fund revenues is outlined in Attachment I and reasons for these variances are as follows: • Real estate tax collections were $253,395 above budget as a result of assessment values being slightly above the projected amount. • Personal property tax collections were $652,853 above budget as a result of car values continuing to hold strong and an increase in new car sales. • Other Local Taxes and Fees were $695,475 above budget primarily the result of increased collections for ambulance fees and court security fees. • Intergovernmental Revenues were $668,721 above budget primarily the result of reimbursements for Social Services programs. Expenditures: Departmental expenditure savings amounted to $1,250,924 as shown on Attachment I and reasons for these variances are as follows: • Public Transportation -$132,979 savings - Primarily the result of prior year carryover. • Sheriff Department -$554,203 savings -The majority of the expenditure savings were related to less prisoner population at the WVRJA than originally projected and savings in the care and confinement of prisoners. • Fire and Rescue Operations was $368,785 over budget primarily related to expenses associated with overtime. • Court Services Unit -$162,775 savings related to reduced usage of juvenile detention • Department encumbrances -$601,494 savings -Funds that were obligated prior to the end of the fiscal year but not paid until the following year The policies for use of general fund revenues and expenditures in excess of budget at year end designates portions of the year-end balance for capital reserves as well as to the general fund unappropriated balance. Based upon these policies, staff recommends the following: • $500,000 will be added to the general fund unappropriated balance. This was budgeted as part of the 2015-2016 budget and will increase the General Fund Page 2 of 3 Unappropriated Balance to $22,305,348 at June 30, 2015 which is 11.01 % of the 2015-16 General Fund Revenues. • $1,631,084 will be allocated to Capital reserves from revenues • $649,431 will be allocated to Capital reserves from expenditures • $601,494 will be carried over for outstanding purchase orders These appropriations are covered in the budget ordinance 052615-3 and no action is required by the Board. Results of Operations of the Roanoke County Public Schools for the Year Ended June 30, 2015: The Schools ended the year with a revenue surplus of approximately $802,652 and expenditure savings of $1,660,861 net of outstanding purchase orders and the Emergency Reserve. The School Board will review the audit results at their regular board meeting on November 12, 2015. An information report will be provided at the December 8, 2015 meeting. STAFF RECOMMENDATION: Staff recommends the Board accept the audited financial results for the fiscal year ended June 30, 2015. Page 3 of 3 County of Roanoke Summary of Operating Fund Revenues and Expenditures For the Year Ended June 30, 2015 Revenues: Real Estate Taxes Personal Property Taxes Other Local Taxes and Fees Local Sales Tax Communication Sales and Use Tax Business License Tax Meals Tax Intergovernmental Revenue (State/Federal) Other Financing Sources Beginning Balance Expenditures: Personnel Operating Transfers Unappropriated Balance Uses of funds: Rollover for outstanding purchase orders Transfer to Unappropriated Balance per policy Transfer to Capital Reserves from Revenues Transfer to Capital Reserves from Expenditures Attachment I Budget Actual Amount $ 86,200,000 $ 86,453,395 $ 253,395 30,431,350 31,084,203 652,853 19,914,650 20,610,125 695,475 10,000,000 9,843,436 (156,564) 3,960,000 3,950,654 (9,346) 6,400,000 6,440,138 40,138 4,025,000 4,011,413 (13,587) 13,735,501 14,404,222 668,721 880,651 880,651 - 26,285,161 26,285,161 - $ 201,832,313 $ 203,963,398 $ 2,131,085 $ 55,595,156 $ 55,568,799 $ 26,357 32,603,955 31,379,388 1,224,567 91,834,007 91,834,007 - 21,799,195 21,799,195 - $ 201,832,313 $ 200,581,389 $ 1,250,924 $ 601,494 500,000 1,631,084 649,431 $ 3,382,009 ACTION NO. ITEM NO. E-2 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: SUBMITTED BY: APPROVED BY: Request to use $155,424.24 from the Police Department's Equitable Sharing Asset Forfeiture Account for the purchase of a mobile command center Howard B. Hall Chief of Police Stephen G. Simon Chief of Fire and Rescue Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: The Roanoke County Police and Fire/Rescue Departments are seeking approval to purchase a command vehicle, which would be utilized in large scale public safety events that occur within the County. The command vehicle will provide staff a safe and secure location to manage large scale events and joint operations consistent with Incident Command System protocols. The Command Vehicle would be a joint purchase between the Roanoke County Police Department and the Roanoke County Fire and Rescue Department. The vehicle is a twenty (20) foot box truck that has two (2) computer work stations and a conference area that can hold up to eight (8) people for briefings. It will be equipped with three (3) radios that are capable of communication between Roanoke County agencies and other public safety agencies in the Roanoke Valley as well as a day/night camera that is mounted to a telescoping pneumatic mast that can be extended to give the command staff a real time view of a scene. This vehicle will serve as an on scene command post for extended events that could range from several hours to several days. The life expectancy of this Page 1 of 2 vehicle is approximately twenty (20) years. The total cost for the vehicle is $310,848.48. Effective January 16, 2015, Executive Order 13688 signed by President Barack Obama requires Law Enforcement Agencies obtain pre -approval from the Department of Justice when using funds from the Equitable Sharing Asset Forfeiture Account when purchasing equipment on the Controlled Equipment List. This request requires approval for the purchase from the local governing body. The Police Department's share in the cost of this vehicle is $155,424.24 and will be funded from Equitable Sharing Asset Forfeiture funds The Fire and Rescue Department will use State of Virginia Department of Fire Programs funding for its share of the cost, which also equals $155,424.24. These funds are available in the budget for equipment purchases and have already been appropriated. An appropriation action by the Board is not required. FISCAL IMPACT: The cost of the vehicle is $310,848.48, which would be split evenly between the Roanoke County Police Department and the Roanoke County Fire and Rescue Department. Ongoing costs for vehicle maintenance and cellular service are estimated at approximately $2,500 per year, which will be split between the Police and Fire and Rescue Departments. It should be noted that all $310,848.48 to be used for this vehicle procurement are taken from Federal or State sources, therefore no local tax dollars will be used in this capital purchase. ALTERNATIVES: 1. Approve to use funds from the Equitable Sharing Asset Forfeiture Account and Department of Fire Programs. 2. Do not approve the purchase. STAFF RECOMMENDATION: Staff Recommends Alternative 1. Attachments: 1. Floor Plan of Command Vehicle 2. Photo of similar command Vehicle Page 2 of 2 Example of what the Command Vehicle would look like �. -Jcwvllg Pau cu?VrER 1 S�ISesg \ _—j % S O O � � § m \ vi \Ln 4 y G nil | !� j , \Ln V. ) \ 3i � e % \ - � P4 � � O � MIN ACTION NO. ITEM NO. AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY,VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: Resolution requested the United Way of the Roanoke Valley to cease its financial support for Planned Parenthood Health Systems in Roanoke, Virginia SUBMITTED BY: Paul M. Mahoney County Attorney COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: This resolution was requested by Supervisor Bedrosian on October 27, 2015. Page 1 of 1 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON TUESDAY, NOVEMBER 10, 2015 RESOLUTION REQUESTING THE UNITED WAY OF THE ROANOKE VALLEY TO CEASE ITS FINANCIAL SUPPORT FOR PLANNED PARENTHOOD HEALTH SYSTEMS IN ROANOKE, VIRIGNIA WHEREAS, over three hundred and fifty (350) people (according to media reports) demonstrated outside of Planned Parenthood on Peters Creek Rd. in Roanoke, Virginia on August 22, 2015, protesting the direct and indirect funding of Planned Parenthood by local, State, and Federal governments; and WHEREAS, hundreds of individuals from around the Roanoke Valley take part every year in the Forty (40) Days for Life vigil outside of Planned Parenthood. This vigil is conducted for forty (40) consecutive days each Spring and Fall to bring attention to the atrocities being committed at Planned Parenthood and praying for the end of abortion and the closing of Planned Parenthood; and WHEREAS, every year on the first of October, one hundred to one hundred and fifty (100-150) individuals from around the Roanoke Valley gather at the intersection of Orange Ave and Williamson Rd. to pray for the end of abortion and the closing of Planned Parenthood; and WHEREAS, investigative, undercover videos appear to reveal that Planned Parenthood has been involved in the selling of body parts; and WHEREAS, in 2011 an undercover sting operation revealed that Planned Parenthood appeared to be aiding the sex traffickers of minor girls by supplying STD testing, confidential birth control and abortion information; and Page 1 of 3 WHEREAS, as citizens can view for themselves the types of activities that go on at Planned Parenthood of the Roanoke Valley at http://Iiveaction.org/blog/full-footage/- and WHEREAS, every year hundreds of babies are aborted at the Planned Parenthood on Peters Creek Rd. In 2014, 813 babies were aborted and their contributions to society were ended; and WHEREAS, the United Way of the Roanoke Valley has taken an extreme position with only five percent (5%) of other United Ways in supporting Planned Parenthood; ninety-five percent (95%) of other United Way organizations do NOT support Planned Parenthood; and WHEREAS, each year Roanoke County uses taxpayer dollars to help facilitate and promote The United Way of the Roanoke Valley and their fundraising efforts; and WHEREAS, all other services besides abortion that Planned Parenthood provides are services that women can receive from other organizations in the Roanoke Valley. BE IT RESOLVED, By the Board of Supervisors of Roanoke County, Virginia as follows: 1. That the Board of Supervisors is hereby requesting the United Way of the Roanoke Valley to cease its financial campaign support for and funding of Planned Parenthood Health Systems in Roanoke, Virginia. 2. That the United Way of the Roanoke Valley should concentrate on supporting organizations that have a positive impact on our Valley. Page 2 of 3 3. That the Clerk to the Board of Supervisors is directed to send this Resolution to United Way of the Roanoke Valley. Page 3 of 3 ACTION NO. ITEM NO. E-4 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: Resolution authorizing staff to file as an "Intervenor" with the Federal Energy Regulatory Commission in the Mountain Valley Pipeline project proceedings SUBMITTED BY: Richard Caywood Assistant County Administrator Ruth Ellen Kuhnel Senior Assistant County Attorney APPROVED BY: Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: On October 23, 2015, Mountain Valley Pipeline LLC (MVP) made its formal filing with the Federal Energy Regulatory Commission (FERC) seeking a certificate of public convenience and necessity to operate and construct the Mountain Valley Pipeline project. This filing indicated MVP's route for the project which included 8.3 miles of pipeline within Roanoke County. On November 5, 2015, the FERC issued its "Notice of Applications" for the MVP project. This notice has two key provisions that are of interest to Roanoke County. First, it indicates that within 90 days FERC will either complete its Environmental Assessment (EA) or issue a schedule for completion of the EA. Second, the notice establishes November 27, 2015 as the comment date which is the deadline for a timely filing as an Intervenor. It is important for Roanoke County to consider both the potential benefits and costs of filing a Motion to Intervene in FERC's proceedings relative to the MVP project. Under Federal regulation, an Intervenor is a designated party to the FERC proceedings who has specific concerns about impacts related to the project. Intervenor is a legal status designated by Page 1 of 3 FERC after a timely request that allows the Intervenor to request a rehearing of FERC decisions and / or seek relief in Federal Court. Potential Benefits: An Intervenor has legal rights to challenge FERC decision making both administratively and in the courts that a non -Intervenor does not have. Due to these rights, an Intervenor may also have the ability to participate in negotiations and / or mediation that a non - Intervenor would not be able to access. Intervenors are required to share filings and information with one another. Having Intervenor status may afford the County information that we would not otherwise have. Potential Risks / Costs: Once a party is designated as an Intervenor, FERC staff can no longer interact with them on an informal basis. This would prevent staff from contacting the FERC project manager and asking questions which has been done on a periodic basis since the project began. Intervenors are also required to send documents to all other Intervenors. While most of this can be accomplished electronically, certain Intervenors will likely be served my mail only. The extent of these mailing costs will not be known until a list of all Intervenors has been created by FERC. These costs are not likely to be consequential. If a decision to become an Intervenor is made, the County would incur costs both internal and external for staff time and legal fees. The County has secured external legal counsel with a firm who specializes in FERC proceedings. This firm is the Water and Power Law Group PC. While the firm is based in California, they have recent experience in our area in advising the Smith Mountain Lake area Counties in the lake relicensing with FERC. We anticipate costs to initiate the Intervenor process and to craft our initial strategy to be in the $10,000 to $15,000 range. Future costs will be based on the County's ultimate strategy as directed by the Board of Supervisors. Other Factors: Being an Intervenor does not necessarily indicate that the Intervenor is opposed to the overall project. However, being an Intervenor does mean that the Intervenor has concerns regarding specific elements of the projector the potential effects of specific elements of the project. Seeking Intervenor status does not mean that the County has made a decision to challenge any particular FERC decisions or that the County will ultimately litigate. These decisions will be made based on the ongoing review of the MVP project filing, any changes to the project, and FERCs future decisions. FISCAL IMPACT: We anticipate costs to initiate the Intervenor process and to craft our initial strategy to be in the $10,000 to $15,000 range. We recommend that Board Contingency be utilized for this Page 2 of 3 expenditure. Board Contingency has not previously been utilized during this budget cycle and currently has a balance of $50,000. Approval of this action would reduce available balance to $35,000. STAFF RECOMMENDATION: Staff recommends seeking Intervenor status to preserve our legal rights / options and to reiterate our concerns regarding the project during the FERC process. Page 3 of 3 20151105-3025 FERC PDF (Unofficial) 11/05/2015 UNITED STATES OF AMERICA FEDERAL ENERGY REGULATORY COMMISSION Mountain Valley Pipeline, LLC Docket No. CP16-10-000 Docket No. PF 15-3-000 Equitrans, LP Docket No. CP 16-13-000 Docket No. PF 15-22-000 NOTICE OF APPLICATIONS (November 5, 2015) On October 23, 2015, Mountain Valley Pipeline, LLC (Mountain Valley), having its principal place of business at 625 Liberty Avenue, Suite 1700, Pittsburgh, Pennsylvania 15222-3111, filed an application pursuant to section 7(c) of the Natural Gas Act (NGA) and the Federal Energy Regulatory Commission's (Commission) regulations seeking: (1) a certificate of public convenience and necessity authorizing Mountain Valley to construct, own, and operate the Mountain Valley Pipeline Project; (2) a blanket certificate of public convenience and necessity authorizing Mountain Valley to provide open -access interstate transportation services, with pre -granted abandonment approval; (3) a blanket certificate of public convenience and necessity under Part 157, Subpart F of the Commission's regulations for Mountain Valley to construct, operate, acquire, and abandon certain eligible facilities, and services related thereto; (4) approval for its proposed interim period rates and initial recourse rates for transportation service and for its pro forma tariff; and (5) such other authorizations or waivers as may be deemed necessary to allow for the construction to commence as proposed. On October 27, 2015, Equitrans, LP (Equitrans), having its principal place of business at 625 Liberty Avenue, Suite 1700, Pittsburgh, Pennsylvania 15222-3111, filed an application pursuant to sections 7(b) and 7(c) of the Natural Gas Act (NGA) and the Federal Energy Regulatory Commission's (Commission) regulations seeking a certificate of public convenience and necessity to construct, own, and operate the Equitrans Expansion Project. Equitrans also seeks authority to abandon an existing compressor station located in Greene County, Pennsylvania. The proposals of both applicants are more fully described in the applications, which are on file with the Commission and open to public inspection. The filings may also be viewed on the web at hqp://www.ferc.gov using the "eLibrary" link. Enter the docket number excluding the last three digits in the docket number field to access the document. For assistance, contact FERC at FERCOnlineSUport(c�r�,ferc.gov or call toll- free, (866) 208-3676 or TTY, (202) 502-8659. 20151105-3025 FERC PDF (Unofficial) 11/05/2015 Docket Nos. CP 16-10-000 et al. 2 Any questions regarding the Mountain Valley or Equitrans applications should be directed to Matthew Eggerding, Counsel, 625 Liberty Avenue, Suite 1700, Pittsburgh, PA 15222, or call (412) 553-5786, or fax (412) 553-7781, or by e-mail meg eingkegt.com. Mountain Valley requests authorization to construct facilities that will allow it to provide up to 2.0 million dekatherms per day of firm transportation service. Specifically, Mountain Valley proposes to construct and operate: (1) approximately 301 miles of 42 - inch diameter pipeline in West Virginia and Virginia; (2) three new compressor stations providing approximately 171,600 nominal horsepower (hp) of compression; and (3) other minor facilities. Equitrans requests authorization to construct, own, and operate: (1) approximately 7.87 miles of pipeline in Allegheny, Washington, and Greene Counties, Pennsylvania and Wetzel County, West Virginia; (2) a new 31,300 nominal hp compressor station (Redhook Compressor Station) in Greene County, Pennsylvania; (3) a new interconnect in Wetzel County, West Virginia with Mountain Valley's planned pipeline system (Webster Interconnect); and (4) ancillary facilities. Equitrans also seeks authority to abandon an existing 4,800 hp compressor station in Greene County, Pennsylvania (Pratt Compressor Station) following the construction of the new Redhook Compressor Station. On October 31, 2014, Commission staff granted Mountain Valley's request to use the pre -filing process and assigned Docket No. PF 15-3-000 to staff activities involving the Projects. Now, as of the filing of this application on October 23, 2015, the NEPA Pre -Filing Process for this project has ended. From this time forward, this proceeding will be conducted in Docket No. CP 16-10-000 as noted in the caption of this Notice. Additionally, Equitrans, LP (Equitrans) filed a related application under CP16-13- 000. On April 9, 2015, Commission staff granted Equitrans request to use the pre -filing process and assigned Docket No. PF 15-22-000 to staff activities involving the Projects. Now, as of the filing of Equitrans' application on October 27, 2015, the NEPA Pre -Filing Process for this project has ended. From this time forward, Equitrans' proceeding will be conducted in Docket No. CP 16-13-000. Pursuant to section 157.9 of the Commission's rules, 18 CFR 157.9, within 90 days of this Notice the Commission staff will either: complete its environmental assessment (EA) and place it into the Commission's public record (eLibrary) for this proceeding; or issue a Notice of Schedule for Environmental Review. If a Notice of Schedule for Environmental Review is issued, it will indicate, among other milestones, the anticipated date for the Commission staff s issuance of the final environmental impact statement (FEIS) or EA for this proposal. The filing of the EA in the Commission's public record for this proceeding or the issuance of a Notice of Schedule for Environmental Review will serve to notify federal and state agencies of the timing for the completion of all necessary reviews, and the subsequent need to complete all federal 20151105-3025 FERC PDF (Unofficial) 11/05/2015 Docket Nos. CP 16-10-000 et al. 3 authorizations within 90 days of the date of issuance of the Commission staffs FEIS or EA. There are two ways to become involved in the Commission's review of this project. First, any person wishing to obtain legal status by becoming a party to the proceedings for this project should, on or before the comment date stated below file with the Federal Energy Regulatory Commission, 888 First Street, NE, Washington, DC 20426, a motion to intervene in accordance with the requirements of the Commission's Rules of Practice and Procedure (18 CFR 385.214 or 385.211) and the Regulations under the NGA (18 CFR 157.10). A person obtaining party status will be placed on the service list maintained by the Secretary of the Commission and will receive copies of all documents filed by the applicant and by all other parties. A party must submit 7 copies of filings made in the proceeding with the Commission and must mail a copy to the applicant and to every other party. Only parties to the proceeding can ask for court review of Commission orders in the proceeding. However, a person does not have to intervene in order to have comments considered. The second way to participate is by filing with the Secretary of the Commission, as soon as possible, an original and two copies of comments in support of or in opposition to this project. The Commission will consider these comments in determining the appropriate action to be taken, but the filing of a comment alone will not serve to make the filer a party to the proceeding. The Commission's rules require that persons filing comments in opposition to the project provide copies of their protests only to the party or parties directly involved in the protest. Persons who wish to comment only on the environmental review of this project should submit an original and two copies of their comments to the Secretary of the Commission. Environmental commentors will be placed on the Commission's environmental mailing list, will receive copies of the environmental documents, and will be notified of meetings associated with the Commission's environmental review process. Environmental commentors will not be required to serve copies of filed documents on all other parties. However, the non-party commentors will not receive copies of all documents filed by other parties or issued by the Commission (except for the mailing of environmental documents issued by the Commission) and will not have the right to seek court review of the Commission's final order. The Commission strongly encourages electronic filings of comments, protests and interventions in lieu of paper using the "eFiling" link at http://www.ferc.gov. Persons unable to file electronically should submit an original and 5 copies of the protest or 20151105-3025 FERC PDF (Unofficial) 11/05/2015 Docket Nos. CP 16-10-000 et al. 4 intervention to the Federal Energy regulatory Commission, 888 First Street, NE, Washington, DC 20426. Comment Date: 5:00pm Eastern Time on November 26, 2015. Nathaniel J. Davis, Sr Deputy Secretary. 20151105-3025 FERC PDF (Unofficial) 11/05/2015 Document Content(s) CP16-10-000 MVP and Equitrans Notice.DOCX.............................1-4 20151105-3044 FERC PDF (Unofficial) 11/05/2015 UNITED STATES OF AMERICA FEDERAL ENERGY REGULATORY COMMISSION Mountain Valley Pipeline, LLC Equitrans, LP ERRATA NOTICE (November 5, 2015) Docket No. CP 16-10-000 Docket No. PF 15-3-000 Docket No. CP 16-13 -000 Docket No. PF 15-22-000 On November 5, 2015, Commission issued a notice in the above -captioned proceeding. Notice of Applications, November 5, 2015. The comment date was reflected as Thursday, November 26, 2015. The correct comment date for this proceeding is Friday, November 27, 2015. Nathaniel J. Davis, Sr., Deputy Secretary. 20151105-3044 FERC PDF (Unofficial) 11/05/2015 Document Content(s) CP16-10-000 et al. errata.DOC.........................................1-1 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON TUESDAY, NOVEMBER 10, 2015 RESOLUTION OF THE BOARD OF SUPERVISORS OF THE COUNTY OF ROANOKE, VIRGINIA AUTHORIZING ROANOKE COUNTY STAFF TO FILE THE NECESSARY MOTION TO INTERVENE WITH THE FEDERAL ENERGY REGULATORY COMMISSION IN THE MOUNTAIN VALLEY PIPELINE PROCEEDINGS WHEREAS, on October 23, 2015, Mountain Valley Pipeline, LLC (MVP) submitted its filing, which seeks a certificate of public convenience and necessity with the Federal Energy Regulatory Commission (FERC) to operate and construct the Mountain Valley Pipeline; and WHEREAS, this filing included 8.3 miles within Roanoke County, as well as other neighboring counties; and WHEREAS, on November 5, 2015, FERC issued its "Notice of Applications" for the MVP project; and WHEREAS, this Notice established November 27, 2015, as the deadline for interested parties to file as an Intervenor in the process; and WHEREAS, Roanoke County staff has considered the benefits and costs of filing a Motion to Intervene in FERC's proceedings, after consultation with the Pipeline Advisory Committee, previous Board representations and outside legal counsel. NOW, THEREFORE, BE IT RESOLVED by the Board of Supervisors of the County of Roanoke, that: 1. Roanoke County (County) staff has the authority to file the necessary Motion to Intervene to ensure the County's legal status as a party to the FERC proceedings regarding the Mountain Valley Pipeline project; and Page 1 of 2 2. That such Motion shall contain, among other things, the County's position regarding its concerns about potentially significant environmental impacts; and 3. That the County seeks the most expansive environmental analysis which the process affords to ensure the protection of resources with Roanoke County; and 4. That the County shall utilize its legal status as Intervenor to evaluate and maximize all recourses available for all FERC decisions; and 5. That staff is authorized to spend up to $15,000 from the Board Contingency Fund for both necessary filings and outside consultation to achieve the legal status as Intervenor. Page 2 of 2 ACTION NO. ITEM NO. F-1 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: AGENDA ITEM: SUBMITTED BY: APPROVED BY November 10, 2015 Requests for public hearing and first reading for rezoning ordinances; consent agenda Philip Thompson Deputy Director of Planning Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: BACKGROUND: The first reading on this ordinance is accomplished by adoption of this ordinance in the manner of consent agenda items. The adoption of this item does not imply approval of the substantive content of the requested zoning actions; rather, approval satisfies the procedural requirements of the County Charter and schedules the required public hearing and second reading of this ordinance. The second reading and public hearing on this ordinance is scheduled for December 8. 2015. The title of this ordinance is as follows: The petition of State Central Bank to remove a proffered condition and to amend the Planning and Design documents for Loblolly Mill by modifying the site design guidelines and architectural requirements. The Loblolly Mill Planned Residential Development is located on Sterling Road and is approximately 104.4 acres in size, Vinton Magisterial District. Maps are attached. More detailed information is available in the Clerk's Office. Page 1 of 2 STAFF RECOMMENDATION: Staff recommends as follows: That the Board approve and adopt the first reading of this rezoning ordinance for the purpose of scheduling the second reading and public hearing for December 8, 2015. 2. That this section of the agenda be, and hereby is, approved and concurred in as to each item separately set forth as Item 1, and that the Clerk is authorized and directed where required by law to set forth upon any of said items the separate vote tabulation for any such item pursuant to this action. Page 2 of 2 County of Roanoke For Staff Use Only Community Development Date received: Received by: Planning & Zoning 0 ' — J Application fee: 05 5" PCFAZA date: I I' 5204 Bernard Drive P 0 BOX 29800q;0 Placards issued: BO5 date: Roanoke, VA 24018 1 a (540) 772-2068 FAX (540) 776-7155 , Case Number ALL APPLICANTS Check type of application filed (check al I that apply) JKRezoning ❑ Special Use ❑ Variance ❑ Waiver ❑ Administrative Appeal ❑ Comp Plan (15.2-2232) Review Applicants name/address w/zip Phone: 3 rJ -S24-142 i f8Mv. ECEI TV_ A L R.44 V_ Work: bAM Doe.r*N — (coo MAIN ST k4EKGk /A Cell #: Fax No.: Owner's name/address w/zip Phone#: Work: J W V►�lt :50FE l�t'T+4�♦� Fax No. #: Property Location Magisterial District: V1 &XTt'V4 JTe&'LIN & Rei Community Planning area: �IOuNT ileMSKN Tax Map No.: Existing Zoning;P-T) Size of parcel(s): Acres: Existing Land Use: RES I IAL REZONING, SPECIAL, USE PERMIT, WAIVER AND COMP PLAN (15.2-2232) REVIEW APPLICANTS (R/S/W/CP) Proposed Zoning: �j D Proposed Land Use: L5ID6V--1ZIp►L Does t e parcel meet the minimum lot area, width, and frontage requirements of the requested district? Ye No ❑ IF NO, A VARIANCE IS REQUIRED FIRST. Does the parcel meet the minimum critcria for the requested Use Type? Yes No ❑ IF NO, A VARIANCE IS REQUIRED FIRST If rezoning request, are conditions being proffered with this request? YMP5 No f1 VARIANCE, WAIVER AND ADMINISTRATIVE APPEAL APPLICANTS (WWMA) Variance/Waiver of Section(s) of the Roanoke County Zoning Ordin r Appeal of Zoning Administrator's decision to If X Appeal of Interpretation of Section(s): of the Roanoke County Zoning Ordin Appeal of Interpretation of Zoning Map to Is the application complete? Please check if enclosed ITEMS ARE MISSING OR INCOMPLETE. WSA V/CP VIAA RISAIVICP WAA Consultation 8 1/2": Application Metes; Justification Water I hereby certify that I am either the owner of the property o consent fthe owner, 0) JUSTIFICATION FOR REZONING, SPECIAL USE PERMIT. WAIVER.OR.COMP PLAN (15.272232) REVIEW REQUESTS Applicant The Planning Commission will study rezoning, special use permit waiver or community plan (15.2-2232) review requests to determine the need and justification for the change in terms of public health, safety, and general welfare. Please answer the following questions as thoroughly as possible. Use additional space if necessary. Please explain how the request furthers the purposes of the Roanoke County Ordinance as well as the purpose found at the beginning of the applicable zoning district classification in the Zoning Ordinance. Please explain how the project conforms to the general guidelines and poiicieg contained in the Roanoke County Community Plan. Please describe the impact(s) of the request on the property itself, the adjoining properties, and the surrounding area, as well as the impacts on public services and facilities, including water/sewer, roads, schools, parks/recreation and fire and rescue. I , L i 3 CONCEPT PLAN CHECKLIST A concept plan of the proposed project must be submitted with the application. The concept plan shall graphically depict the land use change, development or variance that is to be considered. Further, the plan shall address any potential land use or design issues arising from the request. In such cases involving rezonings, the applicant may proffer conditions to limit the future use and development of the property and by so doing, correct any deficiencies that may not be manageable by County permitting regulations, The concept plan should not be confused with the site plan or plot plan that is required prior to the issuance of a building permit. Site plan and building permit procedures ensure compliance with State and County development regulations and may require changes to the initial concept plan. Unless limiting conditions are proffered and accepted in a rezoning or imposed on a special use permit or variance, the concept plan may be altered to the extent permitted by the zoning district and other regulations. A concept plan is required with all rezoning, special use permit, waiver, community plan (15.2-2232) review and variance applications. The plan should be prepared by a professional site planner. The level of detail may vary, depending on the nature of the request. The County Planning Division staff may exempt some of the items or suggest the addition of extra items, but the following are considered minimum: AI JsAPPLICANTS a. Applicant name and name of development f b. Date, scale and north arrow c. Lot size in acres or square feet and dimensions d. Location, names of owners and Roanoke County tax map numbers of adjoining properties e. Physical features such as ground cover, natural watercourses, floodplain, etc. f. The zoning and land use of all adjacent properties g. All property lines and easements ✓ h. All buildings, existing and proposed, and dimensions, floor area and heights i. Location, widths and names of all existing or platted streets or other public ways within or adjacent to the development j. Dimensions and locations of all driveways, parking spaces and loading spaces Additional information required for REZONING and SPECIAL USE PERr1IITAPPL ICANT.S` k, Existing utilities (water, sewer, storin drains) and connections at the site 1. Any driveways, entrances/exits, curb openings and crossovers m. Topography snap in a suitable scale and contour intervals n. Approximate street grades and site distances at intersections o. Locations of all adjacent fire hydrants p. Any proffered conditions at the site and how they are addressed q. If project is to be phased, please show phase schedule I certify that all ' ms required in the checklist above are complete. d 2z Signature of applicant Da on POANq Community Development z Planning & Zoning Division 1 NOTICE TO APPLICANTS FOR REZONING, SUBDIVISION WAIVER, PUBLIC STREET WAIVER, OR SPECIAL USE PERMIT PETITION PLANNING COMMISSION APPLICATION ACCEPTANCE PROCEDURE The Roanoke County Planning Commission reserves the right to continue a Rezoning, Subdivision Waiver, Public Street Waiver or Special Use Permit petition if new or additional information is presented at the public hearing. If it is the opinion of the majority of the Planning Commissioners present at the scheduled public hearing that sufficient time was not available for planning staff and/or an outside referral agency to adequately evaluate and provide written comments and suggestions on the new or additional information prior to the scheduled public hearing then the Planning Commission may vote to continue the petition. This continuance shall allow sufficient time for all necessary reviewing parties to evaluate the new or additional information and provide written comments and suggestions to be included in a written memorandum by planning staff to the Planning Commission. The Planning Commission shall consult with planning staff to determine if a continuance may be warranted. POTENTIAL OF NEED FOR TRAFFIC ANALYSES AND/OR TRAFFIC IMPACT STUDY The Roanoke County Planning Commission reserves the right to continue a Rezoning, Subdivision Waiver, Public Street Waiver, or Special Use Permit petition if the County Traffic Engineer or staff from the Virginia Department of Transportation requests fbither traffic analyses and/or a traffic impact study that would be beneficial in making a land use decision (Note: a list of potential land arses and silualions that would necessitate further• study is provided as part of this application package). This continuance shall allow sufficient time for all necessary reviewing parties to evaluate the required traffic analyses and/or traffic impact study and to provide written comments and/or suggestions to the planning staff and the Planning Commission. If a continuance is warranted, the applicant will be notified of the continuance and the newly scheduled public hearing date. a of Petition Petitioner's Signature `v -,?2 -/S Date Effective date: April f9, 2005 8 List of Propeart_y Owners: State Central Bank 601 Main Street Keokuk, IA 52632 Owner of T.M. #'s 89.02-02-01.00 through 89.02-02-08.00, 89.02-02-10.00, 89.02-02- 13.00 through 89.02-0223.00, 89.02-02-25.00 through 89.02-02-31.00, and 89.02-02- 34.00 through 89.02-02-40.00 John Nichols Fox 825 Park Lane Roanoke, VA 24015 Owner of T.M. 489.02-02-09.00 Michael A. & Cynthia F. Saccocci 1358 East Drive SW Roanoke, VA 24015 Owner of T.M. 489.02-02-12.00 David C.V. Keys & Lennox McNeary 3482 W. Ridge Road SW Roanoke, VA 24014 Owner of T.M. #89.0202-24.00 Loblolly Crawford, LLC c/o Charlie Crawford 15 Church Avenue Roanoke, VA 24011 Owner of T.M. #89.02-02-32.00 R.L. Price Construction, Inc. 2166 Salem Industrial Drive Salem, VA 24153 Owner of T.M. #89.02-02-33.00 Balzer and Associates 1 FAM AND ASSOCIATES INC. N ikili REFLECTfNC TOMORROW Master Plan Amendment for Loblolly Mill Existing/Proposed Zoning: PRD Purj)ose of RezoninLy Request The purpose of this rezoning request is to modify portions of the existing Planning and Design documents for Loblolly Mill and to remove the proffered condition in an effort to help facilitate the sale of lots within the development. The infrastructure in the development has already been developed and accepted at this time. The revisions to the design documents consist of text changes to allow for more flexibility for the future home owners and future developers that may purchase Iots. The original density, amount of open space, buffers and lot configurations remain unchanged from the previously approved design documents and master plan. The intent is that many of the development and maintenance requirements that are being removed from the Design Guidelines will be redefined and regulated by the Home Owners Association. Planning and Design Documents for: LOBLOLLY MILL A PLANNED RESIDENTIAL COMMUNITY ROANOKE COUNTY, VA VINTON MAGESTERIAL DISTRICT Prepared for: Loblolly Mill, LLC It 9 Norfolk Ave. Roanoke, VA 24011 Prepared by: Balzer and Associates, Inc. 1208 Corporate Circle Roanoke, VA 24018 Project # R0500414.00 Date: January 18, 2006 Revised: April 17, 2006 Amended: January 10, 2007 Revised: February 9, 2007 Revised: November 25, 2013 Revised October -1422,2015 Balzer and Associates 1 Table of Contents. I. Table of Contents Page 2 11. Introduction Page 3 11I. Vicinity Map Page 4 IV. Site Summary Page 5 V. Site Photographs Page 7 V1. Site Design Guidelines Page 9 n�se 14 N111. N1I11. r eetu -alz Requirements Pier Statement � IX. Adjacent'rioperty Owners P" 166 XVII. Site Maps- Page 281 C Balzer and Associates 2 LOBLOLLY MILL DESIGN GUIDLINES INTRODUCTION Loblolly Mill is a proposed 104.455 acre Planned Residential Community located on Sterling Road in the Vinton Magisterial District of Roanoke County. The intent of this project is to develop a high end residential development in a "mountain village concept" while preserving the abundant natural and historic features of the site. The proposed development will also preserve the rural character of the Mount Pleasant area by limiting the density to that which is less than one single family dwelling per three acres. This existing property can only be described as unique, picturesque and isolated. The natural topography of the site consists of a series of wooded knolls bordering the property focused centrally on a 1.75 acre pond. There are two primary historic features on the site, a covered bridge and a water powered mill house. According to the previous owner Mr. Morton Brown, the bridge was purchased from VDOT when the Back Creek Crossing was improved. The bridge held special meaning with Mr. Brown. As a child he would walk his neighbor Vivian Brooks to school and carry her books as they walked across the old covered bridge. Morton and Vivian were eventually married and Mr. Brown moved the bridge to its current location after purchasing it from VDOT in 1979. The old mill house was operational until 1959 when Mr. Morton Brown purchased the property. These historic structures are being preserved and renovated and will serve as key attractions and scenic backdrops for this development. In summary, this proposed development will provide a unique housing opportunity for Roanoke residents, take advantage of a wonderful setting, preserve sensitive natural and historic amenities, and compliment on of the most unique rural communities in Roanoke County. Balzer and Associates 3 Vicinity Man: Balza' and Associates 4 LOBLOLLY MILL DESIGN GUIDELINES SITE SUMMARY Site Data The site consists of tax parcel #'s 89.02-02-01.00 through 89.02-02-10.00 and tax parcel #'s 89.02-02-12.00 through 89.02-02-40.00. The total site area is approximately 104.4 acres. Zoning Ordinance Compliance The proposed development is in compliance with the Roanoke County Zoning Ordinance. Loblolly Mill furthers the intent of the AG -3 Agricultural/Rural Preserve District (Sec. 30-32) in several ways. This project will protect and preserve sensitive natural and historic features. It will also limit the density to less than one residence per three acres which is the density allowed in the AG -3 zoning. Finally Loblolly Mill will minimize the demand on public services by providing privately maintained roads and individual well and septic systems. Community Plan Compliance Loblolly Mill is located within the Mount Pleasant Community Area and the majority of the site falls under the "Rural Preserve" land use category. A small portion of the property (about four acres) lies within the "Rural Village" future land use category, and all of the southern and western boundary borders the "Rural Village" designation. Both the "Rural Preserve" and "Rural Village" concepts promote Cluster Development options. Loblolly Mill is based on the cluster development design criteria and is below the suggested density of the "Rural Preserve" designation. Loblolly Mill caters to the community's values and respects the key natural and historic resources that are strongly promoted within the Mount Pleasant Community Planning Area. This development will preserve significant natural areas including streams, a 1.75 acre pond, and steep slopes. There will be no impact on the view shed of the Blue Ridge Parkway from this development. osis Through quality planning and an environmentally sensitive site design, Loblolly Mill will promote and preserve the rural characteristics of the Mount Pleasant area and its residents. Balzer and Associates 5 Existing Conditions The site is comprised of a series of wooded knolls that border the property. The knolls are focused centrally on a 1.75 acre pond. Slopes on the property range from 2% to 50%, and the elevations range from 892 to 1100 feet. A network of streams filters between the knolls and ultimately drains to Turner Branch. Turner Branch runs west to east through the property. The setting that is created by these natural features is one that feels completely isolated from any adjoining property. An historic covered bridge and grist mill are located on Turner Branch in the northwest portion of the property. Beth of these 8" efu Q 11 be r -ester -ed, pfeserved ,orated .,te this development. TheFO are twe existitig residenees an site thm will be femeved with this dove! opmeiit-. Adjacent Properties Adjacent properties are a combination of single family residential and undeveloped property which are mostly wooded acreage tracts. All adjacent property is zoned AG -3 or PRD. Utilities Water and Sewer will be provided through individual well and septic systems. Access/Traffic Access to the property from Sterling Road will be located on tax parcel # 89.00- 03-06. The development may generate up to 340 vehicle trips per day. The design and sight distance of the entrance from Sterling Road will be in accordance with all applicable requirements of the Virginia Department of Transportation. In addition, the entrance width will be of sufficient width to provide an area for a school bus to pull off of Sterling Road while loading children. Balzer and Associates 6 EXISTING COVERED BRI DGE. BROUGHT TO THE SITE IN 1979 EXISTING MILL HOUSE - OPERATION UNTIL 1959_ Elm 1 �I �� ff 1 '�' 11` i;.{ 1 Il 1"s.r • ' 5. 1Y -�. 1 �I �� ff EXISTING 1.75 ACRE POND EXISTING COVERED BRIDGE AND MILL HOUSE LOBLOLLY MILL DESIGN GUIDELINES Site Design Guidelines Intent These design guidelines are written with the intent to guide the development of Loblolly Mill. They are intended to develop the overall character of the community. These guidelines are not meant to cover all site-specific issues or alterations and should be applied as a guide to meet the development goals of the project. Association All property owners at Loblolly Mill will automatically be members of a Homeowners Association for this development. The Homeowners Association will be established to maintain all common open space, .,,-:,,., r..,,,,. eafl,,,,ai�eas,t roads, and site amenities. Roanoke County is not obligated to provide trash and bulk services on private streets. If Roanoke County does not provide these services, the homeowner's association shall be responsible for bulk and trash services. Preservation Areas A minimum of 50% of the site will be preserved as open spacean tie r,.,,,,,.eafien areas. The area will be comprised of dedicated open space and eonservation,,.oerea+ie open space easements placed on individual lots. A minimum of 15% of the site will be dedicated common open space and the remainder of the preserved area will be comprised of eeiiseFyation/reeFeation open space easements.The�7 emtq , x:11 1,@—v.tf�i3irsixcc- v�tl3ebene& �ttt within the earamutiky afld will serve the same funetion as t4ie dedioated epen . All common open space and easements will be recorded with the subdivision plat.T-main areas of eenseFvatian will he the mast environmentally sensitive partions of the Soto ineluding streams, the nd and seme .. the s4eepest slopes. No residence or road will be allowed within any dedicated open space or opens space easement of eenservation eereation area.—The Historic Grist Mill and Covered Bridge will be preserve&ietained with this development. An interpi-e ve plaque will be developed for. pending a s4tietui-al inspeetion, The Grist lWill will remain as a seenie. and interpretive 1,ae xdr ,.. for the deyel.-.,,, emit Site amenities and Utility crossings will be allowed within the dedicated open space and eenservation/reei-eation easements-. The following Amenities will be allowed within the oemmenly -hglddedicated open space: trails (pedestrian and/or equestrian), tennis courts, playgrounds, open play Balzer and Associates 9 fields, equestrian stable, historic grist mill, the covered bridge, picnic areas, pond, fishing/boat dock.ll�!jy-oma The existing site features and any of the these amenities that may be constructed will be maintained and owned by the homeowners association. The following Ameiiifles will be allowed within the easements 19eated on pt:ivately owned property! T -fails (pedestrian and�er- , Development Areas The primary areas used for the construction of the proposed homes will be along or near the top of the existing knolls. The placement of the homes will allow for the preservation of the most sensitive portions of the site. Buffer Yard A 50 foot natural buffer shall be maintained along all adjacent property lines except; Wherever a house, driveway or drainfield on the Property is located fifty feet (50') or closer to an adjacent property line and a natural fifty foot (50') buffer is not maintained, as shown on the Master Plan, two (2) rows of evergreen trees shall be planted as an additional buffer. In no case shall there be a natural buffer between houses on the Property and an adjacent property line of less than twenty feet (20'). All proposed evergreen trees shall be a minimum of 6 feet high at the time of planting. i!6 66C will subffli4 a landseapiHg plan for- feview and approval by the Getinty as pat -t ef site plan review. Roads All roads within Loblolly Mill will be private. The Homeowners Association will maintain all roads. All roads will be a minimum of 18 feet wide with 4 foot shoulders. The shoulders will be constructed with a gravel base. The mininiuffl pavement seetia will be 9" base stone with n `'" SM 9.5 asphalt sur- All roads will be designed with a minimum centerline radius of 95 feet and a maximum road grade of lb%. The minimum paved radius for any cul-de-sac will be 40' and "no parking" signage or other method to guarantee no parking on the cul-de-sac will be provided. If the radii of the cul-de-sacs are increased to 45 feet, parking will be permitted in the cul-de-sac Private Shared Driveways Any shared driveway will be a minimum of 14 feet wide with 2 foot gravel base shoulders. he driveways will be a iniftimum of stene base-,ivi >' of SM 9.5 asphalt surface: Balzer and Associates 10 Landseaping Signage cage A professionally landscaped entrance will be provided for the development. Raeh and d+t-ienal gees whet-e-sufT eient gi-awing space isary-le—All signage will be monument style and will be incorporated into the design of the entrance. The maximum height for signs shall be six feet and will conform to all Roanoke County zoning ordinance regulations. The general design eh that it ineefpe:ates n ttiral design.materials and the matintain village therne inte the No backlighting of the sign will be permitted. Planting Area `A' Additional plantings will be provided in the area between the proposed entrance and the existing tree line limits behind lot 32. The area will be planted with two rows of evergreen trees (min. 6' height), as well as thirty additional deciduous trees per acre of planting area. The minimum caliper size for these trees will be 1.5". Planting Area `B' Additional plantings along the western property line of Lot 31. The area will be planted with two rows of evergreen trees (min. 6' height). If the existing trees are removed between lot 31 and the proposed entrance due to the construction of the road then the area shall be replanted with a minimum of 30 trees per acre. The minimum caliper size for these trees will be 1.5". Tree Preservation <Mm WAMIT11a Lot Size The minimum lot size shall be 0.50 acres. The minimum Lot frontage shall be 30 feet on the cul-de-sacs and 100 feet otherwise. Balzer and Associates 11 EPP.WWITATIIM Accessory Buildings All accessory buildings must be located behind the front building line.The Front building line can be established either on a private road or a shared driveway. Setbacks The minimum front setback will be 25 feet from any private road. The minimum side setback will be 10 feet from any internal lot. The minimum rear setback will be 10 feet from any internal lot. The minimum setback from any adjoining owner's property line or from any public right-of-way will be 35 feet. Density No more than thirty four (34) homes will be constructed on the Property, as shown on the Mastef Plai+; Lighting Street lighting Wil_ may be provided in select locations. Street lighting will be post top style fixtures as provided by AEP and will not exceed 15' in height. Utilities Allup blit utilities shall be placed underground. Balzer and Associates 12 Trash Collection Trash collection will be individual can pick up and will be collected internally within the development. Trash pick up will not be allowed along Sterling Road."mss of eellee4ion areas will be atlowed aleng Steding Read. At the time ef site plan , Roanoke County Genefal SeEvioes will determine if tkey will pi-evide trash piekup. It is understood that Roanoke County is not obligated to provide trash services to this development. If Roanoke County does not provide trash pick up then trash collection will be provided by a private vendor at the expense of the homeowners association. Fire Protection A dry hydrant will be installed at the pond located on the property for use by the County's Fire Department to benefit homes within the development as well as any other property in the vicinity. The hydrant location and design will be approved by the Roanoke County Fire Marshall prior to installation. Any addifienal fife preteetion items, ineluding but not limited to access, shetildet-s ei- additional hydi-ants will installed -PeF the Roanoke Count), Fife Mafshall's requii'emenls at the fifne ef site plan appr-OV4. N addition the existing well leeated near the existing pond, will be Piped to drain into the existingpefid to a:et as anafheF souree efwatev fet- the pond. This will be Si The ifitefit of thisPfeJect is-te diStWb aS little-as-PeHi-ble. Therefore, amenities. The lots will be developed as they aFe sold se that efily the !Fees Fequifed fet: Balzer and Associates 13 Thispfeje,.a i11 be developed d then the Iota ;11 be „f F. ed f". sale. guidelinesTt hei:Re. r r , Holm�1 �I a .■ a _ 4 aa: Balzer and Associates 14 ■ Dated: john TT:eheIS F.,,., Ownet: of D. Feel 89.02 02 SS • 1 1 1 1 • f 1 1 f+ 1 + f l i 1 1 +OWITSAFATOMFOnf i i i i + f f i David C.V. Ked s & LeInI3 nen- ofPafeel Qo n2 n2 Owner- siglqed� Ar�E"j ' 2n n n Dated: r „!~loll., cf_2wFra OWflerk Of PaFEe1 99.02 02 . r r G 32.00 pat@at. 'Signed. D i D..:..., 1 enstfuetiefl O,s of papeel 99.02 .�.. a i 02 33.00 .. ._ �-Mrs --- =.-; - PMEMOMMMI.1 i 1 ■ Dated: john TT:eheIS F.,,., Ownet: of D. Feel 89.02 02 SS • 1 1 1 1 • f 1 1 f+ 1 + f l i 1 1 +OWITSAFATOMFOnf i i i i + f f i Signoa. Dated: john TT:eheIS F.,,., Ownet: of D. Feel 89.02 02 SS 09 .00 mea: ignedl MiehEtel A. & Cynthia F. Owner of D,feel 89.02 02 Signed. 12.00 Mateo. David C.V. Ked s & LeInI3 nen- ofPafeel Qo n2 n2 Owner- siglqed� Ar�E"j ' 2n n n Dated: r „!~loll., cf_2wFra OWflerk Of PaFEe1 99.02 02 . r r G 32.00 pat@at. 'Signed. 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G-1 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: Ordinance to accept the conveyance of unimproved real estate, drainage easements, and quitclaims of right, title and interest in and to property known as Harmony Lane to the Board of Supervisors for the improvement of Harmony Lane and to authorize the addition thereof to the state secondary system of highways, Windsor Hills Magisterial District SUBMITTED BY: David Holladay Planning Administrator APPROVED BY: Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: This ordinance accepts the conveyance of three (3) drainage easements, three (3) parcels of real estate in fee simple, and six (6) quitclaims of interest in real estate to the Board of Supervisors of Roanoke County, Virginia, for roadway improvements to Harmony Lane, in the Windsor Hills Magisterial District under the Rural Road Addition program. Acceptance of the aforementioned interests in real estate is a necessary step in the process to have Harmony Lane accepted by the Virginia Department of Transportation (VDOT) into its secondary system of State highways as a rural addition roadway. If this ordinance is approved by the Board, a second resolution will be presented to the Board requesting Harmony Lane be accepted into the State secondary road system. FISCAL IMPACT: There is no fiscal impact. All right-of-ways and easements are being donated. Road construction funding will be under the secondary, six-year improvement program, rural addition program. Page 1 of 2 ALTERNATIVES: 1. Accept the donation of real estate and authorize the County Administrator, or Assistant County Administrator, to execute such documents as may be necessary to accomplish this acceptance. Schedule the public hearing and second reading for December 8, 2015. 2. Take no action at this time. STAFF RECOMMENDATION: Staff recommends Alternative 1. Page 2 of 2 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON TUESDAY, NOVEMBER 10, 2015 ORDINANCE TO ACCEPT THE CONVEYANCE OF UNIMPROVED REAL ESTATE, DRAINAGE EASEMENTS, AND QUITCLAIMS OF RIGHT, TITLE, AND INTEREST IN AND TO PROPERTY KNOWN AS HARMONY LANE TO THE BOARD OF SUPERVISORS FOR THE IMPROVEMENT OF HARMONY LANE AND TO AUTHORIZE THE ADDITION THEREOF TO THE STATE SECONDARY SYSTEM OF HIGHWAYS, WINDSOR MAGISTERIAL DISTRICT WHEREAS, the acceptance of Harmony Lane into the state secondary system of highways under the Rural Addition Program is funded in partnership with the Virginia Department of Transportation (VDOT); and WHEREAS, eight land owners have donated portions of their property to Roanoke County for additional right-of-way and drainage easements to improve Harmony Lane and to bring it up to VDOT standards; and WHEREAS, Charles F. and Anna Pauley Faggart; Mark A. and Marilyn J. Edwards; Mark W. and Beth Z. Tamaro; David B. Trail; Steve D. and Michelle Lynn Conner; Carolyn W. and Stephen V. Robbins; Ray C. and Susan B. Childress; and Fred R. Mowles have freely and voluntarily entered into deeds to the Board of Supervisors of the County of Roanoke, Virginia, to allow the Board of Supervisors to obtain ownership of each property for purposes of road construction upon approval of this ordinance and recordation of a deed; and WHEREAS, Section 18.04 of the Roanoke County Charter directs that the acquisition and conveyance of real estate interests to the County of Roanoke be accomplished by ordinance; the first reading of this ordinance was held on November 10, 2015, and the second reading and public hearing was held on December 8, 2015. Page 1 of 5 NOW, THEREFORE, BE IT ORDAINED by the Board of Supervisors of Roanoke County, Virginia, as follows: 1. That the following donations from Charles F. and Anna Pauley Faggart be and hereby are accepted: Donation of 0.0047 acre of Roanoke County Tax Map No. 95.02-01-34.00 as shown on the exhibit attached hereto as "Exhibit A"; being a portion of the property conveyed to Charles F. & Anna Pauley Faggart by deed dated June 29, 1998, of record in the Clerk's Office, Circuit Court for the County of Roanoke, Virginia, Deed Book 1599, page 804. Quitclaim of 0.4840 acre portion of the 50 foot prescriptive easement adjacent to Roanoke County Tax Map No. 95.02-01-34.00 as shown on the exhibit attached hereto as "Exhibit A"; being a portion of the property conveyed by Lewis A. and Eliza A. Mowles for the purpose of ingress and egress by deed dated April 2, 1980 of record in the Clerk's Office, Circuit Court for the County of Roanoke, Virginia, Deed Book 1143, page 50. Donation of 0.0092 acre of Roanoke County Tax Map No. 95.02-01-34.00 as shown on the exhibit attached hereto as "Exhibit A" for the purpose of a 20' Drainage Easement; being a portion of the property conveyed to Charles F. & Anna Pauley Faggart by deed dated June 29, 1998 of record in the Clerk's Office, Circuit Court for the County of Roanoke, Virginia, Deed Book 1599, page 804. 2. That the following donation of Mark A. & Marilyn J. Edwards be, and hereby is accepted: Quitclaim of 0.0288 acre portion of the 50 foot prescriptive easement adjacent to Roanoke County Tax Map No. 85.04-02-26.00 as shown on the exhibit attached hereto as "Exhibit A"; being a portion of the property conveyed by Lewis A. and Eliza A. Mowles for the purpose of ingress and egress by deed dated April 2, 1980 of record in the Clerk's Office, Circuit Court for the County of Roanoke, Virginia, Deed Book 1143, page 50. 3. That the following donations of Mark W. & Beth Z. Tamaro be, and hereby are accepted: Page 2 of 5 Donation of 0.0070 acre of Roanoke County Tax Map No. 95.02-01-12.06 as shown on the exhibit attached hereto as "Exhibit A"; being a portion of the property conveyed to Mark W. & Beth Z. Tamaro by deed dated August 22, 2001 of record in the Clerk's Office, Circuit Court for the County of Roanoke, Virginia, Deed Book 1717, page 583. Quitclaim of 0.0361 acre portion of the 50 foot prescriptive easement adjacent to Roanoke County Tax Map No. 95.02-01-12.06 as shown on the exhibit attached hereto as "Exhibit A"; being a portion of the property conveyed by Lewis A. and Eliza A. Mowles for the purpose of ingress and egress by deed dated April 2, 1980 of record in the Clerk's Office, Circuit Court for the County of Roanoke, Virginia, Deed Book 1143, page 50. 4. That the following donations from David B. Trail be, and hereby are accepted: Donation of 0.0954 acre of Roanoke County Tax Map No. 95.02-01-33.00 as shown on the exhibit attached hereto as "Exhibit A"; being a portion of the property conveyed to David B. Trail by deed dated June 3, 1993 of record in the Clerk's Office, Circuit Court for the County of Roanoke, Virginia, Deed Book 1405, page 5. Quitclaim of 0.2999 acre portion of the 50 foot prescriptive easement adjacent to Roanoke County Tax Map No. 95.02-01-33.00 as shown on the exhibit attached hereto as "Exhibit D"; being a portion of the property conveyed by Lewis A. and Eliza A. Mowles for the purpose of ingress and egress by deed dated April 2, 1980 of record in the Clerk's Office, Circuit Court for the County of Roanoke, Virginia, Deed Book 1143, page 50. 5. That the following donation from Steve D. & Michelle Lynn Conner be, and hereby is accepted: Quitclaim of 0.1657 acre portion of the 50 foot prescriptive easement adjacent to Roanoke County Tax Map No. 95.02-01-32.00 as shown on the exhibit attached hereto as "Exhibit A"; being a portion of the property conveyed by Lewis A. and Eliza A. Mowles for the purpose of ingress and egress by deed dated April 2, 1980 of record in the Clerk's Office, Circuit Court for the County of Roanoke, Virginia, Deed Book 1429, page 398. 6. That the following donations from Carolyn W. & Stephen V. Robbins be, and hereby are accepted: Page 3 of 5 Donation of 0.0247 acre of Roanoke County Tax Map No. 95.02-02-58.00 as shown on the exhibit attached hereto as "Exhibit A" for the purpose of a 20' Drainage Easement; being a portion of the property conveyed to Carolyn W. & Stephen V. Robins by deed dated June 18, 2003 of record in the Clerk's Office, Circuit Court for the County of Roanoke, Virginia, Instru. # 200314731. 7. That the following donation from Ray C. & Susan B. Childress be, and hereby is accepted: Donation of 0.0247 acre of Roanoke County Tax Map No. 95.02-02-58.00 as shown on the exhibit attached hereto as "Exhibit A" for the purpose of a 20' Drainage Easement; being a portion of the property conveyed to Carolyn W. & Stephen V. Robins by deed dated June 18, 2003 of record in the Clerk's Office, Circuit Court for the County of Roanoke, Virginia, Instru. # 200314731. 8. That the following donation from Fred R. Mowles be, and hereby is accepted: Quitclaim and donation of all that certain parcel of land, together with any improvements thereon, rights incident thereto, and appurtenances thereunto belonging, situate in the Windsor Hills Magisterial District of Roanoke County, Virginia, shown and designated as "Existing 50' Prescriptive Easement (D.B. 1143 PG. 50) to be acquired" further designated as "Harmony Lane" upon the exhibit dated September 22, 2015 made by the Roanoke County Department of Community Development, attached hereto as Exhibit "A" and by reference incorporated herein. 9. That the addition and improvement of Harmony Lane to the Secondary System of State Highways of the Commonwealth of Virginia under the Rural Road Addition program is hereby requested upon the conveyance and recordation of the deeds from the above described land owners to the Board of Supervisors of Roanoke County, Virginia. 10. That the County Administrator or Assistant County Administrator are hereby authorized to execute such documents and take such actions on behalf of Page 4 of 5 Roanoke County in this matter as are necessary to accomplish the donation of this real estate, all of which shall be approved as to form by the County Attorney. Page 5 of 5 AGREEMENT GRANTING PROPERTY °` MARK A. & MARILYN J. s so PERPETUAL RICHT OF WAY TO ADJOINING R= =25.00' s EDWARDS z9 °8zs. '`�RISIR. / 10IAOJJ4 PROPERTIES RECORDED IN O.B. 114J PG. 50 \ Q o• PLAT all. 42J P0. 418 h ;, TAX No. 85.04 -?-T6 D. B I J60 PG. 594 D=100'52'00" yJ° 9, D.B. 440 PG, 485 (MAP), PROPERTY CHORD DIST-38.54' � fy ROOT / OF VARIABLE WIDTH '\ MARK W. &BETH Z. EASEMENT N 8 TAMARO N04'20'32"E 96.00' , ; (= s 16'03'32" w D.B. 1717, PG. 58J N08'42'32"E 96.00' Y 31.90' P.B. 19, PC. 44 1 160.00' . N 73'56'28" W TAX No. 95.02-1-12.06f N39' 1 7'40"W 30.23' 9-10 CURVE DATA i LINE TABLE R= =25.00' BEARING PROPOSED EDGE OF PAVEMENT 1-2 Tan = 30.26' jr D=100'52'00" 'T CH=559'04'28"E °VCR CHORD DIST-38.54' nPARTMpRAGE 13 VARIABLE WIDTH '\ ONSTRUCTION—\ TEMPORARY CONSTRUCTION—'-, NO2'34'28"W EASEMENT 5-6 , i' I N04'20'32"E 96.00' 6-7 E N08'42'32"E 96.00' 7-8 1 160.00' 8-9 PROPERN or N39' 1 7'40"W 30.23' 9-10 DAVID B'TRAIL 12 ¢:c 10-11 D. 1405, PC 5 B S08'42'32"W -- 11-12 PLAT' O.B. J64, PG. 79 SO4'20'32"W 98.49' 12-13 TAX No. 95.02 -1 -JJ I 97.77' 13-14 STORY FRAME HOUSE /653s S 15'37'46"E • CURVE DATA i LINE TABLE R= =25.00' BEARING L=4444,01' 1-2 Tan = 30.26' jr D=100'52'00" 'T CH=559'04'28"E °VCR CHORD DIST-38.54' nPARTMpRAGE 13 VARIABLE WIDTH '\ ONSTRUCTION—\ TEMPORARY CONSTRUCTION—'-, NO2'34'28"W EASEMENT 5-6 PROPERTY OF STEVE D. & MICHELLE CONNER D.B. 1429, PC J98 PLAT.' D.B. 1419, PC 401 TAX No. 95.02-1-J2 20.00 -S 16'03'32" W 20.00' s g z 0 N � C CAC � M � � N DAO Z_ = n D 0 z 20'X20' A DRAINAGE N 73'56'28' W EASEMENT h20.00' PROPERTY OF VIRGINIA A. POWEL INSTRUMENT No. 201214090 INSTRUMENT No. 200910958 1 PLAT 0.8. J26, PC. 6J \N TAX No. 95.02-1-J5 1 g\ RIGHT-OF-WAY TO SEACQU/RED AREA= 206.25S.F. 0.0047AC. PORTION OF EXISTING 50' PRESCRIPT! VE EASEMENT (D.S. 1143 PG. 50) TO BEACOUIRED AREA= 2 f, 081.88 S.F. 0.4840 AC. PROPERTY OF CHARLES F. & ANNA PAULEY FAGGART D.B. 1599, PG. 804 PLA T' D.B. 435, PG. 20 TAX No. 95.02-1-34 ' 4 VARIABLE WIDTH EXH/BIT 'A" TEMPORARY CONSTRUCTION EASEMENT SHOWING rPF 8Es RIGHT—OF—WAY & 20' DRAINAGE EASEMENT BEING CONVEYED N 9' 2J' t2" w 5.21 FROM CORNER TO BOARD OF SUPERVISORS, ROANOKE COUNTY BY �9.IPF CHARLES F. & ANNA PAULEY FAGGART I ROANOKE COUNTY TAX MAP PARCEL #95.02-01-34 I SITUATED ALONG HARMONY LANE t WINDSOR HILLS MAGISTERIAL DISTRICT 4N ' ';, ROANOKE COUNTY, VIRGINIA SCALE: 1"= 100' DATE: JANUARY 20, 2015 2N PREPARED BY ROANOKE COUNTY DEPARTMENT OF COMMUNITY DEVELOPMENT 9 co 1 s IPF BEARS _' 1 'R g N 2' 33 31- W %,`^''• 1 '%` �\ a ,�" 030 FRO. CORNER 16.96' S 85'14'12 -E- -.��• _�'. 2 PROPERTY OF MICHAEL W. & LINDA CHRISTLEY D 8. 1450, PC 1512 PLAT: 0.8. 1156, PC. 97 TAX No. 95.02 -1 -JI 16519OX3 Nsa °Tr ° PROPER FY OF yo 26 O�NC RTE'2 ^RAY C. & SUSAN B. CHILDRESS -IPF O.B 167 P0. 179 -� TAX No. 95.01-01-49.00 PO, -4/_4 12.89 Ac. N74'26'25"E2291 Q-0/ N N 7A'26'25"E 22.91' LONCRE IE .per/q- LINE TABLE L INE BEARING LENGTH 1-2 N08'38'28"W 30.26' 2-3 N08'38'28"W 272.82' 3-4 N15*38'28"W 95.40' 4-5 NO2'34'28"W 93.80' 5-6 N04'20'32"E 96.00' 6-7 N08'42'32"E 96.00' 7-8 N 16* 03'32 "E 160.00' 8-9 N39' 1 7'40"W 30.23' 9-10 516'03'32"W 179.03' 10-11 S08'42'32"W 98.51' 11-12 SO4'20'32"W 98.49' 12-13 S02'34'28"E 97.77' 13-14 S 15'37'46"E 98.75' 14-15 SO9'01 '37"E 302.34' 15-1 N74 -26'25E 22.91' RIGHT-OF-WAY TO SEACQU/RED AREA= 206.25S.F. 0.0047AC. PORTION OF EXISTING 50' PRESCRIPT! VE EASEMENT (D.S. 1143 PG. 50) TO BEACOUIRED AREA= 2 f, 081.88 S.F. 0.4840 AC. PROPERTY OF CHARLES F. & ANNA PAULEY FAGGART D.B. 1599, PG. 804 PLA T' D.B. 435, PG. 20 TAX No. 95.02-1-34 ' 4 VARIABLE WIDTH EXH/BIT 'A" TEMPORARY CONSTRUCTION EASEMENT SHOWING rPF 8Es RIGHT—OF—WAY & 20' DRAINAGE EASEMENT BEING CONVEYED N 9' 2J' t2" w 5.21 FROM CORNER TO BOARD OF SUPERVISORS, ROANOKE COUNTY BY �9.IPF CHARLES F. & ANNA PAULEY FAGGART I ROANOKE COUNTY TAX MAP PARCEL #95.02-01-34 I SITUATED ALONG HARMONY LANE t WINDSOR HILLS MAGISTERIAL DISTRICT 4N ' ';, ROANOKE COUNTY, VIRGINIA SCALE: 1"= 100' DATE: JANUARY 20, 2015 2N PREPARED BY ROANOKE COUNTY DEPARTMENT OF COMMUNITY DEVELOPMENT 9 co 1 s IPF BEARS _' 1 'R g N 2' 33 31- W %,`^''• 1 '%` �\ a ,�" 030 FRO. CORNER 16.96' S 85'14'12 -E- -.��• _�'. 2 PROPERTY OF MICHAEL W. & LINDA CHRISTLEY D 8. 1450, PC 1512 PLAT: 0.8. 1156, PC. 97 TAX No. 95.02 -1 -JI 16519OX3 Nsa °Tr ° PROPER FY OF yo 26 O�NC RTE'2 ^RAY C. & SUSAN B. CHILDRESS -IPF O.B 167 P0. 179 -� TAX No. 95.01-01-49.00 PO, -4/_4 12.89 Ac. N74'26'25"E2291 Q-0/ N N 7A'26'25"E 22.91' LONCRE IE .per/q- PROPERTY Of- MARK FMARK A. & MARILYN J. EDWARDS INSFR. # 201110334 AGREEMENT GRANT/NG PLAT.- D.B. 42J, PG. 418 S 0%. 7 PERPETUAL RIGHT OF WAY TO ADJOINING \`S� TAX No. 85.04-2-26 1 8 F PROPERTIES RECORDED IN 9 D.& 1143 PG. 50 a 0.8 1360 PG. 694 5� � D.B. 440 PG. 485 (MAP). 2 % PROPERTY OF �9�� sr MARK W. & BETH Z. TAMARO \8 00, �` 4 D B 1717 PC 583 P.B. 19, PC. 44 �8 \ TAX No. 95.02-1-11.06 \ BEARING , , 1-2 I /l 29.95' 11 / PROPERTY OF 42.24' DAVID B. TRAIL S50'4220"W D.B. 1405, PC 5 4-1 PLAT. D.B. 364, PC 79 59.26' TAX No. 95.01-1-3J PROPOSED EDGE OF PAVEMENT I I r VARIABLE WIDTH TEMPORARY CONSTRUCTION EASEMENT , i, ILMIEW", PORTION OFEXIST/NG 50'PRESCRIPTIVE / 00, / V / ti / Av / i ap/ , 3 s, PIP /A - ROD i /titi KD ti c FN0jp 2 / oo 1,C PROPERTY OF / VIRGINIA A. POWEL I J INSTRUMENT No. 201214090 INS7RUMENT No. 200910958 PLAT. D.B. 326, PG. 63 / TAX No. 95.02 -1 -JS i / J 20 x20' DRAINAGE 2 ` EASEMENT rn /o N rti 1 �' cn � N O Qp m 1 1 EASEMENT (D. B. 1 143 PG, 50) TO BE A CQU/RED AREA= 1,253. 11 S.F. 0.0288 AC. PROPERTY OF CHARLES F. & ANNA PAULEY FAGGART D. B 1599, PC. 804 PLAT D.B. 435, PC 20 TAX No. 95.01-1-34 ,EXHIBIT "A " w SHOWING RIGHT-OF-WAY BEING CONVEYED TO BOARD OF SUPERVISORS, ROANOKE COUNTY BY MARK A. & MARILYN J. EDWARDS ROANOKE COUNTY TAX MAP PARCEL #85.04-02-26.00 SITUATED ALONG HARMONY LANE WINDSOR HILLS MAGISTERIAL DISTRICT ROANOKE COUNTY, VIRGINIA SCALE: 1"= 50' DATE: JANUARY 20, 2015 PREPARED BY ROANOKE COUNTY DEPARTMENT OF COMMUNITY DEVELOPMENT UNE FABLE L INE BEARING LENGTH 1-2 N 16'03'32 "E 29.95' 2—J N,39'1 7'40"W 42.24' 3-4 S50'4220"W 24.73' 4-1 SJ9 23 '04 'E 59.26' ILMIEW", PORTION OFEXIST/NG 50'PRESCRIPTIVE / 00, / V / ti / Av / i ap/ , 3 s, PIP /A - ROD i /titi KD ti c FN0jp 2 / oo 1,C PROPERTY OF / VIRGINIA A. POWEL I J INSTRUMENT No. 201214090 INS7RUMENT No. 200910958 PLAT. D.B. 326, PG. 63 / TAX No. 95.02 -1 -JS i / J 20 x20' DRAINAGE 2 ` EASEMENT rn /o N rti 1 �' cn � N O Qp m 1 1 EASEMENT (D. B. 1 143 PG, 50) TO BE A CQU/RED AREA= 1,253. 11 S.F. 0.0288 AC. PROPERTY OF CHARLES F. & ANNA PAULEY FAGGART D. B 1599, PC. 804 PLAT D.B. 435, PC 20 TAX No. 95.01-1-34 ,EXHIBIT "A " w SHOWING RIGHT-OF-WAY BEING CONVEYED TO BOARD OF SUPERVISORS, ROANOKE COUNTY BY MARK A. & MARILYN J. EDWARDS ROANOKE COUNTY TAX MAP PARCEL #85.04-02-26.00 SITUATED ALONG HARMONY LANE WINDSOR HILLS MAGISTERIAL DISTRICT ROANOKE COUNTY, VIRGINIA SCALE: 1"= 50' DATE: JANUARY 20, 2015 PREPARED BY ROANOKE COUNTY DEPARTMENT OF COMMUNITY DEVELOPMENT AGREEMENT GRANTING \ PERPETUAL RIGHT OF WAY TO ADJOINING ` PROPERTIES RECORDED IN 0.8. \ 0.8 1360J60 PG.G. 699 4 D.B. 440 PG. 485 (MAP). PROPERTY OF MARK W. & BETH Z. TAMARO17 0. B. 1717, PG. 583 ` 56 P.B. 19, PG. 44 TAX No. 95.02-1-12.06 ti � f tis4•�Bip ���,` Q l \ PROPERTY OF DAVID B. TRAIL O.B. 1405, PG. 5 PLAT. D.B. 364, PG. 79 TAX No. 95.02 -1 -JJ VARIABLE WIDTH TEMPORARY CONSTRUCTION EASEMENT PROPOSED EDGE OF PAVEMENT L INE TA BL E LINE TABLE BEARING LINE BEARING LENGTH 1-2 N 16'03 :32 E 21.55' 2-3 N.39'23'04'W 59.26' 3-4 550'42'20 "W 24.7,3' 4-5 S39'2828'E 46.74' 5-1 S5458 28'E 25.73' L INE TA BL E LINE BEARING LENGTH 4-5 S39728 28 "E 46.74' 5-6 N5458 28 "W 48.55' 6-4 N50'42 20'E 12.97" u RIGHT -OF -WA Y TO BEACQU/REO AREA = 303.23 S.F. 0.0070 AC. PORTION OF EXISTING 50' PRESCRIPTI VE EASEMENT (D. B. 1 143 PG. 50) p8' , / ?g pp,?f / - N50'42'20"E f / PROPERTY OF / MARK A. & MARILYN J. / EDWARDS / INSTR. / 201110334 PLAT. D.B. 42J, PG. 418 TAX No. 85.04-2-26 p8' , / ?g pp,?f / - N50'42'20"E f 24.73'Aj / Sri PIN Ei ROD � K PROPERTY OF / VIRGINIA A. POWEL / IN57RUMENT No. 201214090 / 1 IN57RUMENT No. 200910958 PLAT D.B. J26, PG. 6J �_ I I TAX Na 95.02-1-35 20'X20' DRAINAGE EASEMENT PROPERTY OF CHARLES F. & ANNA PAULEY FAGGART 0. B. 1599, PG 804 PLAT D.B. 435, PG. 20 TAX No. 95.02-1-J4 EXH/B/T "A " R. TO BEACQU/RED SHOWING AREA= 1, 570.72 S. F. 0.0361 AC. RIGHT-OF-WAY BEING CONVEYED TO BOARD OF SUPERVISORS, ROANOKE COUNTY BY MARK W. & BETH Z. TAMARO ROANOKE COUNTY TAX MAP PARCEL #95.02-01-12.06 SITUATED ALONG HARMONY LANE WINDSOR HILLS MAGISTERIAL DISTRICT ROANOKE COUNTY, VIRGINIA SCALE: I"= 50' DATE: JANUARY 20, 2015 PREPARED BY ROANOKE COUNTY DEPARTMENT OF COMMUNITY DEVELOPMENT PROPERTY OF c MARK A. & MARILYN J. A AGREEMENT GRANTING\\\\ EDWARDS PERPETUAL RIGHT OF INSTR. / 201110JJ4 s6*oy� z WAY TO ADJOINING s� PLAT O.B. 42J, PG. 418 z9cb, a e Q, TAX No. 85.04-2-26 N PROPERTIES RECORDED IN ; c A D.B 1143 PG. 50 \ i A PG. 694 0.8 1360 2 D.B. 440 PC 485 (MAP). N 50'42'20" F 4.76' �ti _ _ $, • T ^ � ' w� a "5 F n PROPERTY OF MARK W. & BETH Z. TAMARO D.B. 1717, PG. 583 P.B. 19, PG. 44 TAX No. 95.02-1-12.06 VARIABLE WIDTH TEMPORARY CONSTRUCTION EASEMENT 11 '� PROPERTY OF DAVID B. TRAIL D.B. 1405, PG. 5 PL A L D.B. 364, PG. 79 TAX No, 95.02-1-33 5'O ' FRAME NOOSE /6574 I STORY SATE y SHINGLE SIDED APARTMENT OVER GARAGE N 74'49'45" E -J Q e De' I 5 }0.90 Z z 20'X20' DRAINAGE / IN EASEMENT r� oI PROPERTY OF VIRGINIA A. POWEL INSTRUMENT No 201214090 6 1 ' I \N LINE TABLE LINE BEARING LENGTH 1-2 1 �N N 67'11"11" E 25.18' 2-3 N 15'37'46" W 96.09' 3-4 N 02'J428 " W 97.77' 4-5 N 04'20:32" E 98.49' 5-6 N 08'4232 " E 98.51 ' 6-7 N 16'03:32 E 127.53' 7-8 N 5 4'58 28 W 26.30' 8-9 S 16'03:32 W 96.46' 9-10 S 16'03'32" W 41.62' 10-11 S 08'42,32 W 101.02' 11-12 S 04'2032 " W 100. 99 ' 12— 1J S 02'34 28 " E 101.75 ' 1,3-1 S 15'38 28 E 102.09' 6 1 ' I \N INSTRUMENT No. 100910958 PLA- D.B. J26, PC 63 TAX No. 95.01 -I -J5 1 �N RIGH T -OF -WA Y TO RE ACQUIRED 5 AREA= 4,15748 S.F. 0.0954 AC. - PORTION OF EXISTING 50' PRESCRIPTIVE EASEMENT (D. S. 1 143 PG. 50) TO BE ACQUIRED - AREA= 13,248.79S.F. 0.3042Ac. 183.78 S. F.= 13,065.01 S.F 0.2999AC. r PROPERTY Of- CHARLES FCHARLES F. & ANNA PAULEY FAGGART 0.6 1599, PG. 804 PLAT: 0..6 4J5, PC 20 TAX No. 95.02-7-J4 I , I ' �i VARIABLE WIDTH N'40565 W TEMPORARY CONSTRUCTION EASEMENT T ' IPF BEARS N 9 `I R 12" W I 5 ZI' ROM CORKER 2 1� r PROPOSED EDGE OF PAVEMENT nA rA R=55.00' L=104.21' Ton = 76.48' 0 =108'33' 30" CH =S03*34'25"E CHORD DIST.=89.31' „C2„ R=25.00' L=32.25' Ton=18.81' D=73'54'42" CH=N20'53'49"W CHORD DIST.=30.06 E"XH/BIT ' A If SHOWING PROPERTY OF RIGHT—OF—WAY BEING CONVEYED STEVE D. & MICHELLE LYNN CONNER TO D.B. BOARD OF SUPERVISORS, ROANOKE COUNTY 7 PLAT. D.B. B. 1429,9. PG.G. 407 TAX No. 95.02-1-J2 BY DAVID B. TRAIL ROANOKE COUNTY TAX MAP PARCEL #95.02-01-33 SITUATED ALONG HARMONY LANE WINDSOR HILLS MAGISTERIAL DISTRICT ROANOKE COUNTY, VIRGINIA SCALE: 1"= 100' DATE: JANUARY 20, 2015 PREPARED BY ROANOKE COUNTY DEPARTMENT OF COMMUNITY DEVELOPMENT PROPERTY OF R DAVID B. TRAIL s D.B. 1405, PG, 5 PCA T• D.B. 364, PG. 79 �a TAX No. 95.02-1-33 IPF X09 ' r 6l i4 F y c„.as" PROPERTY OF MICHAEL W. & LINDA CHRISTLEY D.B. 1450, PG. 1512 PLAT.- D.B. 1156, PG. 97 TAX No. 95.02 -1 -JI CURVE DATA 4'2� , 1 3 3 i 4 1 1 LINE TABLE LINE BEARING LENGTH 1-2 N 742625" E 22.91' Y: Z 302.34' c0 .P 2.66' 4-5 S 67'11 '1 I" W PROPERTY OF `. 5-1 STEVE D. & MICHELLE S 09-2441 " E LYNN CONNER `,, D. B. 1429, PG. 398 PLA T- D. B. 1429, PG. 401 ' TAX No. 95.02-1-32 CD IPF BEARS N 2° 33' 31" W m'• L 0 0 30' FROM CORNER —\ U a ° 1 16 7.96' S 8514'12" ETO I a PROPERTY OF MICHAEL W. & LINDA CHRISTLEY D.B. 1450, PG. 1512 PLAT.- D.B. 1156, PG. 97 TAX No. 95.02 -1 -JI CURVE DATA 4'2� , 1 3 3 i 4 1 1 Z 0 N 691�i/ / c PROPERTY OF 11C 1 o RAY C. & R=25.00' t i�ncr Q� SUSAN B. N 69'14'20" E CAROLYN W. & Q': CHILDRESS L=44.01' / STEPHEN V. ROBBINS ::::�: — D.B. 267 PG. 179 11.00' INSM. 1200J14731 i1 :ct TAX Na. 95.02-02-49.00 Tan=30.26 P.B. 1J x. 99 ?}f`t`�ji 22.69 Ac. UX A0 95.02-02-58.00,. 0=1oo's2'oo" EXH/B/T'A" 74 Ac. CH=S59'04'28"E ' .:",; 0 CHORD DIST.=38.54' SHOWING RIGHT—OF—WAY BEING CONVEYED TO BOARD OF SUPERVISORS, ROANOKE COUNTY BY STEVE D. & MICHELLE LYNN CONNER ROANOKE COUNTY TAX MAP PARCEL #95.02-01-32.00 SITUATED ALONG HARMONY LANE WINDSOR HILLS MAGISTERIAL DISTRICT ROANOKE COUNTY, VIRGINIA SCALE: 1"= 50' DATE: JANUARY 20, 2015 PREPARED BY ROANOKE COUNTY DEPARTMENT OF COMMUNITY DEVELOPMENT LINE TABLE LINE BEARING LENGTH 1-2 N 742625" E 22.91' 2-3 N 09"O1 37" W 302.34' 3-4 N 15'3746" W 2.66' 4-5 S 67'11 '1 I" W 25.22" 5-1 S 09-2441 " E I 301.59' Z 0 N 691�i/ / c PROPERTY OF 11C 1 o RAY C. & R=25.00' t i�ncr Q� SUSAN B. N 69'14'20" E CAROLYN W. & Q': CHILDRESS L=44.01' / STEPHEN V. ROBBINS ::::�: — D.B. 267 PG. 179 11.00' INSM. 1200J14731 i1 :ct TAX Na. 95.02-02-49.00 Tan=30.26 P.B. 1J x. 99 ?}f`t`�ji 22.69 Ac. UX A0 95.02-02-58.00,. 0=1oo's2'oo" EXH/B/T'A" 74 Ac. CH=S59'04'28"E ' .:",; 0 CHORD DIST.=38.54' SHOWING RIGHT—OF—WAY BEING CONVEYED TO BOARD OF SUPERVISORS, ROANOKE COUNTY BY STEVE D. & MICHELLE LYNN CONNER ROANOKE COUNTY TAX MAP PARCEL #95.02-01-32.00 SITUATED ALONG HARMONY LANE WINDSOR HILLS MAGISTERIAL DISTRICT ROANOKE COUNTY, VIRGINIA SCALE: 1"= 50' DATE: JANUARY 20, 2015 PREPARED BY ROANOKE COUNTY DEPARTMENT OF COMMUNITY DEVELOPMENT AGREEMENT GRANTING PERPETUAL RIGHT OF WAY TO ADJOINING ' PROPERTIES RECORDED IN PROPERTY OF D.B. 114J PG. 50 { D.B 1 J50 PG. 694 { D.B. 440 PC 485 (MAP). o '.• eor FAGGART � r ,- 0.8. 1599. PG 804 PROPERTY OF � z STEVE D. & MICHELLE LYNN CONNER { 0.8, 1429, PG J98 •• CJ ••, { PLAT D.B. 1429, PG. 101 '. '• TAX No. 95.02-1-32, z VARIABLE WIDTH �. TEMPORARY CONSTRUCTION EASEMENT �. _ 167.96' � J S 85'14' I IPF BEARS N 2' 33' 3!" W 0 30' FROM CORNER PROPERTY OF MICHAEL W. & LINDA CHRISTLEY D.B. 1450, PG. 1511 PLAT D.B. 1156. PG. 97 TAX No. 95.02-1-31 CURVE DATA nC 1 11 R=25.00' L=44.01' Tan = 30.26' D=100'52'00" CH=S59'04'28"E CHORD DIST.=38.54' N 69'14'20" E 11.00' PROPERTY OF CAROLYN W. & STEPHEN V. ROBBINS INSTR. # 200314731 P.B. 13 PG. 99 TAX No. 95.02-02-58.00 1.24 Ac. LINE TABLE A BEARING II PROPERTY OF i N 792727 E I afl - CHARLES F. & ANNA PAULEY o 15.93' eor FAGGART � r ,- 0.8. 1599. PG 804 N 42'25 43 " E � z "{ PLATO.B. 4J5, PG. 20 TAX No. 18,75' m m L�A- ygd0 13^d __. 95.02-1-J4 6-7 S 68534J " W � J n 0' F.. {ODP II � -A O � O�� �Z- OD 1cl� I 1 VARIABLE WIDTH TEMPORARY CONSTRUCTION r-ecCUCniT ,.n�4 PROPERTY OF CAROLYN W. & STEPHEN V. ROBBINS INSTR. # 200314731 P.B. 13 PG. 99 TAX No. 95.02-02-58.00 1.24 Ac. $3"22'43" E 28.28' S 42'25'43" W -,\ 18.51' 519 � _. RTY or RAY C. & GAF SUSAN B. CHILDRESjB. / O. 267 PG. 179 V� TAX No. 95.01-02-49.00 0Q. 2289 Ac. / 20' DRA/NAGE EASEMENT TO SEACQU/RED ® AREA= 1,074.15S.F. aO247AC. EXHIBIT r A •r 82.63'SHOWING 20' DRAINAGE EASEMENT BEING CONVEYED TO BOARD OF SUPERVISORS, ROANOKE COUNTY BY CAROLYN W. & STEPHEN V. ROBBINS ROANOKE COUNTY TAX MAP PARCEL ##95.02-02-58.00 SITUATED ALONG BENT MOUNTAIN ROAD RTE. 221 WINDSOR HILLS MAGISTERIAL DISTRICT ROANOKE COUNTY, VIRGINIA SCALE: 1"= 50' DATE: JANUARY 20, 2015 PREPARED BY ROANOKE COUNTY DEPARTMENT OF COMMUNITY DEVELOPMENT LINE TABLE L INE BEARING LENGTH 1-2 N 792727 E 81.58' 2-3 S 56'18'48 E 15.93' 3-4 N 42'25 43 " E 20.24' 4-5 N 56'18'48" W 18,75' 5-6 S 8,3224J " W 14.52' 6-7 S 68534J " W $3"22'43" E 28.28' S 42'25'43" W -,\ 18.51' 519 � _. RTY or RAY C. & GAF SUSAN B. CHILDRESjB. / O. 267 PG. 179 V� TAX No. 95.01-02-49.00 0Q. 2289 Ac. / 20' DRA/NAGE EASEMENT TO SEACQU/RED ® AREA= 1,074.15S.F. aO247AC. EXHIBIT r A •r 82.63'SHOWING 20' DRAINAGE EASEMENT BEING CONVEYED TO BOARD OF SUPERVISORS, ROANOKE COUNTY BY CAROLYN W. & STEPHEN V. ROBBINS ROANOKE COUNTY TAX MAP PARCEL ##95.02-02-58.00 SITUATED ALONG BENT MOUNTAIN ROAD RTE. 221 WINDSOR HILLS MAGISTERIAL DISTRICT ROANOKE COUNTY, VIRGINIA SCALE: 1"= 50' DATE: JANUARY 20, 2015 PREPARED BY ROANOKE COUNTY DEPARTMENT OF COMMUNITY DEVELOPMENT AGREEMENT GRANTING L INE TA HL E- PERPETUAL RIGHT OF BEARING LENGTH WAY TO ADJOINING S 56'18'48" E ' PROPERTIES RECORDED IN N 33'41 '12" E 20.00' D.B. 1143 PC. 50 N 56'1848' W 1 D.8 1360 PG. 694 S 42'25 43 " W 1 D.B. 440 PG. 485 (MAP). PROPERTY OF y•• STEVE D. & MICHELLE m , LYNN CONNER O.B. 1429, PC. 396 O ••• •• 1 Z PLAT: D.B. 1429, PD 401 •`, TAX N0. 95.02-1-32 �', Ilk S 85 14''112" E IPF BEARS N 2' 33' 31 " W 0 30' FROM CORNER PROPERTY Of MICHAEL W. & LINDA CHRISTLEY 0. B. 1450, PC 1512 PLAT O.B. 1156. PC 97 TAX Na. 95.02-1-31 CURVE DA TA 11c 1 11 R=25.00' L=44.01' Ton= 30.26' D=100'52'00" CH=S59'04'28"E CHORD DIST.=38.54 N 69'14'20" E 11.00' PROPERTY OF CHARLES F. & ANNA PAULEY FAGGART D.B. 1599, PC. 804 PLAT.- D.B. 4J5, PC 20 TAX No. 95.02-1-J4 6 V PROPERTY OF CAROLYN W.& STEPHEN V. ROBBINS INSTR / 2003147J7 P B. 13 PC 99 TAX Na 95.02-02-58.00 1.24 Ac. Q $3"22"43" E 42.80" -S 42'25'43" W 18.51' Z7 PROPERTY OF RAY C.& SUSAN B. CHILDRESS D. 8. 267 PG. 179 FAX No. 95.02-02-49.00 22.89 Ac. ml20' DRA/NAGE EASEMENT TO SEACQU/RED AREA= 1,350.32 S. F. 0. 03 10 AC. EXH/B/T 'A " SHOWING 20' DRAINAGE EASEMENT BEING CONVEYED TO BOARD OF SUPERVISORS, ROANOKE COUNTY BY RAY C. & SUSAN B. CHILDRESS ROANOKE COUNTY TAX MAP PARCEL ##95.02-02-49.00 SITUATED ALONG OLD MILL ROAD RTE. 752 WINDSOR HILLS MAGISTERIAL DISTRICT ROANOKE COUNTY, VIRGINIA SCALE: 1"= 50' DATE: JANUARY 20, 2015 PREPARED BY ROANOKE COUNTY DEPARTMENT OF COMMUNITY DEVELOPMENT L INE TA HL E- LINE t INE BEARING LENGTH 1-2 S 56'18'48" E 69.05' 2-3 N 33'41 '12" E 20.00' 3-4 N 56'1848' W 65.98' 4-1 S 42'25 43 " W 20.24' PROPERTY OF CHARLES F. & ANNA PAULEY FAGGART D.B. 1599, PC. 804 PLAT.- D.B. 4J5, PC 20 TAX No. 95.02-1-J4 6 V PROPERTY OF CAROLYN W.& STEPHEN V. ROBBINS INSTR / 2003147J7 P B. 13 PC 99 TAX Na 95.02-02-58.00 1.24 Ac. Q $3"22"43" E 42.80" -S 42'25'43" W 18.51' Z7 PROPERTY OF RAY C.& SUSAN B. CHILDRESS D. 8. 267 PG. 179 FAX No. 95.02-02-49.00 22.89 Ac. ml20' DRA/NAGE EASEMENT TO SEACQU/RED AREA= 1,350.32 S. F. 0. 03 10 AC. EXH/B/T 'A " SHOWING 20' DRAINAGE EASEMENT BEING CONVEYED TO BOARD OF SUPERVISORS, ROANOKE COUNTY BY RAY C. & SUSAN B. CHILDRESS ROANOKE COUNTY TAX MAP PARCEL ##95.02-02-49.00 SITUATED ALONG OLD MILL ROAD RTE. 752 WINDSOR HILLS MAGISTERIAL DISTRICT ROANOKE COUNTY, VIRGINIA SCALE: 1"= 50' DATE: JANUARY 20, 2015 PREPARED BY ROANOKE COUNTY DEPARTMENT OF COMMUNITY DEVELOPMENT AGREEMENT GRANTING PROPERTY OF PMARK A. & MARILYN J• PERPETUAL RIGHT OF s e>be s EDWARDS z9oo?B'e WAY TO ADJOINING eJS1R. / 201110JJ4 PROPERPES RECORDED IN p .o PLAT' 08. 42J. PC. 418 , h �� TAX No 85.04-2-26 O. B. 114j PG. 50 \ o a D.B 1360 PG. 694 g } D.B 440 PG 485 (MAP).1 ` y\ �' ` srf �/ R / � -Rop , PROPERTY OF Ir MARK W. & BETH Z. TAMA5 1 0.8 1717, PC 58J P.B. 19, PC, 44 N 73362e • TAX No. 95.02-1-11.06 4 4 2000• PROPOSED EDGE OF PAVEMENT \ PROPERTY OF DAVID B. TRAIL °: 0.8, 1405, PG 5 PLAT D.B. 364. PC. 79 TAX No. 95.02-1-3J STAY FRAME ROUSE CURVE DATA r „C,, R=25.00' L=44.01' Ton = 30.26' D =100'52'00" CH=S59'04'28"E CHORD DIST.=38.54' APAR� RAOo�J s a PROPERTY OF STEVE D. & MICHELLE LYNN CONNER D.B. 1429, PC J98 PLAT., D.B. 1419, PC. 401 TAX No. 95.02-1-J2 IPF BEARS N2' 33 31" W 0.30 FROM CORNER-� _ '1_ -5 16UJ'SY • 20'x2O' A DRAINAGE N 7376'2e' • 20.00• EASEMENT INI PROPERTY OF 1-2 VIRGINIA A. POWEL N08'38'28"W 30.26' 2-3 INSTRUMENT No. 201214090 1 INSTRUMENT No. 100910958 1 PLAT D.B. J26, PC 6J \TAX No. 95.02-1-J5 s ' - NO2 34'28"W 93.80' 5-6 S 96.00' 5-7 TAX No, 95.02-1-J4 cR oRF�` LINE TABLE + L INE BEARING LENGTH 1-2 N08'38'28"W 30.26' 2-3 �� s'Z N08'38'28"W 272.82' 3-4 18 �; N15'38'28"W 95.40' 4-5 ' - NO2 34'28"W 93.80' 5-6 N04'20'32"E 96.00' 5-7 TAX No, 95.02-1-J4 N08'42'32"E 96.00' 7-8 FRED R. MOWLES N 16'03'32"E 160.00' 8-9 PO�v' QO S39'17'407— 72.47' 9-10 22.91' N74'2625'E N50'42 20'E 49.46' 10-11 N39'28 28'W 46. 74' 11-12 NI5'03 J2'E 96.46' 12— 13 N 16'03 '32 E 41.52' 13-14 N08'42 32'E 101.02' 14-15 N04 '20 J2 'E- 100.99' 15-16 NO2'34 28 "W 701.75' 16-17 N 15'J828 "W 102. 09 ' 17-18 N09'2441 "W 301.59' 18-1 N7426 25'E 45.81 ' cR oRF�` \6000 / a + EXISTING 50' PRESCRIPTIVE EASEMENT 91 w/NCO pQ""•' (D. B. 1143 PG. 50) TO REACQUIRED MICHAELEWY& LINDA PROPERTY Of �� s'Z - p /6519 CHARLES F. & ANNA PAULEY 18 �; AREA= 44,368.09 S.F. 1.0186AC. PROPERTY OF RAY C. & FAGGART ' - '-- gtiN� RAE P 0.8 1599. PC. 804 B. CHILDRESS PLAT 06 4J5. PC 70 TAX No, 95.02-1-J4 PROPER TY OF N FRED R. MOWLES D.B. 1143 PG. 50 D.8 1360 PG. 694 D.B. 440 PG. 485 (MAP). iPF BEARS EXH/B/T "A T, N 9'23 12"W 5 21' FROM CORNER SHOWING RIGHT-OF-WAY BEING CONVEYED 3 TO BOARD OF SUPERVISORS, ROANOKE COUNTY BY FRED R. MOWLES SITUATED ALONG HARMONY LANE WINDSOR HILLS MAGISTERIAL DISTRICT ROANOKE COUNTY, VIRGINIA a®� SCALE: 1"= 100' DATE: SEPTEMBER 22, 2015 PREPARED BY ROANOKE COUNTY DEPARTMENT OF COMMUNITY DEVELOPMENT g o� n Vi - PROPERTY n L% \6000 / a 91 w/NCO pQ""•' MICHAELEWY& LINDA �� s'Z /6519 CHRISTLEY D.B 1450, PC. 1512 18 �; 26 ' r MOJN22� "" ""��SUSAN PROPERTY OF RAY C. & PLAT 0.8, 1156, PG 97 TAX No. 95.02-1-J1 ' - '-- gtiN� RAE P B. CHILDRESS 691 -2001u""�-IPENo. 295.02-02-467 PC. 900 N N7126'25E PO�v' QO 2289 Ac. 22.91' N74'2625'E 22.91' CONCRETE 0� ACTION NO. ITEM NO. AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: Ordinance repealing Ordinance 121989-13 and adopting a new ordinance requiring the filing of a Disclosure Statement of Economic Interests and other specified information pursuant to Section 2.2-3115.A of the Code of Virginia SUBMITTED BY: Paul M. Mahoney County Attorney COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: This ordinance repeals an ordinance adopted on December 19, 1989, and adopts a new ordinance requiring the filing of disclosure statements of economic interests as required or authorized by the State and Local Government Conflict of Interests Act (the "Act", Chapter 31 of Title 2.2 of the Code of Virginia.) This Act has been amended several times since 1989 and a revision is necessary to bring local practice into compliance with the State Code. The Board reviewed many of the changes to this Act and their impacts on the Board and the County in a work session held on October 27, 2015. This ordinance designates those "persons occupying such positions of "trust" appointed by the Board who must file the "long form" disclosure statement (Sec. 2.2-3117 of the Code of Virginia). This proposed ordinance changes the 1989 ordinance by (i) adding the Assistant County Administrators, Chief Financial Officer, Internal Auditor and persons serving on the Community Policy and Management Team who do not represent a public agency to section 1 to the list of individuals; (ii) deleting the Library Board from section 2 (since it is only advisory) and the Roanoke County Resource Authority (no longer in existence, replaced by the Roanoke Valley Resource Authority), and (iii) adding Western Virginia Water Authority, Roanoke Valley Resource Authority, Western Virginia Regional Jail, Western Virginia Regional Industrial Facility Authority, Roanoke Valley Broadband Authority, Roanoke County Economic Development Authority and the South Peak Community Development Authority to section 2 for filing the "short form" Page 1 of 2 (Sec. 2.2-3118 of the Code). These authorities were created after the adoption of the 1989 ordinance. Although this ordinance adds several individuals to the list of persons who must file the "long form", many of these individuals have been appointed by the Board to various authorities. Accordingly they must file disclosure forms as a result of such appointments. Finally it modifies the filing dates for the disclosure forms to bring them into compliance with the Act. FISCAL IMPACT: None STAFF RECOMMENDATION: Staff recommends that the Board consider the adoption of the proposed ordinance. Page 2 of 2 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON TUESDAY, NOVEMBER 10, 2015 ORDINANCE REPEALING ORDINANCE NO. 121989-13 AND ADOPTING A NEW ORDINANCE REQUIRING THE FILING OF A DISCLOSURE STATEMENT OF ECONOMIC INTERESTS AND OTHER SPECIFIED INFORMATION PURSUANT TO SECTION 2.2-3115.A OF THE CODE OF VIRGINIA WHEREAS, on December 19, 1989, the Board of Supervisors of Roanoke County, Virginia, adopted Ordinance No. 121989-13 requiring disclosure of personal and financial interests of certain County officers, officials, and employees pursuant to the provisions of the State and Local Government Conflict of Interests Act; and WHEREAS, said Act has been amended by the 2014 and 2015 Virginia General Assembly which enacted the State and Local Government Conflict of Interests Act; and WHEREAS, this ordinance repeals and reenacts Ordinance No. 121989-13 and adopts a new ordinance to conform with the revised State Code; and WHEREAS, the first reading of this ordinance was held on November 10, 2015, and the second reading of this ordinance was held on December 8, 2015 BE IT ORDAINED by the Board of Supervisors of Roanoke County, Virginia, that Ordinance 121989-13 is hereby repealed. Further, a new ordinance requiring the filing of a disclosure statement of economic interests and other specified information pursuant to Section 2.2-3115.A of the Code of Virginia be adopted as follows: 1. That in addition to the members of the Board of Supervisors and the Constitutional Officers of Roanoke County, Virginia, the following persons occupying certain positions of trust appointed by the Board of Supervisors and such other persons employed by the County be, and they hereby are, designated and directed to file as a Page 1 of 3 condition of assuming office or employment or continuing in such position to file a disclosure statement of their personal interests and such other information as is specified on the form set forth in Section 2.2-3117 of the 1950 Code of Virginia, as amended, and shall thereafter file such a statement semiannually on or before December 15 for the preceding six-month period complete through the last day of October and by June 15 for the preceding six-month period complete through the last day of April, to -wit; County Administrator County Attorney Assistant County Administrators Director of Economic Development Chief Financial Officer Internal Auditor Persons appointed to the Community Policy and Management Team (as provided in Section 2.2-5205) 2. Members appointed by the Board of Supervisors to the following boards, commissions, or authorities shall file, as a condition of assuming office, a disclosure form of their personal interests, and such other information as is specified on the form set forth in Section 2.2-3118 of the 1950 Code of Virginia, as amended, and thereafter shall file such form annually on or before December 15: Roanoke County Economic Development Authority Roanoke County Planning Commission Roanoke Regional Airport Commission Page 2 of 3 Roanoke Valley Resource Authority Western Virginia Water Authority South Peak Community Development Authority Western Virginia Regional Jail Authority Roanoke Valley Broadband Authority Western Virginia Regional Industrial Facilities Authority 3. In addition to any disclosure required by sub -sections 1 and 2 of this ordinance, members of the Planning Commission, Board of Zoning Appeals, real estate assessors, and the County Administrator shall make annual disclosures of all of their interests in real estate located in Roanoke County. This disclosure shall include any business in which such persons own an interest, or from which income is received, if the primary purpose of the business is to own, develop or derive compensation through the sale, exchange or development of real estate in the county. Such disclosure shall be filed as a condition to assuming office or employment, and thereafter shall be filed annually on or before December 15. 4. That the Clerk of the Board of Supervisors shall cause the forms hereinabove mentioned to be distributed to the designated individuals at least twenty (20) days prior to the filing deadline. Such disclosure forms shall be filed and maintained as public records for five years in the office of the Clerk of the Board of Supervisors of Roanoke County. Such forms shall be made public no later than six (6) weeks after filing. 5. The effective date of this ordinance shall be January 1, 2016. Page 3 of 3 Board/Committee Board of Supervisors Constitutional Officers County Administrator Assistant County Administrators County Attorney Chief Financial Officer Director of Economic Development Internal Auditor Director of Real Estate Valuation Community Policy and Management Team Parent Rep. Board of Zoning Appeals Economic Development Authority Planning Commission Regional Airport Commission Roanoke Valley Broadband Authority Roanoke Valley Resource Authority South Peak CDA Western Virginia Water Authority Western Virignia Regional Jail Authority Western Virignia Regional Industrial Facilities Authority Items marked in red are the suggested changes. Short Statement of Financial Economic Interest Form X Q Q Real Estate Disclosure X X X X ACTION NO. ITEM NO. H-1 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: SUBMITTED BY: APPROVED BY: Ordinance accepting and appropriating funds in the amount of $61,200 to the Roanoke County Public Schools from the Virginia Department of Education's 2015 School Security Equipment Grant for replacement of the Intercom/Clock System at William Byrd Middle School Rebecca Owens Director of Finance Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: The Virginia Department of Education awarded Roanoke County Public Schools a total of $61,200 from the 2015 School Security Equipment Grant Program authorized by the 2013 General Assembly. Roanoke County Public Schools' 2015 application was based on a request to replace the original intercom system from the mid 1970's at William Byrd Middle School. The school security grant program allows for qualifying equipment that enhances safety measures in schools. The new intercom will work with the existing IP telephone system creating greater communication offerings for staff and students. This intercom system is similar to the equipment installed in recent construction projects. The equipment must be purchased by March 25, 2016. The projects costs will total $114,809.20 and Roanoke County Public Schools will fund the remaining $53,609.20 from the Minor Capital Reserve Account. This grant requires a twenty-five percent (25%) grant match in the amount of $15,300, which is included in the Minor Capital Reserve amount. The first reading of this ordinance was held on October 27, 2015. Page 1 of 2 FISCAL IMPACT: The Schools Grant Fund budget will increase by $114,809.20 forthe intercom/clock system at William Byrd Middle School. $61,200 is funded by the Virginia Department of Education's the 2015 School Security Equipment Grant program and the remaining $53,609.20 is from the School Board Minor Capital Reserve Account. STAFF RECOMMENDATION: Staff recommends approval of this ordinance. Page 2 of 2 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON TUESDAY, NOVEMBER 10, 2015 ORDINANCE ACCEPTING AND APPROPRIATING FUNDS TOTALING $61,200 TO THE ROANOKE COUNTY PUBLIC SCHOOLS FROM THE VIRGINIA DEPARTMENT OF EDUCATION'S 2015 SCHOOL SECURITY EQUIPMENT GRANT FOR REPLACEMENT OF THE INTERCOM/CLOCK SYSTEM AT WILLIAM BYRD MIDDLE SCHOOL WHEREAS, the Virginia Department of Education awarded the Roanoke County Public Schools a grant in the amount of $61,200 for the 2015 School Security Equipment Grant; and WHEREAS, the Roanoke County Public Schools will allocate $53,609.20 from the School Board Minor Capital Reserve to fund the grant match and remaining project costs; and WHEREAS, the sum of $114,806.20 will be to fund the intercom/clock system replacement at William Byrd Middle School; and WHEREAS, Section 18.04 of the Roanoke County Charter provides that funds be appropriated by ordinance; and WHEREAS, first reading of this ordinance was held on October 27, 2015, and the second reading was held on November 10, 2015. BE IT ORDAINED by the Board of Supervisors of Roanoke County, Virginia, as follows.. That the sum of $61,200 is hereby appropriated to the Roanoke County Public Schools; and 2. That this ordinance shall take effect from and after the date of adoption. Page 1 of 1 ACTION NO. ITEM NO. H-2 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: Ordinance accepting and appropriating $42,518.50 from the Virginia Department of Transportation (VDOT) for the purpose of locally administering the improvement of the drainage system at Tanglewood Drive and Hummingbird Lane, Cave Spring Magisterial District SUBMITTED BY: APPROVED BY: Tarek Moneir Deputy Director of Development Services Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: On October 14, 2014, the Board of Supervisors approved a resolution supporting an application for $500,000 of matching transportation funding through the VDOT fiscal year 2015-2016 revenue sharing program. The Tanglewood Drive drainage improvements project was one of the projects proposed under this program. The Tanglewood Drive contained two portions — Meadowlark Lane and Hummingbird Lane. The Tanglewood Drive drainage improvement project was bid on April 8, 2014. Due to staff concern that total project costs would exceed available resources, bid documents requested the Hummingbird Lane portion of the project be proposed as an alternate. Contract bids for Hummingbird Lane portion project were received and total project costs exceeded total available resources primarily due to expenses related to the Hummingbird Lane portion of the project. The Hummingbird Lane alternate portion of the project was removed from the construction contract. The balance of the project was authorized to proceed and constructed. On March 25, 2015, the Hummingbird Lane drainage improvement project was rebid as a separate project. Staff sought and received additional VDOT revenue sharing grant funds Page 1 of 2 for the portion of the project within VDOT right of way. Bids were received and the contract was awarded for $312,825 (including contingency). The addition of VDOT funding made available all funds necessary to complete the project although an appropriation of the VDOT funds is required before the project may proceed. This action provides for the appropriation of VDOT funding to the project. The first reading of this ordinance was held on October 27, 2015. FISCAL IMPACT: The total cost of the project $312,825 of which $270,306.50 is currently appropriated storm water management funding. This action appropriates a VDOT Revenue Sharing grant award in the amount of $42,518.50 to fully fund the project. ALTERNATIVES: Adopt the ordinance accepting and appropriating $42,518.50 forthe VDOT share of the local administered Tanglewood Drive/Hummingbird Land drainage improvement project. 2. Do not adopt the ordinance. STAFF RECOMMENDATION: Staff recommends alternative 1, approval of this ordinance. Page 2 of 2 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON TUESDAY, NOVEMBER 10, 2015 ORDINANCE ACCEPTING AND APPROPRIATING $42,518.50 FROM THE VIRGINIA DEPARTMENT OF TRANSPORTATION (VDOT) FOR THE PURPOSE OF LOCALLY ADMINISTERING THE IMPROVEMENT OF THE DRAINAGE SYSTEM AT TANGLEWOOD DRIVE AND HUMMINGBIRD LANE, CAVE SPRING MAGISTERIAL DISTRICT WHEREAS, on March 8, 2014, the Tanglewood Drive/Hummingbird Lane drainage improvement project was initially bid, but due to insufficient funds the project was removed; and WHEREAS, on October 14, 2014, the Board of Supervisors approved a resolution supporting an application of $500,000 of matching transportation funding through the VDOT 2015-2016 revenue sharing program; and WHEREAS, the Tanglewood Drive/Hummingbird Lane project was one of the projects under this program; and WHEREAS, on March 25, 2015, the project was rebid and a contract was awarded in the amount of $297,929; and WHEREAS, a determination was made that this will be a locally administered project; and WHEREAS, $85,037 of the project is within the VDOT right-of-way and is eligible for a fifty/fifty (50/50) revenue sharing grant; and WHEREAS, $42,518.50 of the project budget will be funding from VDOT with a match of $42,518.50 provided from the VDOT revenue sharing account; and Page 1 of 2 WHEREAS, the remaining project budget will be funded from account 103107- 5850 in the amount of $128,000.00 and from account 103109-5850 in the amount of $99,788.00; and WHEREAS, Section 18.04 of the Roanoke County Charter provides that funds be appropriated by ordinance; and WHEREAS, first reading of this ordinance was held on October 27, 2015, and the second reading was held on November 10, 2015. BE IT ORDAINED by the Board of Supervisors of Roanoke County, Virginia, as follows.. 1. That the sum of $42,518.50 is hereby appropriated for the purpose of improving the drainage system at Tanglewood Drive and Hummingbird Lane -land 2. That the sum of $42,518.50 is allocated from account 102462-5850, $128,000 from account 103107-5850, and $99,788 from account 103109- 5850 for the purpose of improving the drainage system at Tanglewood Drive and Hummingbird Lane; and 3. That this ordinance shall take effect from and after the date of adoption. Page 2 of 2 ACTION NO. ITEM NO. H-3 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: Ordinance Amending Section 5-24 "Limitation on number kept per dwelling unit" of Chapter 5 "Animals and Fowl" of the Roanoke County Code to provide for an increase in the number of dogs permitted under a volunteer fostering program SUBMITTED BY: Daniel R. O'Donnell Assistant County Administrator APPROVED BY: Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: Currently under the County Code, residents of Roanoke County are permitted to keep three (3) dogs and six (6) cats in residences that do not qualify as kennels. Recently staff was approached by a volunteer with the Regional Center for Animal Care and Protection (RCACP) to inquire if the limit for dogs could be raised to four (4) in order to encourage a higher number of pet adoptions. Recently the RCACP has initiated an animal fostering program wherein people approved by the Executive Director can foster dogs in their homes for up to ninety (90) days The Executive Director of the RCACP supports the proposed Code revision as it will help expand the fostering program. If approved, the effect of this ordinance would allow a fourth (4t") dog to be placed in a home only if the resident is a participant in the fostering program sanctioned and managed by the RCACP. The benefits from an expanded fostering program are that the animals fostered tend to be better socialized and more likely to be permanently adopted and that placing dogs in foster homes frees up kennel space for additional dogs at the animal care facility. Page 1 of 2 The first reading of this ordinance was held on October 27, 2015. FISCAL IMPACT: There is no fiscal impact from this amendment. STAFF RECOMMENDATION: Staff recommends approval of this ordinance. Page 2 of 2 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER, TUESDAY, NOVEMBER 10, 2015 ORDINANCE AMENDING SECTION 5-24 "LIMITATION ON NUMBER KEPT PER DWELLING UNIT" OF CHAPTER 5 "ANIMALS AND FOWL" OF THE ROANOKE COUNTY CODE TO PROVIDE FOR AN INCREASE IN THE NUMBER OF DOGS PERMITTED UNDER A VOLUNTEER FOSTERING PROGRAM WHEREAS, Article 6 of Chapter 65 of Title 3.2 of the Code of Virginia grants authority to local governments to adopt ordinances to address comprehensive animal care; and WHEREAS, the Board of Supervisors of Roanoke County finds that the fostering program will encourage the adoption of dogs and will minimize if not eliminate the euthanization of dogs confined at the regional pound operated by the Regional center for Animal Care and Protection (RCACP); and WHERAS, RCACP has developed an animal fostering program with regulations designed to insure the protection of the dogs involved and the qualifications of the volunteers; and WHEREAS, the first reading of this ordinance was held on October 27, 2015, and the second reading was held on November 10, 2015. NOW THEREFORE, BE IT ORDAINED by the Board of Supervisors of Roanoke County, Virginia, as follows: 1. That Section 5-24 of the Roanoke County code is hereby amended to read as follows: Page 1 of 2 Sec. 5-24. - Limitation on number kept per dwelling unit. (a) The harboring or keeping of more than three (3) dogs over four (4) months of age per dwelling shall be unlawful, unless a multiple dog permit has been issued pursuant to this article. The harboring or keeping of more than six (6) cats over four (4) months of age, of which no more than two (2) may be fertile, per dwelling shall be unlawful. The requirements of this section shall not apply to any dwelling which is part of an active agricultural operation or usage as defined by the zoning ordinance for the county. (b) As of July 26, 2005, allow a sixty-day period to register four (4) dogs if the dogs are owned currently and upon the death of one (1) of the four (4) dogs, the homeowner would be allowed to maintain three (3) dogs from that point forward. (c) Any person participating in a dog foster adoption program sanctioned by the Regional Center for Animal Care and Protection may be permitted to keep no more than four (4) dogs over four (4) months of age per dwelling for a period of Ninety (90) days, unless an extension is granted by the foster adoption program, so long as the person is in compliance with all of the regulations in the foster adoption program. 2. That this ordinance shall be effective from and after its adoption. Page 2 of 2 ACTION NO. ITEM NO. 1-1 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: Ordinance amending Section 10-45 "Peddler and itinerant merchants" of Chapter 10 "Licenses" of the Roanoke County Code by reducing the license tax for this category of persons and businesses SUBMITTED BY: Nancy Horn Commissioner of the Revenue APPROVED BY: Thomas G. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: This ordinance amends Roanoke County's business license ordinance by reducing the annual license fee from $250 to $50 on peddlers and itinerant merchants of "family supplies of a perishable nature", including meals from food trucks within this definition. The remaining provisions of this section remain unchanged. The Commissioner of the Revenue and County administration have received inquiries about the application of the County's business license to new businesses, namely food trucks. Based upon the Commissioner's interpretation of both State law and County Code food trucks fall within the license taxation classification of peddlers and itinerant merchants. The Commissioner and County staff have reviewed the license ordinance of neighboring jurisdictions and have determined that a reduction in the County's license tax for these activities would be appropriate. In addition, a reduction in the County's license tax would promote consistency in treatment for these businesses in the Roanoke Valley. County staff has also determined that additional amendments to the County's zoning ordinance and other regulatory codes may be required to apply to food trucks. Staff is researching these alternatives and will recommend additional amendments to the Board in the near future. Page 1 of 2 The first reading of this ordinance was held on October 13, 2015. FISCAL IMPACT: Unknown as this time. The number of licenses issued to peddlers and itinerant merchants in Roanoke County is minimal. Only three (3) such licenses have been issued so far in 2015. It is anticipated that the increase in meal's tax revenue will offset any loss of revenue resulting from this proposed reduction in license fee. STAFF RECOMMENDATION: Approve the adoption of the proposed ordinance. Page 2 of 2 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON TUESDAY, NOVEMBER 10, 2015 ORDINANCE AMENDING SECTION 10-45 "PEDDLER AND ITINERANT MERCHANTS" OF CHAPTER 10 "LICENSES" OF THE ROANOKE COUNTY CODE BY REDUCING THE LICENSE TAX FOR THIS CATEGORY OF PERSONS AND BUSINESSES WHEREAS, the Board of Supervisors of Roanoke County finds that reducing the business license tax for a growing and new classification of businesses known as food trucks, which are currently classified as "peddlers and itinerant merchants", would promote economic development in Roanoke County; and WHEREAS, reducing the business license for this classification of businesses would encourage the entrepreneurial development of small businesses in Roanoke County; and WHEREAS, reducing this license tax from a maximum of $500 in any one (L1 year to a maximum of fifty dollars 1$501 in any one Ll year would be consistent with a neighboring jurisdiction. WHEREAS, the first reading of this ordinance was held on October 13, 20151 and the second reading and public hearing was held on November 10, 2015. NOW THEREFORE BE IT ORDAINED by the Board of Supervisors of Roanoke County, Virginia as follows: 1. That Section 10-45. — Peddler and itinerant merchants of Article III. — Special License Provisions of Chapter 10 — Licenses be amended to read and provide as follows: Sec. 10-45. - Peddler and itinerant merchants. Page 1 of 2 (a) Any person who shall carry from place to place any goods, wares, or merchandise and offer to sell or barter the same, or actually sell or barter the same, shall be deemed to be a peddler. Peddlers of family supplies of a perishable nature and peddlers of ice, wood, or coal shall pay for the privilege of engaging in such business a license tax of fifty dollars ($50.00) per year � "�A_t+e.P t#ereef, f9r rh "tee GGYGRty fiV8 i-lr_ll.Aro earGh yehinle Pet to exr-eed five "i iPdrPP1 crnaTc—rnT� Tv�—rtcrnurccr dellars ($500.00) . Peddlers of general merchandise shall pay for the privilege of engaging in such business a license tax of two hundred fifty dollars ($250.00) per month, or fraction thereof, per vehicle and not to exceed five hundred dollars ($500.00) in any one year. (b) An itinerant merchant is any person who engages in, does or transacts any temporary or transient business in the county and who, for the purpose of carrying on such business, occupies any location for a period of less than one year. Any itinerant merchant of family supplies of a perishable nature and of ice, wood, or coal shall pay for the privilege of engaging in such business a license tax of t.AVA "- r,rrrori fifty dollars ($250-00 50.00) per year meRth, er--Tereef,,and- RE)t tGexGGacfie-hzpdred . Itinerant merchants of general merchandise shall pay for the privilege of engaging in such business an annual license tax in the amount of five hundred dollars ($500.00). (c) For purposes of this section, "family supplies of a perishable nature" shall include meals from food trucks, meats, milk, butter, eggs, poultry, game, vegetables, fruits, flowers, plants, seafood, sandwiches, or other farm products. All other products— except ice, wood, or charcoal—shall be considered "general merchandise." Prior to the issuance of any business license to a peddler or itinerant merchant of family supplies of a perishable nature, the applicant shall provide proof of any required permit or license from the Health Department. (d) This section shall not apply to those who sell or offer for sale in person or by their employees ice, wood, charcoal, or family supplies of a perishable nature grown or produced by them and not purchased by them for sale. Anyone exempt under this paragraph must provide proof of such exemption upon request. 2. That this ordinance shall be in full force and effect from and after its adoption. Page 2 of 2 ACTION NO. ITEM NO. J-1 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: AGENDA ITEM: SUBMITTED BY: APPROVED BY: November 10, 2015 Appointments to Committees, Commissions and Boards Deborah C. Jacks Chief Deputy Clerk to the Board Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: 1. Capital Improvement Program (CIP) Review Committee (appointed by District): The following one-year term expired on August 31, 2012: a) Becky Walter, representing the Hollins Magisterial District; Ms. Walter has served three consecutive terms and therefore cannot be reappointed. The following one-year term expired on August 31, 2014: a) Jason B. Moretz, representing the Windsor Hills Magisterial District. The following one-year appointments expired on August 31, 2015: a) Paul St. Clair, representing the Vinton Magisterial District b) Christina Flippen, representing the Catawba Magisterial District; 2. Clean Valley Counsel (At Large) Adam Cohen has resigned his appointment to the Clean Valley Counsel. His three- year term expired June 30, 2015. Page 1 of 2 3. Economic Development Authority (EDA) (appointed by District) The following four-year terms will expire on September 26, 2015: a) Greg Apostolou, representing the Hollins Magisterial District is eligible for reappointment 4. Parks, Recreation and Tourism Advisory Commission (appointed by District) The following three-year terms expired on June 30, 2015: a) Max Beyer, representing the Hollins Magisterial District; Mr. Beyer is eligible for reappointment. Page 2 of 2 K AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON TUESDAY, NOVEMBER 10, 2015 RESOLUTION APPROVING AND CONCURRING IN CERTAIN ITEMS SET FORTH ON THE BOARD OF SUPERVISORS AGENDA FOR THIS DATE DESIGNATED AS ITEM K- CONSENT AGENDA BE IT RESOLVED by the Board of Supervisors of Roanoke County, Virginia, as follows: That the certain section of the agenda of the Board of Supervisors for November 10, 2015, designated as Item K - Consent Agenda be, and hereby is, approved and concurred in as to each item separately set forth in said section designated Items 1 through 5 inclusive, as follows: 1. Approval of minutes — September 22, 2015 2. Confirmation of reappointment of Jessica Webb to the Blue Ridge Behavioral Healthcare Board of Directors 3. Resolution expressing the appreciation of the Board of Supervisors of Roanoke County to Mark "Randy" Wimmer, Chief Inspector -Field Supervisor, upon his retirement after more than twenty-one (21) years of service 4. Resolution adopting the 2015 Roanoke County Emergency Operations Plan 5. Request to accept and allocate additional grant funds in the amount of $1,150 from the Jacqueline S. (Jackie) and Shelborn L. (S.L.) Spangler Fund of Foundation for Roanoke Valley to Roanoke County Fire and Rescue for the purchase of equipment for Bent Mountain station Page 1 of 1 ACTION NO. ITEM NO. K-2 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: Confirmation of reappointment of Jessica Webb to the Blue Ridge Behavioral Healthcare Board of Directors SUBMITTED BY: Deborah C. Jacks Chief Deputy Clerk to the Board APPROVED BY: Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: 1. Blue Ridge Behavioral Healthcare Board of Directors It was the consensus of the Board of Supervisors to recommend the reappointment of Jessica Webb, Roanoke County's CSA Coordinator for an additional three-year term based on the recommendation of the attached letter form Debbie Bonniwell, Executive Director. This term will expire December 31, 2018. Page 1 of 1 October 1, 2015 Blue Ridge Behavioral Healthcare Mr. Thomas C. Gates County Administrator Roanoke County 5204 Bernard Dr. Roanoke, VA 24018 Dear Mr. Gates: Donna Henderson Chair Linda Franke vice Chair Paula Prince Treasurer Linda Manns secretary Executive Director Debbie Bonniwell According to our records, Ms. Jessica Webb will complete her first term of appointment to the Blue Ridge Behavioral Healthcare Board of Directors as a representative of Roanoke County on December 31, 2015. We have appreciated her dedication to our mission, and would very much like to have her continue to represent Roanoke County. Ms. Webb has agreed to continue to serve on our board if Roanoke County Board of Supervisors chooses to reappoint her. Blue Ridge Behavioral Healthcare serves as the Community Services Board for the County of Roanoke, Cities of Roanoke and Salem, as well as for the Counties of Botetourt and Craig. Community Services Board members are eligible for three full three-year terms according to Title 37.2 - 502 of the Code of Virginia. We respectfully request that the Roanoke County Board of Supervisors reappointment Ms. Jessica Webb for a second three-year term to begin January 1, 2016 and run through December 31, 2018. If I can be of assistance in this process, or if you have any questions that I may be helpful with, please do not hesitate to contact me at 540-345-9841 at your convenience. Sincerely, Debbie Bonniwell, MBA, MSSW, LCSW Executive Director C: The Honorable P. Jason Peters, Chair, Roanoke County Board of Supervisors Ms. Jessica Webb Executive Offices 301 Elm Avenue SW Roanoke, Virginia 24016-4001 (540) 345-9841 Fax (540) 345-6891 The Community Services Board serving the Cities of Roanoke and Salem, and the Counties of Botetourt, Craig and Roanoke ACTION NO. ITEM NO. K-3 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: Resolution expressing the appreciation of the Board of Supervisors of Roanoke County to Mark "Randy" Wimmer, Chief Inspector -Field Supervisor, upon his retirement after more than twenty-one (21) years of service SUBMITTED BY: Deborah C. Jacks Chief Deputy Clerk to the Board APPROVED BY: Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: Mark "Randy" Wimmer, retired on November 1, 2015, after more than twenty-one (21) years of service with Community Development. Mr. Wimmer is unable to attend the meeting and his resolution and quilt will be mailed to his home. STAFF RECOMMENDATION: Staff recommends adoption of the attached resolution. Page 1 of 1 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON TUESDAY, NOVEMBER 10, 2015 RESOLUTION EXPRESSING THE APPRECIATION OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY TO MARK "RANDY" WIMMER, CHIEF INSPECTOR -FIELD SUPERVISOR, UPON HIS RETIREMENT AFTER MORE THAN TWENTY-ONE (21) YEARS OF SERVICE WHEREAS, Mark "Randy" Wimmer was employed by Roanoke County on August 8, 1994, and has served as a Building Inspector, Combination Code Compliance Inspector and Chief Inspector -Field Supervisor during his tenure with Community Development; and WHEREAS, Mr. Wimmer retired on November 1, 2015, after twenty-one (21) years and three (3) months of devoted, faithful and expert service to Roanoke County; and WHEREAS, Mr. Wimmer, throughout his employment with Roanoke County, has been instrumental in improving the quality of life and providing services to the citizens of Roanoke County; and WHEREAS, during Mr. Wimmer's time serving the citizens of Roanoke County, he served as Acting Building Commissioner, and Chief Inspector/Field Supervisor. Not only has Randy held these positions, he has also been a great educator in the construction field in Roanoke County. He has taught homeowners, contractors and co-workers helping everyone stay current with the changing building codes and techniques. In addition to his regular trade inspection experience in the construction industry, Randy was also recognized by the Virginia Soil and Water Conservation Board as an Erosion and Sediment Control Inspector and received training from the Virginia Department of Environmental Quality on Stormwater Management. WHEREAS, NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors of Roanoke County expresses its deepest appreciation and the appreciation of the citizens Page 1 of 2 of Roanoke County to MARK "RANDY" WIMMER for more than twenty-one (21) years of capable, loyal and dedicated service to Roanoke County; and FURTHER, the Board of Supervisors does express its best wishes for a happy and productive retirement. Page 2 of 2 ACTION NO. ITEM NO. K-4 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: Resolution adopting the 2015 Roanoke County Emergency Operations Plan SUBMITTED BY: Stephen G. Simon Chief of Fire and Rescue APPROVED BY: Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: The Virginia Department of Emergency Management oversees emergency preparedness efforts at the State level and requires local governments to have an Emergency Operations Plan (EOP). This plan is to be reviewed annually and re -adopted by the governing body every four (4) years. The Roanoke County EOP was last adopted in 2011. The EOP is a means to bring various county departments together in order to address a local emergency. Departments can be brought together depending upon the size and nature of the emergency with the last full activation occurring during the Derecho' wind storm in 2012. The EOP also addresses how a local emergency can be declared and approved by the Board of Supervisors. FISCAL IMPACT: A number of grants from the federal level require NIMS and EOP adoption. STAFF RECOMMENDATION: Adopt 2015 Roanoke County Emergency Operations Plan. Page 1 of 1 Roanoke County Emergency Operations Plan 2015 Basic Plan -I Basic Plan -2 Table of Contents Basic Plan Supporting Annexes 1. Command and Control 2. Damage Assessment 3. Integrated Flood Observation and Warning System 4. Animal Care and Sheltering 5. Statewide Mutual Aid III. Emergency Support Functions 1. Transportation 2. Communications 3. Public Works 4. Firefighting 5. Emergency Management 6. Mass Care 7. Resource Support 8. Health and Medical 9. Search and Rescue 10. Hazardous Materials 11. Agricultural and Natural Resources 12. Energy 13. Public Safety and Security 14. Long Term Recovery 15. External Affairs Basic Plan -3 Record of Changes Change Number Date of Change Page or Section Changed Summary of Change Name of Person Authorizing Change 1 2 3 4 5 6 7 8 9 10 Basic Plan -4 Introduction A crisis or emergency can happen at anytime and could impact one individual, a single building or the entire community. This document is the Roanoke County Emergency Operations Plan (EOP). Emergencies cause confusion and stress for all involved. In order to minimize these effects, initial activation and implementation of the emergency plan should always be handled in a calm, consistent manner. Efficient implementation of the plan will provide a clear direction, responsibility and continuity of control for key officials, department heads and administrators. The basic idea to any well constructed emergency plan is to minimize the possible threat to individuals and properties during an actual emergency. In order to minimize the threat of an emergency, at least an annual evaluation and review need to be done to the emergency plan. While no plan can be all inclusive for every citizen, this document is the guide for Roanoke County to address and respond. Purpose The purpose of this plan is to direct actions intended to preserve life and protect property from further destruction in the event of an emergency. The overall plan establishes an emergency organization to direct and control operations during the emergency situation by assigning responsibilities to specific entities. All essential entities are to utilize any and all available resources when mitigating against, preparing for, responding to, and recovering from a natural or man-made emergency. Plan Elements This plan consists of the basic plan, the appendices, and the emergency support function and incident annexes. The basic plan provides a general overview of Roanoke County's approach to emergency response and operations. It explains the policies, organization and tasks that would be involved in response to an emergency. The appendices give definition to the terms and acronyms used throughout the basic plan, and are the location for any supporting figures, maps, and forms. The emergency support function annexes focus on detailing the specific responsibilities, tasks and operational actions to complete a specific emergency operations function; while the incident annexes focus on any additional special planning or response needs beyond the basic response plan for particular event scenarios. Scope This plan and all its contents apply to the Roanoke County as a whole. Personnel or partners who have a role will have access to and be knowledgeable of the EOP and expected to utilize during an emergency. Basic Plan -5 I. Situation Roanoke County has an adopted Hazard Mitigation Plan as required by the Virginia Department of Emergency Management (VDEM). This plan addresses various potential natural disasters and the probability of occurrence. The Roanoke County hazard mitigation plan is part of a greater regional plan developed through cooperation by the Roanoke -Alleghany Regional Commission. This plan shows that historically, Roanoke County is most prone to flooding, flash flooding, wildfires and winter storms. Some of these incident types will have specific annexes attached to address that hazard. The major transportation routes in Roanoke County are Interstate 81 and state highway routes 11, 116, 220, 221, 311, 419, 460 and 581. Interstate 81 is one of the heaviest north/south transportation routes on the east coast and a slow down or blockage creates a multitude of problems within the area. The Roanoke Regional Airport serves this area and is located in the adjacent locality of Roanoke City. Roanoke County completely surrounds the Cities of Roanoke and Salem geographically and a disaster in one of the localities typically affects the other localities. The Town of Vinton: while part of Roanoke County, is covered in this EOP but the Town is required to maintain their own EOP and usually will operate under their own plan. In situations where shared services are used (Building Inspectors, Real Estate Valuation ...) the County and Town will coordinate the use of these county employees. Roanoke County is located in the southernmost end of the Shenandoah Valley, between the Allegheny and Blue Ridge Mountains and is approximately 180 miles from Richmond, the state capital. The county covers approximately 250 square miles and completely surrounds the Cities of Roanoke and Salem. Dividing the county is a northeast -to -southwest valley. Elevation ranges from 900 feet above sea level on the valley floor to about 3,900 feet on Poor Mountain in the southwestern part of the county exist. This elevation variance often causes different hazard issues particularly in winter storms where temperatures may differ approximately 8 — 10 degrees. The Roanoke Valley is surrounded by mountain ranges which are all in or partially within Roanoke County. This geography contributes a great deal to the disaster potential identified in the hazard mitigation plan, particularly flash flooding and wildfires. These ranges include Catawba Mountain is to the north. It has a peak, called McAfee's Knob, at an elevation of 3,197 feet above sea level. Tinker and Read Mountains are to the Northeast. The Blue Ridge is to the east with Stewarts Knob at an elevation of 2,400 feet. Also; the Blue Ridge is to the south and includes Masons Knob near the Franklin County border at an elevation of 3,217 feet. The highest elevation in the county is Poor Mountain to the southwest where it extends from 2,700 feet at Twelve O'clock Knob to 3,900 feet at its peak near Montgomery County and includes the Bent Mountain area at 3,200 feet. Fort Lewis Mountain generally runs parallel to Interstate 81 from the Salem area to Montgomery County and is 3,280 feet at its peak. The Roanoke River originates in the Blue Ridge Mountains, flowing east through the middle of Roanoke County, draining into Smith Mountain Lake in Bedford County and Basic Plan -6 continuing into North Carolina, ultimately reaching the Albemarle Sound. The Roanoke River is a potential source of flooding and the drainage area from Montgomery County to the west is monitored during heavy rain events. The Roanoke River Valley drainage system serves the cities of Roanoke and Salem and most of Roanoke County, with a small area in the northern part of the county drained instead by Catawba Creek, which is part of the James River drainage system that drains into the Chesapeake Bay. The population of Roanoke County is approximately 92,376 people after the 2010 census. Demographics include: 2.35 is the average number per household 15.9 % of population greater than 65 years of age 23.3 %of population less than 18 years of age Basic Plan -7 II. Assumptions The development of the Roanoke County Emergency Operations Plan is based on several assumptions that include but are not limited to; • Citizens of the county should be prepared to be independent for 3 days after the onset of a disaster, while it is understood that everyone may not be fully prepared this is urged through various public education events. • Roanoke County is home to several nursing home/adult care facilities including two of the larger facilities within the Commonwealth. These facilities have developed and maintain internal EOP's with MOU's to provide for their continued operation during the initial stages of an emergency. • An emergency or disaster affecting Roanoke County will typically also affect the adjacent localities and particularly the Cities of Salem and Roanoke as the county completely surrounds these two localities. Roanoke County will maintain communications with these cities during a disaster in order to provide the best services possible to the citizens of Roanoke County and the Roanoke Valley. III. Organization and Assignment of Responsibilities The Commonwealth of Virginia Emergency Services and Disaster Law of 2000, as amended, provides that emergency services organizations and operations are structured around existing constitutional government. A successful local emergency management program involves local government officials, local government agencies, private sector and non-profit organizations. Their roles are summarized in the following discussions. Board of Supervisors/F-Iected Officials Protect the lives and property of citizens Establish the local emergency management program Adopt and promulgate the Emergency Operations Plan (EOP) Director of Emergency Management (County Administrator) • Order evacuations as needed for an endangered area • Exercise direction and coordination during disaster operations • Hold overall responsibility for maintaining and updating the EOP Coordinator of Emergency Management • Ensure the local EOC is in a constant state of readiness • Develop and maintain the EOP Basic Plan -8 • Assume certain duties in the absence of the director of emergency management • Ensure that the EOP is reviewed, revised and adopted every four years Individual Department Heads • Develop and maintain detailed emergency plans and standard operating procedures (SOPs) for their assigned ESF and/or department to include emergency contact information • Identify sources of emergency supplies, equipment and transportation • Negotiate and maintain mutual aid agreements for their area of responsibility • Maintain records of disaster related expenditures including appropriate documentation • Protect and preserve vital records essential for the continuity of government and delivery of essential functions • Establish and maintain list of succession of key personnel Emergency Support Functions (ESFs) An ESF is a grouping of government and certain private -sector capabilities into an organizational structure to provide support, resources, program implementation, and emergency services that are most likely to be needed during emergencies. Operating agencies and local departments participate in the Emergency Support Functions (ESF) structure as coordinators, primary response agencies, and/or support agencies and/or as required to support incident management activities. The ESFs: • Develop and maintain detailed plans and Standard Operating Procedures (SOPs) to support their functional requirements • Identify sources of emergency supplies, equipment and transportation • Maintain accurate records of disaster -related expenditure and documentation • Continue to be responsible for protection and preservation of records essential for continuity of government • Establish a line of successions for key emergency personnel. Roanoke County will operate under fifteen (15) different ESF groupings as does the federal government. Virginia EOC is divided into seventeen (17) sections, VEOC ESF #16 is Military Support with this information coordinated under County ESF 13, Public Safety and Security. VEOC ESF #17 is Volunteer and Donation Management which is addressed in County ESF 7, Resources. While various Roanoke County individual departments are assigned as the primary contact for an ESF, they may not be the primary department to actually provide that service in its entirety. They may act as a liaison with other agencies, departments or the private sector to ensure delivery of that function. One example of this is electrical service delivery. While Roanoke County does not provide this service, the county will work with private providers to assist in service restoration where possible. County ESFs and Primary Department(s) 1. ESF 1 Transportation — Community Development 2. ESF 2 Communications — Communications and I.T. 3. ESF 3 Public Works — Community Development and General Services Basic Plan -9 4. ESF 4 Firefighting — Fire and Rescue 5. ESF 5 Emergency Management — Administration and Fire and Rescue 6. ESF 6 Mass Care — Social Services and Red Cross 7. ESF 7 Resources — Finance/Purchasing 8. ESF 8 Health and Medical — Fire and Rescue 9. ESF 9 Search and Rescue — Fire and Rescue, Police 10. ESF 10 Hazardous Materials — Fire and Rescue 11. ESF 11 Agriculture and Natural Resources - Police 12. ESF 12 Energy- General Services 13. ESF 13 Public Safety - Police 14. ESF 14 Long Term Recovery - Real Estate 15. ESF 15 External Affairs- Public Information and Comm IT Citizen Involvement Roanoke County provides on-going communications to various community groups and particularly the neighborhood civic leagues. The neighborhood groups meet as needed for their area and typically on a quarterly basis the presidents will meet with County Administration. The County also participates on the regional Citizen Corps Council (CCC) which implements volunteer organizations such as: • Citizens Emergency Response Teams (CERT) • Medical Reserve Corps (MRC) • Neighborhood Watch • Volunteers in Police Service • Fire Corps Roanoke County is primarily involved with CERT and has assisted in the training of over 1000 Roanoke Valley residents through a regional approach. CERT groups are trained to act as a first provider during initial stages of a disaster prior to arrival of first responders. Activation of these CERT groups is handled by the Roanoke Valley Chapter of the American Red Cross. ARC will typically contact the team leader for a particular team who then coordinates activities for that group. Private Sector The private sector contributes significantly to the continued operation of Roanoke County and its citizens. While individual companies will not be listed in this basic plan, many contribute to the safety and well being of our citizens. Some examples include but are not limited to communications systems (telephone and internet), electrical power, fuel (gasoline, natural gas and propane) and providing for the variety of other goods such as food and water. Roanoke County will maintain communications with the various private sector businesses through the specific ESF. Basic Plan -10 IV. Concept of Operations General The Roanoke County Emergency Communications Center (ECC) will typically be the first contact for our citizens at the onset of a disaster. The ECC serves as the "message delivery point" during day to day operations as they process emergency calls. They are faced with having to obtain the best information from an excited caller as quickly as possible and then sending the most appropriate response with the assistance of a Computer Aided Dispatch System. The Fire and Rescue Department Battalion Chief on duty is the first contact for Emergency Management. They then determine the need to contact the Fire and Rescue staff on call person for expansion of the EM role. This could mean notification of a particular person, department or opening of the EOC. The initial contacts from the ECC can be made through the 800 mhz radio system, the Roanoke County maintained paging system, cell phones or hard line phones to the fire station. Once an event escalates the contacts for expansion of the EM system will generally be via telephone from the on-call person in order to relieve the ECC as much as possible due to the probability they will be bombarded by calls. In the event an incident exceeds local emergency response capabilities, outside assistance is available, either through mutual aid agreements with neighboring jurisdictions or, through the Virginia Emergency Operations Center (VEOC) and Statewide Mutual Aid (SMA). Organization When the local emergency operations center (EOC) is activated, there must be coordination between the EOC and of the field operations underway to ensure services are delivered in a consistent manner and proper resources are utilized. Roanoke County adopted NIMS in 2005 from Board of Supervisor action. This formal adoption was at the September 13, 2005 regularly scheduled meeting resolution #091305-2. While NIMS covers several areas, a primary section is Incident Command Systems. ICS still covers many areas with the overall emphasis being the proper management and utilization of resources. Basic Plan -11 The Command and General Staff overall ICS chart as identified from NIMS is as follows; 0 PIO Command is the only position that must be filled on every incident, any position not filled by Command means that Command retains the responsibility for that function. As an event size and complexity escalates, so do the positions required to properly manage that event as the span of control for a supervisor should remain between 3 and 7. This organization can be used for any event whether planned or emergency and also can be expanded as necessary to maintain span of control. Further description of the various sections, titles and assignments will be found in the Direction and Control Annex. The organizational chart for the EOC is as follows with the Director of Emergency Management assuming the "Command" role. Basic Plan -12 Basic Plan-13 Public Works ESF-3 Basic Plan -14 External Affairs ESF-15 Sequence of Actior° While it is understood that situations requiring the use of this EOP are varied, most situations are a result of first responder departments (Fire/Rescue and Police) initially being notified from the ECC as a result of public requests for service. This initial response may then escalate to additional notifications that require the EOP and/or EOC. The EOP may also be used in the case of a planned event or potential of a pending disaster such as a winter storm. Non-Emergency/Normal Operations The Public Information Officer and the various county departments provide information to the public in an on-going basis. This may be through a variety of channels and include general or emergency information. 1. Public information and educational materials will be provided to the public via newsletters, brochures, publications, county web -sites and other social media. 2. Develop, review and exercise emergency operations plans and standard operating procedures. 3. Assure the viability and accuracy of emergency contact lists, resource lists and emergency contracts. 4. Update, review, and maintain the Emergency Operations Plan (EOP). Basic Plan -15 5. Ensure that the EOP includes a provision that the Virginia Department of Criminal Justice Services and the Virginia Criminal Injury Compensation Fund shall be contacted in the event of an emergency (as defined in the EOP) when there are victims as defined in Code of Virginia §19.2-11.01 The current contact for each organization must be maintained by the locality. This is handled through ESF-13, the Police Department will coordinate with the Sheriff's Office and Western Virginia Regional Jail. Pre -Incident Actions The coordinator monitors various outlets for potential threats that may affect Roanoke County. These include but are not limited to DHS, VDEM, and NWS. Threats or potential issues for Roanoke County are attempted to be routed to the appropriate departments. The most common are weather announcements or alerts; particularly during the winter months and these are forwarded electronically to the E -Team which encompasses all departments. Response Actions The response phase of an emergency typically is the onset of an emergency until the event transitions to recovery though some recovery functions may begin while the response is still underway. Some examples of response activities during a disaster are similar to those addressed by day to day 911 calls such as; Police response to control law and order Response to a fire related emergency Response to a request for emergency medical care Disaster response may also include other types of response activities as shown below. In addition, a heightened system of announcements, warnings and information will be provided to the public. • Evacuations of endangered areas • Sheltering of evacuated citizens • Accumulation of damage assessment information • Debris assessment requiring removal • Enhanced citizen communications Some actions that may be necessary at this point in the incident are: • Suspension of daily functions of the government that do not contribute directly to the emergency operation • Efforts and resources may be redirected to accomplish an emergency task • Implement evacuation orders as needed • Open and staff emergency shelters as needed • Assist in assessment and restoration of critical infrastructure Basic Plan -16 Recovery Actions The recovery phase of an event is the return of the citizens and community to as close to pre -event condition as possible. This may be an extended period of time depending on the magnitude of the emergency. Some recovery activities may have been started in the latter stages of the response phase but will be continued as needed until completion. Some examples of recovery activities include: • Complete and submit damage assessment information • Staffing of Joint Information Center (JIC) with various entities involved for all communications • Ensure critical infrastructure is repaired and operational • Establish volunteer reception center and donations management center • Coordinate with state and federal partners on opening of a Joint Field Office (J FO) • Ensure proper clean up and rebuilding processes are in place to include permits Mitigation Actions The mitigation stage of the event is the review of damage(s) and reducing or eliminating these damages from occurring in the future. This should include a review and updating of the Hazard Mitigation Plan. The mitigation phase should also include the possibility of hazard mitigation grants (HMPG) for the reduction of hazards. Declaration of a Local Emergency The Roanoke County Board of Supervisors shall declare by resolution an emergency to exist whenever the threat or actual occurrence of a disaster is or threatens to be of sufficient severity and magnitude to require significant expenditure and a coordinated response in order to prevent or alleviate damage, loss, hardship or suffering. A local emergency may be declared by the Director of Emergency Management with the consent of the local governing board. If the governing body cannot convene due to the disaster or other exigent circumstances, the director or in his absence, the deputy director shall declare the existence of an emergency, subject to the confirmation by the governing board within 14 days of the declaration. Activation of the Emergency Operations Center (EOC) The Emergency Manager or coordinator may activate the EOC if the following conditions exist: • There is an imminent threat to public safety or health on a large scale • An extensive multiagency/jurisdiction response and coordination will be required to resolve or recover from the emergency or disaster event • The disaster affects multiple jurisdictions within a region that rely on the same resources to resolve major emergency events; and/or • The local emergency ordinances are implemented to control the major emergency or disaster event Basic Plan -17 Availability of staff and operational needs may allow or require positions to be combined, or positions to not be filled (responsibilities held by the next higher position). Communication, Alert and Warning will be provided to the public through the Public Information Officer and Director various methods to include; Emergency Alert System (EAS), social media, county website, local media or other systems that are available. Basic Plan -18 V. Administration, Finance and Logistics All assets (human resources, facility and equipment resources) of the county will become the purview of the Director of Emergency Management/County Administrator of Roanoke County to direct in any way and to respond to an emergency. These assets will typically be under the control of the various department heads as assigned and may be re -assigned as needed during an emergency. All Roanoke County employees or volunteers will be assigned to positions as close to their daily assignments as possible. Where position assignments may vary, all efforts will be made to ensure safety of these personnel and appropriate training as needed will be delivered. Personnel may also be required to work different shifts as those typically assigned in an office setting in order for continued service delivery for the emergency. The Director may also assign this authority to the Coordinator of Emergency Management while the county is operating under a declared emergency. The Director of Finance is responsible for the procedures, forms and tracking of expenditures in a potential emergency. This includes all equipment purchases and also payroll expenses. It is recognized that additional expenditures may be required and additional staff may be required to assist with purchasing and recording of this information. The Department of Purchasing which is part of Finance is responsible for the acquisition of materials and equipment as necessary to respond and address the event. This is further outlined as part of ESF-7. Basic Plan -19 A Plan Development and Maintenance Commonwealth of Virginia Emergency Services and Disaster Law of 2000, as amended, requires jurisdictions to develop, adopt, and keep current a written crisis emergency management plan. Every four years, Roanoke County shall conduct a comprehensive review and revision of its crisis and emergency management plan to ensure the plan remains current, and the revised plan shall be adopted formally by the Roanoke County Board of Supervisors. This will be done by resolution with a copy provided to the Virginia Department of Emergency Management. The Coordinator of Emergency Management will update the Emergency Operations Plan as needed or at least on an annual basis. The Coordinator will coordinate with each emergency resource organization and assure the development and maintenance of an appropriate emergency response capability. It is the responsibility of the Coordinator or Emergency Management to assure that the plan is tested and exercised on a regular basis. This may done through various means and follow the Homeland Security Exercise Evaluation Program (HSEEP) as closely as possible. Some examples of exercises are table top drills, functional and full scale exercises. Activations of the EOP and EOC with appropriate follow up and updates may take the place of a drill. Basic Plan -20 VII. Exercise and Training Trained and knowledgeable personnel are essential for the prompt and proper execution of the Roanoke County Emergency Operations Plan and sub -plans. The Director of Emergency Management will ensure that all response personnel have a thorough understanding of their assigned responsibilities in a disaster or emergency situation, as well as how their role and responsibilities interface with the other response components of the Emergency Operations Plan. All personnel will be provided with the necessary training to execute those responsibilities in an effective and responsible manner. The Emergency Management Coordinator is responsible for the development, administration and maintenance of a comprehensive training and exercise program customized to the needs of Roanoke County. This program will be comprised of a general, core, functionally specific, as well as on-going refresher training programs designed to attain and sustain an acceptable level of emergency preparedness. Training will be based on federal and state guidance. Instructors will be selected from the Roanoke County officials and staff, state and federal governments, private industry, the military, and volunteer groups trained in emergency services and response. All training and exercises conducted in will be documented, typically through the annual reports submitted to the VDEM Regional Coordinator. Basic Plan -21 Appendix 1 — Glossary of Key Terms Amateur Radio Emergency Services A public service organization of licensed amateur radio operators who have voluntarily registered their qualifications and equipment to provide emergency communications for public service events as needed American Red Cross A humanitarian organization led by volunteers, that provides relief to victims of disasters and helps prevent, prepare for, and respond to emergencies. It does this through services that are consistent with its Congressional Charter and the Principles of the International Red Cross Movement. Command Section One of the five functional areas of the Incident Command System. The function of command is to direct, control, or order resources, including people and equipment, to the best possible advantage. Command Pos That location at which primary Command functions are executed; usually collocated with the Incident Base, also referred to as the Incident Command Post. Comprehensive Resource Management Maximizes the use of available resources, consolidates like resources and reduces the communications load on the Incident Command Operation. Coordination The process of systemically analyzing a situation, developing relevant information, and informing appropriate personnel of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. Emergency Any occurrence, or threat, whether natural or man-made, which results or may result in substantial injury or harm to the population or substantial damage to or loss of property or natural resources and may involve governmental action beyond that authorized or contemplated by existing law because governmental inaction for the period required to amend the law to meet the exigency would work immediate and irrevocable harm upon the citizens or the environment of the Commonwealth or clearly defined portion or portions thereof. Decontamination The process of making people, objects, or areas safe by absorbing, destroying, neutralizing, making harmless, or removing the Hazardous Materials/HAZMAT Emergency/Disaster/Incident An event that demands a crisis response beyond the scope of any single line agency or service and that presents a threat to a community or larger area. An emergency is usually an event that can be controlled within the scope of local capabilities; a major emergency or disaster usually requires resources beyond what is available locally. Basic Plan -22 Emergency Alert System A network of broadcast stations interconnecting facilities authorized by the Federal Communications Commission (FCC) to operate in a controlled manner to warn and inform the public of needed protective actions in the event of a disaster or emergency situation. Emergency Operations Center A facility from which government directs and controls its emergency operations; where information about the status of the emergency situation is officially collected, assimilated, and reported on; where coordination among response agencies takes place; and from which outside assistance is officially requested. Emergency Operations Plan A document which provides for a preplanned and coordinated response in the event of an emergency or disaster situation. Emergency Managemen The preparation for and the carrying out of functions (other than functions for which military forces are primarily responsible) to prevent, minimize, and repair injury and damage resulting from natural or manmade disasters. These functions include fire- fighting, police, medical and health, rescue, warning, engineering, communications, evacuation, resource management, plant protection, restoration of public utility services, and other functions related to preserving the public health, safety, and welfare. Emergency Support Function A functional area of response activity established to facilitate the delivery of Federal assistance required during the immediate response phase of a disaster to save lives, protect property and public health and maintain public safety. Exercise An activity designed to promote emergency preparedness; test or evaluate emergency operations plans, procedures, or facilities; train personnel in emergency response duties, and demonstrate operational capability. There are three specific types of exercises: tabletop, functional, and full scale. Evacuation Assisting people to move from the path or threat of a disaster to an area of relative safety. Federal Disaster Assistance Aid to disaster victims and/or state and local governments by federal agencies under provisions of the Robert T. Stafford Relief and Emergency Assistance Act of (PL 93- 288). eographic Information System A computer system capable of assembling, storing, manipulating, and displaying geographically referenced information, i.e.-data identified according to their locations. Hazardous Materials Substances or materials which may pose unreasonable risks to health, safety, property, or the environment when used, transported, stored or disposed of, which may include materials which are solid, liquid, or gas. Hazardous materials may include toxic Basic Plan -23 substances, flammable and ignitable materials, explosives, or corrosive materials, and radioactive materials. Hazardous Materials Emergency Response Plan The plan was developed in response to the requirements of Section 303 (a) of the Emergency Planning and Community Right -to -Know Act (Title III) of Superfund Amendments and Reauthorization Act of 1986. It is intended to be a tool for our community's use in recognizing the risks of a hazardous materials release, in evaluating our preparedness for such an event, and in planning our response and recovery actions. This plan is separate from the county's Emergency Operations Plan. Incident Command System A model for disaster response that uses common terminology, modular organization, integrated communications, unified command structure, action planning, manageable span or control, pre -designed facilities, and comprehensive resource management. In ICS there are five functional elements: Command, Operations, Logistics, Planning and Finance/Administration. Incident Commander The individual responsible for the management of all incident operations. Initial Damage Assessment Report A report that provides information regarding overall damage to public and private property, thereby providing a basis for emergency declaration and/or disaster assistance. This is due to the VDEM within 72 hours of the event. Integrated Communications Plan This plan coordinates the use of available communications means and establishes frequency assignments for certain functions. Local Emergency The condition declared by the local governing body when, in its judgment, the threat or actual occurrence of a disaster is or threatens to be of sufficient severity and magnitude to warrant coordinated local government action to prevent, or alleviate loss of life, property damage, or hardship. Only the Governor, upon petition of a local governing body, may declare a local emergency arising wholly or substantially out of a resource shortage when he deems the situation to be of sufficient magnitude to warrant coordinated local government action to prevent or alleviate the hardship or suffering threatened or caused thereby. Local Emergency Planning Committee Appointed representatives of local government, private industry, business, environmental groups, and emergency response organizations responsible for ensuring that the hazardous materials planning requirements of the Superfund Amendments and Reauthorization Act of 1986 (SARA Title III) are complied with. Mitigation Activities that actually eliminate or reduce the chance occurrence or the effects of a disaster. Examples of mitigation measures include, but are not limited to, the development of zoning laws and land use ordinances, State building code provisions, regulations and licensing for handling and storage of hazardous materials, and the inspection and enforcement of such ordinances, codes and regulations. Basic Plan -24 Mobile Crisis Unit A field response tram staffed and operated by mental health professionals specially trained in crisis intervention. The Mobile Crisis Unit is available to provide on -scene crisis intervention to incident victims and to follow up work with victims and formal Critical Incident Stress Debriefings for service providers after the incident has been brought under control. Mutual Aid Agreement A written agreement between agencies and/or jurisdictions in which they agree to assist one another, upon request, by furnishing personnel and/or equipment in an emergency situation. National Response Framework Is a guide to how the Nation conducts all -hazard response. It is built upon scalable, flexible and adaptable coordinating structures to align key roles and responsibilities across the nation. National Weather Service The federal agency which provides localized weather information to the population, and during a weather-related emergency, to state and local emergency management officials. Preparedness The development of plans to ensure the most effective, efficient response to a disaster or emergency. Preparedness activities are designed to help save lives and minimize damage by preparing people to respond appropriately when an emergency is imminent. Preparedness also includes establishing training, exercises and resources necessary to achieve readiness for all hazards, including Weapons of Mass destruction incidents. Presidential Declaration A presidential declaration frees up various sources of assistance from the Federal government based on the nature of the request from the governor. Primary Department While several County departments will be performing varied and critical tasks during a disaster, in most cases only one will be considered the `primary.' The primary department shall be responsible for detailed planning, testing, and evaluation of their respective emergency support function. The Department Director of the primary department shall serve as the principle advisor to the County Administrator during the response and recovery phase. In addition, the Department Director or the primary agency must assure that essential operations of his/her agency will continue, unless otherwise directed by the County Executive or his/her designee. Regional Information Coordination Center The center facilitates communications and coordination among local, state, and federal government authorities to ensure an effective and timely response to regional emergencies and incidents, including coordination of decision-making regarding events such as closings, early release of employees, evacuation, transportation decisions, health response, etc. Basic Plan -25 Situation Report A form which, when completed at the end of each day of local Emergency Operations Center operations, will provide the County with an official daily summary of the status of an emergency and of the local emergency response. A copy should be submitted to the State EOC via fax or submitted through the Virginia Department of Emergency Management website. Span of Control As defined in the Incident Command System, Span of Control is the number of subordinates one supervisor can manage effectively. Guidelines for the desirable span of control recommend three to seven persons. The optimal number of subordinates is five for one supervisor. State of Emergency The condition declared by the Governor when, in his judgment, a threatened or actual disaster in any part of the State is of sufficient severity and magnitude to warrant disaster assistance by the State to supplement local efforts to prevent or alleviate loss of life and property damage. Superfund Amendments and Reauthorization Act of 1986 Established Federal regulations for the handling of hazardous materials. Unified Command Shared responsibility for overall incident management as a result of a multi -jurisdictional or multi -agency incident. In the event of conflicting priorities or goals, or where resources are scarce, there must be a clear line of authority for decision-making. Agencies contribute to unified command by determining overall goals and objectives, jointly planning for tactical activities, conducting integrated tactical operations and maximizing the use of all assigned resources. Weapons of Mass Destruction Any explosive, incendiary, or poison gas, bomb, grenade, rocket having a propellant charge of more than 4 ounces, or a missile having an explosive incendiary charge of more than 0.25 ounce, or mine or device similar to the above; poison gas; weapon involving a disease organism; or weapon that is designed to release radiation or radioactivity at a level dangerous to human life. (Source: 18 USC 2332a as referenced in 18 USC 921). Basic Plan -26 Appendix 2 — List of Acronyms APHIS Animal and Plant Health Inspection Service CERT Community Emergency Response Team CFO Chief Financial Officer CR Community Relations DSCO Deputy State Coordinating Officer DHS Department of Homeland Security DRC Disaster Recovery Center DMME Department of Mines, Minerals, and Energy DRM Disaster Recovery Manager EAS Emergency Alert System EOC Emergency Operations Center ESF Emergency Support Function EPA Environmental Protection Agency ERT -A Emergency Response Team — Advance Element FBI Federal Bureau of Investigation FCO Federal Coordinating Officer FEMA Federal Emergency Management Agency ICS Incident Command System JIC Joint Information Center JFO Joint Field Office MACC Multi -agency Command Center MOA Memorandum of Agreement MOU Memorandum of Understanding NAWAS National Warning System NCR National Capital Region NGO Nongovernmental Organization NIMS National Incident Management System NOAA National Oceanic and Atmospheric Administration NRC Nuclear Regulatory Commission NRP National Response Plan Basic Plan -27 NWS National Weather Service PDA Preliminary Damage Assessment PIO Public Information Officer POC Point of Contact RACES Radio Amateur Civil Emergency Services SAR Search and Rescue SCC State Corporation Commission SOP Standard Operating Procedures USACE U.S. Army Corps of Engineers USCG U.S. Coast Guard USDA U.S. Department of Agriculture VOAD Voluntary Organizations Active in Disaster WAWAS Washington Area Warning System WMD Weapons of Mass Destruction Basic Plan -28 Appendix 3 — Authorities and References Federal 1. The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-288, as amended 2. The Homeland Security Act 3. National Response Framework 4. Local and Tribal NIMS Integration: Integrating the National Incident Management System into Local and Tribal Emergency Operations Plans and Standard Operating Procedures, V. 1, Department of Homeland Security 5. NIMS Resource Typing http://www.fema.gov/emergency/nims/ResourceMngmnt.shtm#item4 State 1. Commonwealth of Virginia Emergency Services and Disaster Law of 2000, as amended. 2. The Commonwealth of Virginia Emergency Operations Plan, December 2007 Local 1. Regional Hazard Mitigation Plan, Roanoke County section 2. Roanoke County Comprehensive Plan Basic Plan -29 Appendix 4 — Matrix of Responsibilities ® Primary or Lead Department Assisting or Support Department Basic Plan -30 v rn Y O > > C O 10 a U U Z U i Y ik N N 7 ik E M ik !� 0I LL d it it N i 7k o pp QJ' it .�. O O_ ik rs ik N ik rn N 7k !� 7 N ik N * E LL LL E LL LL d LL d LL N LL N LL jp LL R LL N LL '6 LL ry LL 9 LL C 0 LL y Department W H W U W d W iz W W W W� W 2 W to W 2 W Q W W W LL W W W Administration and County Attorney Budget Comm IT Community Development Economic Development Finance Fire and Rescue General Services Human Resources Libraries Parks and Recreation Public Information Police Real Estate Valuation RVTV Schools Sheriff Social Services Treasurer Health Department Red Cross ® Primary or Lead Department Assisting or Support Department Basic Plan -30 Appendix 5 — Succession of Authority Continuity of Government is critical to the successful execution of emergency operations. Therefore, the following lines of succession are specified in anticipation of any contingency, which might result in the unavailability of the ranking member of the administrative hierarchy. The decision-making authority for each organization or service function is listed below by position in decreasing order. nization/Service Function Roanoke County Board of Supervisors Emergency Management Director Deputy Director Authority in Line of Succession 1. Chair Person 2. Vice -Chair 3. Senior Member 1. County Administrator 2. Assistant County Administrator 3. Assistant County Administrator 1. Chief of Fire and Rescue 2. Chief of Police 3. Communications IT Director Coordinator of Emergency Management 1. Coordinator, Fire/Rescue Division Chief Basic Plan -31 Appendix 6 — Emergency Operations Plan Distribution List The Roanoke County Emergency Operations Plan will be maintained by the Coordinator of Emergency Management. Copies (electronic or hard copy) will be made available to all County Department Heads and hard copies also maintained for use in the Emergency Operations Center. Basic Plan -32 Appendix 7 – Essential Records f,-...4 o..—A- The preservation of essential records for the locality is the responsibility of the Clerk of the Circuit Court. All essential records are to be stored in the records vault located in the Office of the Clerk of the Circuit Court. These records include the following: Real Estate Records+ Criminal Records Wills Civil Records Chancery Records Marriage Licenses The evacuation of records in the event of an emergency will be accomplished only by approval of the Clerk of the Circuit Court. The loading and transportation of these records is the responsibility of the Sheriff's Department. * A microfilm copy of all real estate records for the locality is stored in the Archives, State Library, Richmond, Virginia. Agencies/Organizations Each agency/ organization within the structure of local government should establish its own records protection program. Those records deemed essential for continuing government functions should be identified and procedures should be established for their protection, such as duplicate copies in a separate location and/or the use of safe and secure storage Basic Plan -33 facilities. Provisions should be made for the continued operations of automated data processing systems and records. Basic Plan -34 Appendix 8 — NIMS Adoption Resolution AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA, HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER ON TUESDAY, SEPTEMBER 13, 2005 RESOLUTION 091305-2 ADOPTING THE NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) AS THE COUNTY STANDARD FOR INCIDENT MANAGEMENT WHEREAS, the President of Homeland Security Directive (HSPD) -5, directed the Secretary of the Department of Homeland Security to develop and administer a National Incident Management System (NIMS), which would provide a consistent nationwide approach for Federal, State, and local governments to work together more effectively and efficiently to prevent, prepare for, respond to and recover from domestic incidents, regardless of cause, size or complexity; and WHEREAS, the collective input and guidance from all Federal, State, and local homeland security partners have been, and will continue to be vital to the development, effective implementation and utilization of a comprehensive NIMS; and WHEREAS, it is necessary and desirable that all Federal, State, and local emergency agencies and personnel coordinate their efforts to effectively and efficiently provide the highest levels of incident management; and WHEREAS, to facilitate the most efficient and effective incident management it is critical that Federal, State, and local organizations utilize standardized terminology, standardized organization structures, interoperable communications, consolidated action plans, unfed command structures, uniform personnel qualification standards, uniform standards for planning, training, and exercising, comprehensive resource management, and designated incident facilities during emergencies or disasters; and Basic Plan -35 WHEREAS, the NIMS standardized procedures for managing personnel, communications, facilities and resources will improve the County's ability to utilize federal funding to enhance local agency readiness, maintain first responder safety, and streamline incident management processes; and WHEREAS, the Incident Command System components of NIMS are already an integral part of various County incident management activities, including current emergency management training programs; and WHEREAS, the National Commission on Terrorist Attacks (9-11 Commission) recommended adoption of a standardized Incident Command System. NOW, THEREFORE, BE IT RESOLVED by the Board of Supervisors of Roanoke County, Virginia, that the National Incident Management System (NIMS) is established as the County standard for incident management. On motion of Supervisor Church to adopt the resolution, and carried by the following recorded vote: AYES: Supervisors McNamara, Church, Wray, Flora, Altizer NAYS: None A COPY TESTS: Diane S. Childers, CMC Clerk to the Board of Supervisors cc: File Ray Lavinder, Chief of Police Rick Burch, Chief of Fire & Rescue 2 Basic Plan -36 Appendix 9 — Declaration of Local Emergency WHEREAS, the Director of Emergency Management of Roanoke County has hereby found: 1. That due to (Specify Event) Roanoke County is facing/faced dangerous conditions; 2. That due to the (Specify Event) a condition of extreme peril to life and property necessitates/necessitated the proclamation of the existence of a local emergency; NOW, THEREFORE, IT IS HEREBY PROCLAIMED that an emergency does now/or did exists throughout said Jurisdiction; and IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said emergency, the powers, functions, and duties of the Emergency Management Organization of Roanoke County shall be/were those prescribed by State Law and the Ordinances, Resolutions, and approved plans of Jurisdiction in order to mitigate the effects of said emergency. Date Chair, Board of Supervisors Roanoke County Commonwealth of Virginia Attest: Clerk, Board of Supervisors Roanoke County Commonwealth of Virginia Basic Plan -37 Appendix 10 — Roanoke County Board of Supervisors Promulgation and Acceptance of 2011 EOP Resolution Emergency Operations Plan WHEREAS the Roanoke County Board of Supervisors of Roanoke Virginia recognizes the need to prepare for, respond to, and recover from natural and manmade disasters; and WHEREAS Roanoke County has a responsibility to provide for the safety and well being of its citizens, businesses and visitors; and WHEREAS Roanoke County has established and appointed the County Administrator as Director of Emergency Management and assigned the Coordinator of Emergency Management position in the Fire and Rescue Department. NOW, THEREFORE, BE IT RESOLVED by the Roanoke County Board of Supervisors of Roanoke Virginia, this Emergency Operations Plan as revised is officially adopted, and IT IS FUTHER RESOLVED AND ORDERED that the Director of Emergency Management is tasked and authorized to maintain and revise as necessary this document over the next four (4) year period and at such time be ordered to come before this board for review. Chairman, County Board of Supervisors ATTEST: Clerk County Board of Supervisors Adopted this _ day of Basic Plan -38 2011 Emergency Support Function #1 - Transportation Primary Department Community Development Secondary Departments Parks and Recreation General Services Schools Support Departments Fire and Rescue, Police, Other Departments with Transportation Assets Introduction Purpose: Emergency Support Function (ESF) #1 — Transportation- ESF 1 staff will coordinate particularly with the Virginia Department of Transportation (VDOT) to ensure transportation needs are met during an incident. This will also include that roadways are open and repaired and the coordination of damage assessment information on transportation infrastructure. Coordination as required with other transportation routes will be included (air, rail). Assistance provided by ESF #1 includes, but is not limited to: • Coordinating transportation activities and resources during the response phase immediately following an emergency or disaster • Facilitating damage assessments to establish priorities and determine needs of available transportation resources • Processing all transportation requests from county agencies and emergency support functions. This ESF will coordinate evacuation transportation as needed as its first priority • Facilitate and coordinate movement of the public after an evacuation has occurred. Policies: • Local transportation planning will use the most effective means of transportation to carry out the necessary duties during an incident; • Local transportation planning will recognize State and Federal policies, regulations, and priorities used to control movement of relief personnel, equipment, and supplies; • To facilitate the prompt deployment of resources, priorities for various incidents are developed and maintained through an inter -department process led by local government prior to an incident. Each ESF is responsible for compiling, submitting, and updating information for inclusion in the ESF #1 prioritized shipments. ESF #1-1 Concept of Operations General: The Emergency Operations Plan provides guidance for managing the use of transportation services and deployment of relief and recovery resources. A disaster may severely damage the transportation infrastructure and interrupt transportation services. Most localized transportation activities will be hampered by lack of useable surface transportation infrastructure. The damage to the transportation infrastructure may influence the means and accessibility level for relief services and supplies. Disaster responses, which require usable transportation routes, will be difficult to coordinate effectively during the immediate post disaster period. Clearing access routes will permit a sustained flow of emergency relief, although localized distribution patterns may be disrupted for a significant period. All government transportation resources not being used for the emergency/disaster will be available for use. All requests for transportation support will be submitted to the Emergency Operations Center for coordination, validation, and/or action in accordance with this Emergency Support Function. The primary transportations routes of the county include Interstates 81and 581, and routes 11, 115, 116, 117, 220, 221, 311, 419 and 460. These routes will be the restoration priority followed by secondary routes. Orqanization: The County, in conjunction with the Virginia Department of Transportation, is responsible for coordinating resources needed to restore and maintain transportation routes necessary to protect lives and property during an emergency or disaster. The County will provide a liaison with the Virginia Department of Transportation and provide information on road closures, alternate routes, infrastructure damage, and debris removal, bus transit and restoration activities. The County in conjunction with the Virginia Department of Transportation and required support agencies will assess the condition of highways, bridges, signals, and other components of the transportation infrastructure and where appropriate: • Close infrastructure determined to be unsafe • Post signing and barricades • Maintain and restore critical transportation routes, facilities, and services ESF #1-1 Actions • ESF #1 will develop, maintain, and update plans and procedures for use during an emergency • The personnel will stay up to date with education and training that is required for a safe and efficient response to an incident • Alert local primary agency representative of possible incident, and begin preparations for mobilization of resources • If necessary contact state or federal agencies and alert Secondary Agencies. Assess initial damage and work to decide on the priorities for reconstruction and restoration of critical transportation facilities • Keep record of all expenses, and continue through the duration of the emergency • Prepare appropriate facilities for possible use • Communicate and inform the Local EOC of actions and intentions • Local EOC to provide updates to State EOC on damages, needs and conditions • ESF #1 staff coordinates the use of transportation resources to fulfill mission assignments and follow established practices and procedures • Continue to provide support where needed Responsibilities Primary Department: Community Development • Partners with other Local Governments, State and Federal departments as well as private industry to assess damage and impact on transportation and infrastructure • Coordinates and implements, response and recovery functions under Primary agency statutory authorities • Coordinate with ESF 13 to ensure evacuation routes are the priority routes cleared • Assists with determining the most viable transportation networks to, from and within the emergency or disaster area and regulates the use of these transportation networks • Identifies resource requirements for transportation and coordinates their allocation • Coordinate with the Roanoke County Schools for possible use of school buses and other resources • Coordinate with RADAR on possible use of their transportation assets, particularly handicapped accessible vehicles ESF #1-1 Support Departments: Parks and Recreation General Services • Assist with staffing and equipment to open and or maintain transportation routes • Maintain vehicle and equipment inventory of their fleet available for use during a disaster Schools • Maintain inventory of vehicles and equipment available for use during a disaster • Assist with staffing and equipment as available to clear transportation routes • Potential use of box/cargo trucks to assist in resource or supply delivery All other Departments, special attention Fire / Rescue, Police • Maintain inventory of vehicles and equipment that may be needed for transportation purposes, road clearing and so forth; • Provide on-going feed back to the EOC on any noted problems with transportation infrastructure to ensure timely maintenance is made available through entire ESF-1 section. ESF #1-1 Emergency Support Function #2 - Communication Primary Department Communications and Information Technology Secondary Departments County Administration Support Departments Fire and Rescue Police Sheriff Introduction Purpose: The purpose of Emergency Support Function #2 — Communication is to support public safety and other county departments by maintaining continuity of information and telecommunication equipment and other technical and electronic resources. ESF #2 is responsible for assuring that county staff maintains communications ability and also means to inform the public are in place. Facilitate and support county departments with the restoration and reconstruction of telecommunications equipment, 800 radio capability, computers, networks and other technical resources. The locality will coordinate with ESF-15 and the State Emergency Operations Center should outside assistance be required. ESF-15 will coordinate the actual release of public information. ESF-2 will also coordinate to assist restoration for county citizen communications by working with various private vendors. Scope: ESF #2 works to accurately and efficiently transfer information during an incident. This ESF is also responsible for the technology associated with the representation, transfer, interpretation, and processing of data among people, places, and machines. Communication includes transmission or reception of signs, signals, writing, images, and sounds or intelligence of any natures by wire, radio, optical, or other systems. Policies: • The Communications Center (ECC) operates 24 hours a day, 7 days a week and serves as the 911 center and the locality public safety answering point (PSAP) for Roanoke County to include the Town of Vinton • The EOC will be operational as needed during disaster situations • The ECC is accessible to authorized personnel only • The EOC staff will consist of the Director, Coordinator, and key department heads or their designated representatives. Support personnel to assist with ESF #2-1 communications, logistics, and administration will also be designated. The Director of Emergency Management will be available for decision-making as required The ECC will initiate notification warning of appropriate personnel in initial stages of an emergency and with emergency responders throughout an incident. Once initial notifications are made further notifications will typically be made through EOC. Concept of Operations General: The Emergency Operations Plan provides guidance for managing emergency communications resources. The County Emergency Communications Center is the point of contact for receipt of all warnings and notification of actual or impending emergencies or disaster. The lead dispatcher on duty will notify appropriate key personnel, chiefs and department heads as required by the type of report and standard operating procedures (SOP). This contact for Emergency Management during normal operations will typically be the Fire and Rescue on duty Battalion Chief who will provide further direction as needed. The Emergency Communications Center (ECC) is accessible to authorized personnel only. The ECC is most often the first point of contact for the general public (911). If public notices and information is required to be distributed, the ECC will coordinate with the EOC. It is understood that various forms of warning and notification will be required and some areas of the population still may not be informed. The Communications and Information Technology Department will coordinate with private companies to ensure that communications essential to handle emergencies are maintained. During a major disaster, additional telephone lines may be installed in the Emergency Operations Center (EOC) to coordinate emergency operations. Amateur radio operators may provide emergency backup radio communications between the EOC and the State EOC, should normal communications be disrupted. They may also provide communications with some in -field operators through various fire/rescue stations. It is important that while communicating, standard or common terminology is used so that multiple agencies are better able to interact and understand each other. The county has adopted "plain talk" and shall always use this during any mutual aid event. Organization: The Coordinator of Emergency Management will assure the development and maintenance of SOPs on the part of each major emergency support function. Generally, each designated department should maintain up to date notification lists and, establish procedures for reporting appropriate emergency information, develop mutual aid agreements with like agencies in adjacent localities, and provide ongoing training to maintain emergency response capabilities. When an emergency threatens, available time will be used to implement increased readiness measures as listed in each annex to ESF #2-2 this plan. The Coordinator of Emergency Management will assure that all departments are notified as soon as possible and appropriate actions are planned. The EOC support staff will include a recorder, message clerk, and other support personnel as required relieving the decision-making group of handling messages, maintaining logs, placing maps, etc. An EOC wall map should be prepared and be readily accessible. A separate Reports Section should also be established as an adjunct to the EOC staff. Roanoke County emergency communications are heavily dependent of the commercial telephone network, both wired and wireless. The telephone system is vulnerable to the effects of emergencies and disasters and to possible system overload due to increased usage. Technical failure or damage loss of telecommunications equipment could hamper communications or the ability to communicate with emergency personnel and the public throughout the locality. Amateur radio operators and other nongovernmental volunteer groups used to assist with emergency radio communications support will be under the authority of the Director of Emergency Management, and the ESF-2 section. The amateur radio and other nongovernmental volunteer operators will be required to be NIMS compliant. Actions • The ECC will initiate notification and warning of appropriate personnel. Landline telephones, voice or data -2 way radio, and wireless telecommunications devices may be utilized to notify public officials, EOC staff, emergency personnel and others, as required • Comm/IT Department personnel will coordinate with various telephone service providers to ensure communications routes are available • Emergency service vehicles equipped with public address systems may be used to warn the general public, and • Emergency warning may originate at the federal, state, or local level of government. Timely warning requires dissemination to the public by all available means: a. Emergency Communications Center b. Emergency Alert System c. Local radio and television stations d. NOAA Weather Radio — National Weather Service e. Mobile public address system f. Telephone g. General broadcast over all available radio frequencies h. Newspapers i. Amateur Radio Volunteers j. Social Media k. Signs on public roads such as VDOT or privately owned ESF #2-3 Responsibilities • Develop and maintain primary and alternate communications system for contact with local jurisdictions, state agencies, nongovernmental and private sector agencies required for mission support • Ensure the ability to provide continued service as the Public Safety Answering Point (PSAP) for incoming emergency calls • Ensure the PSAP maintains means to disseminate information to first responders in order to handle emergencies • Ensure communication lines and equipment essential to emergency services are maintained by the appropriate vendor • Provide additional staffing in the EOC to assist with communications functions • Develop and maintain an emergency communications program and plan • Provide telephone service providers with a restoration priority list for telephone service prior to and/or following a major disaster • Maintain records of cost and expenditures and forward them to Finance Section Chief ESF #2-4 Tab 1 to Emergency Support Function #2 EMERGENCY NOTIFICATION PROCEDURES Until the EOC is activated, the Emergency Communications 911 Center of Roanoke County will notify the following upon receipt of a severe weather flash flood or tornado warning, other emergency messages as received from the State EOC or when directed by an on -scene incident commander: • Coordinator of Emergency Management The Coordinator notification will typically be released through the on duty Fire and Rescue Department Battalion Chief position. This person will receive and evaluate the information and contact the on call Coordinator or Deputy Coordinator. This information will be evaluated as to whether notification should be made to the Director, other County Department Heads and/or released to the public. Once operational, the EOC will receive messages and communicate with the State EOC. It is then the responsibility of the Emergency Communications Center of the county to relay emergency messages to the EOC who is responsible to communicate with the Director of Emergency Management. ESF #2-5 Tab 2 to Emergency Support Function #2 Equipment The Communications, Information Technology Department (Radio Shop) maintains a multi site, trunked 800 mhz trunked digital radio system for Roanoke County as well as approximately 2500 subscriber units. This is the primary means of communications for all response departments. This department also coordinates with private vendors for telephone service with the vendor providing connection to the building(s) and Comm IT providing the support inside to include various handsets, wiring and so forth. Comm IT maintains a 7 site paging system that covers Roanoke County and is primarily used by Fire / Rescue for alerting purposes. An additional back up communications from the Public Safety Center to field units is ham radio. This is available to send information from the EOC to Fire Stations 2, 3, 5, 6, 7, 8, 9, 10 and 11. ESF #2-6 Emergency Support Function #3 — Public Works Primary Departments: Community Development — Inspections/permits General Services — Debris removal Secondary Department: Parks and Recreation Support Agency: Western Virginia Water Authority Introduction ESF #3 is titled public works which is the same as the state and federal titles. While Roanoke County does not have a department with this title, the Community Development and General Services Departments deliver and/or coordinate many of the same services as a traditional Public Works department. These services include maintenance of county buildings and grounds, building inspections, building permits and debris or trash removal. Water and sewer delivery is provided by the Western Virginia Water Authority (WVWA), ESF-3 will work as a liaison with WMA to coordinate continued delivery of these services. Purpose- ESF-3 urpose ESF-3 will assess damage to public and private property to ascertain extent of repairs needed. The Real Estate Valuation Department will coordinate the dollar amounts in ESF-14, ESF-3 will concentrate on identifying damaged infrastructure and coordinating permits for repairs in the community and also repair to county facilities. Scope ESF-3 will provide public works and engineering support as required during a disaster. This will include support during the various phases of an emergency. They will coordinate mitigation efforts to reduce or eliminate hazards, support of response activities and the individual departments providing these services, coordinating the recovery process and especially the permits for rebuilding and debris removal. Some examples of work coordinated are: • Coordinating mitigation efforts in flood prone areas • Maintain ability to process building permits following a disaster expeditiously • Coordinate debris removal as needed through in house or contractor services • Repair damaged county buildings to ensure continued service delivery • Assist ESF-1, Transportation to ensure primary roadways are reopened ESF #3-1 Policies. • Community Development will maintain process for building permit processing, possibly through satellite community offices in the community • General Services will maintain debris removal lists to include contactors and disposal location(s) Concept of Operations General: In a disaster, buildings and structures may be destroyed or severely damaged. Homes, public buildings, bridges, and other facilities may need to be reinforced or demolished to ensure safety. Public utilities may be damaged and be partially or fully inoperable. Access to the disaster areas may be dependent upon debris clearance and roadway repairs. Debris clearance and emergency road repairs will be given top priority to support immediate lifesaving emergency response activities. Prompt assessment of the disaster area is required to determine critical times and potential workloads. Early damage assessment must be made rapidly and be general in nature. Following an incident, a multitude of independent damage assessment activities will be conducted by a variety of organizations including the Locality Damage Assessment Teams, Insurance Companies, Virginia Department of Emergency Management, Utility Companies and Federal Emergency Management Agencies. • Determine if buildings are safe or need to be closed and post as necessary • Clear debris as timely as possible • Coordinate with law enforcement to secure damaged buildings adjacent areas that may be unsafe • Coordinate with insurance companies Organization: To minimize threats to public health, the Department of General Services will serve as liaison with the Virginia Department of Environmental Quality (DEQ) and the County Attorney to secure the necessary emergency environmental waivers and legal clearances that would be needed to dispose of emergency debris and materials from demolition activities. The Department of General Services will coordinate with DEQ to monitor disposal of debris materials. The county departments mentioned will inspect buildings for structural, electrical, gas, plumbing and mechanical damage following a disaster situation. They will ensure that any repairs or rebuilding that occurs following the incident will comply with the county building codes, zoning and land -use regulations and comprehensive plan. The Local Building Official is responsible for determining the state of a building and placing notification on the facility. The building owner retains responsibility for deciding whether to demolish or restore the structure. During the recovery phase the Building Official is responsible for the facilitation of the building permit issuance process and for ESF #3-2 the review and approval of the site -related and construction plans submitted for the rebuilding/restoration of residential and commercial buildings. During a widespread destruction, facilitation and expediting permits and inspections will be coordinated with the County Attorney to ensure the rebuilding process is met. Examples: • Assessing damaged facilities • Inspect for structural, electrical, gas, plumbing and mechanical damages • Determine what type of assistance will be needed • Facilitation of the building permit process • Debris removal • Manage contracts with private firms Actions/Responsibilities • Alert personnel to report to the EOC • Review plans • Begin keeping record of expenses and continue for the duration of the emergency • Prepare to make an initial damage assessment of assigned structures • Coordinate overall damage assessment with Real Estate • Activate the necessary equipment and resources to address the emergency • Assist in assessing the degree of damage of the community • Assist in coordinating response and recovery • Identify private contractors and procurement procedures • Prioritize debris removal • Inspect buildings for structural damage • Post appropriate signage to close buildings ESF #3-3 Tab 1 to Emergency Support Function #3 Community Development Resources Digging Eauioment 1&X HP Fuel depth Reach Bucket Weiaht Desc. Tvoe Tipping Dump Enuinment Max Hp Fuel Load Heiaht Bucket wpinht Do -c! _ Tvnp Case 6 21 B Loader (enclosed cab) 124 51 gal. Diesel 20,293 Ib 9.5' 2-25cuyd 26,50016 Hydraulic I.i 2004 - Cat 315 CL 47,350 75 gal. Hitch 34, 30'- 0" 102" Thumb & Uniloader 115 Diesel 21.5' 30' 95 cu yd 36:930 Ib a Rake & IV Excavator Diesel pallet Cat 267 Multi -Terrain 14,950 2950 Ib 6 Ton 31" 25'- 0" 102" Forks Loader 73 25 gal- U00 lb 7.75' 5 cu yd 9,371 Ib Mechanic 1994 - Daewoo 130-2 66 gal. al Thumb 92 18 24' 75 cu yd 29:260 Ib o -k5 IV Excavator Diesel & pallet Forks 2005 - Cat 344 CR 16 gal. Mini -Excavator 37 ill 18.25' .20 cu yd 9,896 Ib NIA II (enclosed cab) Diesel Front - Case 580E 20 gal 75 cu yd Pallet Backhoe 60 Diesel 12' 19' —Back 12,000 lb Forks V .25 cu yd Tipping Dump Enuinment Max Hp Fuel Load Heiaht Bucket wpinht Do -c! _ Tvnp Case 6 21 B Loader (enclosed cab) 124 51 gal. Diesel 20,293 Ib 9.5' 2-25cuyd 26,50016 Pallet Forks I.i Case 1840 47,350 19.5 gal.Landscap Hitch 34, 30'- 0" 102" Uniloader 54 Diesel 2.800 Ib 7' 3 cu yd 5,558 Ib a Rake & III 2007 Auger Cat 267 Multi -Terrain 14,950 2950 Ib 6 Ton 31" 25'- 0" 102" Landscap Loader 73 25 gal- U00 lb 7.75' 5 cu yd 9,371 Ib a Rake, {enclosed cab) Diesel Auger. & o -k5 Enuinment Max HP Fuel Ermine Drum Size Weinht Towina Tvoe 1998 Woodchuck 24 gal. Gasoline 3.0 L Up to 8" Diameter 4,000 lb Piritle II Chipper 47,350 7,350 Ib Hitch 34, Empty Trailers GVWR Weiaht Canacitv Heinht Lpnnth Width Tewinn Tune 1998 Pintle 47,350 7,350 Ib 20 Ton 34, 30'- 0" 102" Interstate Trailer Hitch 2007 Pintle 14,950 2950 Ib 6 Ton 31" 25'- 0" 102" Hudson Trailer Hitch ESF #3-4 Trucks HP Fuel GVW EW Net Bed Trans, Type 2000 Mack Tandem 400 100 gal. 76,50© 24,060 13.5 Tens 16 cu yd 18 Speed 11 Axle Dump Truck Engine Diesel 745 GPM 110 Ft 2" Max. 1200 Ib (Manual) IVPump 1954 Ford F800 18 HP 7.5 Gal. 650 GPM 95 Ft 1.5 " Max 350 Ib 5 Speed v Single Axle Dump 225 100 gal. 35,000 15,420 9.0 Tons 10 cu yd [Automati III Truck 18 HP Diesel cj 1996 Ford F800 650 G{PM 95 Ft 1.5 "Max 350 Ib 5 Speed IV Single Axle Dump 210 100 gal. Diesel 35,000 16,400 9.5 Tons 12 cu yd with 2 Speed III Truck 5 HP Gal Rear Dischar Solids Equipment Engine Fule Max Flow ge Head Handling Weight Run Time Type 4" Sykes Trash 20 Cat 30 Gal. Engine Diesel 745 GPM 110 Ft 2" Max. 1200 Ib 30 Hrs. IVPump 4" Stone Trash 18 HP 7.5 Gal. 650 GPM 95 Ft 1.5 " Max 350 Ib 5 Hrs. v Pump Kohler Gasoline 4' Stone Trash 18 HP 7.5 Gal. 650 G{PM 95 Ft 1.5 "Max 350 Ib 5 Hrs. IV Pump Kohler Gasoline 3" Honda 5 HP Gal .82 275 GPM 85 Ft. N/A 60 Ib V Water Pump Honda Gasoline 2" Honda 3.5 HP Gal. Water Pump Honda .5 Gasoline 150 GPM 92 Ft. NIA 45 Ib 1.5 F v ESF #3-5 Emergency Support Function #4 - Fire Fighting Primary Department Fire and Rescue Secondary/Support Department Virginia Department of Forestry Virginia Department of Fire Programs Introduction Purpose: Emergency Support Function (ESF) #4 — Fire Fighting directs and controls operations regarding fire prevention, fire detection, fire suppression, rescue, and hazardous materials incidents; as well as to assist with warning and alerting, communications, evacuation, and other operations as required during an emergency. Scope: ESF #4 manages and coordinates fire -fighting activities including the detection and suppression of fires, and provides personnel, equipment, and supplies to support the agencies involved in the firefighting operations. Policies: • Priority is given to life safety (public and fire fighter safety) and protecting property (in that order) • The Incident Command System will be utilized on all incidents including mutual aid • Personnel will stay up to date with procedures through education and training • Mutual Aid policies will be maintained with surrounding jurisdictions • State wide mutual aid will be utilized in situations where local mutual and automatic aid is exceeded Concept of Operations General: The County Fire and Rescue Department is prepared to assume primary operational control in fire prevention strategies, fire suppression, and hazardous material incidents. Fire department personnel who are not otherwise engaged in emergency response operations will assist other local departments in warning and alerting the public, evacuation, and communications as is necessary and appropriate during an emergency situation. ESF #4-1 When this Emergency Support Function is activated all requests for fire fighting support will, in most cases, be submitted to the Emergency Communication Center for coordination, validation, and/or action. The Director of Emergency Management or his/her designee will determine the need to evacuate large areas and will issue orders for evacuation or other protective action as needed. However, the incident commander may order an immediate evacuation prior to requesting or obtaining approval, if in his/her judgment this action is necessary in order to safeguard lives and property. Should an evacuation become necessary the warning and instructions will be communicated through the appropriate means. During an evacuation in which a large number of citizens are sheltered, the local Fire Department may coordinate the positioning of an on site EMS unit to support the shelter operation. Organization: A fire representative will be assigned to the EOC in order to coordinate the fire service response. The fire representative will be a part of the EOC staff and will assist with the overall direction and control of emergency operations. The Police Department will implement evacuations as ordered and provide security for the evacuated area. Fire and Rescue will assist in these tasks where possible. In the event of a hazardous materials incident, the Incident Commander should implement immediate protective actions to include evacuation as appropriate. The Fire Department has both career and volunteer fire-fighters operating from thirteen public safety buildings throughout the county. Actions • Develop and maintain plans and procedures to provide fire and rescue services in time of emergency • Document expenses and continue for the duration of the emergency • Coordinate with State agencies as required, particularly the Departments of Forestry and Fire Programs • Check fire fighting and communications equipment • Fire and Rescue representatives should report to the Local Emergency Operations Center to assist with operations, particularly in opening the EOC • Fire and Rescue personnel may be asked to assist with warning and alerting, evacuating, communications, and emergency medical transport • Follow established procedures in responding to fires and hazardous materials incidents and in providing rescue services • Requests mutual aid from neighboring jurisdictions as needed ESF #4-2 Responsibilities • Fire prevention and suppression • Emergency medical treatment and transportation • Hazardous materials incident response • Assist with evacuation • Search and rescue • Temporary shelter for evacuees at each fire station until a short term shelter can be opened • Assist in initial warning and alerting of the public • Requests assistance from supporting agencies when needed • Arranges direst liaison with fire chiefs in the area • Implements Mutual Aid ESF #4-3 Tab 1 to ESF 4 Stations The Roanoke County Fire and Rescue Department operates from the following 13 Public Safety Buildings 1. Station 1 North County Fire and Rescue Station 150 Hershberger Rd Roanoke VA 24012 540-561-8010 2. Station 2 Vinton Fire and Rescue 120 West Jackson Av Vinton VA 24179 540-983-0629 3. Company 3 Cave Spring Fire Station 4212 Old Cave Spring Rd Roanoke VA 24018 540-772-2043 Rescue 3 Cave Spring Rescue 3206 Valley Forge Av Roanoke VA 24018 540-772-2053 4. Company 4 Catawba Fire Station 5585 Catawba Hospital Dr Catawba VA 24070 540-387-6326 5. Station 5 Hollins Fire and Rescue Department 7401 Barrens Rd Roanoke VA 24019 540-561-8026 6. Station 6 Mount Pleasant Fire and Rescue 2909 Jae Valley Rd Roanoke VA 24014 540-427-3410 7. Station 7 Clearbrook Fire and Rescue 5342 Indian Grave Rd Roanoke VA 24018 540-772-2051 8. Station 8 Bent Mountain Fire and Rescue 9606 Bent Mountain Rd Bent Mountain VA 24059 540-772-7510 ESF #4-4 9. Station 9 Fort Lewis Fire and Rescue 3915- West Main St Salem VA 24153 540-387-6166 10. Station 10 Masons Cove Fire and Rescue 3810 Bradshaw Rd Salem VA 24153 540-387-6167 11. Station 11 Back Creek Fire and Rescue 7125 Bent Mountain Rd Roanoke VA 24018 540-772-2119 12. Station 12 Read mountain Fire and Rescue 43 East Park Dr Roanoke VA 24012 Rescue Volunteer staff operate out of Rescue Stations 2, 3, 5, 8, 10 and 12 Fire Volunteer staff operate out of Fire Stations 2, 3, 4, 5, 6, 8, 9, 10, 11 and 12 ESF #4-5 Tab 2 to ESF 4 Fire Equipment All Roanoke County stations have at least a pumper equipped as Type I pending the required four person staffing as Type I requires. Station 1 - 1 Type I Pumper Station 2 - 2 Type I Pumpers 1 Type I Aerial 1 Type VI Engine (Brush) Station 3 - 2 Type I Pumpers 1 Type I Aerial 1 Type II Tender (Tanker) 1 Type VI Engine (Brush) Station 4 - 1 Type I Pumper 1 Type II Tender (Tanker) 1 Type VI Engine (Brush) Station 5 - 2 Type I Pumpers 1 Type I Aerial Station 6 - 1 type I Pumper 1 Type II Tender (Tanker) 1 Type VI Engine (Brush) Station 7 - 1 Type I Pumper 1 Type VI Engine (Brush) Station 8 - 1 Type I Pumper 1 Type I Tender (Tanker) this unit also meets criteria of Type I pumper 1 Type VI Engine (Brush) Station 9 - 1 Type I Pumper 1 Type I Tender (Tanker) this unit also meets criteria of Type I pumper 1 Type I Platform Aerial 1 Type VI Engine (Brush) Station 10 - 2 Type I Pumpers 1 Type V Engine (Attack) Station 11- 2 Type I Pumpers 2 Type VI Engine (Brush and Attack) Station 12 - 2 Type I Pumpers 1 Type VI Engine (Brush) ESF #4-6 Tab 3 to ESF 4 Emergency Contact Information The Fire and Rescue Department utilizes a county paging system for contact of members during emergency or non emergency situations. This can be done direct from the Computer Aided Dispatch System, by dialing the local phone number and entering the individual or group ID number or via a county maintained website. The Department maintains the list of these contact methods as well as the individual contacts. ESF #4-7 Emergency Support Function #5 — Emergency Management Introduction Primary Departments: Emergency Management Administration Secondary Departments: Fire and Rescue Police Communications and Information Technology County Attorney Support Departments: All county departments as assigned by Director of Emergency Management Introduction Purpose Directs controls and coordinates emergency operations from the Emergency Operation Center (EOC). Ensure Incident Action Plan (IAP) developed and implemented. Typically ESF — 5 will be EOC "Command". Scope: ESF #5 coordinates the response of all the departments within the community and the use of community resources to provide and coordinate emergency response and recovery activities. Identify actions to be taken in the pre -incident prevention or mitigation phase. Coordinate with departments, organizations, and private organizations when capabilities are exceeded and mutual aid is required Identify post -incident response phase activities Examples of functions that support and facilitate planning and coordination are: • Alert and notification • Deployment and staffing of emergency response teams • Incident action planning • Coordination of operations within county for logistics and material • Direction and control • Information management • Facilitation of requests for assistance • Resource acquisition and management (to include allocation and tracking) • Worker safety and health ESF #5-1 • Facilities management • Financial management • Other support as required Policies: • Provides a multi -departmental command system • Manages operations at the county level • Utilizes the Incident Command System principles which include use of common terminology, modular organization, integrated communications, unified command structure, coordinated action planning, and manageable span of control, pre - designated facilities, and comprehensive resource management • ESF #5 staff supports the implementation of mutual aid agreements to ensure seamless resource response • Provides representatives to staff key positions on Emergency Response Teams • Departments participate in the incident action planning (IAP) process which is coordinated by ESF #5 Concept of Operations General: The Coordinator of Emergency Management: • Assures development and maintenance of SOPs on the part of each major emergency support function on an annual basis • Each department should maintain current notification rosters for all employees, member and volunteer • Designate staff to the Emergency Operations Center • Establish procedures for reporting appropriate emergency information • Report relevant information and updates to VEOC • Coordinate emergency response plan with various county departments Planning Section: • Produce situation reports, which will be distributed to the EOC staff, on -scene incident command staff, and the locality and VEOC • Submit updates to VEOC through WebEOC or other means as available • Support short term and long term planning activities • Develop IAP for approval by IC • Record the planned activities Organization: • Emergency operations may be directed and controlled from the Emergency Operations Center (EOC) • Coordinator or designee will typically act as EOC IC • EOC will be the primary coordinating point for the county during a disaster ESF #5-2 • EOC staff will vary according to the event but as shown in Tab 3 to ESF 5 • Succession of authority is shown in the Basic Plan for Director, Deputy Director, Coordinator and Deputy Coordinator positions • Each individual department will maintain a succession list for their assigned responsibilities and assigned ESF • Develop and scale the Incident Command System and use ICS for all events • Exercise the plan annually as pursuant to The Code of Virginia The Coordinator of Emergency Management will coordinate training for this emergency support function and conduct exercises involving the EOC. Responsibilities: • Maintain a notification roster of EOC personnel and their alternates • Maintain a system and procedure for notifying EOC personnel • Coordinate and maintain Emergency Management mutual aid agreements dealing with adjunct jurisdictions and applicable relief organizations where applicable • Maintain plans and procedures for providing timely information and guidance to the public in time of emergency through ESF #15 and PIO position a. Identify and maintain a list of essential services and facilities, which must continue to operate and may need to be protected b. Test and exercise plans and procedures c. Conduct outreach/mitigation programs for the community • Ensure compatibility between this plan and the emergency plans and procedures of key facilities and private organizations within the community, some of the predominant facilities are: • Friendship Manor Complex • Richfield Retirement Complex • Hollins University • Carilion Roanoke Memorial Hospital • Lewis Gale Medical Facility • Western Virginia Emergency Medical Council • Western Virginia Regional Jail • Maintain recording keeping during a disaster to facilitate potential reimbursement • Encourage on-going hazard mitigation activities, which will reduce the probability of the occurrence of disaster and/or reduce its effects • Provide logistical support to on scene emergency response personnel • Maintain essential emergency communications through the established communications network and coordinated with ESF-2 • Provide reports and requests for assistance to the other localities and Virginia EOC • Ensure that the city/county Crisis and Emergency Plan is developed and coordinated with the local EOP pursuant to Code of Virginia 3.2 §44-146 • Activate and convene city/county emergency assets and capabilities • Ensure that ESF 13 identifies instances when there are criminal victims as defined by Code of Virginia §19.2-11.01, the local government must contact The Department of Criminal Justice Services and the Virginia Criminal Injury Compensation Fund immediately to deploy assistance in the event of an emergency ESF #5-3 Direction, Control and Coordination A separate Direction and Control Annex will be maintained to identify Incident Command procedures. Additionally, the primary county department assigned as an ESF primary coordinator is shown in the Basic Plan. The primary departments are shown below though various other departments and agencies provide support. The individual department head or director assumes this responsibility and designates a representative. The Coordinator of Emergency Management will facilitate ESF 5 with the Director; the other ESF assignments for the event will be addressed or changed at that time and as needed. 1. ESF 1 Transportation — Community Development 2. ESF 2 Communications — Communications and I.T. 3. ESF 3 Public Works — Community Development and General Services 4. ESF 4 Firefighting — Fire and Rescue 5. ESF 5 Emergency Management — Administration and Fire and Rescue 6. ESF 6 Mass Care — Social Services and Red Cross 7. ESF 7 Resources — Finance/Procurement 8. ESF 8 Health and Medical — Fire and Rescue 9. ESF 9 Search and Rescue — Fire and Rescue 10. ESF 10 Hazardous Materials- Fire and Rescue 11. ESF 11 Agriculture and Natural Resources - Police 12. ESF 12 Energy — General Services 13. ESF 13 Public Safety - Police 14. ESF 14 Long Term Recovery — Real Estate 15. ESF 15 External Affairs — Public Information and Comm IT Administration, Finance, and Logistics The Department of Finance will coordinate record keeping and expenditures during disaster for potential reimbursement. This will include normal hours worked and/or extra time worked. • All participants in EOC will sign in and out • All departments operating in disaster assignments will track work crews, the assignment and time required • All operating personnel will document time appropriately on timesheets per county policy. All overtime related to disaster response will be tracked separately by person • All disaster related purchases shall be tracked separately from every day costs All purchases required for continued EOC operations will be coordinated by the logistics section. This includes food and supplies. ESF #5-4 Tab 1 to Emergency Support Function #5 EMERGENCY MANAGEMENT ORGANIZATION AND TELEPHONE LISTING Departmental contact information for employees maintained by each individual department. EOC staffing contact information will begin with department heads. This list maintained separately. ESF #5-5 Tab 2 to Emergency Support Function #5 EMERGENCY OPERATIONS CENTER (EOC) Mission To provide centralized direction and control of any or all of the following functions: direction of all emergency operations; communications and warning, consolidation, analysis and dissemination of damage assessment data; collection and analysis of monitoring readings; forwarding consolidated reports to VEOC; and, issuing emergency information and instructions as required Organization See Organization Chart (Tab 9) and Direction and Control Annex 2. The EOC staff will be organized as follows: EOC Operations will vary depending upon the type and severity of a disaster but will always follow the ICS system. A typical layout of the full EOC implementation is shown Tab 4. In all cases, the EOC IC will report to the Director of Emergency Management. Concept of Operations The EOC will be activated and operated as follows: The activation of the EOC will be ordered by the Director or Coordinator of Emergency Management based upon the best available information. Depending on the situation, a partial or full activation will be ordered. 2. Partial activation will be ordered when the emergency requires relatively few personnel to accomplish the necessary tasks. Such situations might vary from weather warnings or operations resulting from minor storm damage, fire, and vehicular accidents with multiple casualties, etc or if a threat is received and EOC is activated to monitor threat prior to full activation. 3. Full activation will be ordered when widespread destruction has occurred or there is an imminent threat of such destruction. An incident of such magnitude would require commitment of a large number of personnel and equipment resources to properly respond to and recover from an incident. 4. Initial situation briefings will be provided by the Director of Emergency Management or designee. 5. Direction and control of county personnel and resources employed in support of disaster operations is exercised by the department or agency furnishing support. ESF #5-6 6. All requests for State or Federal resources are made via the Virginia Department of Emergency Management through WebEOC or at (804) 674-2400 or 1-800-468-8892. 7. Depending upon the severity and magnitude of the incident, the EOC may have to operate for an extended period of time. Therefore, each department or agency assigning personnel to the EOC should allow for additional relief personnel on a shift basis. An extended event will typically require 12 hour shifts in the EOC. Location The Emergency Operations Center (EOC) is located at 5925 Cove Rd in the County Public Safety Center. This site is fully operational with backup power to include UPS system. There are two potential back up locations. If the primary EOC only requires temporary evacuation (less than 24 hours) for whatever reason, operations will be coordinated from the North County Fire Station #1 at 150 Hershberger Rd. If the primary EOC will not be able to be utilized for a greater period of time, operations will be transitioned and conducted at the Western Virginia Regional Jail at 5885 West River Road. ESF #5-7 Tab 3 to Emergency Support Function #5 PRIMARY EOC STAFFING Skeletal Staffing 5-10 staff Coordinator of Emergency Management Police Fire and Rescue Comm IT Phone and Message Clerk Assistance (1-3 people) *Other staff/departments may be added depending upon the event Full Staffing Director of Emergency Management Coordinator of Emergency Management County Attorney Fire and Rescue Police Communications/IT General Services Community Development Parks and Recreation Finance Real Estate PIO *Other staff/departments may be added depending upon event Some other departments or agencies depending upon the event Social Services Library Human Resources Sheriff RVTV Red Cross Health Department Electric Providers (AEP or Craig Botetourt) Gas Providers VVMA Potential State Partners depending upon event State Police (VSP) Transportation (VDOT) Emergency Management (VDEM) Forestry (DOF) Fire Programs (DFP) Environmental Quality (DEQ) ESF #5-8 Other EOC Staff Messengers Runners GIS/Mapping Support Additional phone operators ESF #5-9 Tab 4 to Emergency Support Function #5 EOC FLOOR PLAN (Insert a current map or floor plan of the EOC layout) /1 66/67 68/69 /1 Storage Storage 64 Stage Area uuuu C) 0 0 To ESF 5 Maa\mg Fi°om 01/02 Message 03/04 05/06 0]/08 s UU 4„ TakerSF 5 s E LL LL W W 11/12 13/14 � 15/16 17//18 09/10 U -) O LL W W LL 23/24 TaWe9 25/26 2] 8 1920 �J`� 21/22 � V� V LL U) W — Co W W 0 W F 312 33/34 35/36 � 3]!38 29/30 43/44 Vim" o0G'I/I /�0,� 4]/48 39/40 /,0�� O 0 III O W � \ ff LL �G� �G� W m CAD Console N 0 — me 49/50 0 ESF #5-10 Tab 5 to Emergency Support Function #5 SUGGESTED EOC MESSAGE FLOW Call Taker Receive incoming messages. Record on message form (Tab 6) and include message numbers and all information that can be obtained from caller. Forward completed message to Coordinator position at ESF-5. Coordinator Position Coordinator position and ESF 5 staff will record message on message log (Tab 7) to include message #, message description, time and who message will be forwarded to. They will then make a copy of message form and send original to appropriate ESF table or staff. Message Clerk(s) / Runners Ensure messages sent to Coordinator are copied with copy filed and maintained. Ensure message log is filled out and then makes sure message is hand delivered to appropriate ESF station in EOC. If appropriate and correct staff to address the message is not in the EOC, message will be faxed or relayed by telephone. If this is the case, resolution of the message will be when EOC has been contacted back by the handler and of the outcome. Upon receiving completed message back from ESF desk, record date/time received on message log and maintain for file. ESF Desks Receive message from message clerk. Address message by assigning to field unit, calling person back for additional information or other as appropriate. Message may require consultation with other ESF stations or staff. Return message form to ESF-5 and message clerk upon completion. ESF #5-11 Tab 6 to Emergency Support Function #5 EOC MESSAGE FORM EOC MESSAGE URGENT ❑ ROUTINE ❑ MESSAGE NO: DATE: TIME: INFO ONLY ❑ TO: NAME: FROM: ORGANIZATION: ORGANIZATION: TELEPHONE: TELEPHONE: SITUATION/INCIDENT DESCRIPTION: Sent to ESF # ACTION TAKEN/RESPONSE/REPLY: EOC ESF ACTION OFFICER: ESF #5-12 Tab 7 to Emergency Support Function #5 EOC MESSAGE LOG EOC MESSAGE LOG EOC: DATE: Time Message No. In Out Incident/Message Description To From ESF #5-13 Tab 8 to Emergency Support Function #5 EOC SIGNIFICANT EVENTS LOG (Road closures, evacuated areas...) EOC SIGNIFICANT EVENTS LOG Date: TIME AREA AFFECTED EVENT STATUS ESF #5-14 Tab 9 to Emergency Support Function #5 INCIDENT COMMAND SYSTEM The Emergency Operations Center and the various field operations shall operate under the Incident Command System. Full description is shown in Command and Control Annex. EOC Staff ESF #5-15 Field Operations (expanded or collapsed as required) ESF #5-16 Emergency Support Function #6 — Mass Care, Housing, Human Resources Primary Departments: Social Services Department — Lead Fire and Rescue Department (Medical) Support Departments/Agencies: Schools Parks and Recreation Libraries Police American Red Cross Department of Health Introduction: ESF #6 Mass Care, Housing, and Human Resources address the non-medical mass care, housing, and human services needs of individuals and/or families impacted by disaster. Roanoke County participates with the American Red Cross, Roanoke Valley Chapter on shelter operations. Roanoke County staff may set up an emergency shelter in the initial stages of an event while a public shelter is being readied by the ARC. ARC shelters do not allow pets. Pet sheltering is coordinated through the County Police Department and ESF 11. Policies: • ESF-6 support may vary depending on an assessment of incident impact(s), the magnitude and type of event, and the stage of the response and recovery efforts • To support mass care activities and provide services without regard to economic status or racial, religious, political, ethnic, or other affiliation • To coordinate with other ESF's regarding recovery and mitigation assistance, as appropriate for the impacted citizens • To support mass care activities and provide services without regard to economic status or racial, religious, political, ethnic, or other affiliation • To reduce duplication of effort and benefits, to the extent possible. This includes streamlining assistance as appropriate and identifying recovery and mitigation measures to support local planning efforts • Roanoke County will make every effort to return the shelter facility back to the way it was found to include but not be limited to cleaning, repair/replacement of damaged goods and reimbursement of the staff required to open or ensure operation of the facility ESF #6-1 Scope: ESF# 6 is intended to address non-medical mass care, housing and human service needs for individuals and family members of the community affected by a disaster. The services and programs may include the following: • Sheltering • Food service • Emergency First Aid • Counseling • Family Assistance Center (FAC) • Reunification Services • Virginia Criminal Injuries Compensation Fund Concept of Operations General: Roanoke County will provide sheltering if the need is short term and within its capabilities and in cooperation with the American Red Cross, Roanoke Valley Chapter. As any disaster in Roanoke County most likely also impacts the adjoining Cities of Roanoke and/or Salem, contact will be made direct from the EOC's or Coordinators to ascertain the possibility of a joint shelter. A joint shelter is the preferred method when possible instead of attempting to duplicate required services. Sheltering • An emergency shelter is an immediate short-term accommodation either (1) designated by local officials for persons threatened by or displaced by an incident, or (2) designated by state officials directing a mandatory evacuation across jurisdictional boundaries either before or after an incident • Public emergency shelters will provide accommodations for all population groups. Appropriate shelter provisions will be made within the shelter facilities to accommodate people with special medical needs that do not require hospital admission or people without their own transportation • Sheltering for pets is addressed in ESF #11. Pets are not allowed in ARC shelters or Roanoke County operated emergency shelters • For mass evacuations directed by state officials, the VDSS will coordinate the designation of shelter facilities and the operation of shelters for people who evacuated out of their home jurisdiction. These are designated as State Managed Shelters (SMS), there are no SMS designated in Roanoke County Feeding • Feeding is provided to disaster victims and emergency workers through a combination of fixed sites, mobile feeding units, and bulk distribution of food • This will include meeting the requirements of victims with special dietary needs whenever possible • Food may be prepared on site, prepared off site and distributed at the shelter or possibly packaged ready to eat meals (MRE's) ESF #6-2 Emergency First Aid • Emergency first aid, consisting of basic first aid and referral to appropriate medical personnel and facilities, is provided at mass care facilities and at designated sites. Provision for services is coordinated with ESF-8. Roanoke County will provide a basic life support provider with equipment at a minimum. As shelter populations increase, so does the level of care. Counseling • Counseling will be offered as possible and coordinated with the Department of Social Services and the Red Cross • Provide counseling through local government services if it appropriate based on the scale of the emergency and the capabilities of the counseling services. • Outside counseling can be provided via the Department of Criminal Justice's Victims' Services Section, and the Department of Mental Health, Mental Retardation, and Substance Abuse Services, Emergency Mental Health Section, and activated via the local government. Family Assistance Center (FAC) services will be coordinated form the County EOC and with the State EOC and VDEM Security • ESF 13 will offer security at a Roanoke County shelter. This may actually be delivered through the Police Department or Sheriffs Office or another sworn law enforcement agency • ESF 13 will secure areas evacuated due to the disaster to include entry into the area Transportation: • ESF 1 will coordinate transportation as necessary and as available from an evacuated area to a shelter location • Transportation may be by a Roanoke County resource or an outside private transportation company Family Assistance Center (FAC) The purpose of the FAC is to provide the seamless delivery of services and the dissemination of information to victims and families following a large scale incident or one in which there are mass casualties, as stated in the Commonwealth of Virginia Emergency Operations Plan, ESF #6 (CoVEOP). The scope of services that the FAC may provide include: reunification services, behavioral health care, medical records collection, communication services, benefits, application entry points, and personal care. Reunification Services • This service collects information regarding individuals residing within the affected area and makes the information available to immediate family members outside ESF #6-3 the affected area. The system also aids in reunification of family members within the affected area when they have been separated If the services of the Virginia Criminal Injuries Compensation Fund (CICF) are required by the FAC, the State Program should be contacted, who will deploy the appropriate personnel to the FAC. These services will be necessary in cases where there are victims of crime in need of financial or advocacy assistance. This is coordinated through ESF 13. The current contact information for the program is: CICF P.O. Box 26927 Richmond, Virginia 23261 Phone: (804) 367-1018 Toll Free: (800) 552-4007 ESF #6-4 Tab 1 to Emergency Support Function #6 Designated Shelters Shelter location selection is typically one of the more difficult decisions. Some of the questions to ask and consider may be: What geographical area is impacted by the disaster? The shelter should be out of the immediate hazard area but when possible in the general area of the county How many people may potentially need or use the shelter? This is difficult to project as many people have other shelter means (family, friends...) and many citizens may not have the same abilities What length of time is the shelter expected to be needed' Often the initial damage assessment may not available until after the shelter decision is made. Schools should considered as one of the highest priorities to re -open after a disaster in order to return the population to as much normalcy as possible. A shelter typically cannot be designated and the school remain open Are electrical services still available in the area of or at the shelter? The Roanoke County shelters have no or very limited back up power available while this is available at our regional sites Regional Shelters in conjunction with appropriate city Salem Civic Center 1001 Blvd Salem VA 24153 Coordinate through Salem Emergency Management Roanoke Civic Center 710 Williamson Rd Roanoke VA 24016 Coordinate through Roanoke Emergency Management Schools — School use and coordination will initially be through School Administration who will facilitate with the appropriate facility. Initial contact will be through the Deputy Superintendant or their designee. The School Administration number is 540-562-3700, night or emergency contact information will be maintained separately from this plan. This will then typically coordinated with the school principal and the county EOC staff. Glenvar High School 4549 Malus Dr Salem VA 24153 540-387-6536 ESF #6-5 Northside High School 6758 Northside High School Rd Roanoke VA 24019 540-561-8155 William Byrd High School 2902 Washington Av Vinton VA 24179 540-890-3090 Hidden Valley High School 5000 Titan Tr Roanoke VA 24018 540-776-7320 Churches — Some churches have agreed to be utilized as shelters with other churches having expressed interest. The following are listed and have been through the ARC assessment process. They each have food preparation, rest room and break out room space in addition to the larger room area where cots can be used. Vinton Baptist Church 200 Washington Av Vinton VA 24179 540-343-7685 Northview United Methodist Church 521 Ridgecrest Dr Roanoke VA 24019 540-366-0646 County Facilities - The following buildings are under direction of the County Parks and Recreation Department. While they are available for use as shelters the food preparation areas will be limited. Contact will be through the Parks and Recreation on call staff. Green Ridge Recreation Center 7415 Wood Haven Rd Roanoke VA 24019 Brambleton Recreation Center 3738 Brambleton Av Roanoke VA 24018 ESF #6-6 Tab 2 to Emergency Support Function #6 Shelter Registration Form American Red Cross DISASTER SHELTER REGISTRATION Family Last Name: Shelter Location: Family Member(s): Shelter Telephone No: Date of Arrival: Pre -Disaster Address & Telephone No: Please note any special medical conditions and age Post -Disaster Address & Telephone No: Date/Time Left Shelter: Number of Children in Family: Pet(s) (Include Name, Breed, Type, & Location): Signature Family Member not in Shelter (Location if Known) I do, do not , authorize release of the above information concerning my whereabouts or general condition. SHEL.TERMASTERR E AME WANREDCRGSSFORMY472(5:79) This "Disaster Shelter Registration" form (#5972) is the standard form used in all American Red Cross Shelter Centers. It is a four-part carbon form with the back copy made of card stock. Copies are distributed within the Shelter Center for various functions such as family assistance and outside inquiry. This form should be kept on hand locally in ready -to -go Shelter Manager Kits. It is available from the American Red Cross National Office through local chapters. They recommend keeping 150 forms for every 100 expected shelterees. ESF #6-7 Tab 3 to Emergency Support Function #6 Special Needs Population Requiring Special Care in Times of Emergency General Special Needs Populations will be accommodated whenever possible. Due to the level of care potentially required, Roanoke County requests that a family member or friend accompany a special need shelteree in order to assist with care and in order to ensure an appropriate level of care is maintained. As an event progresses in time, ESF 8 will attempt to schedule Medical Reserve Corp personnel to assist. MRC is coordinated with the Department of Health. Special Transportation Resources Roanoke County Public Schools Roanoke County Parks and Recreation CoRTran ESF #6-8 Emergency Support Function #7 - Resource Support Primary Department: Finance and Procurement Secondary/Support Departments: Human Resources General Services Parks and Recreation Police Fire and Rescue Community Development Economic Development Introduction Purpose: Identify, procure, inventory, and distribute critical resources, for locality during an emergency. Scope: Roanoke County staff from the EOC will determine what resources are available and what may be needed. Potential sites for receiving, storing, and distributing resources will be identified if outside assistance is needed. Resource support may continue until the disposition of excess and surplus property is completed. During an incident if demand for resources exceeds the locality's capabilities, then outside requests will be made based on MOUs, Mutual Aid agreements and through the Statewide Mutual Aid Policy (SMA). ESF 7 will also begin the coordination of convergent volunteers and donations management as required for a major emergency. This will require off site buildings and staff support as well Policies: • Roanoke County will use their own resources and equipment during incidents and will have control over the management of the resources as needed to respond to the situation • Individuals involved in distributing and/or obtaining resources will be aware of emergency procurement policies and have the authority to do so in an emergency situation • Each department with an emergency management role will be responsible for identifying its resources that could be used in an emergency ESF #7-1 Concept of Operations General: Roanoke County will identify sites that could be utilized for points of distribution, volunteer registration and donations management as required. This will be done in cooperation with the Department of Economic Development for location(s) and the VEOC for potential VOAD assistance. • Points of distribution sites will require parking areas large enough for large truck access and potential fork lift capability. This will also a lot large enough where "drive thru" lanes could be formed for easy citizen access • Donations Management sites will require large warehouse type structures where supplies could be received, inventoried, sorted and then distributed. • Volunteer registration sites would require a large room with phone bank capability (6-10) lines. This should be at least 1000 sq ft. Organization: All county departments shall maintain an up to date resource list for the resources under their direction. This should include personnel with contact information and equipment by type if applicable. This information should be maintained during EOC operations and made available to ESF 7 as needed. Managing convergent volunteers may also require a significant amount of resources. This will require a building where registration begins. Registrants will be required to be at least 18 years of age. The general process will consist of; • Controlled entry area with tables to complete a registration form, forms are checked for completeness at this time • Interview station where registrants asked capabilities and willingness to serve in various capacities. If a current task matches registrant capabilities they will move to next station. If not, they will stage or leave for later contact • Task assignment station where capabilities are confirmed • Safety briefing area required for all participants • Identification station where registrants are given proper access information • Specific job training station(s) as required Actions/Responsibilities: • The Finance Department Procurement Division will coordinate resource management and procurement during a disaster. • Develop resource lists that detail type, location, contact arrangements, and acquisition procedures for critical resources • Prepare mutual aid agreements with local, and surrounding jurisdictions to aid the locality • Develop SOPs to manage the processing, use, inspection, and return of resources coming to the locality ESF #7-2 • Identify actual or potential facilities and ensure they are ready and available to receive, store, and distribute resources (government, private, donated) • Develop training/exercises to test plan, and to ensure maximum use of available resources and understanding of policies to obtain resources from outside the locality • Develop and maintain a detailed list of available community resources • Ensure the community is aware of available resources ESF #7-3 Tab 1 to Emergency Support Function #7 Staging Areas/Points of Distribution ESF #7-4 Emergency Support Function #8 — Public Health and Medical Services Primary Department: Fire and Rescue Secondary/Support Department: Health Department Western Virginia Emergency Medical Services Council Introduction The purpose of ESF #8 is to provide health and emergency medical services to the residents of Roanoke County during and/or after an emergency situation. This requires coordination with the Western Virginia Emergency Medical Services Council (WVEMS), the Virginia Department of Health (VDH) and the local hospital community. Purpose: Guide a response using communities resources and to coordinate a response with the local government and/or state agencies when the incident exceeds the community's capabilities. Scope: The scope is an all hazards approach based on the community's ability to provide medical resources. When an incident exceeds the community's capabilities, outside assistance should be requested through MOUs, Mutual Aide Agreements and the coordination of this plan with the local government's EOP. Policies: • Roanoke County Fire and Rescue in cooperation with the County Volunteer Rescue Squads will deliver emergency medical care and patient transportation • Internal policies and procedures and regulations. • Privacy policies and laws with regard to provision of medical care • Policies regarding provision of first aid and health care • When the community's capabilities are exceeded, outside assistance should be requested. Concept of Operations ESF #8-1 General: The community will respond with available resources as designated in the plan Support and assistance from the local government will be requested based on mutual aid agreements and coordination with local government plans. If the community's EOC is activated during the response, will representatives of this ESF be assigned to the EOC? Responsibilities/Actions: • Provide personnel, equipment, supplies and other resources necessary to coordinate plans and programs for a medical response during an incident; • Designate an individual to coordinate medical, health, and rescue services; • Coordinate and develop SOPs for personnel in this ESF • Develop and maintain procedures for providing a coordinated response with community's resources and then with local government and private organizations. • Maintain a roster of key officials in each medical support area. • Review emergency plans with local governments • Implement mutual aid agreements as necessary; ESF #8-2 Tab 1 to Emergency Support Function #8 Hospitals, Clinics, and Medical Facilities Lewis Gale Medical Center 1900 Electric Rd Salem VA 24153 540-776-4000 Carilion Roanoke Memorial Hospital 1906 Belleview Av Roanoke VA 24014 540-981-7000 Veterans Administration 1970 Roanoke Blvd Salem VA 24153 540-982-2463 ESF #8-3 Tab 2 to Emergency Support Function #8 Hospitals, Clinics, and Medical Resources and Personnel Resource/Personal -7— Address ---7 Phone Number(s) I - Contact Person ESF #8-4 Tab 3 to Emergency Support Function #8 Commonwealth of Virginia Emergency MEDEVAC Services Lifeguard 10 (Roanoke) and Lifeguard 11 (Radford Carilion Patient Transportaion 24 -Hour Communications Center (for emergency and non -emergency transportation requests) 1-888-377-7628 540-345-7628 Medflight III (Lynchburg) Pegasus (Charlottesville) 1-800-552-1826 — emergency 434-924-9287 — non emergency ESF #8-5 Tab 4 to Emergency Support Function #8 Virginia Funeral Directors Associations Inc. Mortuary Disaster Plan Organization Mission — To develop an efficient and effective management response system in mass fatality disaster situations to facilitate the preparation, processing, and release of deceased human remains to the next of kin or family representative. Organization — The Virginia Funeral Directors Association (VFDA) is responsible for the statewide coordination of the mortuary activities in the state. VFDA's Disaster Response Team is comprised of two state coordinators, four regional coordinators, and seven district coordinators. Each district has a response team comprised of members who have completed training in the VFDA-approved program that qualifies them as certified disaster coordinators. The VFDA response teams will provide support in recovery, evacuation, and identification of the remains. The State Medical Examiner's Office is by law responsible for the deceased. Virginia is divided into four medical examiner districts that include the Northern Virginia District based in Fairfax, the Western District based in Roanoke, the Central District based in Richmond, and the Tidewater District based in Norfolk (Attachment 1). Concept of Operations — In the event of a mass fatality disaster situation, the State EOC will contact the State Medical Examiner's Office, who will in turn notify the Virginia Funeral Directors Association (VFDA). Once contacted by the State Medical Examiner's Office, the VFDA will activate the Mortuary Response Plan and response teams. The VFDA Response Teams will operate under the direction of the District Medical Examiner of the district in which the incident occurred. In order to ensure a prompt and professional response, the Virginia Funeral Directors Association maintains a resource manual of needed supplies, equipment, and vehicles. If additional resources are necessary to effectively respond to a disaster, the VFDA Executive Director has emergency purchasing authority up to a specified limit. The VFDA also has a specially equipped disaster trailer to assist the State Medical Examiner's Office and other funeral directors in the state with disaster field response. ESF #8-6 Tab 5 to Emergency Support Function #8 Virginia Medical Examiner Districts COMMONWEALTH OF VIRGINIA DEPARTMENT OF HEALTH OFFICE OF THE CHIEF MEDICAL EXAMINER 400 East Jackson Street Richmond, VA 23219-3694 (804) 786-3174 Fairfax h r Central Toanoke stern Iii-chmwnd E ry Norfolk OFFICES OF THE MEDICAL EXAMINER Central District (Richmond) Eastern District (Norfolk) 400 East Jackson Street 830 Southampton Avenue Richmond, VA 23219-3694 Suite 100 (804) 786-3174 Norfolk, VA 23510 (757) 683-836 Northern District (Fairfax) 9797 Braddock Road Suite 100 Fairfax, VA 22032-1700 (703) 764-4640 Western District (Roanoke) 6600 Northside High School Rd Roanoke, VA 24019 (540)561-6615 ESF #8-7 Emergency Support Function #9 - Search and Rescue Introduction Primary Department Fire Department Support Departments Police Communications/IT Suagort Agencies Virginia Department of Emergency Management Volunteer Search and Rescue Groups Virginia State Police Purpose: Provide for coordination and effective use of search and rescue resources to assist in location and extrication of missing and/or trapped individuals. Communities are susceptible to many different natural and technical hazards that may result in the damage or collapse of structures within the county. Search and Rescue must be prepared to respond to emergencies and provide specialized assistance. Operational actives can include locating, extricating, and providing on site medical treatment to victims trapped in collapsed structures. Additionally, people may be lost, missing, disoriented, traumatized, or injured in which case the agency must be prepared to respond to these incidents and implement appropriate tactics to assist those, in distress or imminent danger. Definitions - Search and Rescue activities may encompass several areas within Roanoke County. The County is prone to various potential search roles, these may be from collapsed buildings, missing persons or lost hikers along the Appalachian Trail. This ESF will coordinate both urban and rural searches. Policies: Urban Search and Rescue (USAR) — activities commonly associated with disasters such as building collapse when people are trapped where specialized equipment is required to locate and/or remove trapped and injured citizens Rural Search and Rescue (RSAR) — activities commonly associated when person(s) are lost. This could be from an outdoor activity such as hiking or a natural disaster ESF #9-1 • The EOP provides the guidance for managing Search and Rescue resources • All requests for Search and Rescue will be submitted to the community's ECC, or EOC, for coordination, validation, and/or action • Communications will be established and maintained with ESF #5 — Emergency Management and VEOC to report and receive assessments and status information • Will coordinate with other localities, state, and federal agencies when necessary • Personnel will stay up to date with procedures through training and education • Search and rescue task forces are considered federal assets under the Robert T. Stafford Act only when requested for a search and rescue for a collapsed structure Concept of Operations General: During a search and rescue operation of an emergency, local fire and law enforcement departments will coordinate the operation. Typically, law enforcement will validate that someone is actually missing and help with identification while assisting on the actual search. Fire and Rescue will provide personnel for the actual search activity. Organization: The Fire and Rescue Department is a member of the Region 6 USAR State Team along with the Cities of Roanoke and Salem. The Region 6 Team is listed as a state resource to respond as requested throughout Virginia Region 6 (WV -NC, Montgomery County -Rockbridge County). This response outside of the county will only be as resources are available. When a call for a rural search or a missing person is received, the Police Department will respond to assist in validation of the call and identification of the missing person(s). The Fire and Rescue Department will respond as necessary to assist in the actual search activity. The Fire and Rescue primary base of resources will be housed at the Clearbrook Public Safety Building, Station 7 but available to respond as needed. The I.T. Department may assist with maps and the ECC may assist with enhanced communications with the missing party. Actions • Maintain plans and procedures to implement search and rescue operations in time of emergency • Provide emergency medical treatment and pre -hospital care to the injured • Coordinate with ESF 4 and ESF 8 for additional staff or transportation of injured • Follow established procedures in responding to urban search and rescue incidents • Record disaster related expenses. Responsibilities Manages search and rescue task force deployment to, employment in, and redeployment from the affected area Coordinates logistical support for search and rescue during field operations Develops policies and procedures for effective use and coordination of search and rescue ESF #9-2 • Provides status reports on search and rescue operations throughout the affected area ESF #9-3 Tab 1 to Emergency Support Function #9 Search and Rescue Resources and Personal �D Roanoke County Fire and Rescue IT Department Special Operations Equipment Cache Inventory Item Quantity Technical Search Airshore Struts and Attachments ART - A (21"- 28") 6 ART - B (26"- 37") 8 ART - C (33"- 49") 8 ART - D (45"- 67") 6 ART - E (63"- 97") 6 ART - F (93"- 144") 6 6" Extension 6 12" Extension 6 18" Extension 6 24" Extension 8 48" Extension 4 72" Extension 2 ESF #9-4 Heavy Duty Whalers 4 Whaler Splice 2 Raker Rails 4 Raker Rail Splice 2 Raker Nailer 8 Spot Shore Rail 12 A -Frame Gantry Kit 1 Rescue Column Kit 1 Tri -Pod Kit (Heavy) 2 Steel Pickets 8 ART -LITE Kit 2 Multiple Airshore Tips 1 Tools - Breakinq and Breachinq Electric Core Drill w/ accessories 1 Unifire 14" Concrete Saw 2 Demolition Hammer 401b.(3/4" Hex) 1 Rotary Hammer (SDS Max) 2 18 Volt Rotary Hammer 2 18 Volt Hammer Drill (1/2") 2 Metal Cutting Circular Saw 1 18 Volt Recip. Saw 2 Robo-pak 18v battery pack 2 Petrogen cutting torch 1 Petrogen PCS cutting torch 1 Cutting torch accesory kit 1 3" Trash pump w/ accessories 1 Heavv Riqqinq Rigging Sling - 8' 2 Rigging Sling - 10' 2 Lifting Shackles 4 Grade 70 Chains (25') 2 Cable come -a -long 2 Ton 1 Tools - Shoring ESF #9-5 18v - 5 1/2" circular Saw 1 7 1/4" circular saw 3 10 1/4" circular saw 1 12" compound miter saw 1 Paslode Nailer 2 Framing Square 5 Speed Square 2 Measuring Tape 9 Hand Saw 5 Crow Bar 5 Flat Bar 2 31b. Hammer 2 Claw Hammer 12 Wood shoring tool kit 1 Tools - General Use Stihl MS460 Chain Saw 1 Stihl 024 Chain Saw (carbide) 1 Stihl 028 Chain Saw (wood) 1 Chain Saw Safety Chaps 2 Shovel (pointed) 5 Shovel (flat) 2 Shovel (large scoop) 1 Sledge Hammer 2 Post Hole Digger 1 Pry Bar 1 Mattock 1 Rock Pick 1 Bolt Cutter 3 Mechanics Tool Set 1 110v 1/2" Impact Wrench 1 Collapsible saw horses 2 Bottle jack 10 Ton 1 ESF #9-6 Lifting Bags - Pneumatic High Pressure Lifting Bag Kit 1 Low Pressure Liftina Baa Kit 1 Power and Liqhtinq Yamaha 6kw Generator 1 1500w tripod lights 2 500w halogen lights 2 Circle D Light 1 Extension cords 10ga/100' 2 Extension cords 12ga/100' 1 Extension cords 12ga/50' 2 Extension cords 14ga/50' 2 110v 3 way pigtails 2 110v distribution boxes 2 Low voltage lighting 2 Patient Packaging Ferno-Washington basket 1 Junkin basket Stretcher 1 Wire confined space basket 1 Miller Board 1 Backboard 1 Folding Backboard 1 LSP Half Back 2 BLS Trauma Bag 1 Rope rescue 300'- 1/2" rope 3 200'- 1/2" Rope 4 1000' - 5/8" Rope 1 600" - 5/8" Rope 1 Rigging Bags (complete) 3 Large Pulley and Prussik bag 1 Edge Pro Bag 1 Class -II harnesses 2 ESF #9-7 Yosemite Rig 1 Rural Wheel (for basket) 1 Steel picket anchor system 1 Confined Space Rescue Scott dual regulator air cart 1 Scott SABA units 5 Air Reels w/conspace cable 2 Air Reels wo/conspace cable 2 100' Air Hose 15 Scott 60 min air bottles 5 Con -Space Communications 1 Hercules Tri -Pod w/ Winch 1 ART -LITE Pod 1 Haul Safe 1 Confined space fan 1 30' collapsible air duct 1 Class III harness 5 Trench Rescue Trench panel w/ strong back 6 Trench panel wo/ strong back 6 Pre cut angle blocks for L Trench 7 Ladders 24' extension ladder 1 14' roof ladder 1 10' Attic ladder 2 Little Giant ladder 1 Lumber - Shoring 2x4x12 2 2x12x12 8 4x4x12 6 4x4x8 2 ESF #9-8 4x6x12 2 6x6x12 6 Plywood 4'x8'x3/4" 10 Plvwood 2'x8'x1/2" 4 PPE Bullard A-2 helmets 6 Morning Pride USAR helmets 2 Pair - leather work gloves 12 Pair - cut resistant gloves 3 Torch leathers 2 Welding Gloves 3 Torch safety goggles 2 Eye Protection 24 Case - Disposable ear protection 1 Air purifying respirators 6 N-95 masks 30 Swiftwater PFD's 4 Swiftwater helmets 4 Throw Bags 2 Miscellaneous Gas can (regular gas) 2 Gas can (mixed gas) 2 Chain bar lube 2 Two cycle mixing oil 4 100' Water Hose 2 Water hose appliances 1 Hand water pump w/hose 1 5 gal. buckets 4 ESF #9-9 Fire line tape 2 ground marking paint 8 duct tape 6 clipboards and pens Scrub brushes 2 Brooms 2 Disaster Response Unit (mass casualty) Level - 2 MCU (50 patients) 1 1 ESF #9-10 Emergency Support Function #10 - Oil and Hazardous Materials Primary Department: Fire and Rescue Department Secondary/Support Agencies: Virginia Department of Emergency Management Virginia Department of Environmental Quality Introduction The Roanoke County Fire and Rescue Department is the first responder department for potential hazardous materials emergencies. Fire / Rescue will maintain personnel at the Hazardous Materials Operations training level as defined and delivered by the Virginia Department of Fire Programs. Initial response will be handled by the Fire / Rescue Department; this will include a reconnaissance of the area to determine material (s) in question and potential course of action. Responding Fire / Rescue personnel shall be trained at the Operations level which consists of defensive tactics. Defensive tactics include various actions to address the situation without actually being in the material. The definition of hazardous material for this ESF will be any product or material that causes harm to people, property or the environment when released from its container or is released into the atmosphere. Numerous products that are used every day may be deemed hazardous when improperly utilized. Some example of this are; • Petroleum products (gasoline, diesel fuel,,,) spilled on the ground • Gases (LP and Natural) released into the atmosphere The Fire / Rescue Department shall maintain responders to the Operations level and proper equipment as this training level requires. This will include equipment such as required for emergency decontamination, damming and diking, and spill containment. Responses that require a greater level of training and specialized equipment will include notification of the Virginia EOC for a Hazardous Materials Officer response. In addition to VEOC notification, additional steps that are in place include; Fixed Facilities will report annually under SARA Title III ESF #10-1 • Notify the community of the need to evacuate or shelter in place • Mutual aid agreements will be implemented • Establish communications with ESF # 5 and ESF #15 Concept of Operations General: The Fire Chief or designee is in charge of a hazardous materials emergency as defined under SARA Title III. It is a common occurrence for other types of emergencies (motor vehicle crash) to escalate into a haz mat event due to spilled fluids. Organization: The Fire Chief designee will assume primary operational control of all hazardous materials incidents. Incidents involving greater than twenty (20) gallons of spilled fuel will include notification to the VEOC at 1-800-468-8892 or 1-804-674-2400: in addition, incidents with five (5) or more gallons directly into the watershed will be reported. This VEOC report will be entered into the state system and includes a notification to the appropriate agencies for the state (VDEM and DEQ). A response requiring offensive tactics will be forwarded to the VEOC for a Hazardous Materials Officer response. They will typically request contact with the on scene IC for further information and in turn request a State Hazardous Materials Team respond. A combination team comprised of personnel from the Cities of Roanoke and Salem make up the state team for this Region. A request for this team should go through the VEOC. Determination should be made of a need to close down a roadway or evacuate an area in a haz mat event. This decision should be coordinated with the Police Department for their assistance. The county ESF# 15 (Public Information) will coordinate the dissemination of public information. Actions/Responsibilities: • Review procedures for hazardous materials response • Maintain communications with local businesses who use or store hazardous materials • Develop procedures aimed at minimizing the impact of an unplanned release of a hazardous material to protect life and property • Maintain training for personnel in hazardous materials response and mitigation • Follow established procedures in responding to hazardous materials incidents • Record expenses ESF #10-2 Tab 1toESF10 Clean up contractors WELInc 800 Liberty Rd Roanoke VA 24012 540-581-0735 LCM Corporation 3321 Shenandoah Av Roanoke VA 24017 540-344-5583 Safety-Kleen 16090 Stewartsville Rd Vinton VA 24179 540-890-4478 ESF #10-3 Emergency Support Function #11 - Agriculture and Natural Resources Primary Department: Police Department Secondary/Support Agencies: Health Department Red Cross Local/Regional Food Banks Virginia Voluntary Organizations Active in Disaster (VVOAD) Federation of Virginia Food Banks Virginia Department of Agriculture and Consumer Services Virginia Department of Social Services Introduction Purpose: Agriculture and Natural Resources works to address the provision of nutrition assistance; control and eradication of an outbreak of a highly contagious or economically devastating animal disease, highly infective plant disease, or economically devastating plant pest infestation; assurance of food safety and security; and protection of cultural resources and historic property resources during an incident. If a disaster reaches these levels ESF 5 will assist as needed. The primary purpose of ESF 11 at the Roanoke County local level is to coordinate Animal and Pet Sheltering. The additional tasks as outlined in above paragraph will be coordinated with Social Services, Health Department and assigned by the Director of Emergency Management as required. Scope: Determine the potential number of household pets and locations for possible shelters. The area involved in the disaster and the approximate number of residents will be used for this estimation. Roanoke County will provide shelters for household pets only. Additional pets such as exotics, reptiles or rodents will not be sheltered but the owners may be provided with local private shelters that may assist them. In order to assist in the estimation of the number of pets in an area, the following FEMA accepted formula can be used; • The number of households in Roanoke County is approximately 39,955 • # of households (HH) in affected area X .574 is approximate number of household pets • # HH X .372 (37.2%) is number of households owning dogs X 1.7 for total number of dogs • # HH X .324 (32.4%) is number of households owning cats X 2.2 for total number of cats ESF #11-1 Policies: • Each supporting department or agency is responsible for managing its assets and resources • Actions will be coordinated with agencies responsible for mass feeding, the American Red Cross and the Western Virginia Regional Jail will assist as available. This is primarily a function of ESF 6 Concept of Operations General: Provides for and assists in sheltering of household dogs and cats. Provides assistance to owners of other types of animals with care and sheltering options. The Director of Emergency Management will determine what tasks are to be completed and designate the appropriate agency and individuals by titles that are responsible for: • Assess damage to facilities and infrastructure • Assess current food supply of community and determine if safe for human consumption • Assess sensitive areas on community, such as plant and animal laboratories, to ensure secure • Conduct inventory of sensitive items, in regard to agriculture and horticulture Responsibilities • Assist with guidance to unaffected areas as to precautions that may be taken to ensure animal and plant health • Provides information and recommendations to the Health Department for outbreak incidents • Assist with and assigns veterinary personnel to assist in delivering animal health care and performing preventative medicine activities • Participate in subsequent investigations jointly with other law enforcement agencies • Maintain and update Animal Care Annex to County EOP ESF #11-2 Emergency Support Function #12 - Energy Primary Department: General Services Secondary/Support Agencies: American Electric Power Craig-Botetourt Electric Introduction Roanoke County utilizes power supplied from private industry and does not generate or provide transmission lines. County staff will coordinate with providers in the area to make informed decisions in the event of power disruptions. Purpose: County staff will coordinate with local providers on estimations of power outages. This information will in turn be part of the decision making process with other ESF's in the determination of other required actions. Additional steps or actions may be based upon; • Potential length of outage • Weather forecasts and projections, extreme heat or cold • Number of impacted citizens • Critical Infrastructure involved • High hazard occupancies (Nursing Homes...) Help to prioritize facilities and infrastructure so that power may be restored or other energy supplies may be provided in such a way to enable life to be restored to full capacity as soon as possible. Scope: ESF #12 will collect, evaluate, and share information on energy system damage Estimate the impact of energy system outages in the community. Provide information concerning the energy restoration process such as: • Projected schedules, • Percent completion of restoration, • Determine schedule for reopening facilities The incident may impact the community only or it may be part of a larger incident that impacts the entire locality or the region. ESF #12-1 In the latter cases, the community will follow its plans, policies and procedures, but ensure that they are also following local and regional plans. Policies: • Assist with delivery of fuel, power, and other essential resources • Maintain contact with local service providers as to delivery and availability • Work with utility providers to set priorities for allocating commodities • Personnel will stay up to date with procedures through education and training • Restoration of normal operations at critical facilities will be a priority • Maintain a list of critical facilities and continuously monitor those to identify vulnerabilities • Make decisions concerning closures Concept of Operations General: The supply of electric power to customers may be cut off due to either generation capacity shortages and/or transmission/distribution limitations. Generation capacity shortfalls are a result of: • Extreme weather conditions • Disruptions at generation facilities Other energy shortages (such as natural gas or other petroleum products) may result from: • Extreme weather • Strikes • International embargoes • Disruption of pipeline system • Terrorism Organization - The community may activate its EOC: Examples: • Provide for the health and safety of individuals affected by the event; • Comply with local and state actions to conserve fuel, if needed; • Coordinate with local government and utility providers to provide energy emergency information, education, and conservation guidance to the community's • Coordinate information with local, state, and federal officials and energy • Send requests to the local or State EOC for fuel and power assistance, based on current policy • Coordinate with adjoining local government if power outage affects an area beyond the county ESF #12-2 The State Corporation Commission (SCC) is the designated commodity manager for natural gas and electric power. The Virginia Department of Mines, Minerals and Energy (DMME) is the commodity manager for petroleum products and for solid fuels. Following a catastrophic disaster, the Virginia Emergency Operations Center (VEOC), with staff support from SCC and DMME, will coordinate the provision of emergency power and fuel to affected jurisdictions to support immediate response operations. They will work closely with federal energy officials (ESF 12), other Commonwealth support agencies, and energy suppliers and distributors. The community will identify the providers for each of their energy resources. Actions: • Identify, quantify, and prioritize the minimum essential supply of fuel and resources required to ensure continued operation of critical facilities; • Monitor the status of all essential resources to anticipate shortages; • Maintain liaison with fuel distributors and local utility representatives; • Implement local conservation measures; • Keep the public informed; • Implement procedures for determining need and for the distribution of aid; • Allocate available resources to assure maintenance of essential services; • Consider declaring a local emergency; and • Document expenses. Responsibilities: • Review plans and procedures. Review procedures for providing lodging and care for displaced persons (see ESF #6) • In the event of a fuel shortage, establish procedures for local fuel suppliers/distributors to serve customers referred to them by local government • Keep the public informed and aware of the extent of the shortage, the need to conserve the resource in short supply, and the location and availability of emergency assistance • Provide emergency assistance to individuals as required • Enforce state and local government conservation programs • Identifies resources needed to restore energy systems ESF #12-3 Tab 1 to Emergency Support Function #12 Utility Providers (List all utility providers that provide services to your community) ESF #12-4 Emergency Support Function #13 - Public Safety and Security Primary Department: Police Support Department: Sheriff Support Agency: Virginia State Police Western Virginia Regional Jail Federal Partners Department of Homeland Security (DHS) Drug Enforcement Agency (DEA) Federal Bureau of Investigation (FBI) Bureau of Alcohol, Tobacco and Firearms (ATF) Introduction Purpose: The Roanoke County Police Department is responsible for law enforcement activities within the county. They may be assisted by adjoining jurisdictions, the Virginia State Police or the Roanoke County Sheriff's Office though the Sheriff's Office is primarily charged with safety and security within the Roanoke County/Salem jail. Scope: ESF #13 responds to emergencies in the community using existing procedures and on a daily basis. During a disaster, the on-going calls for service would continue as well as calls to address the disaster. These may include but are not limited to; • Maintain law and order • Assist with public warning • Provide security of community facilities • Control traffic • Control traffic for special events or disruptive incidents • Provide security of unsafe areas or potential crime scenes • Assist with evacuation of buildings or the entire community. • Provide security if the county opens a shelter Policies. • The county plan will be coordinated with the state plan and pursuant to Code of Virginia • Law enforcement will coordinate the response with other the ESFs and be based on the details of the events • The Police Department will maintain MOU's with surrounding jurisdictions for response when events are beyond their resources • ESF 13 will operate in a disaster from the EOC and coordinate with other ESF's and the Director of Emergency Management • The Police Department will operate under the Incident Command System during daily and disaster Concept of Operations General: The County Police Department is prepared to respond and assume operational control in the event of various law enforcement roles. These may include events such as terrorist activities or community security during a natural disaster. When the Emergency Support Function is activated all requests for law enforcement and security support will, in most cases, be submitted to the Emergency Communication Center for coordination, validation, and/or action. Law Enforcement Officers who are not otherwise assigned emergency response activities may be called upon to assist other county departments in warning and alerting the public, evacuation of endangered areas and continued security of same. The Director of Emergency Management or his/her designee will determine the need to evacuate large areas and will issue orders for evacuation or other protective action as needed. However, the incident commander may order an immediate evacuation prior to requesting or obtaining approval, if in his/her judgment this action is necessary in order to safeguard lives and property. Should an evacuation become necessary the warning and instructions will be communicated through the appropriate means. During an evacuation in which a large number of citizens are sheltered, the Police Department may be called upon to coordinate security at a shelter operation. Existing procedures in the form of department directives may provide the basis for a law enforcement response in times of emergency. The Emergency Communications Center is the primary and initial point of contact for the receipt of all warnings and notification of actual or impending emergencies or disasters. Organization: Local Law Enforcement will utilize their normal communications networks during disasters. • Designate areas that need to be evacuated. • Provide traffic control and security Terrorism - The Police Department provides initial response to a potential terror attack in the county. While this EOP and ESF more commonly responds to natural hazards, this type of event would be handled under the same guidelines. A terror event will result in an immediate notification to the state and federal authorities who would then respond to assist as needed. Actions/Responsibilities • Maintain police intelligence capability to alert government agencies and the public to potential threats • Develop strategies to effectively address special emergency situations that may require distinct law enforcement procedures, such as civil disorders, hostage taking, weapons of mass destruction, terrorist situations, and bomb treats/detonations • Test primary communications systems and arrange for alternate systems, if necessary • Assist with the implementation of the evacuation procedures for the threatened areas, if necessary • Provide traffic and crowd control as required • Provide security and law enforcement to critical facilities • Implement existing mutual aid agreements with other jurisdictions • Document expenses • Coordinates backup support from other areas • Initial warning and alerting • Security of emergency site, evacuated areas, shelter areas, vital facilities and supplies • Traffic control • Evacuation and access control of threatened areas • Assist the Health Department and the Medical Examiner with identification of the dead Tab 1 to Emergency Support Function #13 ENTRY PERMIT TO ENTER RESTRICTED AREAS 1. Reason for entry (if scientific research, specify objectives, location, length of time needed for study, methodology, qualifications, sponsoring party, NSF grant number and date on separate page). If contractor/agent--include name of contractual resident party, attach evidence of right of interest in destination, resident, purpose. 2. Name, address, and telephone of applicant, organization, university, sponsor, or media group. Also contact person if questions should arise. 3. Travel (fill out applicable sections; if variable call information to dispatcher for each entry) Method of Travel Description of Vehicle Route of Travel Destination by legal location or landmark/E911 address Alternate escape route if different from above 4. Type of 2 -way radio system to be used and your base station telephone number we can contact in emergency Resident: cellular or home number. Entry granted into hazard area. Authorizing Signature Date The conditions for entry are attached to and made a part of this permit. Any violation of the attached conditions for entry can result in revocation of this permit. The Waiver of Liability is made a part of and attached to this permit. All persons entering the closed area under this permit must sign the Waiver of Liability before entry. Tab 2 to Emergency Support Function #13 Law Enforcement Resources The Roanoke County Police Department maintains 140 sworn officers with vehicles. While the majority of these vehicles are standard Police Cruisers or sedans, the following specialized vehicles are under their PD direction; - 5 Vans - Small Bus primarily utilized by training academy - 10 Four Wheel Drive (FWD) vehicles - Special Weapons Response Vehicle (SWAT) - 4 Community Services Officer Vehicles (pickup) with animal transport cages [Type text] Emergency Support Function #14 — Long Term Community Recovery and Mitigation Primary Department Real Estate Valuation Secondary/Support Fire and Rescue Police General Services Parks and Recreation Libraries Finance Sheriffs Office All County Departments as assigned Introduction Purpose: Emergency Support Function (ESF) #14 — Long Term Community Recovery and Mitigation develops a comprehensive and coordinated recovery process that will bring about the prompt and orderly restoration of community facilities and services, infrastructure, and economic base, while providing for the health, welfare and safety of the population. Scope: ESF #14 support may vary depending on the magnitude and type of incident and the potential for long term and severe consequences. Recovery cannot begin however until a Damage Assessment process is completed. ESF #14 will address significant long-term impacts in the affected area on housing, business and employment, community infrastructure, and social services. Policies: • Long term community recovery and mitigation efforts are forward looking and market based, focusing on permanent restoration of infrastructure, housing and the local economy, with attention to mitigation of future impacts of a similar nature when feasible • Use the post -incident environment as an opportunity to measure the effectiveness of previous community recovery and mitigation efforts • Facilitates the application of loss reduction building science expertise to the rebuilding of critical infrastructure • Personnel will stay up to date with policies and procedures through training and education ESF #14-1 [Type text] Concept of Operations General: The recovery phase is characterized by two components: the emergency response phase which deals primarily with life saving and emergency relief efforts (i.e., emergency food, medical, shelter, and security services); and the broader recovery and reconstruction component which deals with more permanent and long-term redevelopment issues. Although all local departments are involved in both components, the emphasis and focus changes among departments as they shift from one component to the other. In the emergency response and relief recovery component, the primary local departments involved include fire and rescue, law enforcement, health, social services, education, and public works departments; whereas in the recovery and reconstruction component, the emphasis shifts to local departments dealing with housing and redevelopment, public works, economic development, land use, zoning, and government financing. The two components will be occurring simultaneously with the emergency relief component taking precedence in the initial stages of recovery, and the recovery and reconstruction component receiving greater attention as the recovery process matures. The Director of Emergency Management will be the lead coordinating department in the life-saving and emergency relief component of the recovery process and the county administration will take the coordinating lead during the reconstruction phase. The recovery analysis process is comprised of the following phases: reentry, needs assessment, damage assessment, the formulation of short- and long-term priorities within the context of basic needs and available resources, and the identification and implementation of appropriate restoration and development strategies to fulfill priorities established, as well as bring about an effective recovery program. The damage assessment process for the locality is described in the Damage Assessment Support Annex of the EOP. Team leaders for the Damage Assessment Teams have been identified and the necessary forms included within this support annex. Although damage assessment is primarily a local government responsibility, assistance is provided by state and federal agencies, as well as private industry that have expertise in specific functional areas such as transportation, agriculture, forestry, water quality, housing, etc. The process to request and receive federal assistance will be the same as all other natural or man-made disasters. The Virginia Department of Emergency Management will be the coordinating state agency in the recovery process, and FEMA will be the coordinating federal agency. Utilizing the preliminary damage assessment information collected, short-term and long-term priorities are established and recovery strategies developed in coordination with other state agencies, local governments, the federal government, and private industry. Real Estate Valuation will start ESF 14 and lead damage assessment operations as described in Damage Assessment Annex. Long Term Recovery Operations may then be reassigned to other departments by the Director as an event transitions. ESF #14-2 [Type text] Short-term recovery strategies would include: • Emergency Services; • Communications networks; • Transportation networks and services; • Potable water systems; • Sewer systems; • Oil and natural gas networks; • Electrical power systems; • Initial damage assessment; • Emergency debris removal; • Security of evacuated or destroyed area; and • Establishing a disaster recovery center and joint field office Long-term strategies would strive to restore and reconstruct the post -disaster environment to pre-existing conditions. Federal and state agencies will provide technical assistance to localities in the long-term planning and redevelopment process. Economic aid will be provided to assist localities and states in rebuilding their economic base, replacing and restoring their housing inventory, and ensuring that all construction and development complies with building codes and plans. Regional cooperation and coordination will be stressed and promoted at all levels of government in order to achieve the priorities established and facilitate recovery efforts. The locality will develop strategies in coordination with regional local governments and Economic Planning Councils. Federal and state catastrophic disaster plans will support this effort. Items or actions to be focused on in this phase include: • Completion of the damage assessment; • Completion of the debris removal; • Repairing/rebuilding the transportation system; • Repairing/rebuilding of private homes and businesses; and • Hazard Mitigation projects. Organization: The Director of Emergency Management will direct response, recovery, and reconstruction efforts in the disaster impacted areas of the locality, in coordination with the Coordinator of Emergency Management, all local departments, and the appropriate state and federal agencies. A Presidential Declaration of Disaster will initiate the following series of events: • Federal Coordinating Officer will be appointed by the President to coordinate the federal efforts; • State Coordinating Officer will be appointed by the Governor to coordinate state efforts; A Joint Field Office (JFO) will be established within the state (central to the damaged area) from which the disaster assistance programs will be coordinated; and • A Disaster Recovery Center (DRC) will be established in the affected areas to accommodate persons needing individual assistance after they have registered with FEMA. ESF #14-3 [Type text] A Presidential Declaration of Disaster may authorize two basic types of disaster relief assistance: • Individual Assistance — Supplementary Federal Assistance provided under the Stafford Act to individuals and families adversely affected by a major disaster or emergency. Such assistance may be provided directly by the Federal government of through State or local governments or disaster relief organizations. • Public Assistance — Supplementary Federal Assistance provided under the Stafford Act to State and Local governments or certain private, non-profit organizations other than assistance for the direct benefit of families and individuals. As potential applicants for Public Assistance, local governments and private nongovernmental agencies must thoroughly document disaster -related expenses from the onset of an incident. Mitigation has become increasingly important to local officials who must bare the agony of loss of life and property when disaster strikes. The Director of Emergency Management will take the lead in determining mitigation projects needed following a disaster and make applications for available mitigation grants. Actions • In cooperation with other ESFs, as appropriate, use hazard predictive modeling and loss estimation methodology to ascertain vulnerable critical facilities as a basis for identifying recovery priorities; • Gather information to assess the scope and magnitude of the social and economic impacts on the affected region; • Coordinate and conduct recovery operations; • Conduct initial damage assessment; • Coordinate early resolution of issues and delivery of assistance to minimize delays for recipients; • Coordinate assessment of accuracy and recalibration of existing hazard, risk, and evacuation modeling; • Facilitate sharing of information and identification of information of issues among agencies and ESFs; • Facilitate recovery decision making across ESFs; • Facilitate awareness of post incident digital mapping and pre -incident hazard mitigation and recovery planning; Responsibilities • Develop plans for post -incident assessment that can be scaled to incidents of varying types and magnitudes; • Establish procedures for pre -incident planning and risk assessment with post incident recovery and mitigation efforts; ESF #14-4 [Type text] • Develop action plans identifying appropriate agency participation and resources available that take into account the differing technical needs for risk assessment and statutory responsibilities by hazards; • Ensure participation from primary and support agencies; • Lead planning; • Lead post -incident assistance efforts; and • Identify areas of collaboration with support agencies and facilitate interagency integration. ESF #14-5 Tab 1 for ESF 14 Damage Assessment Field Sheet Map # Account # Address Owners Name Property Type Damage Category Dollar Damage Flood Insurance Other Insurance Primary Residence Secondary Residence Private Bridges ESF #14-6 Tab 2 for ESF 14 Damage Assessment Field Sheet - Personal Property Map # Address Owners Name Mobile Home Land Owner Other Owner Size Make Model Major Damage Minor Damage Auto or RV's Owner Land Owner VIN # Make Model License # Boat Owner Land Owner # on side of Boat including first 2 letters VA Total Damage ESF #14-7 4-J v v O W N N (U N N ^Q bn / V E / r V /) V W } YQU C6 E cu E ro z c o Q v_ o CL O d T C N O 0 E O Q m U c < OJ 4(+ OJ p bA > -O L m O N T N i O L T c v� o o z5 o N N LL U aj bA E o O c cc to v v a U O O T i O- O Q U O ow O d � C O o U O O OJ d O N O Z I v Q v Q v O O - i T a � VA /LL v) LU N a, LL C � Q1 C O E O m U N a) E Q � U O = O i "6 N C O O u m N O 4- C U � C U U C y W N N � a) � � N O E ago N LL 0 i -0 O m a Ln O Co i N — Oo 1= > �_ u C0 J aj O + E LnO Q N N E w N U aJ U ? 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In addition to the media releases, Joint Information Center (JIC) coordination will be a part of ESF-15. The JIC is the central point of contact for the community to receive information on an event. Media releases, public information releases or community inquiries are all part of a greater Joint Information System (JIS). Scope: Provide emergency public information actions before, during, and following any emergency. Potential public information response could involve personnel from all jurisdictions, organizations, agencies, and areas within the affected area. All county employees working in the disaster area should be informed in order to provide a consistent message to the public. Concept of Operations General: The Public Information Office is responsible for providing the community with information on impending or existing emergencies, to include immediate protective actions they should take such as sheltering or evacuation. This will primarily be done through local print and broadcast media but also include various social media outlets as available to the county. ESF #15-1 A Joint Information Center (JIC) may be activated, if the situation warrants. The JIC will typically be at an off-site location from the disaster but usually in proximity to the EOC. JIC membership may be all the participating governmental (local, state, federal) private entities or non-governmental agencies participating in the disaster. The Communications and Information Technology Department will coordinate and oversee the JIC and ensure up to date information is made available to the JIC staff from the EOC. The PIO will also maintain contact with the JIC to ensure a clear and consistent message is available and delivered to the public whether through PIO releases or the JIC. All departments and organizations are responsible for providing the PIO with appropriate timely information about the incident and actions needed to save lives and protect property. Organization: From the onset of an event, the PIO will establish ESF-15 as part of the EOC. As the event escalates, the decision to open a JIC will be made by EOC staff. This will primarily be if the disaster or event in question begins to or appears to be increasing beyond the capabilities of the ESF-15 table in the EOC. The Comm IT Department will coordinate the JIC operations. This will typically be located in the main IT conference room on the floor below the EOC. ESF-15 will coordinate information provided to the JIC in order to ensure correct and timely information is made available to the public. In addition, the JIC will coordinate release of information from the local, state, or federal government level information as the situation may dictate. Responsibilities/Actions: • Develop standard operations procedures (SOPs) to carry out the public information function • Develop and conduct public information programs for community/citizen awareness of potential disasters, as well as personal protection measures for each hazards present • Develop Rumor Control Procedures • Prepare advance sample copies of emergency information packages for release through the news media during actual emergencies • Brief local news media personnel, community officials, local, state, and federal agencies on External Affairs policies, plans, and procedures • Maintain current lists of radio stations, televisions stations, cable companies, websites, and newspapers to be utilized for public information releases • Maintain agreements and liaison arrangements with other agencies and the news media • Maintain arrangements to provide a briefing room for the media in the vicinity of the EOC or at the location of the disaster • Coordinate with VDEM PIO, Governor's Press Secretary and the Secretary of Public Safety to prepare press releases during major events • Assist with the preparation/transmission of EAS messages ESF #15-2 • Disseminate news releases and daily Situation Reports from the State EOC via the county website • Establish, with assistance from VDEM and other agencies, the Virginia Public Inquiry Center for the general public to call for information • Monitor the media to insure accuracy of information and correct inaccurate as quickly as possible • Plan and organize news conferences with the Governors staff, if necessary • Provide information to the public about available community disaster relief assistance and mitigation programs • Coordinate efforts to provide information to public officials • Facilitate communications between the public and other agency officials to ensure that affected people have access and knowledge about benefits for which they may be eligible ESF #15-3 Tab 1 to Emergency Support Function #15 Emergency Public Information Resources A complete and up to date list of media contacts are maintained by the Public Information Office. These include local television stations of WDBJ, WSLS, WSET and WFXR. Local print media to include the Roanoke Times, Salem Times, Vinton Messenger and Cave Spring Connection. Several radio stations are also included who cover the Roanoke Valley area. ESF #15-4 Tab 2 to Emergency Support Function #15 Emergency Public Information PIO Prearranged Messages Hazardous Release or Spill (No explosion or fire) 1. Local - Public Information Notification of an Incident (Fire and/or Explosion Imminent) At (a.m./p.m.) today, an incident/accident occurred on (hwy/street). Certain dangerous materials have been spilled/leaked/released from a tank car/truck. Due to the toxicity of material released to the atmosphere, all traffic on (hwy/street) is being rerouted via Due to the possibility of an explosion and major fire, all residents living within feet of the site are urged to leave immediately and report to (school, church, etc.). Follow directions given by emergency workers or Police Department. You will be notified when it is safe to return to your homes. Stay tuned to this station for additional information/instructions. ESF #15-5 Tab 3 to Emergency Support Function #15 Emergency Public Information P10 Prearranged Messages (FIRE AND/OR EXPLOSION IMMINENT) 2. Local - Public Information Notification of an Incident (Fire and/or Explosion Imminent) At (a.m./p.m.) today, an accident occurred on (hwy/railroad) at (location). All traffic on (hwy) is being rerouted via (hwy/intersection) until further notice. Due to the possibility of an explosion and major fire, all residents living within _ feet of the site are urged to leave immediately and report to (school, church, etc.). Follow directions given by emergency workers or Police Department. You will be notified when it is safe to return to your homes. Stay tuned to this station for additional information/instructions. ESF #15-6 Tab 4 to Emergency Support Function #15 Emergency Public In°iormation Sample Health Advisory for Shelter Centers DATE: TO: FROM: City/County Health Department SUBJECT: Health Risks Resulting from (event, site, & date) The (event) at (site) in City/ County on (date) released chemical particles into the environment in concentrations sufficient to cause health problems in some persons. Individuals suffering from chronic respiratory conditions, the elderly, infants and young children, and other individuals highly sensitive to air pollutants are at increased risk. Although residents were evacuated, it is possible that some evacuees may experience symptoms which are characteristic of over exposure to these chemicals. Shelter residents should be monitored for symptoms which are characteristic of exposure to the chemicals which necessitated the evacuation. These symptoms are (enter symptoms from MSDS or other sources) In addition to specific information on patient's medical condition and treatment, record specific information related to the incident such as patient's location when exposed to contaminants, estimated distance of that location from (site of incident), and estimated time of onset of symptoms. Report incidents to the Department of Health. ESF #15-7 Tab 5 to Emergency Support Function #15 Emergency Public Information Sample Health Advisory for Health Advisory DATE: TO: FROM: City/County Health Department SUBJECT: Health Risks Resulting from (event, site, & date) The City/County Public Health Department has issued a Public Health Advisory concerning possible chemical/biological contamination by (event) at the (location) in /CityCounty. The chemical release occurred at (date & time). Substances released into the environment during this incident can present health risks to susceptible persons. Persons who have been exposed to these chemicals may experience one or more of the following symptoms: . (list symptoms on the MSDS) Any person who was in the vicinity of (site of event) between (hours) on (day) should be alert to symptoms indicating exposure to the chemicals released. Persons experiencing symptoms of contamination are advised to consult their physician or go to the nearest hospital emergency department for evaluation. ESF #15-8 Tab 6 to Emergency Support Function #15 Emergency Public inrormation Sample Health Advisory for Physicians DATE: TO: All Primary Care Physicians in (area, city, county) FROM: City/County Health Department SUBJECT: Health Risks Resulting from (event, site & date) The (event) at (site) in City/County released chemical particles into the environment in concentrations sufficient to cause health problems in some persons. Individuals suffering from chronic respiratory conditions, the elderly, infants and young children, and other individuals highly sensitive to air pollutants are at increased risk. Although precautions were taken, it is possible that some residents in the area may experience symptoms which are characteristic of over exposure to these chemicals. Exposure to (list name(s) of chemicals involved) should be considered with patients experiencing In addition to specific information on patient's medical condition and treatment, record specific information related to the incident such as patient's location when exposed to contaminants, estimated distance of that location from (site of incident) and estimated time of onset of symptoms. Report incidents to the City/County Health Department. ESF #15-9 Tab 6 to Emergency Support Function #15 Emergency Public Information Sample Health Advisory for Primary Health Care Facilities DATE: TO: All Primary Care Facilities in Roanoke County and the Roanoke Valley FROM: Health Department and Roanoke County SUBJECT: Health Risks Resulting from (event, site & date) The (event) at (site) in City/County released chemical particles into the environment in concentrations sufficient to cause health problems in some persons. Individuals suffering from chronic respiratory conditions, the elderly, infants and young children, and other individuals highly sensitive to air pollutants are at increased risk. Although precautions were taken, it is possible that some residents in the area may experience symptoms which are characteristic of overexposure to these chemicals. Exposure to (list name(s) of chemicals involved) should be considered with patients experiencing In addition to specific information on patient's medical condition and treatment, record specific information related to the incident such as patient's location when exposed to contaminants, estimated distance of that location from (site of incident), and estimated time of onset of symptoms. Report incidents to the Department of Health. For additional information, contact the City/County Health Department at XXX- XXX-XXXX ESF #15-10 Animal Sheltering Annex Coordinating Department Police Department Cooperating Agencies Department of Health Virginia Cooperative Extension SPCA Introduction Purpose: The Animal Care and Control Annex provides basic guidance for all participants in animal related emergency management activities. This includes guidance for all departments and agencies providing assistance in response to a local disaster declaration. The animal care and control function is a component of Emergency Support Function (ESF) #11 — Agriculture and Natural Resources. The emergency mission of animal care and control is to provide rapid response to emergencies affecting the health, safety and welfare of animals. Animal care and control activities in emergency preparedness, response, and recovery include, but are not limited to, companion animals, livestock and wildlife care, facility usage, displaced pet/livestock assistance, animal owner reunification, and carcass disposal. Scope: This annex is applicable to departments responding with assistance or relief to an Roanoke County Police Department. Definitions: and agencies that are participating and animal emergency as coordinated by the Household Pet: A domesticated animal, such as a dog, cat, rodent, or fish, that is traditionally recognized as a companion animal and is kept in the home for pleasure rather than commercial purposes. This does not include reptiles. (ASPCA Model Pet Policy Guidance) Feral/Stray Domesticated Animals: An animal that is typically known as a household pet that is either not with its owners by accident or otherwise or has reverted back to a wild state. Livestock: Domesticated animals that may be kept or raised in pens, houses, pastures, or on farms as part of an agricultural or farming operation, whether for commerce or private use. Such animals may include goats, sheep, beef or dairy cattle, horses, hogs or pigs, donkeys or mules, bees, rabbits or 'exotic' animals (those raised outside their indigenous environs) such as camels, llamas, emus, ostriches, or any animal, including reptiles, kept in an inventory that may be used for food, fiber or pleasure. Animal Sheltering Annex - 1 Poultry: The class of domesticated fowl (birds) used for food or for their eggs. These most typically are members of the orders Galliformes (such as chickens and turkeys), and Anseriformes (waterfowl such as ducks and geese). Wildlife: All animals, including invertebrates, fish, amphibians, reptiles, birds and mammals, which are indigenous to the area and are ferae naturae or wild by nature. Exotic Animals: Any animal that is not normally domesticated in the United States and wild by nature, but not considered wildlife, livestock or poultry due to status. This includes, but is not limited to, any of the following orders and families, whether bred in the wild or captivity, and also any of their hybrids with domestic species. Listed examples are not to be construed as an exhaustive list or limit the generality of each group of animals, unless otherwise specified. 1. Non -human primates and prosimians — examples: monkeys, baboons, chimpanzees 2. Felidae (excluding domesticated cats) — examples: lions, tigers, bobcats, lynx, cougars, jaguars 3. Canidae (excluding domesticated dogs) — examples: wolves, coyotes, foxes, jackals 4. Ursidae — examples: all bears 5. Reptilia — examples: snakes, lizards, turtles 6. Crocodilia — examples: alligators, crocodiles, caiman 7. Proboscidae — examples: elephants 8. Hyanenidae — examples: hyenas 9. Artiodatyla (excluding livestock) — examples: hippopotamuses, giraffes, camels 10. Procyonidae — examples: raccoons, coatis 11. Marsupialia — examples: kangaroos, opossums 12. Perissodactylea (excluding livestock) — examples: rhinoceroses, tapirs 13. Edentara — examples: anteaters, slots, armadillos 14. Viverridae — examples: mongooses, civets, genets Assumptions: 1. The care and control of non -wildlife and non -feral animals (including household pets, livestock and poultry) is primarily the responsibility of the owner of the animal(s). In times of emergency or disaster, owners may need assistance in the care and control of their animals. 2. A hazard analysis and vulnerability assessment has been completed which identifies the types of threats, the areas that they threaten, and types and numbers of animals most vulnerable in these areas. 3. The Roanoke County Emergency Operations Center may be activated to manage the emergency. 4. Any disaster may potentially have adverse effects on the jurisdiction's animal population or the public health and welfare. 5. State or Federal Assistance to deal with animal emergencies may not be available. Local resources must be utilized before requesting outside assistance. Policies: Following Congressional action on the Pets Evacuation and Transportation Standards (PETS) Act, S. 2548 and H.R. 3858, President Bush signed the historic legislation into law. The PETS Act requires state and local agencies to include animals in their disaster plans. Animal Sheltering Annex - 2 All Local governments must develop and maintain an animal emergency response plan (SB 787, Animal Emergency Response Plan, 2007 Session) with the assistance of the Virginia Department of Emergency Management. The Virginia Department of Agriculture and Consumer Services, Division of Animal and Food Industry Services has the responsibility of interpreting and enforcing the regulations listed below pertaining to the health, humane care, and humane handling of livestock, poultry, and companion animals in the Commonwealth. These include: • 2 VAC 5-30-10 Rules and Regulations Pertaining to the Reporting Requirements for Contagious and Infectious Diseases of Livestock and Poultry in Virginia • 2 VAC 5-40-10 Rules and Regulations Governing the Prevention, Control, and Eradication of Bovine Tuberculosis in Virginia • 2 VAC 5-50-10 Rules and Regulations Governing the Prevention, Control, and Eradication of Brucellosis of Cattle in Virginia • 2 VAC 5-60-10 Rules and Regulations Governing the Operation of Livestock Markets • 2 VAC 5-70-10 Rules and Regulations Pertaining to the Health Requirements Governing the Control of Equine Infectious Anemia in Virginia • 2 VAC 5-80-10 Rules and Regulations Pertaining to the Requirements Governing the Branding of Cattle in Virginia • 2 VAC 5-90-10 Rules and Regulations Pertaining to the Control and Eradication of Pullorum Disease and Fowl Typhoid in Poultry Flocks and Hatcheries and Products Thereof in Virginia • 2 VAC 5-100-10 Rules and Regulations Governing the Qualifications for Humane Investigators • 2 VAC 5-110-10 Rules and Regulations, Guidelines Pertaining to A Pound or Enclosure to be Maintained by Each County or City • 2 VAC 5-120-10 Rules and Regulations Governing the Record keeping by Virginia Cattle Dealers for the Control or Eradication of Brucellosis of Cattle • 2 VAC 5-130-10 Rules and Regulations Governing the Laboratory Fees for Services Rendered or Performed • 2 VAC 5-140-10 Rules and Regulations Pertaining to the Health Requirements Governing the Admission of Livestock, Poultry, Companion Animals, and Other Animals or Birds into Virginia • 2 VAC 5-150-10 Rules and Regulations Governing the Transportation of Companion Animals • 2 VAC 5-160-10 Rules and Regulations Governing the Transportation of Horses • 2 VAC 5-170-10 Rules and Regulations Governing the Registration of Poultry Dealers • 2 VAC 5-180-10 Rules and Regulations Governing Pseudorabies in Virginia • 2 VAC 5-190-10 Rules and Regulations Establishing a Monitoring Program for Avian Influenza and Other Poultry Diseases • 2 VAC 5-200-10 Rules and Regulations Pertaining to the Disposal of Entire Flocks of Dead Poultry in Virginia Animal Sheltering Annex - 3 • 2 VAC 5-205-10 Rules and Regulations Pertaining to Shooting Enclosures Animal Sheltering Annex - 4 Concept of Operations Organization: Under ESF #11, the Roanoke County Police Department is designated as the lead agency for animal care and control. Within Police, the Community Services Officers (CSO's) operate under the Special Operations Division. This Division is designated by the Police Chief as the coordinator for animal health planning. The Special Operations Division Officer in Charge with assistance from the Coordinator of Emergency Management are responsible for developing and implementing the necessary management policies and procedures that will facilitate and ensure a safe, sanitary and effective animal care and control effort. These procedures will be designed to support and expedite emergency response operations, as well as maximize state and federal assistance. Plans and procedures for Roanoke County Animal Control and supporting agencies define the roles of agencies and support organizations in preparedness, response and recovery of an animal emergency. These plans and procedures establish the concepts and policies under which all elements of their agency will operate during an animal emergency. They will provide the basis for more detailed appendices and procedures that may be used in a response. The Special Operations Division Officer in Charge will coordinate with all departments, government entities, and representatives from the private sector who support animal emergency operations. This may involve working with other local jurisdictions that provide mutual aid, state and federal governments, private contractors, local retailers, volunteer organizations, etc. and assuring that all involved have current Memorandums of Agreement with the Locality in respect to their agreed support. Responsibilities: 1. County Emergency Manager a. Act as advisor to all involved on emergency management issues b. Coordinates between Police and other agencies as required 2. Roanoke County Community Services Police Officers a. Responsible for coordination of animal related planning b. Maintains current listings of emergency contacts and resources necessary for response to an animal emergency c. Produce and maintain plans, policies and procedures for overarching animal care and control activities, animal recovery, and household pet sheltering d. Oversee all activities (mitigation, planning, response and recovery) in regards to emergency animal care and control; and 3. Extension Agent a. Produce and maintain maps/listings with locations of large livestock operations and other special animal facilities identified to include volume, contact information, etc b. Produce and maintain plans, policies and procedures regarding Animal Disease Control Animal Sheltering Annex - 5 Action Checklist Mitigation/Prevention: 1. All business, farming and hobby operations will be encouraged to develop and maintain an emergency plan for the care, feeding and transportation of their animals as may be required in a disaster. They will be encouraged to have these plans reviewed by the Police 2. Citizens will be encouraged to develop household emergency plans that would include their pets in all aspects of response including evacuation and sheltering Preparednes 1. Develop, maintain, and disseminate animal care and control plans, policies and procedures to ensure the safe, sanitary and efficient response to and recovery from an animal emergency, as well as support and maximize claims of financial assistance from local, state and federal governments, and facilitate audits following the disaster 2. Provide training to agencies and staff on task -appropriate plans, policies and procedures 3. Provide adequate support for animal preparedness and planning 4. Develop the necessary logistical support to carry out emergency tasking. Instruct all departments to maintain an inventory of supplies on hand 5. Develop the necessary mutual aid agreements, sample contracts, and listing of potential resource providers to expedite the procurement of anticipated resource needs for emergency operations 6. Develop and maintain the necessary measures to protect vital records, critical systems, and essential operations to ensure their uninterrupted continuation during a disaster, as well as to facilitate their full restoration if impacted by the disaster Response: 1. Implement animal care and control plans, policies and procedures to ensure the safe, sanitary and efficient response to an animal emergency, as well as support and maximize claims of financial assistance from state and federal governments, and facilitate audits following the disaster 2. Provide on -the -spot training as necessary on task -appropriate plans, policies and procedures 3. Provide adequate support for animal response. Report any shortfalls and request needed assistance or supplies 4. Implement mutual aid agreements, contracts, and the listing of potential resource providers to fill resource needs for emergency operations 5. Provide animal care and control support in a timely manner 6. Protect vital records, critical systems, and essential operations to ensure their uninterrupted continuation during a disaster, as well as to facilitate their full restoration if impacted by the disaster 7. Ensure appropriate recordkeeping such that federal or state disaster assistance can be sought for reimbursement of disaster related expenditures Animal Sheltering Annex - 6 Recovery: 1. Complete an event review with all responding parties; 2. Review animal care and control plans, policies and procedures in respect to the recent emergency response. Update as necessary and disseminate 3. Review and update the necessary logistical support to carry out emergency tasking. Instruct all departments to replenish used on -hand inventory of supplies 4. Review mutual aid agreements, sample contracts, and listing of potential resource providers in respect to recent emergence response. Update as necessary and disseminate 5. Review measures to protect vital records, critical systems, and essential operations to ensure their uninterrupted continuation during a disaster, as well as to facilitate their full restoration if impacted by the disaster. Update as necessary and disseminate; 6. Assist the Department of Finance in the preparation and submission of disaster assistance applications to the appropriate state and/or federal agencies for reimbursement of disaster related expenditures Administration and Logistics Administration: Basic administrative and accountability procedures for any animal emergency will be followed as required by County, state and federal regulations. As with any disaster or incident response, the ICS/NIMS will be used to organize and coordinate response activity Logistics: If supplies, materials, and equipment are required, records will be maintained in accordance to county, state and federal reporting requirements. All procurement processes will also follow appropriate county procurement policies and regulations, and state and federal policies and regulations as necessary. Public Information: The Public Information Officer will follow procedures established in the ESF 15 and Public Affairs Support Annex to: 1. Ensure prior coordination with appropriate agricultural, veterinary, and public health officials to provide periodic spot announcements to the public on pertinent aspects of the emergency; and 2. Ensure availability of the media in the event an animal emergency arises. Animal Sheltering Annex - 7 Animal Care and Control Support Annex Appendix 1 — Household Pet Sheltering Plan Coordinating Agencef Roanoke County Police Department Introduction Purpose - The Animal Care and Control Annex, Household Pet Sheltering Plan provides basic guidance for all participants in animal related emergency evacuation and sheltering management activities. This includes guidance for all departments and agencies providing assistance in response to a local disaster declaration. The animal care and control function is a component of Emergency Support Function (ESF) #11 — Agriculture and Natural Resources. Although, the sheltering and protection of animals is the responsibility of their owners, Roanoke County Police, Special Operations Unit is the lead agency on animal issues and is responsible for situation assessment and determination of resource needs. Pet - Friendly shelters are being established in an effort to assist evacuated residents with sheltering of companion animals and their owners during a declared evacuation. It is the goal of this plan to control and support the humane care and treatment of companion animals during an emergency situation and to provide safe sheltering for people and their pets before, during or after a disaster in a designated site in cooperation with the Department of Social Services and American Red Cross. Scope This annex is applicable to departments and agencies that are participating and responding with assistance or relief to an emergency requiring the sheltering of people and their household pets as coordinated by the County Emergency Management. Situation: After Hurricane Andrew devastated Florida in 1992 and Katrina hit both Louisiana and Mississippi in September of 2005, city emergency response personnel realized the convergence of animal and people issues during a disaster. They learned that, under adverse circumstances, the ultimate safety of many citizens depends on the safety of their pets. Until that time, people in harm's way were told by state emergency management to evacuate their home, but to leave their pets. Relaying this information has often created situations where animals were technically neglected and/or abandoned and it added additional stress to people who evacuate without their animals. These scenarios produce serious complications for Emergency Management. It stands to reason, if humans were at risk from an impending cataclysm, so were the lives of animals, and visa versa. We now understand that many people, especially the elderly, simply do not abandon their companion animals, even in life-threatening situations. Animal Sheltering Annex - 8 Assumptions: 1. Any emergency resulting in evacuation of residents to a shelter will result in household pet issues. 2. The protection of household pets is ultimately the responsibility of their owner. 3. Many household pet owners will not evacuate to safety if their pets must stay behind. 4. Pet owners will frequently live in the streets rather than abandon their animals so that they may enter evacuation shelters. 5. This type of behavior puts animals, their owners and emergency responders at risk. 6. Pet -friendly shelters will only shelter those animals defined as household pets. 7. No dogs with a known bite history or previously classified by Animal Control as "Dangerous" or "Potentially Dangerous" will be accepted into a pet -friendly shelter. 8. No dog that shows signs of aggression during initial check-in will be accepted. 9. All dogs and cats must be accompanied by proof of current vaccinations and current rabies tags. 10. No feral cats or wild -trapped cats will be accepted. 11. Animals should be brought to the Pet -Friendly shelter in a suitable cage or on a leash provided by the owner. 12. Birds must be brought in the owner's cage. Bird breeders with large numbers of birds will need to seek sanctuary elsewhere. 13. Pocket pets (hamsters, gerbils, hedgehogs, sugar gliders, etc.) must be brought to shelter in owner's cage. The cage must be of good material to prevent escape. 14. No reptiles will be accepted. Concept of Operations Organization: Under ESF #11, the County Police is designated as the lead agency for animal care and control. In response to an emergency requiring sheltering, ESF #11 will work together with other ESFs including ESF #6, Mass Care, Housing and Human Services, to complete the mission of household pet sheltering. Other agencies/ESFs may need to be utilized to fulfill other needs as determined. The Operations Director of Animal Control, in coordination with Department of Social Services and/or Red Cross, is responsible for developing and implementing the necessary management policies and procedures that will facilitate and ensure a safe, sanitary and effective animal care and control effort. These procedures will be designed to support and expedite emergency response operations, as well as maximize state and federal assistance. Plans and procedures for the Roanoke County Police Department and supporting agencies define the roles of agencies and support organizations in preparedness, response and recovery of an animal emergency. These plans and procedures establish the concepts and policies under which all elements of their agency will operate during household pet sheltering activities. They will provide the basis for more detailed standard operating procedures that may be used in a response. The Special Operations Director of Animal Control will coordinate with all departments, government entities, and representatives from the private sector who support pet -friendly sheltering operations. This may involve working with other local jurisdictions that provide mutual aid, state and federal governments, private contractors, local retailers, volunteer Animal Sheltering Annex - 9 organizations, etc. and assuring that all involved have current Memorandums of Agreement with the Locality in respect to their agreed support. Responsibilities: City/County Emergency Manager a. Coordinate pre -incident training and exercise of pet -friendly shelter incident management teams to included NIMS, ICS, EOC Operations, and reimbursement procedures for eligible costs under state and federal public assistance programs b. Obtain and deliver pre -identified resource requirements to the appropriate shelter sites within the time schedule agreed upon c. Obtain and deliver requested but not previously identified resource requirements as expeditiously as possible 2. County Police, Special Operations Animal Control a. Create and maintain all household pet sheltering policies, plans and procedures; b. Maintain current listing of emergency contacts and resources necessary for an household pet sheltering response c. Coordinate and insure rapid response to pet -friendly sheltering needs d. Coordinate incident management activities for the overall operation of the pet -friendly shelters with the EOC and quasi -government, volunteer relief organizations and contractors who are staffing and providing support to shelter operations e. Maintain situational awareness of pet -friendly shelter operations and provide situation/status reports/updates to the EOC f. Process requests for assistance or additional resources to support household pet sheltering operations through the EOC g. Facilitate the reunification of pets to owners during the transition from response to recovery h. Provide shelter occupancy data to facilitate the movement of traffic along the evacuation routes i. Use media to assist with outreach efforts to citizens on evacuation education pre -event and notification during an event regarding routing to be used j. Monitor, coordinate and manage pet -friendly shelter activation and sequencing k. Provide subject matter expertise to support agencies, as needed; and 3. County Department of Social Services/Red Cross a. Coordinate the relationship between the human and household animal sheltering functions; b. Assist in creating public information releases regarding sheltering in coordination with Animal Control; and 4. County Department of Health a. Insure that human health will not be impacted in conjunction with the operation of pet -friendly shelters Animal Sheltering Annex - 10 Action Checklist Mitigation/Prevention: 1. Encouraged citizens to develop emergency plans and go -kits for the animals in the care 2. Determine the best means for information dissemination to the public in regards to an evacuation order and its related sheltering activities Preparedness 1. Establish an organizational structure, chain of command, and outline of duties and responsibilities, required for any household pets sheltering response 2. Develop, maintain, and disseminate household pet sheltering plans, policies and procedures to ensure the safe, sanitary and efficient response to and recovery from an animal emergency, as well as support and maximize claims of financial assistance from state and federal governments, and facilitate audits following the disaster 3. Identify local veterinarians, humane societies, local household pet sheltering volunteers and animal control personnel in site-specific standard operating procedure and insure that contact information is maintained 4. Provide training to agencies, staff and volunteers on task -appropriate plans, policies and procedures 5. Provide adequate support for animal preparedness and planning 6. Develop the necessary logistical support to carry out emergency tasking. Instruct all departments to maintain an inventory of supplies on hand 7. Develop the necessary mutual aid agreements, sample contracts, and listing of potential resource providers to expedite the procurement of anticipated resource needs for emergency operations Response: 1. Implement household pet sheltering plans, policies and procedures to ensure the safe, sanitary and efficient response to an animal emergency, as well as support and maximize claims of financial assistance from state and federal governments, and facilitate audits following the disaster 2. Secure supplies, equipment, personnel and technical assistance from support agencies, organizations and other resources to carry out the response plans associated with animal health emergency management 3. Provide on -the -spot training as necessary on task -appropriate plans, policies and procedures 4. Provide adequate support for household pet sheltering response. Report any shortfalls and request needed assistance or supplies. Request assistance from the Commonwealth as needed 5. Implement mutual aid agreements, contracts, and the listing of potential resource providers to fill resource needs for emergency operations 6. Provide household pet sheltering support in a timely manner 7. Insure appropriate recordkeeping such that federal or state disaster assistance can be sought for reimbursement of disaster related expenditures Animal Sheltering Annex - 11 Recovery: 1. Complete an event review with all responding parties 2. Review household pet sheltering plans, policies and procedures in respect to the recent emergency response. Update as necessary and disseminate 3. Review and update the necessary logistical support to carry out emergency tasking. Instruct all departments to replenish used on -hand inventory of supplies 4. Review mutual aid agreements, sample contracts, and listing of potential resource providers in respect to recent emergence response. Update as necessary and disseminate 5. Assist the Department of Finance and Emergency Management Coordinator in the preparation and submission of disaster assistance applications to the appropriate state and/or federal agencies for reimbursement of disaster related expenditures Plan Development and Maintenance This plan should be reviewed annually in its entirity for any needed updates, revisions, or additions. It is the responsibility for the Police Department as the lead agency for this plan, to ensure that this is completed. This plan should also be reviewed after every incident in which it is activated to reflect any needed updates, revisions or additions that were found within that response effort. Animal Sheltering Annex - 12 Appendix 1, Tab 1 Pet -Friendly Shelter Pet Registration/Discharge Form Owner Information Full Name: Driver's License Number: Street Address: City, State, Zip Phone Numbers: Home: Cell or Alternate: Pet Information Description of Animal: ❑ Dog ❑ Cat ❑ Other Pet's Name: Crate Assigned: MALE ElIntact ElNeutered FEMALE ElIntact ElSpayed ElIn Heat Breed: Color: Age: Distinctive Markings: Microchip: ❑ Yes ❑ No If yes, number: Veterinarian Name: Pet Medications - List any medications below that you pet is currently taking Name of Medication Dosage- I Purpose TO BE COMPLETED BY SHELTER Arrival Date: f Departure Date: Did the owner provide proof of the following: Yes No • Written proof of vaccinations during the past 12 months • Proper ID collar and up to date rabies tag. If yes, record Tag # • Proper ID on all belongings • Leash • Ample food supply • Water/food bowls • Necessary medication(s) (ensure medications are listed above) • Owner provided cage has owner's name, address, pet name and other pertinent information labeled clearly and securely on the cage Registration Agreement I understand that I must pick up my pet(s) when leaving the designated shelter or at the closing of the shelter, whichever comes first, or may pet(s) will become property of the local animal control facility and treated as stray(s). I, the animal owner signed below, certify that I am the legal owner and request the emergency housing of the pet(s) listed on this form. I hereby release the person or entity receiving the pet(s) from any and all liability regarding the care and housing of the animal during and following this emergency. I acknowledge if emergency conditions pose a threat to the safety of these animals, additional relocation may be necessary, and this release is intended to extend to such relocation. I acknowledge that the risk of injury or death to my pet(s) during an emergency cannot be eliminated and agree to be responsible for any additional veterinary expenses which may be incurred in the treatment of my pet(s) outside of the shelter triage. I also understand that it is the owner or his/her agent's responsibility for the care, feeding, and maintenance of my pet(s). Check-out is required when departing from the shelter. I have read and understand this agreement and certify that I am the owner/agent of the above listed animal(s). SIGNATURE Owner's Signature Shelter Intake personnel Animal Sheltering Annex - 13 Animal Care and Control Support Annex Appendix 2 — Animal Disease Management Plan Coordinating Agency Police Department Introduction Purpose - The Animal Care and Control Annex, Animal Disease Management Plan provides basic guidance that addresses rapid local response to Foreign Animal Disease or Animal Disease (FAD/AD) incidents and other events affecting the health, safety and welfare of humans and animals in disaster situations. A coordinated local response if necessary to effectively deal with the crisis and minimize the consequences in order to return the jurisdiction to normal as quickly as possible following a disaster or incident. Due to their complexity, infectious animal diseases add new dimensions to disaster management. There are many disease characteristics to consider such as stability of the agent, route of transmission, incubation time, potential species affected, and transfer to humans (zoonotic) potential. Scope: This annex is applicable to departments and agencies that are participating and responding with assistance or relief to a FAD/AD emergency as coordinated by the County Emergency Management. Situation: In recent years, several serious FAD/AD outbreaks have occurred outside of the United States. The incorporations of animals and animal products from foreign countries, the ease of travel throughout the world, and the ongoing threat of agro-terrorism, indicates our vulnerability to an FAD/AD. The introduction of an FAD/AD would present the County, State, and Nation with a time sensitive, critical situation that affects not only animal health, but also a potentially debilitating economic situation. Protecting the agriculture and food distribution industry in Roanoke County requires cooperation, participation and partnership. Any large disaster or emergency may cause substantial suffering to human and animal populations. With the advent of larger animal production facilities, an ever-increasing pet population, and the increased vulnerability to intentional introduction of animal disease, a coordinated local animal response plan is imperative. The Virginia Department of Agriculture is tasked with dealing with infectious animal and plant disease and have the authority to work with local officials and responders to make all necessary rules for suppression and prevention of infectious and contagious diseases among animals and mitigating the spread of plant disease in the state (see Animal Care and Control Annex Basic Document — Policies). Depending on the size and nature of the event, the Virginia Emergency Operations Center (VEOC) may be activated to Animal Sheltering Annex - 14 coordinate other state agency and county resources needed to response, contain, and eradicate the disease. The Commonwealth of Virginia Emergency Operations Plan, Emergency Support Function #11, Agriculture and Natural Resources Annex addresses interagency cooperation and responsibilities at the state level in the event local resources are overwhelmed. Not all animal disease introductions require emergency response functions. Many disease introductions are routinely handled by private practice veterinarians. Response measures are greatly influenced by the infectivity of the disease, it's characteristics of transmission, and the actions necessary to contain it. Response functions may be initiated in the event of an introduction of a highly infectious animal disease, foreign animal disease, emerging animal disease, or any other animal disease that meets one or more of the following criteria: a. It is one of the International Animal Health Code "List A" diseases, as designated by the Office International des Epizooties (O/E) which lists the following diseases: • Foot and mouth disease • Swine vesicular disease • Peste des petits ruminants • Lumpy skin disease • Bluetongue • African horse sickness • Classical swine fever • Vesticular stomatitis • Rinderpest • Contagious bovine pleuropneumonia • Rift Valley fever • Sheep pox and goat pox • African swine fever • Highly pathogenic avian influenza • New castle disease Animal Sheltering Annex - 15 b. It falls outside of the domain of the locality's routine prevention and response activities and capabilities; c. It is highly contagious, and therefore creates a significant risk of rapid transmission across a large geographical area, including non-contiguous areas; and d. It creates the potential to cause widespread personal hardship within the agricultural community and/or is detrimental to the local, state or national economy. Assumptions: 1. The identification of a FAD/AD outbreak anywhere in the Commonwealth of Virginia would affect Roanoke County. This could result in the creation and enforcement of movement controls of people, livestock, agricultural products, and other property. 2. It is likely that livestock producers will be the first to notice unusual behavior or symptoms in their animals. 3. Private veterinary practitioners will likely be the first responders to any FAD/AD outbreak. A local veterinarian is required to immediately notify the State Veterinarian of suspected FAD/AD. 4. The potential exists in Virginia for FAD/AD introduction as a mechanism of agro-terrorism. 5. Suspected or positive detection of a FAD/AD in Roanoke County will prompt State and/or federal officials to employ additional precautions to prevent or mitigate the possibility of spreading the disease. 6. Numerous local, State and federal agencies will play a role in eradicating the disease. 7. Large numbers of domestic livestock and wildlife may need to be destroyed or controlled to prevent the spread of a disease after it has been confirmed in the county. 8. Immediate quarantine areas may be required where suspected or confirmed cases may have originated, inside of which increased biosecurity measures can be implemented. The zone establishment may require the development of cleaning and disinfecting procedures and additional record keeping by producers and/or veterinarians. 9. Facilities and transport vehicles suspected of being contaminated will need to be cleaned and disinfected. 10. Depopulation of animals will be conducted in the most humane, expeditious manner to stop the spread of the disease and limit the number of animals affected. 11. Carcass disposal sites will need to be rapidly identified or other solutions such as rendering, burial on site or incineration utilized. Concept of Operations Organization: Under ESF #11, the County Police Department is designated as the lead agency for animal care and control. Within Animal Control, the Lieutenant is designated as the Coordinator for the management of operations, planning, and training for the animal care and control function. In response to a FAD/AD, ESF #11 will work together with other ESFs including ESF #8, Health and Medical, and ESF #10, Oil and Hazardous Materials Response, to complete the mission of animal disease control. Other agencies/ESFs may need to be utilized to fulfill other needs as determined. The Police Department, in coordination with Department of Health and Department of Environmental Quality, is responsible for developing and implementing the necessary management policies and procedures that will facilitate and ensure a safe, sanitary and effective animal care and control effort. These procedures will be designed to support and expedite ACC -16 emergency response operations, as well as maximize state and federal assistance. Plans and procedures for the Police Department and supporting agencies define the roles of agencies and support organizations in preparedness, response and recovery of an animal emergency. These plans and procedures establish the concepts and policies under which all elements of their agency will operate during a FAD/AD. They will provide the basis for more detailed standard operating procedures that may be used in a response. The ESF 11 Director will coordinate with all departments, government entities, and representatives from the private sector who support FAD/AD operations. This may involve working with other local jurisdictions that provide mutual aid, state and federal governments, private contractors, local retailers, volunteer organizations, etc. and assuring that all involved have current Memorandums of Agreement with the Locality in respect to their agreed support. Action Checklist Mitigation/Prevention: 1. Encourage any zoological or wildlife parks, marine animal aquariums, laboratory animal research facilities, university veterinary medical and animal science centers, livestock markets and large livestock operations, to develop FAD/AD emergency procedures and plans for the animals in the care and custody and provide them to the County Police Department for comment and review 2. Determine the best means for information dissemination to the public in regards to a FAD/AD emergency Preparedness: 1. The Commonwealth of Virginia, Department of Agriculture and Consumer Services (through VEOC ESF #11), will establish an organizational structure, chain of command, and outline of duties and responsibilities, required for any FAD/AD response 2. Develop, maintain, and disseminate animal care and control plans, policies and procedures to ensure the safe, sanitary and efficient response to and recovery from an animal emergency, as well as support and maximize claims of financial assistance from state and federal governments, and facilitate audits following the disaster 3. Identify local veterinarians, humane societies, and animal control personnel in the appropriate standard operating procedures and insure that contact information is maintained 4. Provide training to agencies and staff on task -appropriate plans, policies and procedures 5. Provide adequate support for animal preparedness and planning 6. Develop the necessary logistical support to carry out emergency tasking. Instruct all departments to maintain an inventory of supplies on hand 7. Develop the necessary mutual aid agreements, sample contracts, and listing of potential resource providers to expedite the procurement of anticipated resource needs for emergency operations Response: 1. Immediately report any suspected or observed cases of FAD/AD to the Virginia Department of Agriculture and Consumer Services (VDACS) and/or the United States Department of Agriculture (USDA), Animal and Plant Health Inspection Service (APHIS). 2. Implement animal care and control plans, policies and procedures to ensure the safe, sanitary and efficient response to an animal emergency, as well as support and maximize ACC -17 claims of financial assistance from state and federal governments, and facilitate audits following the disaster 3. Secure supplies, equipment, personnel and technical assistance from support agencies, organizations and other resources to carry out the response plans associated with animal health emergency management 4. Provide on -the -spot training as necessary on task -appropriate plans, policies and procedures 5. Provide adequate support for animal response. Report any shortfalls and request needed assistance or supplies. Request assistance from the Commonwealth as needed; 6. Implement mutual aid agreements, contracts, and the listing of potential resource providers to fill resource needs for emergency operations 7. Provide animal disease management support in a timely manner 8. Protect vital records, critical systems, and essential operations to ensure their uninterrupted continuation during a disaster, as well as to facilitate their full restoration if impacted by the disaster 9. Insure appropriate recordkeeping such that federal or state disaster assistance can be sought for reimbursement of disaster related expenditures Recovery: 1. Evaluate quarantines that were put in place during the FAD/AD outbreak to decide if they are still needed 2. Augment veterinary medical services to expedite rapid recovery 3. Complete an event review with all responding parties 4. Review animal disease management plans, policies and procedures in respect to the recent emergency response. Update as necessary and disseminate 5. Review and update the necessary logistical support to carry out emergency tasking. Instruct all departments to replenish used on -hand inventory of supplies 6. Review mutual aid agreements, sample contracts, and listing of potential resource providers in respect to recent emergence response. Update as necessary and disseminate 7. Assist the Department of Finance in the preparation and submission of disaster assistance applications to the appropriate state and/or federal agencies for reimbursement of disaster related expenditures Plan Development and Maintenance This plan should be reviewed annually in its entirity for any needed updates, revisions, or additions. It is the responsibility for the County Police Department, as the lead agency for this plan, to insure that this is completed. This plan should also be reviewed after every incident in which it is activated to reflect any needed updates, revisions or additions that were found within that response effort. ACC -18 Animal Care and Control Support Annex Appendix 3 — Animal Recovery Plan Coordinating Agency Police Introduction Purpose: The Animal Care and Control Annex, Animal Recovery Plan provides basic guidance for all participants in an animal search, rescue, recovery and reunification scenario. This includes guidance for all departments and agencies providing assistance in response to a local disaster declaration. The animal care and control function is a component of Emergency Support Function (ESF) #11 — Agriculture and Natural Resources and under the direction of the County Police Department. Although, the care and control of animals is the responsibility of their owners, County Police Animal Control is the lead agency on animal issues and is responsible for situation assessment and determination of resource needs. Animals are not only companions, but can be the livelihood of families and communities where agriculture is key. In some situations, owners will not be able to evacuate their animals, and due to impacts of the event, they may not be able to re-enter the area post -event to recover or care for their animals. It is the goal of this plan to control and support the animal search, rescue, recovery and reunification process during or after an emergency situation and to insure the continued care of those animals that are unable to be relocated outside of the disaster area. Scope This annex is applicable to departments and agencies that are participating and responding with assistance or relief to an emergency requiring the search, rescue, recovery or reunification of animals with their owners as coordinated by the County. Situation: Any natural, technological or manmade disaster could affect the well-being of animals. Although many owners of animals will work very diligently to protect their animals in the event of an emergency, it is not always feasible or possible to relocate the animals in every situation. Some animals may be left behind because families are unable to enter a hazardous area to retrieve their animals, the number or size (such as a herd of cattle) of the animal(s) make it unfeasible to relocate within a reasonable timeframe, or the owners do not feel that they have any other option, either due to lack of proper planning or education, when evacuating themselves. In these cases, it will be vital to assist these animal owners in the search, rescue, recovery and care of these animals until they can be reunited with their owners. ACC -19 Assumptions - 1 . ssumptions: 1. The care and control of non -wildlife and non -feral animals (including household pets, livestock and poultry) is primarily the responsibility of the owner of the animal(s). In times of emergency or disaster, owners may need assistance in the care and control of their animals. 2. People will frequently try to reenter an area to retrieve animals before an all clear is given. 3. Those animals that become homeless, lost or stray as a result of a disaster will be protected by the County to the extent possible. 4. Those animals that are rescued and are not identified by their owners and a reunification plan determined will be considered the property of the County and normal animal care and control policies and procedures will be followed in regards to euthanasia, adoption, and/or release to rescue organizations. 5. Policies and procedures will be written in regards to requests for animal search and rescue, animal identification requirements and in-place animal care. Concept of Operations Organization: Under ESF #11, the County Police Department is designated as the lead agency for animal care and control. The County Animal Control will be lead in all animal search, rescue, recovery and reunification operations with the County Police as the Section Chief. In response to an emergency requiring sheltering, ESF #11 will work together with other ESFs to complete the mission of animal search, rescue, recovery and reunification as necessary. The County Animal Control is responsible for developing and implementing the necessary management policies and procedures that will facilitate and ensure a safe, sanitary and effective animal care and control effort for day-to-day operations and emergency response. The emergency plans will define the roles of agencies and support organizations in preparedness, response and recovery of an animal emergency and establish the concepts and policies under which all elements of the responding agencies will operate during animal search, rescue, recovery and reunification activities. They will provide the basis for more detailed standard operating procedures that may be used in a response. The Police Department will coordinate with all departments, government entities, and representatives from the private sector who support animal search, rescue, recovery and reunification activities. This may involve working with other local jurisdictions that provide mutual aid, state and federal governments, private contractors, local retailers, volunteer organizations, etc. and assuring that all involved have current Memorandums of Agreement with the Locality in respect to their agreed support. Responsibilities: County Emergency Manager a. Prepare and coordinate pre -incident training and exercise of animal search, rescue, recovery and reunification teams to included NIMS, ICS, EOC Operations, and reimbursement procedures for eligible costs under state and federal public assistance programs; b. Obtain and deliver pre -identified resource requirements to the appropriate sites within the time schedule agreed upon; c. Obtain and deliver requested but not previously identified resource requirements as expeditiously as possible ACC -20 2. County Police Animal Control a. Create and maintain all animal search, rescue, recovery and reunification policies, plans and procedures b. Maintain current listing of emergency contacts and resources necessary for an animal search, rescue, recovery and reunification response; c. Coordinate and insure rapid response to animal search, rescue, recovery and reunification needs d. Coordinate incident management activities for the overall operation search, rescue, recovery and reunification effort with the EOC government, volunteer relief organizations and contractors who are providing support to shelter operations e. Maintain situational awareness of animal search, rescue, recovery operations and provide situation/status reports/updates to the EOC f. Process requests for assistance or additional resources to support recovery and reunification operations through the EOC g. Use media to assist with outreach efforts to notify citizens of the control on animal recovery issues h. Monitor, coordinate and manage animal recovery activities sequencing; i. Provide subject matter expertise to support agencies, as needed Action Checklist Mitigation/Prevention: of the animal and quasi - staffing and and reunification search, rescue, efforts of animal activation and 1. Encourage citizens to develop emergency plans and evacuation plans for the animals in the care; 2. Determine the best means for information dissemination to the public in regards to an animal search, rescue, recovery and reunification activities; and Preparedness: 1. Establish an organizational structure, chain of command, and outline of duties and responsibilities, required for any animal search, rescue, recovery and reunification response; 2. Develop, maintain, and disseminate animal search, rescue, recovery and reunification plans, policies and procedures to ensure the safe, sanitary and efficient response to and recovery from an animal emergency, as well as support and maximize claims of financial assistance from state and federal governments, and facilitate audits following the disaster; 3. Identify local veterinarians, humane societies, volunteers and animal control personnel in standard operating procedures and insure that contact information is maintained; 4. Provide training to agencies, staff and volunteers on task -appropriate plans, policies and procedures; 5. Provide adequate support for animal preparedness and planning; 6. Develop the necessary logistical support to carry out emergency tasking. Instruct all departments to maintain an inventory of supplies on hand; 7. Develop the necessary mutual aid agreements, sample contracts, and listing of potential resource providers to expedite the procurement of anticipated resource needs for emergency operations; Response: ACC -21 Implement animal search, rescue, recovery and reunification plans, policies and procedures to ensure the safe, sanitary and efficient response to an animal emergency, as well as support and maximize claims of financial assistance from state and federal governments, and facilitate audits following the disaster; 2. Secure supplies, equipment, personnel and technical assistance from support agencies, organizations and other resources to carry out the response plans associated with animal search, rescue, recovery and reunification; 3. Provide on -the -spot training as necessary on task -appropriate plans, policies and procedures; 4. Provide adequate support for animal search, rescue, recovery and reunification response. Report any shortfalls and request needed assistance or supplies. Request assistance from the Commonwealth as needed; 5. Implement mutual aid agreements, contracts, and the listing of potential resource providers to fill resource needs for emergency operations; 6. Provide animal search, rescue, recovery and reunification support in a timely manner; 7. Insure appropriate recordkeeping such that federal or state disaster assistance can be sought for reimbursement of disaster related expenditures; and Recovery: 1. Complete an event review with all responding parties; 2. Review animal search, rescue, recovery and reunification plans, policies and procedures in respect to the recent emergency response. Update as necessary and disseminate; 3. Review and update the necessary logistical support to carry out emergency tasking. Instruct all departments to replenish used on -hand inventory of supplies; 4. Review mutual aid agreements, sample contracts, and listing of potential resource providers in respect to recent emergence response. Update as necessary and disseminate; 5. Assist the Department of Finance in the preparation and submission of disaster assistance applications to the appropriate state and/or federal agencies for reimbursement of disaster related expenditures; and Plan Development and Maintenance This plan should be reviewed annually in its entirity for any needed updates, revisions, or additions. It is the responsibility for the Police Department, as the lead agency for this plan, to ensure that this is completed. This plan should also be reviewed after every incident in which it is activated to reflect any needed updates, revisions or additions that were found within that response effort. ACC -22 Appendix 3, Tab 1 Lost Animal Report Today's Date Information Received By Office Use• Owner Lost Animal Matched With Animal ID # Date Owner Contacted Name Address Owner's Drivers License # State Temporary Address Phone Number Date/Location Where Animal Was Last Seen Date Last Seen Location Do You Have A Picture Of The Animal? Is The Animal Friendly? Does The Animal Have A History Of Runnin Away? Animal Description Type Of Animal If Litter, Number In Litter Breed Size (Small/Medium/Large) Animal's Name Male/Female/Fixed Tail (Short/Long/Curly/Straight) Distinguishing Marks Fur Length/Coat Type Colors Ears (Floppy/Erect) Is Animal Wearing A Collar? Does The Animal Have An ID Tag? Info On Tag? Rabies License Number? Indoor/Outdoor Animal Cat—Declawed? Veterinarian Used Name Phone Address Are Shots Current? Animal On Any Medication? Frequency When Was Medication Last Given? Who. Else Have You Notified That The Animal Is Missing? Comments Office Use• Lost Animal Matched With Animal ID # Date Owner Contacted Date Animal Reclaimed Released to Owner Print & Sign Name Owner's Drivers License # State Phone Number Status Of Owner Located Matched At Shelter Deceased Unknown After 30 Days ACC -23 Animal Care and Control Support Annex Appendix 4 — Local Animal Related Facilities Business/Industry October 2011 Organization Address Type and Number of Animals in Care Cave Spring Veterinary Clinic 4538 Old Cave Spring Rd Can house 4 dogs and 4 cats 540-989-8582 Roanoke Va 24018 Springlake Stockyard 1069 Sickle Ct Can house multiple cattle and 540-297-1707 Moneta VA other livestock, will transport Vinton Veterinary Hospital 1309 E Washington Av Dogs and cats 540-342-7821 Vinton VA 24179 Will transport Furry Friends Veterinary 15790 Stewartsville Rd Dogs and cats 540-890-8500 Vinton VA 24179 Will transport Roanoke Valley Mobile Vet PO Box 20075 Dogs and cats 540-798-5778 Will transport Veterinarians to Cats 2750 Electric Rd Cats only 540-989-1400 Roanoke VA 24018 May be able to transport Southern Hills Animal Hospital 3827 Hite St Dogs and cats 540-343-4155 Roanoke VA 24014 Roanoke Animal Hospital 2814 Franklin Rd 8 cats only Roanoke VA 24014 Hanging Rock Animal Hospital 1910 Loch Haven Rd Dogs, cats and other small 540-562-4596 Roanoke VA 24019 mammals Animal Med. Associates 410 Carver Av N. E. 15 dogs or cats 540-343-0193 Roanoke VA 24012 North Roanoke Veterinary 5200 Peters Creek Rd 20 dogs and cats Hosp 540-563-8041 Roanoke VA 24019 Hollins Stockyard 471 Lee Highway Large number of livestock 540-992-1112 Cloverdale VA 24077 transportation ACC -24 Command and Control Annex Introduction Purpose: It is imperative that emergency operations be conducted in compliance with the national Incident Management System (NIMS) by a structured Incident Command System (ICS). The general overview of how the EOC will be managed is in the EOP, Basic Plan. Additional detail is provided in ESF-5, Emergency Management and even more detail is provided in this annex. In addition to emergencies, ICS is extremely beneficial for planned events. This allows everyone working on the event to know who is in charge of what. The Incident Management System sets forth procedures which are to be employed at every emergency incident that involves more than one department, agency or jurisdiction within the Roanoke Valley or when multiple units are operating from a single department. These procedures are designed to: ■ Increase the effectiveness of emergency personnel while minimizing loss of life and property during operations ■ Establish and maintain the designation of responsibility and accountability of specific individuals ■ Establish personnel accountability for the safety of on scene incident personnel ■ Maintain an effective span of control ■ Eliminate freelancing ■ Incorporate flexibility when dealing with varying incidents ■ Ensure an understanding of operating procedures and expectations by all participating agencies ■ Allow the regional participants to respond to various incidents with the confidence and knowledge that all involved municipalities are striving for the same goal in a like manner This system was developed for use by all Roanoke Valley emergency service providers involved in emergency incidents. The goal is to consolidate the strength of all participants and orchestrate their efforts for the most efficient control of the incident at hand. This document provides the Incident Command System (ICS) requirements that will allow Roanoke Valley emergency responders to work together on multijurisdictional incidents, in accordance with the NIMS requirements. Scope - All federal, state, tribal, and local levels of government, as well as many private sector and non-governmental organizations use ICS for a broad spectrum of emergencies. These can range from small to complex incidents, both natural and manmade, and include acts of catastrophic terrorism. Planned events such as parades, fairs or even large building moves should also utilize ICS in order to give assignments and allow everyone to be informed for that event or be prepared if something was to go wrong. Functional Areas The ICS is usually organized around five major functional areas: ■ Command ■ Operations ■ Planning ■ Logistics ■ Finance / Administration The Incident Commander (IC) or Unified Command (UC) will establish the sixth functional area, intelligence/investigation, based on the requirements of the situation at hand. Command staff include the Incident Commander, Liaison, Safety and Public Information while General Staff positions add Operations, Planning, Logistics and Finance. The IC may schedule Command or Command and General Staff meetings as required. Transitional Steps Some of the more important transitional steps that are necessary to apply ICS in a field incident environment include the following: ■ Recognize and anticipate the requirement that organizational elements will be activated and take the necessary steps to delegate authority as appropriate ■ Establish incident facilities as needed, strategically located, to support field operations Establish the use of common terminology position titles, facilities, and resources. Rapidly evolve from providing oral direction Action Plans (IAP) when needed for organizational functional elements, to the development of written Incident ICS -2 ICS Organization The ICS is applicable across a spectrum of incidents that may occur in the Roanoke Valley, these incidents may differ in size, scope, and complexity because of their: ■ Functional unit management structure ■ Modular organizational structure that is extendable to incorporate all necessary elements. Responsibility and performance begin with the IC, and is built from the top down. Functional Structure command C-pera-i-)•rs Plarr rcl Lia�isti-�s hnliprn:= ;Irvin s. atiCn Figure 1: Basic Functional Structure Modular Extension The ICS structure remains modular or is available to expand and retract as the incident changes. The modular concept is based upon the following considerations: ■ Develop the form of the organization to match the function or task to be performed ■ Staff only those functional elements that are required to perform the task. ■ Observe recommended span -of -control guidelines which should be 3-7 depending on task ■ Perform the function of any non -activated organizational element at the next highest level ■ Deactivate organizational elements no longer required A. Management Assignments ■ The Incident Commander's initial assignments will normally be to appoint one or more Section Chiefs to manage the major ICS functional areas. ■ Section Chiefs will further delegate management authority for areas as required ■ If needed, Section Chiefs may establish branches or units as appropriate for the section ■ Each functional unit leader will further assign individual tasks with the unit as needed ■ Section Chiefs will serve as the General Staff for the incident ICS -3 B. Staffing The IC will use the separate sections to organize staff as the need arises. ■ If one individual can simultaneously manage all major functional areas, no further organization is required ■ Assign an individual to be responsible for functions requiring independent management. Titles Distinctive Titles are another part of the ICS and NIMS concept that are accepted and adopted across all disciplines and does not matter where in the nation. Organizational Level Leadership Title Support Function Incident Command Incident Commander Deputy Command Staff Officer Assistant General Staff (Section) Chief Deputy Branch Director Deputy Divisions/Groups Supervisor N/A Unit Leader Manager Strike Team / Task Force Leader Single Resource Boss Table 1: Leadership Titles Unified Command Experience has proven that at incidents involving multi -agencies, there is a critical need for integrating management resources into one operational organization that is managed and supported by one command structure. This is best established through an integrated, multi - disciplined organization. In the ICS, employing what is known as the Unified Command fills this critical need. Unified Command is a team effort that will allow all agencies with primary responsibility for an incident, either geographical or functional, to participate in the management of the incident. Developing and implementing a common set of incident objectives and strategies demonstrate this participating that all can subscribe to, without losing or abdicating agency authority, responsibility or accountability. In the Roanoke Valley, frequent training and realistic exercises involving those agencies that may be represented at actual incidents should be considered a prerequisite for successful management of multi -agency incidents. A successfully managed multi -agency incident will occur only when the participating agencies' personnel have confidence in each other's competencies, authorities, responsibilities and limitations as they relate to the incident. ICS -4 A. Unified Command Spokesperson Within a Unified Command, one person is selected as spokesperson for the group. Typically, the person representing the agency with the highest resource commitment or most visible activity on the incident is selected. In some cases, this task may simply be assigned to the person with the most experience. B. Unified Command Principles Unified Command incorporates the following principles: ■ One set of objectives is developed for the entire incident ■ A collective approach to developing strategies to achieve incident goals ■ Improved information flow and coordination between all jurisdictions and agencies involved in the incident ■ All agencies with responsibility for the incident have an understanding of one another's priorities and restrictions ■ No agency's authority or legal requirements will be compromised or neglected ■ Each agency is fully aware of the plans, actions and constraints of all others ■ The combined efforts of all agencies are optimized as they perform their respective assignments under a single Incident Action Plan ■ Duplicative efforts are reduced or eliminated, thus reducing cost and chances for frustration and conflict C. Initial Unified Command Meeting Checklist It is essential to begin planning as early as possible. Initiate Unified Command as soon as two or more agencies having jurisdictional or functional responsibilities come together on an incident. All of the jurisdictional agencies' Incident Commanders need to get together before the first operational period planning meeting in an Initial Unified Command Meeting. This meeting provides the responsible agency officials with an opportunity to discuss and concur on important issues prior to joint incident action planning. The agenda for the command meeting should include: ■ State jurisdictional/agency priorities and objectives ■ Present jurisdictional limitations, concerns and restrictions ■ Develop a collective set of incident objectives ■ Establish and agree on acceptable priorities ■ Adopt an overall strategy or strategies to accomplish objectives ■ Agree on the basic organization structure ■ Designate the most qualified and acceptable Operations Section Chief ■ The Operations Section Chief will normally be from the jurisdiction or agency that has the greatest involvement in the incident, although that is not essential ■ Agree on the General Staff personnel designations and planning, logistical, and finance agreements and procedures ■ Agree on the resource ordering process to be followed ■ Agree on cost-sharing procedures ■ Agree on informational matters ■ Designate one agency official to act as the Unified Command spokesperson ICS -5 D. Command Meeting Requirements The following checklist provides a series of items to be addressed during the meeting between Incident Commanders where the development of incident strategy and objectives is done: ■ The Command Meeting should include only agency Incident Commanders ■ The meeting should be brief, and important points should be documented. The important points should include agency capabilities and limitations, functional and jurisdictional responsibilities and the to individual's agency's objectives ■ Prior to the meeting, the respective responsible officials should have reviewed the purposes and agenda items described above, and are prepared to discuss them. The end result of the planning process will be a single IAP that addresses multi - jurisdiction or multi -agency priorities and objectives and provides an appropriate level of tactical direction and resource assignments for the unified efforts. ICS -6 Incident Command System Structural Designations Roanoke County Adopted Horizontal Structural Designations Side Alpha will always be the address side of building unless otherwise noted in pre -plans Side Bravo Side Charlie Quadrant Quadrant Bravo Charlie Quadrant Quadrant Alpha Delta Side Alpha Side Delta ICS -7 Exposure Designations Exposure Bravo Exterior Designations Exterior Division Bravo Exposure Charlie Exposure Alpha Exterior Division Charlie Exterior Division Alpha Exposure Delta Exterior Division Delta ICS -8 Vertical Structural Identification Division 1 will be the ground level floor that you enter on Side Alpha • Law Enforcement may use other in special situations such as SWAT when they count top down Attic 4 3 2 1 Basement Basement 2 Basement 3 ICS -9 Command Staff Positions Incident Commander, Liaison Officer, Safety Officer and Public Information Officer Incident Commander The Incident Commander is responsible for the overall management of all incident activities, including the development and implementation of strategy, and for approving the ordering and release of resources. A. Major responsibilities and tasks ■ Conduct initial briefing ■ Set up required organization elements ■ Ensure planning meetings are conducted ■ Approve and authorize implementation of the IAP ■ Determine information needs from staff ■ Manage incident operations ■ Approve requests for additional resources ■ Authorize information releases ■ Report incident status ■ Approve demobilization planning ■ Coordinate staff activity ■ Release resources and supplies B. Incident Command Decision Making Process 1. Size up or assess the situation ■ What is the nature of the incident? o What hazards are present? o What hazards exist for response personnel and the public? o Do warnings need to be issued? o Are there injured people who need to be treated or assisted? o Is evacuation required? ■ How large an area is affected? ■ Will the area be isolated? ■ What location would make a good staging area? ■ What entrance and exit routes would be good for the flow of response personnel and equipment? 2. Identify contingencies ■ Consider what could happen. ■ Remember Murphy's Law 3. Determine goals and objectives 4. Identify needed resources ■ What resources are needed? ■ Where will you get them? ■ How long will it take them to get here? ■ Are there special resource requirements? 5. Build a plan and structure, including: ■ Responsibilities and tasks ■ Chain of command ■ Coordination issues 6. Take action C. Transfer of Command Taking over the command of an incident requires that the Incident Commander obtain a complete up-to-date incident briefing. This can only be accomplished if the individual who is relinquishing command can bring the new commander up to date on what the situation is at the time of the briefing. Therefore, it is important that the commander being relieved prepares the ICS -201, Incident Briefing Form as completely as possible for the new commander. This should be completed in a face to face fashion. Public Information Officer The Public Information Officer (PIO) is a member of the Command Staff and is responsible for interfacing with the public and media and/or with other agencies that require incident related information. The Public Information Officer's responsibilities include: ■ Identify Public Information Officer activities depending on the event ■ Establish an Information Center (if required) ■ Prepare a press briefing ■ Collect and assemble incident information ■ Provide liaison between media and incident personnel ■ Respond to special requests for information Safety Officer The Safety Officer is a member of the Command Staff and is responsible for monitoring incident operations and advising the IC on all matters relating to operational safety, including the health and safety of emergency responder personnel. The Safety Officer has emergency authority of the IC to stop or prevent unsafe acts during incident operations. Responsibilities include: ■ Obtain a briefing from the IC ■ Identify hazardous situations associated with the incident environment prior to first planning meeting ■ Attend the planning meeting to advise on safety matters ■ Identify potentially unsafe situations ■ Advise incident personnel in matters affecting personnel safety ■ Exercise emergency authority to prevent of stop unsafe acts ■ Investigate (or coordinate investigation of) accidents that occur within the incident area ■ Review the Medical Plan Liaison Officer The Liaison Officer is a member of the Command Staff and serves as the point of contact for representatives of other governmental agencies, nongovernmental agencies, nongovernmental organizations, and/or private entities. Representatives from assisting or cooperating agencies and organizations coordinate through the Liaison Officer. Responsibilities include: ■ Obtain a briefing form the IC ■ Provide point of contact for assisting and/or cooperating agencies ■ Maintain current status of potential interagency problems or pending issues ICS -12 General Staff Positions Operations, Planning, Logistics and Finance Sections Operations Section The Operations Section manages tactical operations at the incident that are directed toward: ■ Reducing the immediate hazard ■ Saving lives and property ■ Establishing situation control ■ Restoring normal conditions Operations Section Chief The Operations Section Chief: ■ Directly manages all incident tactical activities ■ Implements the IAP ■ Should be designated for each operational period ■ Will have direct involvement in the preparation of the IAP for the period of responsibility ■ May have one or more deputies, preferably from other agencies in multi - jurisdictional incidents ■ Deputies will be qualified to a similar level as the Operations Section Chief Partners Several departments or agencies could be in the Operations Section and work together or in combinations depending on the situation. Some of these agencies could include: ■ Fire ■ Law Enforcement ■ Public Health ■ Public Works ■ Any other Department or Agency in the response Other participants may include private individuals, companies, or non-governmental organizations, some of which may be fully trained and qualified to participate as partners in the Operations Section. Operations Section Organization The organizational structure for incident tactical operations can vary and may be based on: ■ A method to accommodate jurisdictional boundaries ■ An approach that is strictly functional in nature ■ A mix of functional and geographical approaches ICS -13 Operations Section Branch Division or Group Resource Figure 2: Major Organizational Elements Branches Establish branches for reasons such as: ■ The numbers of divisions and/or groups exceed the recommended span of control for the Operations Section Chief ■ The nature of the incident calls for a functional branch structure ■ The incident is multi -jurisdictional A. Span of Control The Operations Section Chief shall set up branches and allocate divisions and groups within them to stay within the recommended span of control Example: If one group and three divisions are reporting to the Operations Section Chief, and one division and one group are added, a two -branch organization should be formed as shown in Figure 3: ICS -14 C'ly°e r3 ti ons Sea. oil Group A Division '_I f Division sion Before Operations Sea- an 'r3rn=h I Bran-_h I Civ sio- E F-r,,: up ff vi,ris an B vi,ris an C Civ is F ,'#ter Figure 3: Two -Branch Organization B. Nature of the Incident Example: A large aircraft crashes within a locality. Various departments within the city, to include police, fire, emergency services, and public health services, would each have a functional branch operating under the direction of a single Operations Section Chief. In Figure 4 the Operations Section Chief and Deputies are from different departments. The organization could be aligned differently depending upon the emergency operations plan for the locality and type of emergency. Operations Section Chief ;fire} eF uty F Deputy 11 ��,; (healthy Branch I @ranch II Branch 111 (ia'xi ;firo; (EMS) Figure 4: Functional Branch Structure C. Multi -Jurisdictional ICS -15 Generally, manage multi -jurisdictional resources under the agencies that normally control them. Operations Section Chief Deputy if require a; Branch BranchBranch Branch Branch {County, (Tribal) (City) (Statep (Federal) Figure 5: Multi -Jurisdictional Incident Division & Groups Divisions and groups are established when the number of resources exceeds the Operations Section Chief's manageable span of control. See Figure 7 The use of the two terms is necessary, because: ■ Division always refers to a geographical assignment and demarcates physical or geographical areas of operation within the incident area ■ Group always refers to a functional assignment and demarcates functional areas of operation for the incident. Both divisions and groups may be used in a single incident if there is justification for their use and if proper coordination can be effected. Operations Section Group A Division B Group C Division D fres ource Ay (geographic area B} (resource C) (geographic area Dj Figure 7: Divisions & Groups A. Divisions As additional types of resources are added, the organization is restructured to assign resources into divisions as in Figure 8. ICS -16 Figure s: Two -Division Urganization The best way to create geographical divisions is to divide the area according to natural separations of terrain or other prominent geographical features such as rivers. The size of the division should comply with appropriate span -of -control guidelines. See Figure 9. Operations Section Division A Division B Division C (geographic area A) (geographic area 8 (geographic area Ci Figure 9: Use of Geographical Divisions B. Functional Groups Use functional groups for areas of like activity; such as rescue, evacuation, and medical as shown in Figure 10. Operations Section Suppression Emergency Group Rescue Group Medical Services Group Figure 10: Use of Functional Groups Air Operations brancn An air operations branch may not be applicable to all incidents. The Operations Section Chief establishes the branch to meet mission requirements. The size, organization and ICS -17 operation will depend primarily upon the nature of the incident and the availability of air resources. Operations Section Chief Air Operations Branch Director Air Support Air Tactical Group Group Supervisor Supervisor HE ibase Fixed Wing Helicopter Fixed Wing Base Coordinator Coordinator Heliq-Ort Airfield Helicopters Fixed Wing Aircraft Figure 6: Air Operations Organization Note: When only one helicopter is used, it may be directly under the control of the Operations Section Chief A. Safety Flight safety is a paramount concern in complex operations and supports the requirement for a designated air operations branch to avoid conflict of assets, and integrate safety considerations into operational planning and mission execution. B. Director The Operations Section Chief may designate a Director for the air operations branch when: ■ The complexity of air operations requires additional support and effort ■ The incident requires mixing tactical and logistical utilization of helicopters and other agencies C. Air Tactical Group Designate an Air Tactical Group Supervisor whenever both helicopters and fixed - wing aircraft must operate simultaneously with the incident air space. This individual coordinates all airborne activity with the assistance of a helicopter coordinator and a fixed -wing coordinator D. Air Support Group ICS -18 The air support group: ■ Establishes and operates bases for helicopter air assets ■ Maintains required liaison with off incident fixed -wing bases ■ Is responsible for all timekeeping for aviation assets assigned to the incident Resource Organization Initially in any incident, assigned individual resources will report directly to the IC. As the incident grows in size or complexity, individual resources may be organized and employed in a number of ways to facilitate incident management. A. Single Resources During initial incident operations single resources can be employed on an individual basis. During sustained operations, situations will typically arise that call for the use of single helicopter, vehicle, mobile equipment, etc. B. Task Forces Resources combined into task forces to manage several key resource elements under one individual's supervision to aid in span of control. These could be from multiple disciplines such as; • 3 fire engines for fire suppression • 1 ladder company for truck company operations • 1 police officer for security • 1 overall supervisor C. Strike Teams Strike teams are "like" units who respond together. These would be from the same discipline such as; • Group of Police Officers for crowd control or security Or • Multiple fire engines for fire suppression ICS -19 General Staff Planning Section The Planning Section: ■ Collects, evaluates, and disseminates tactical information pertaining to the incident ■ Maintains information and intelligence on the current and forecasted situation ■ Maintains the status of resources assigned to the incident ■ Prepares and documents IAPs and incident maps ■ Gathers and disseminates information and intelligence critical to the incident. Organization The Planning Section has four primary units as shown in Figure 11, and may include a number of technical specialists to assist in evaluating the situation and forecasting requirements for additional personnel and equipment. Planning Section ReSQUICeS U1111 Situation Unit Demobilization Unit Documentation Unit Technical Specialists Figure 11: Planning Section Organization Planning Section Chief Duties of the Planning Section Chief include: ■ Oversees all incident related data gathering and analysis regarding incident operations and assigned resources ■ Develops alternatives for tactical operations ICS -20 ■ Conducts planning meetings ■ Prepares the IAP for each operational period ■ Is normally from the jurisdiction with primary incident responsibility ■ May have one or more deputies form other participating jurisdictions Resources Unit The Resource Unit: ■ Makes certain that all assigned personnel and other resources have checked in at the incident ■ Has a system for keeping track of the current location and status of all assigned resources ■ Maintains a master list of all resources committed to incident operations ■ Categorizes resources by capability and capacity across disciplines ■ Continuously tracks resource status to effectively manage their employment A. Managing Resources Use the following tools to maintain an up to date and accurate picture of resource utilization. • Status Condition Tactical resources at an incident can have one of three status conditions • Assigned resources • Available resources • Out of service resources • Changes in Status The individual, who changes the status of a resource, such as equipment location and status, is responsible for promptly informing the resources unit. Situation Unit The Situation Unit: • Collects, processes, and organizes on-going situation information • Prepares situation summaries • Develops projections and forecasts of future events related to the incident • Prepares maps and gathers and disseminates information and intelligence for use in the IAP • May also require the expertise of technical, operational, or information security specialists • Maintains accurate and complete incident files, to include a complete record of the major steps taken to resolve and incident Documentation Unit The Documentation Unit: ■ Provides duplication services to incident personnel ■ Files, maintains, and stores incident files for legal, analytical, and historical purposes ■ Prepares the IAP ICS -21 ■ Maintains many of the files and records that are developed as part of the overall IAP and planning function Demobilization Unit The Demobilization Unit: ■ Develops and Incident Demobilization Plan that includes specific instructions for all personnel and resources that will require demobilization ■ Ensures the approved plan is distributed at the incident, and elsewhere as necessary ■ Should begin its work early in the incident in order to create rosters of personnel and resources, and obtain any missing information as check-in proceeds. Technical Specialist The ICS functions in a wide variety of incident scenarios that may require the use of technical specialists with special skills that are activated only when needed. Specialists may serve anywhere with the organization, to include the Command Staff. No minimum qualifications are prescribed as technical specialists: ■ Normally perform the same duties during an incident that they perform in their everyday jobs ■ Are typically certified in their field or profession A. Assignments ■ Technical specialists assigned to the planning section may: ■ Report directly to the planning section chief ■ Report to any function in an existing unit ■ Form a separate unit within the planning section ■ Depending upon the requirements of the incident and the needs of the section chief ■ When the expertise will be required on a long term basis and may require several personnel ■ If, it is advisable to establish a separate technical unit ■ Also may be assigned to other parts of the organization (e.g., to the operations section to assist with tactical matters or to the finance administration section to assist with fiscal matters) B. Types of Technical Specialist The incident itself will primarily dictate the needs for technical specialist. Below are representative examples of the kinds of specialists that may be required. Environmental impact specialist Resource use and cost specialist Flood control specialist Water use specialist Explosive specialist Structural engineering specialist Firefighter specialist Medical/Health care specialist ICS -22 Medical intelligence specialist Veterinarian Toxic substance specialist Intelligence specialist Chemical decontamination specialist Law enforcement specialist Industrial hygienist Scientific support coordinator Pharmaceutical specialist Agricultural specialist Radiation health specialist Infectious disease specialist Radiological decontamination specialist Attorney/Legal Counsel Transportation specialist ICS -23 General Staff Logistics Section This section is shown in Figure 12: ■ Meets all support needs for the incident (except aircraft) ■ Orders resources through appropriate procurement authorities from off -incident locations ■ Provides facilities, transportation, supplies, equipment maintenance and fueling, food service, communications, and medical services for incident personnel og atics SaAon Support Branch Service Branch Supp+y unit Food U�°I T IjFp­-r JnIt �crmunlcatlo a Jnl: FaA fas J:it1 IIZII 11I-- Figure 12: Logistics Section Organizations Logistics Management The Logistics Section Chief leads the section, and is encouraged to have a deputy when all designated units are established at an incident site. The logistics section can be divided into two branches in Figure 13 when the incident is very large or requires a number of facilities with large numbers of equipment. .oglancs S®cUM Support Branch Service Branch ! Fobd U" �� "��PR��" ' �' CommunlcatlonaUhl� Fa,l taa J`ltI JrJ' Figure 13: Two -Branch Logistics Organizational Structure ICS -24 Supply Unit The supply unit: ■ Orders all incident -related resources, personnel, and supplies ■ Provides the support required to receive, process, store, and distribute all supply orders ■ Maintaining an inventory of supplies ■ Servicing non -expendable supplies and equipment Once established, the supply unit also has the basic responsibility for all off -incident ordering, including: ■ All tactical and support resources (including personnel) ■ All expendable and non -expendable supplies required for incident support Facilities Unit The facilities unit: ■ Sets up, maintains, and demobilizes all facilities used in support of incident operations ■ Provides facility maintenance and security services required to support incident operations ■ Sets up the ICP, incident base, camps, trailers, or other forms of shelters for use in and around the incident area ■ Orders such additional support items as portable toilets, shower facilities, and lighting units through supply ■ Provides and sets up necessary incident personnel support facilities, including areas for: o Food and water services o Sleeping o Sanitation and showers o Staging Ground Support Unit The ground support unit: ■ Maintains and repairs primary tactical equipment, vehicles, and mobile ground support equipment ■ Records usage time for all ground equipment (including contract equipment) assigned to the incident ■ Supplies fuel for all mobile equipment ■ Provides transportation in support of incident operations ■ Develops and implements the Incident Traffic Plan A. Transportation Pool The ground support unit: ICS -25 ■ Maintains a transportation pool for major incidents; consisting of vehicles such as staff cars, buses, pick-ups, etc. that are suitable for transporting personnel ■ Provides up-to-date information on the location and status of transportation vehicles to the resource unit Communications Unit The communications unit utilizes a common plan and an incident -based communications center, established solely for the use of tactical and support resources assigned to the incident, to manage incident communications. The communications unit: ■ Develops the Incident Communications Plan to make the most effective use of the communications equipment and facilities assigned to the incident ■ Installs and tests all communications equipment ■ Supervises and operates the incident communications center ■ Distributes and recovers communications equipment assigned to incident personnel ■ Maintains and repairs communications equipment on site. A. Incident Planning Meetings The communications unit leader should attend all incident planning meetings to ensure that the communications systems available for the incident can support tactical operations planed for the next operational period. B. Advanced Planning Advance planning is required by the communications unit to ensure that an appropriate communications system is available to support incident operations requirements. The unit is responsible for: ■ Effective communications planning for the ICS, especially in the context of multi - agency incident ■ Determining required radio nets ■ Developing frequency inventories ■ Establishing interagency assignments ■ Ensuring the interoperability and the optimized use of all assigned communications capabilities ■ Utilizing radio caches C. Clear Messaging All multi -agency or multi -jurisdiction incidents or events will utilize "plain English" for communications. Codes will not be used for radio communications. A clear spoken message based on common terminology that avoids misunderstanding in complex and noisy situations reduces the chance for error. D. Communications Plan Most complex incidents will require an Incident Communications Plan ICS -26 The communications unit: ■ Plans the use of radio frequencies ■ Establishes networks for command, tactical, and support operations ■ Provides any required off -incident communications links E. Radio Networks Net set-ups should be determined as a joint function with planning, operations, and logistics. The unit leader will develop the overall plan. Radio networks for large incidents will normally be organized as follows: ■ Command net links together incident command, command staff, section chiefs, branch directors, division, and group supervisors ■ Tactical nets are established to connect agencies, departments, geographical areas, or specific functional units ■ A support net may be established primarily to handle changes in resource status but also to handle logistical requests and other non -tactical functions ■ Ground -to -air net coordinates ground -to -air traffic, either a specific tactical frequency may be designated, or regular tactical nets may be used ■ Air-to-air nets will normally be pre -designated and assigned for use at the incident Food Unit The food unit must: ■ Be able to anticipate incident needs, both in terms of the number of people who will need fed, and whether the type, location, or complexity of the incident indicates that there may be special food requirements ■ Supply food needs for the entire incident, including all remote locations (i.e., camps and staging areas) ■ Interact closely with the elements in table 2. Efficient food service is especially important for any extended incident. Element Activity Planning Section Determine the number ersonnel that must be fed. Facilities Unit Arrange food -service areas. Supply Unit Order food. Ground Support Unit Obtain ground transportation. Air Operations Branch Director Obtain air transportation. Table 2: Food unit interaction with other ICS elements Note: Appropriate non-governmental organizations, such as the American Red Cross or other similar entities will normally conduct victim feeding activities. ICS -27 A. Food unit planning Careful planning and monitoring is required to ensure food safety before and during food service operations, including the assignment of public health professionals with expertise in environmental health and food safety. The food unit: ■ Determines food and water requirements ■ Plans menus ■ Orders food ■ Provides cooking facilities ■ Cooks, serves, and maintains food service areas to include food security and safety concerns Medical Unit The medical unit is responsible for the effective and efficient provision of medical services to incident personnel. The primary responsibilities of the unit include: Develop the Incident Medical Plan Develop procedures for handling any major medical emergency Provide continuity of medical care, including vaccinations, vector control, occupational health, prophylaxis, and mental health services Provide transportation for injured incident personnel Ensure tracking of patient movement from origin, to care facility, to final disposition Assist in processing all paperwork related to injuries or deaths of assigned personnel Coordinate personnel and mortuary affairs for fatalities ICS -28 General Staff Finance / Administration Section The finance / administration section is established when there is a specific need for: ■ Financial reimbursement for individual and agency/department ■ Administrative services to support incident management activities Under the ICS, not all agencies will require such assistance. In large, complex scenarios involving significant funding originating from multiple sources, the finance/administration section is an essential part of the ICS. Figure 14 illustrates the basic finance/administrative section organizational structure. Finance! Administration Section Compensatipn1Claims Unit Pracurement Unit Cost Unit Time Unit Figure 14: Finance & Administration Section Organization Finance Section Chief Because of the specialized nature of finance functions, the finance/administration section chief should come from the agency that has the greatest requirement for this support. The Planning Section Chief: ■ May have a deputy ■ Monitors multiple sources of funds ■ May need to monitor cost expenditures to ensure that statutory rules that apply are met ■ Must track and report the financial "burn rate" to the IC as the incident progresses. This allows the IC to forecast the need for additional funds before operations is affected negatively, which is particularly important if significant operational assets are under contract from the private sector. Close coordination with the planning section and logistics section is essential so that operational records can be reconciled with financial documents. Note: In some cases, only one specific function may be required (e.g., cost analysis), which a technical specialist in the planning section could provide. Finance Section Units ICS -29 The finance section chief will determine the need for establishing specific subordinate units, given current conditions and anticipated future conditions. In some of the functional areas (e.g., procurement), an actual unit need not be established if it would consist of only one person. In such a case, assign a procurement technical specialist in the planning section. A. Time Unit The time unit ensures: ■ The proper daily recording of personnel time according to the policies of the relevant agencies ■ The unit leader may require the assistance of personnel familiar with the relevant policies of any affective agencies. Determine excess hours worked and maintain in separate logs. ■ The logistics section records or captures equipment usage time. The ground support unit will log the usage of ground equipment. ■ If applicable, depending on the agencies involved, personnel time will be: o Collected and processed for each operational period o Verified, checked for accuracy, and posted according to existing policies B. Procurement Unit The procurement unit: ■ Administers all financial matters pertaining to vendor contracts ■ Coordinates with local jurisdictions to identify sources for equipment ■ Prepares and signs equipment rental agreements ■ Processes all administrative requirements associated with equipment rental and supply contracts ■ Works closely with local cost authorities C. Compensation & Claims Unit The compensation & claims unit handles injury and claims. ■ The specific activities are varied and may not always be accomplished by the same person ■ Close coordination with the medical unit is essential since they may also perform certain of these tasks The individual handling injury compensation: ■ Ensures that all forms required b workers' compensation programs and local agencies are completed ■ Maintains files on injuries and illnesses associated with the incident and ensures that all witness statements are obtained in writing The claims function handles investigations of all civil tort claims involving property associated with or involved in the incident. The compensation claims unit: ■ Maintains logs on the claims ■ Obtains witness statements ■ Documents investigations and agency follow-up requirements ICS -30 D. Cost Unit The cost unit: ■ Provides cost analysis data for the incident ■ Must ensure proper identification of equipment and personnel for which payment is required ■ Obtains and records all cost data ■ Analyzes and prepares estimates of incident costs ■ Provides input on cost estimates for resource use to the planning section ■ Must maintain accurate information on the actual costs of all assigned resources ICS -31 Area Command Generally, the administrator of the agency having jurisdictional responsibility for the incident makes the decision to establish an area command when the complexity of the incident, and incident management span -of -control considerations so dictate. Incidents that are of different types and/or do not have similar resource demands, are usually handled as separate incidents or are coordinated through a local EOC. Relevant Events The area command oversees the management of: ■ Public health emergencies that are non -site specific, not immediately identifiable, geographically dispersed, and evolve over time ranging from days to weeks ■ Multiple incidents that are each being handled by a separate ICS organization ■ A very large or complex incident that has multiple incident management teams engaged ■ A number of incidents in the same area and of the same type, such as two or more Haz-Mat spills or fires ■ Incidents that may compete for the same resources ■ Events that call for a coordinated intergovernmental, private sector, an non- governmental organization response, with large scale coordination typically conducted at a higher jurisdictional level A. Unified Area Command Establish a unified area command if the incidents under the authority of the area command span multiple jurisdictions. This allows each jurisdiction involved to have appropriate representation in the area command. Area Command Responsibilities The area command does not have operational responsibilities. For the incidents under its authority, the area command: ■ Sets overall agency incident -related priorities ■ Allocates critical resources according to the established priorities ■ Ensures that incidents are properly managed ■ Ensures effective communications ■ Ensures that incident management objectives are met and do not conflict with each other or with agency policies ■ Identifies critical resource needs and reports them to the interagency coordination system (generally an EOC) ■ Ensures that short-term "emergency" recovery is coordinated to assisting the transition to recovery ■ Provides for personnel accountability and a safe operating environment Area Command Action Plan ICS -32 The area command develops an action plan detailing incident management priorities, needs, and objectives. This plan should clearly: • State the policy, objectives, and priorities • Provide a structural organization with clear lines of authority and communications • Identify incident management functions to be performed by the area command, ex. Public communications Area Command Organization The area command organization operates under the same basic principles as ICS. Typically, key personnel who comprise an area command will possess appropriate qualifications and certification A. Area Commander The area commander is responsible for the overall direction of the incident management teams assigned to the same incident or to incidents in close proximity, and ensures: ■ Conflicts are resolved ■ Incident objectives are established ■ Strategies are selected for the use of critical resources ■ Coordination with Federal, State, tribal, local, and participating private organizations B. Logistics Chief Provides facilities, services, and materials at the are command level and ensures the effective allocation of critical resources and supplies among the incident management teams C. Planning Chief Collects information from various incident management teams to assess and evaluate potential conflicts in establishing incident objectives strategies, and priorities for allocating critical resources. Support Positions Activate the following positions as necessary. A. Critical Resources Unit Leader Tracks and maintains the status and availability of critical resources assigned to each incident under the area command. B. Situation Unit ICS -33 The situation unit monitors the status of objectives for each incident or IMT assigned to the area command. C. Public Information Officer Provides public information coordination between incident locations and serves as the point of contact for media requests to the area command. D. Liaison Officer The Liaison Officer helps to maintain off -incident interagency contacts and coordination. E. Aviation Coordinator The Aviation Coordinator is assigned when aviation resources are competing for common airspace and critical resources. Works in coordination with incident aviation organizations to evaluate potential conflicts, develop common airspace management procedures, and prioritize critical resources. Area Command Location Area commands must establish effective, efficient communications, and coordination processes and protocols with subordinate ICPs and other incident management organizations involved in incident operations. Follow these guidelines in locating an area command. ■ To the extent possible, the area command should be in close proximity to the incidents under its authority to make it easier for the area commander and the ICs to meet and otherwise interact ■ Do not co locate an area command with any individual ICP. Doing so might cause confusion with the command and management activities associated with that particular in incident ■ The facility used to house the organization should be large enough to accommodate meetings between the area command staff, the ICs, and agency executives, as well as news media representatives ■ An area command may be collocated with an EOC Area Command Reporting Relationships The following reporting relationships will apply when an area command is involved in coordinating multiple incident management activities ■ The IC under the area command's authority reports to the area commander ■ The area commander is accountable to agencies, jurisdictional executives, or administrators ■ Establish a unified area command if one or more incidents within the area command are multi -jurisdictional. In this instance, the ICs report to the unified area commander for their jurisdiction ICS -34 Incident Facilities The requirements of the incident and the desires of the IC will determine the specific kinds of facilities used, their locations, and may include the below designated facilities, among various others. ■ Several kinds and types of facilities may be established in and around the incident area ■ The incident base and camps may often utilize existing structures, which may be used in their entirety or only in part. Incident Command Post (ICP) The ICP is the location of the tactical -level, on scene incident command and the management organization. It typically is comprised of designated incident management officials and responders from Federal, State, tribal, and local agencies, as well as private sector and non-governmental organizations ■ Locate the ICP at or in the immediate vicinity of the incident site ■ Conduct the direct, on -scene control of tactical operations ■ Conduct incident planning ■ Establish an incident communications center (normally) The ICP may: ■ Be collocated with the incident base, if the communications requirements can be met ■ Perform local EOC-like functions in the context of smaller jurisdictions or less complex incident scenarios. Incident Base Establish a single incident base to house all equipment and personnel support operations. ■ Primary support activities are conducted at an incident base ■ The logistics section is located at this base ■ The incident base should be designed to support operations at multiple incident sites Camps Camps are separate from the incident base and: ■ Are located in satellite fashion from the incident base where they can best support incident operations ■ Provide certain essential auxiliary forms of support, such as food, sleeping areas, and sanitation ■ May provided minor maintenance and servicing of equipment ■ May be relocated to meet changing operational requirements Staging Areas ICS -35 A staging area can be any location in which personnel, supplies, and equipment can be temporarily housed or parked while awaiting operational assignment, and may include temporary feeding, fueling, and sanitation services ■ Personnel will check in with the resource unit at the staging area ■ Check in supplies and equipment with the supply unit ■ Resources report to the staging area manager for direction if neither of these functions is activated A. Staging Area Management The Operations Section Chief will: ■ Establish staging areas for temporary location of available resources to enable positioning of, and accounting for resources not immediately assigned ■ Assign a manager for each staging area The Staging Manager will: ■ Check in all incoming resources ■ Dispatch resources at the Operations Section Chief's request ■ Request logistics section support, as necessary, for resources located in the staging area ICS -36 Planning Process Sound, timely planning provides the foundation for effective domestic incident management. The process described below represents a template for strategic, operational, and tactical planning that includes all steps an IC and other members of the command and general staffs take to develop and disseminate an IAP. Planning Process Overview The planning process may begin with the: ■ Scheduling of a planned event ■ Identification of a credible threat ■ Initial response to an actual or impending event The process continues with the implementation of the formalized steps and staffing required developing a written IAP. The planning process provides: ■ Current information that accurately describes the incident situation and resource status ■ Predictions of the probable course of events ■ Alternative strategies to attain critical incident objectives ■ An accurate, realistic, IAP for the next operational period A. Initial Planning During the initial stages of incident management, planners must develop a simple plan that can be communicated through concise oral briefings. Frequently, this plan must be developed very quickly and with incomplete situation information. As the incident management effort evolves over time, additional lead-time, staff, information systems, and technologies enable more detailed planning and cataloging of events and "lessons learned." Incident Action Plan (IAP) A clear, concise IAP template is essential to guide the initial incident management decision process and the continuing IMT collective planning activities. The IAP: • Must provide clear strategic direction • Includes a comprehensive listing of tactical objectives, resources, reserves, and support required to accomplish each overarching incident objectives Primary Phases Five primary phases enable the accomplishment of incident objectives within a specified time and must be followed in sequence to ensure a comprehensive IAP. The planning process is essentially the same for the: ■ IC developing the initial plan ■ IC and Operations Section Chief revising the initial plan for extended operations ■ IMT developing a formal IAP A. Understanding the Situation ICS -37 Gather, record, analyze, and display situation and resource information in a manner that will ensure: ■ A clear picture of the magnitude, complexity, and potential impact of the incident ■ The ability to determine the resources required to develop and implement an effective IAP B. Establish Incident Objectives and Strategy The incident objectives and strategies must conform to the legal obligations and management objectives of all affected agencies. ■ Formulate and prioritize incident objectives and identify appropriate strategy ■ Identify, analyze and evaluate reasonable alternative strategies that will accomplish overall incident objectives to determine the most appropriate strategy for the situation at hand Evaluation criteria include: ■ Public health and safety factors ■ Estimated costs ■ Various environmental, legal and political considerations C. Develop the Plan The IC is usually responsible for this phase. ■ Determine the tactical direction and the specific resources, reserves and support requirements for implementing the selected strategy for one operational period ■ Base decisions on resources allocated to enable a sustained response ■ Determine the availability of resources ■ Develop a plan that makes the best use of resources D. Prepare and Disseminate the Plan Prepare the plan in a format that is appropriate for the level of complexity of the incident. For the initial response, the format is a well prepared outline for an oral briefing Develop the plan in writing, according to ICS procedures, for most incidents that will span multiple operational periods E. Evaluate and Revise the Plan Evaluate planned events and check the accuracy of information used for planning subsequent operational periods. ■ The general staff should regularly compare planned progress with actual progress ■ Use deviations that occur and emerging information in the first step of the process used to modify the current plan, or develop the plan for the subsequent operational period Planning The following sections describe the general responsibilities associated with the planning meeting and IAP development. The Planning Section Chief should review these with the ICS -38 general staff prior to the planning meeting. Prior to the formal planning meeting, each command staff member and functional section chief is responsible for gathering certain information to support decisions. Note: Patient care and medical services for non -incident personnel (i.e. victims of a bioterrorism attack, hurricane victims, etc.) are critical operational activities associated with a host of potential incident scenarios. As such, these activities are incorporated into the IAP as key considerations of the plans and operations sections. These sections should be staffed accordingly with appropriately qualified EMS public health, medical personnel, technical experts, and other professional personnel as required. General Responsibilities The section chiefs collectively develop the plan during the planning meeting A. Planning Section Chief ■ The Planning Section Chief conducts the planning meeting and coordinates preparation of the IAP. B. Incident Commander ■ Provide overall control objectives and strategy ■ Establish procedures for resource activation, mobilization, and employment ■ Approve the completed IAP by signature C. Finance Section Chief ■ Provide cost implications of control objectives as required ■ Evaluate the facilities in use to determine any needed special arrangements ■ Ensure the IAP is within the financial limits established by the IC D. Operations Section Chief ■ Determine work assignments and resource requirements E. Logistics Section Chief ■ Ensure that incident facilities are adequate ■ Ensure that appropriate agency dispatch centers know the resource ordering procedures ■ Develop transportation system to support operational needs ■ Ensure that the logistics section can logistically support the IAP ■ Place orders for resources Preplanning Steps Understand the problem and establish objectives and strategy. A. Planning Section Chief ICS -39 The Planning Section Chief should take the following actions prior to the initial planning meeting. ■ If possible obtain a completed ICS Form 201, Incident Briefing ■ Evaluate current situation and decide if the current planning is adequate for remainder of operational period (i.e., until next plan takes effect) ■ Apprise the IC and Operations Section Chief of any suggested revisions to current plan as necessary ■ Establish planning cycle for the IC ■ Determine planning meeting attendees in consultation with the IC ■ Establish location and time for the Planning Meeting ■ Ensure that planning boards and forms are available ■ Notify necessary support staff of meeting and assignments ■ Ensure that a current situation and resource briefing will be available for meeting ■ Obtain estimate of regional resources availability from agency dispatch for use in planning for next operational period ■ Obtain necessary agency policy, legal or fiscal constraints for use in the planning meeting B. Attendees For major incidents, attendees should include: ■ IC ■ Command Staff ■ General Staff ■ Resource Unit Leader ■ Situation Unit Leader ■ Air Operations Branch Director (if established) ■ Communications Unit Leader ■ Technical Specialists (as required) ■ Agency Representatives (as required) Conducting the Planning Meeting The planning meeting steps below provide a basic sequence to aid the Planning Section Chief in developing the IAP. The planning steps are with the: ■ ICS Planning Matrix Board ■ ICS Form 215, Operational Planning Worksheet The worksheet layout is the same as the planning matrix board A. Incident Action Plan Every incident must have an action plan. However, not all incidents require written plans. Base the need for written plans and attachments on the requirements of the incident and the decision of the IC. ■ Briefing on situation and resource status (Planning) ■ Set objectives (IC) ■ Plot control lines and division boundaries (Operations) ■ Specify tactics for each division/group (Operations) ICS -40 ■ Specify resources needed by division/group (Operations & Planning) ■ Specify facilities and reporting locations plot on ma (Operations, Planning & Logistics) ■ Place resource and overhead personnel order (Logistics) ■ Consider communications, medical and traffic plan requirements (Planning & Logistics) ■ Finalize, approve and implement IAP (IC, Planning & Logistics) Situation & Resource Status The Planning Section Chief and/or resource and situation unit leaders should provide an up- to-date briefing on the situation. Information for this briefing may come from any or all of the following sources: ■ Initial IC ■ Form 201, Incident Briefing Form ■ Field observations ■ Operations reports ■ Regional resources and situation reports Control Objectives The IC is responsible for establishing the control objectives. Control objectives will consider the total incident situation and are not limited to any single operational period. ■ The IC will establish: ■ The general strategy to be used ■ Sate any major policy, legal or fiscal constraints in accomplishing the objectives ■ Appropriate contingency considerations Control Lines & Division Boundaries ■ The Operations Section Chief for the next operational period in conjunction with the Planning Section Chief will normally accomplish this step. The Planning Section Chief will: ■ Determine control line locations and plot on the map ■ Establish division/branch boundaries for geographical divisions and plot on the map ■ Determine the need for functional group assignments for the next operational period Specify Tactics The Operations Section Chief will establish the specific work assignments for each division for the next operational period after establishing geographical assignments. Note: It may be necessary or desirable to establish a functional group in addition to geographical divisions. Tactics (work assignments) must be: ■ Specific ■ Within the boundaries set by the IC's general control objectives ■ Recorded on the planning matrix ICS -41 The IC, Operations Section Chief and Logistics Section Chief should consider the need for alternative strategies or tactics and ensure that these are properly noted on the planning matrix. Resources After specifying tactics for each division, the Operations Section Chief and Planning Section Chief will determine the resource needs by division to accomplish the work assignments. Resource needs: ■ Will be recorded on the planning matrix ■ Should e considered on basis of the type of resources required to accomplish the assignment. Operations Facilities & Reporting Locations The Operations, Planning and Logistics Section Chiefs should designate and make available facilities and reporting locations required to accomplish operations section work assignments. The Operations Section Chief should indicate: ■ The reporting time requirements for the resource ■ Any special resource assignments Resource & Personnei Ordering The Planning Section Chief should perform a resource needs assessment based on the: ■ Needs provided by the Operations Section Chief ■ Resources data available from the planning section resources unit The planning matrix, when properly completed, will show resource requirements and resource availability to meet those requirements. Additional resource needs can be determined by subtracting resources available form those required. A new resource order can be: ■ Developed from this assessment ■ Provided to the IC for approval ■ Placed through normal dispatch channels by the logistics section Communication, Medical & Traffic Plan Requirements The IAP will normally consist of: ■ ICS Form 202, Incident Objectives ■ ICS Form 203, Organizational Chart ■ ICS Form 204, Division Assignment List ■ A map of the incident area The Planning Section Chief should review the division and group tactical work assignments for any changes due to lack of resource availability prior to plan completion The resource unit may then transfer division assignment information including alternatives form the planning matrix board or ICS 215 onto the Division Assignment List. A. Supporting Attachments ICS -42 Larger incidents may require additional supporting attachments, such as: ■ ICS Form 205, Communications Plan ■ ICS Form 206, Medical Plan ■ Traffic Plan The Planning Section Chief must determine the need for these attachments and ensure that the appropriate units prepare such attachments. For major incident, the IAP and attachments will normally include the items in Table 3 and 4. Component-.. Air Operations Summary Incident Objectives Traffic Plan IC Decontamination Plan 202 Waste Management or Disposal Plan Organization List or ICS Resources Unit Chart 203 Evacuation Plan Assignment List 204 Resources Unit Communications Plan ICS Communications Law Enforcement Specialist 205 Unit Logistics Plan Logistics Unit Responder Medical Plan 206 Medical Unit Incident Map Situation Unit Health and Safety Plan Safety Officer Table 3: IAP Common Components for a Major Incident Component-.. Air Operations Summary Air Operations Traffic Plan Ground Support Unit Decontamination Plan Technical Specialist Waste Management or Disposal Plan Technical Specialist Demobilization Plan Demobilization unit Operational Medical Plan Technical Specialist Evacuation Plan Technical Specialist Site Security Plan Law Enforcement Specialist Investigative Plan Law Enforcement Specialist Evidence Recovery Plan Law Enforcement Specialist ICS -43 Other As Required Table 4: IAP Dependent Components for a Major Incident XVI. Finalize, Approve & Implement the IAP The Planning Section Chief ensures the IAP is completed, reviewed and distributed using the following sequential steps 1. Set deadline for completing IAP attachments 2. Obtain plan attachments and review for completeness and approvals 3. Determine number of IAP copies required 4. Arrange with documentation unit to reproduce IAP 5. Review IAP to ensure it is up-to-date and complete prior to operations briefing and plan distribution 6. Provide IAP briefing plan as required and distribute plan prior to beginning of new operational period ICS Forms ■ ICS 201, Incident Briefing Form ■ ICS 202, Incident Objectives ■ ICS 203, Organization Chart ■ ICS 204, Division Assignment Lists ■ ICS 205, Incident Radio Communications Plan ■ ICS 206, Medical Plan ■ ICS 209, Status ■ ICS 213, General Message ■ ICS 214, Unit Log ■ ICS 221, Demobilization ■ ICS 207, Organization Chart ■ I CS 215, Operational Planning Worksheet ■ ICS 215A, Incident Action Plan Risk Analysis ■ ICS 216, Radio Requirements ■ ICS 218, Support Vehicle Inventory ■ ICS 220, Air Operations ICS -44 Definitions Assigned Resources — Resources checked in and assigned work tasks at an incident Available Resources — Resources assigned to an incident, checked in, and available for a mission assignment, normally located in a Staging Area. Branch Director — The organizational level having functional or geographic responsibility for major parts of incident operations. The Branch level is organizationally between Section and Division / Group in the Operations Section, and between Section and Units in the Logistics Section. Branches are identified by the use of Roman numerals or by functional name (e.g., medical, security, etc.). Command Staff — The Command Staff consists of the Public Information Officer, Safety Officer, and Liaison Officer. They report directly to the Incident Commander. They may have an assistant or assistants, as needed. Communications Unit — The organizational unit within the Logistics Section responsible for providing communication services at an incident. A Communication Unit may also be a facility (e.g., a trailer or mobile van) used to provide the major part of an Incident Communications Center. Division — Divisions are used to divide an incident into geographic areas of operation. A Division is located within the ICS organization between the Branch and the Task Force/Strike Team. Divisions are identified by alphabetic characters for horizontal applications, and, often, by floor numbers when used in buildings. EMS — Emergency Medical Services Emergency Operations Center (EOC) — A pre -designated facility established by an agency or jurisdiction to coordinate the overall agency or jurisdictional response and support to an emergency. Facilities Unit — Functional unit within the Support Branch of the Logistics Section that provides fixed facilities for the incident. These facilities may include the Incident Base, feeding areas, sleeping areas, sanitary facilities, etc. Finance Section/Administration Section — The Section responsible for all incident costs and financial considerations. This Section includes the Time Unit, Procurement Unit, Compensation/Claims Unit, and Cost Unit. General Staff — The group of incident management personnel reporting to the Incident Commander. They may each have a deputy, as needed. The General staff consists of: • Operations Section Chief • Planning Section Chief • Logistics Section Chief • Finance/Administration Section Chief ICS -45 Ground Support Unit — Functional unit within the Support Branch of the Logistics Section responsible for the fueling, maintaining, and repairing of vehicles, and the transportation of personnel and supplies. Group — Groups are established to divide the incident into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups are located between Branches (when activated) and Resources in the Operations Section. Haz-Mat — Hazardous Material Incident Action Plan (IAP) — An oral or written plan containing general objectives reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods. Incident Commander (IC) — The individual responsible for the management of all incident operations at the incident site. Incident Command Post (ICP) — The ICP is the location at which the primary command functions are executed. The ICP may be collocated with the Incident Base or other incident facilities. Incident Command System (ICS) — A standardized on -scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. Incident Management Team (IMT) — The Incident Commander and appropriate Command and General Staff personnel assigned to an incident. Liaison Officer — A member of the Command Staff responsible for coordinating with representatives from cooperating and assisting agencies. Logistics Section — The Logistics Section responsible for providing facilities, services, and materials for the incident. National Incident Management System (NIMS) — A system mandated by HSPD-5 that provides a consistent nationwide approach for Federal, State, local, and tribal governments; the private sector, and nongovernmental organizations to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. Operations Section — The Section responsible for all tactical operations at the incident. The Section includes Branches, Divisions, and/or Groups, Task Forces, Strike Teams, Single Resources, and Staging Areas. Out -of -Service Resources — Resources assigned to an incident but unable to respond for mechanical, rest, or personnel reasons. ICS -46 Planning Section — The Planning Section is responsible for the collection, evaluation, and dissemination of tactical information related to the incident, and for the preparation and documentation of Incident Action Plans. The Planning Section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident. The Section includes the Situation, Resource, Documentation, and Demobilization Units, as well as Technical Specialists. Procurement Unit — Procurement Unit is the functional unit within the Finance/Administration Section responsible for financial matters involving vendor contracts. Public Information Officer (PIO) — A member of the Command Staff responsible for interfacing with the public and media or with other agencies requiring information directly from the incident. There is only one PIO per incident, and the PIO may have assistants. Resource Unit — The Resource Unit is the functional unit within the Planning Section responsible for recording the status of resources committed to the incident. The Resource Unit also evaluates resources currently committed to the incident, the impact that additional responding resources will have on the incident, and anticipated resource needs. Safety Officer — The Safety Officer is a member of the Command Staff responsible for monitoring and assessing safety hazards or unsafe situations and for developing measures for ensuring personnel safety. The Safety Officer may have assistants. Single Resource — A Single Resource is an individual, a piece of equipment and its personnel complement, or a crew or team of individuals with an identified work supervisor that can be used at an incident. Situation Unit — The Situation Unit is the functional unit within the Planning Section responsible for the collection, organization, and analysis of incident status information, and for analysis of the situation as it progresses. Staging Areas — Staging Areas are locations set up at an incident where resources can be placed while awaiting a tactical assignment. Staging Areas are managed by the Operations Section. Strike Team — A Strike Team is specified combinations of the same kind of resource with common communications and a leader. Supply Unit — The Supply Unit is the functional unit within the Support Branch of the Logistics Section responsible for ordering equipment and supplies required for incident operations. Supporting Branch — The Supporting Branch is a branch within the Logistics Section responsible for providing personnel, equipment, and supplies to support incident operations. The Branch includes the Supply, Facilities, and Ground Support Units. Task Force — A Task Force is a combination of single resources assembled for a particular tactical need with common communications and a leader. Technical Specialist — Personnel with special skills that can be used anywhere within the ICS organization. ICS -47 Unified Command (UC) — Unified Command is a joint team effort which allows all agencies with responsibility for the incident, either geographical or functional, to manage and incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, responsibility, or accountability. ICS -48 Forms ICS -49 INCIDENT BRIEFING 1. Incident Name 1 2. Date 1 3. Time 4. Map Sketch 5. Current Organization 6. Prepared by (Name and Position) Page of ICS 201 NFES 132 ICS -50 ICS 201 NFES 1325 ICS -51 ICS Form 202 INCIDENT OBJECTIVES 1. INCIDENT NAME 2. DATE 3. TIME 4. OPERATIONAL PERIOD (DATE/TIME) 5. GENERAL CONTROL OBJECTIVES FOR THE INCIDENT (INCLUDE ALTERNATIVES) 6. WEATHER FORECAST FOR OPERATIONAL PERIOD 7. GENERAL SAFETY MESSAGE 8. Attachments (Q if attached) ❑ Organization List (ICS 203) ❑ Medical Plan (ICS 206) ❑ Weather Forecast ❑ Assignment List (ICS 204) ❑ Incident Map ❑ ❑ Communications Plan (ICS 205) ❑ Traffic Plan ❑ 9. PREPARED BY (PLANNING SECTION CHIEF) 10. APPROVED BY (INCIDENT COMMANDER) ICS -52 Orqanization Assignment List, ICS Form 203 ORGANIZATION ASSIGMENT LIST 1. INCIDENT NAME 2. DATE PREPARED 3. TIME PREPARED POSITION NAME 5. INCIDENT COMMAND AND STAFF 4. OPERATIONAL PERIOD (DATE/TIME) 9. OPERATIONS SECTION INCIDENT COMMANDER DEPUTY SAFETY OFFICER INFORMATION OFFICER LIAISON OFFICER CHIEF DEPUTY a. BRANCH I- DIVISION/GROUPS BRANCH DIRECTOR DEPUTY DIVISION/GROUP DIVISION/ GROUP DIVISION/ GROUP DIVISION/GROUP DIVISION /GROUP b. BRANCH II- DIVISIONS/GROUPS BRANCH DIRECTOR DEPUTY DIVISION/GROUP DIVISION/GROUP DIVISION/GROUP DIVISION/GROUP c. BRANCH III- DIVISIONS/GROUPS BRANCH DIRECTOR DEPUTY DIVISION/GROUP DIVISION/GROUP DIVISION/GROUP d. AIR OPERATIONS BRANCH AIR OPERATIONS BR. DIR. AIR TACTICAL GROUP SUP. AIR SUPPORT GROUP SUP. HELICOPTER COORDINATOR AIR TANKER/FIXED WING CRD. 6. AGENCY REPRESENTATIVES AGENCY NAME 7. PLANNING SECTION CHIEF DEPUTY RESOURCES UNIT SITUATION UNIT DOCUMENTATION UNIT DEMOBILIZATION UNIT TECHNICAL SPECIALISTS 8. LOGISTICS SECTION CHIEF DEPUTY a. SUPPORT BRANCH DIRECTOR SUPPLY UNIT FACILITIES UNIT GROUND SUPPORT UNIT b. SERVICE BRANCH DIRECTOR COMMUNICATIONS UNIT MEDICAL UNIT FOOD UNIT 10. FINANCE/ADMINISTRATION SECTION CHIEF DEPUTY TIME UNIT PROCUREMENT UNIT COMPENSATION/CLAIMS UNIT COST UNIT PREPARED BY (RESOURCES UNIT) ICS -53 Assignment List, ICS Form 204 1. BRANCH 2. DIVISION/GROUP ASSIGNMENT LIST 3. INCIDENT NAME 4. OPERATIONAL PERIOD DATE TIME 5. OPERATIONAL PERSONNEL OPERATIONS CHIEF DIVISION/GROUP SUPERVISOR BRANCH DIRECTOR AIR TACTICAL GROUP SUPERVISOR 6. RESOURCES ASSIGNED TO THIS PERIOD STRIKE TEAM/TASK FORCE/ RESOURCE DESIGNATOR EMT LEADER NUMBER PERSONS TRANS. NEEDED PICKUP PT./TIME DROP OFF PT./TIME 7. CONTROL OPERATIONS 8. SPECIAL INSTRUCTIONS 9. DIVISION/GROUP COMMUNICATIONS SUMMARY FUNCTION FREQ. SYSTEM CHAN. FUNCTION FREQ. SYSTEM CHAN. COMMAND LOCAL REPEAT SUPPORT LOCAL REPEAT DIV./GROUP TACTICAL GROUND TO AIR PREPARED BY (RESOURCE UNIT LEADER)APPROVED BY (PLANNING SECT. CH.) DATE TIME ICS -54 Incident Communications Plan, ICS Form 205 INCIDENT RADIO COMMUNICATIONS PLAN 1. Incident Name 2. Date/Time Prepared 3. Operational Period Date/Time 4. Basic Radio Channel Utilization System/Cache Channel Function Frequency/Tone Assignment Remarks 5. Prepared by (Communications Unit) ICJ -55 MEDICALPLAN 1. Incident Name T—� te Prepared 3. Time Prepared 4. Operational Period 5. Incident Medical Aid Station Medical Aid Stations Location Paramedics Yes No 6. Transportation A. Ambulance Services Name Address Phone Paramedics Yes No B. Incident Ambulances Name Location Paramedics Yes No 7. Hospitals ICS -56 Prepared by (Medical Unit Leader) 1 10. Reviewed by (Safety Officer) ICS 206 INCIDENT STATUS SUMMARY FS -5100-11 1. Date/Time 2. Initial ❑ Update ❑ Final ❑ 3. Incident Name 4. Incident Number 5. Incident Commander 6. Jurisdiction 7. County 8. Type incident 9. Location 10. Started Date/Time 11. Cause 12. Area Involved 13. %Controlled 14. Expected Containment Date/Time 15. Estimated Controlled Date/Time 16. Declared Controlled Date/Time 17. Current Threat 18. Control Problems 19. Est. Loss 20. Est. Savings 21. Injuries Deaths 22. Line Built 23. Line to Build 24. Current Weather WS Temp WD RH 25. Predicted Weather WS Temp WD RH 26. Cost to Date27. Est. Total Cost 28. Agencies Resources 1 11 Totals Kind of Resource SR ST SR ST SR ST SR ST SR ST SR ST SR ST SR ST SR ST SR ST ENGINES DOZERS CREWS Number of Crews: Number of Crew Personnel: HELICOPTERS AIR TANKERS TRUCK COS. RESCUE/MED. WATER TENDERS OVERHEAD PERSONNEL TOTALPERSONNEL 30. Cooperating Agencies 31. Remarks 32. Prepared by 33. Approved by 34. Sent to: Date Time By ICS 209 ICS -57 ICS 213 ICS -58 GENERAL MESSAGE TO: POSITION: FROM: POSITION: SUBJECT: DATE: TIME: MESSAGE: SIGNATURE: POSITION: REPLY: DATE: TIME: SIGNATURE/POSITION: ICS -59 UNIT LOG 1. Incident Name 2. Date Prepared 3. Time Prepared 4. Unit Name/Designators 5. Unit Leader (Name and Position) 6. Operational Period 7. Personnel Roster Assigned Name ICS Position Home Base 8. Activity Log Time Major Events 9. Prepared by (Name and Position) ICS 214 ICS -60 DEMOBILIZATION CHECKOUT ICS221 1. INCIDENT NAME/NUMBER 2. DATE/TIME 3. DEMOB NO. 4. UNIT/PERSONNEL RELEASED 5. TRANSPORTATION TYPE/NO. 6. ACTUAL RELEASE DATE/TIME 7. MANIFEST ❑YES ❑NO NUMBER 8. DESTINATION 9. AREA/AGENCY/REGION NOTIFIED NAME DATE 10. UNIT LEADER RESPONSIBLE FOR COLLECTING PERFORMANCE RATING 11. UNIT/PERSONNEL- YOU AND YOUR RESOURCES HAVE BEEN RELEASED SUBJECT TO SIGNOFF FROM THE FOLLOWING: (DEMOB. UNIT LEADER CHECK APPROPRIATE BOX) LOGISTICS SECTION ❑ SUPPLY UNIT ❑ COMMUNICATIONS UNIT ❑ FACILITES UNIT ❑ GROUND SUPPORT UNIT LEADER PLANNING SECTION ❑ DOCUMENTATION UNIT FINANCE/ADMINISTRATION SECTION ❑ TIME UNIT OTHER El El 12. REMARKS ICS -61 January 1, 1983 ICS -221 INSTRUCTIONS FOR COMPLETING THE DEMOBILIZATION CHECKOUT (ICS FORM 221) Prior to actual demobilization, Planning Section (Demobilization Unit) should checkwith the Command Staff (Liaison Officer) to determine any agency specific needs related to demobilization and release. If any, add to line Number 11. Item Number Item Title 1. Incident Name/No. 2. Datef-ime 3. Demob No. 4. Umt?Personnel Released 5. Transportation Type/No. 6. Actual Release Date/time 7. Manifest 8. Destination 9. Area/Agencyf Region Notified 10. Unit Leader Responsible for Collecting Performance Ratings 11. Unit(Personnel 12. Remarks 'GPO 198&&S99 OO f4492 Instructions Print Name and/or Number of incident Enter Date and Time prepared. Enter Agency Request Number, Order Number, or Agency Demobilization Number if applicable. Enter appropriate vehicle or Strike Tear Task Force I.D. Number(s) and Leaders name or individual over- head c staff personnel being released. Method and vehicle I.D. Number for transportation back to home unit ErRer NIA it awn transportation is provided. "Additional specific details should be included in Remarks, block#12. To be completed at conclusion of demobilization at time of actual release from incident Would normally be last item of form to be completed. Mark appropriate box. If yes, enter manifest number. Some agencies require a in anifestfor air travel. Location to which Unit or personnel have been released, i.e., Area, Region, Home base, Airport, Mobilization Center, etc. Identify Area, Agency, or Region notified and enter date & time of notification. Self-explanatory. Note, not all agencies require these ratings. Demobilization Unit Leader will identify with a check in the box to the left of those units requiring check-out Identified Unit Leaders are to initial to the right to indicate release. Blank boxes are provided for any additional check (unit requirements as needed), i.e., Safety Officer, Agency Representative, etc. Any additional information pertaining to demobilization or release. ICS -62 ICS -63 ICS -64 ) j }\ E : \ \ \ \ \ A e { ; o � /\f \ } > 3{» ) . \^ \\ k - k q _�\ $ \ $ _ ! | \{ ) � ( - w \\ { u � � 6 - z z ❑0❑ z_ - }\\ \fes uuu ,: . 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Cooperating Agencies Virginia Department of Conservation and Recreation (DCR) Introduction To facilitate the evacuation of downstream residents or notification of the public in the event of an imminent or impending dam failure. Scope: The Virginia Department of Conservation and Recreation (DCR) provides detailed guidance to dam owners in developing emergency action plans and emergency preparedness plans in the event of dam failure. Roanoke County coordinates this through the Department of Community Development in working with dam owners. Concept of Operations General: Dam owners are responsible for the proper design, construction, operation, maintenance, exercising, and safety of their dams. They are also responsible for reporting abnormal conditions at the dam to the County and to recommend evacuation of the public below the dam if it appears necessary. Owners of dams that exceed 25 feet in height and impound more than 50 acre-feet (100 acre-feet for agricultural purposes) of water must develop and maintain an Emergency Action Plan (EAP). This plan shall include a method of notifying and warning persons downstream and of notifying local authorities in the event of impending failure of the dam. An EAP is one of three items required prior to issuance of an Operation and Maintenance Certificate by the Virginia DCR. In addition to the Virginia DCR, a copy of the plan must be provided to the County and to the Virginia Department of Emergency Management. Standards have been established for "Dam Classifications" and "Emergency Stages." See Tab 1. The affected public will be routinely notified of conditions at the dam during Stage I. If conditions escalate to Stage II, emergency management personnel will immediately notify the public affected to be on alert for possible evacuation of the areas that would be flooded. If conditions deteriorate and overtopping or failure of a dam has occurred or is imminent, as in Stage III, the Director and/or the Coordinator of DAM -1 Emergency Management in coordination with Community Development staff will warn the public, order evacuation from the affected area, and declare a local emergency. AUTHORITIES: In addition to those listed in the Basic Plan: A. The Virginia Dam Safety Act, Article 2, Chapter 6, Title 10.1 (10.1-604 et seq) of the Code of Virginia B. Virginia Soil and Water Conservation Board, Chapter 20 — Impounding Structure Regulations. 4VAC50-20-10 through 4VAC50-20-400 of the Virginia Administrative Code C. Insert any local ordinances or laws, if applicable. Emergency Management Actions — Dam Safety 1. Normal Operations A. Dam Owners a. Develop an Emergency Actions Plan (EAP) for warning and evacuating the public in event of dam failure. b. Obtain an Operations and Maintenance Certificate from the Virginia Department of Conservation and Recreation. c. Operate and maintain the dam to assure the continued integrity of the structure. d. Exercise and test dam EAP to ensure that it meets current codes and regulations. B. Local Government a. Develop compatible procedures to warn and evacuate the public in event of dam failure. 2. Increased Readiness A. Stage I Conditions a. Alert on -duty emergency response personnel. B. Stage 11 Conditions a. Alert on -duty emergency response personnel. b. Notify the public of possible dam failure. c. Review warning and evacuation plans and procedures. d. Place off-duty emergency response personnel on alert. 3. Emergency Operations A. Mobilization Phase — Latter Part of Stage II or at Stage III Conditions a. Activate EOC. b. Notify Virginia Emergency Operations Center. c. Alert emergency response personnel to standby status. d. Begin record keeping of all incurred expenses SAA B. Response Phase — Stage I I I Conditions a. Activate EOC. b. Order immediate evacuation of residents in expected inundation areas. c. Sound warning though use of sirens, horns, Emergency Alert System, telephone, or door to door notification to evacuate individuals immediately out of the area or to high ground in area for later rescue. d. Call in necessary emergency response personnel to provide help required to save lives and property. e. Follow all established procedures within designated functional areas specified in this plan. 4. Recovery A. Provide assistance to disaster victims. B. Clean up debris and restore essential services. C. All agencies tasked in this plan implement recovery procedures. D. Review emergency procedures used and revise, if necessary, to ensure lessons learned are applied and incorporated into future plans. E. Determine what mitigation measures, if any, should be initiated (zoning, design of dams, etc.) Responsibilities Dam Owners: • Develop an emergency action plan (or emergency preparedness plan) for warning and evacuating the Public in the event of dam failure; • Obtain an Operation and Maintenance Certificate from the Virginia DCR; • Provide plan copies to the locality, Virginia Departments of Conservation and Recreation (DCR) and Emergency Management (VDEM); • Operate and maintain the dam to assure the continued integrity of the structure; • Conduct exercises to ensure responsible parties understand their role and appropriate response capabilities exist; and • If an owner or the owner's engineer has determined that circumstances are impacting the integrity of the impounding structure that could result in the imminent failure of the impounding structure, temporary repairs may be initiated prior to approval from the board. The owner shall notify the Virginia DCR within 24 hours of identifying the circumstances impacting the integrity of the impounding structure. Local Government: • Develop compatible procedures to warn and evacuate the public in the event of dam failure; • Notify public of possible dam failure; • Order immediate evacuation of residents in expected inundation areas; • Sound warning through use of sirens, horns, and vehicles with loudspeakers, Emergency Alert System, telephone calls, and door-to-door notification to evacuate individuals immediately out of the area or to high ground in area for later rescue; • Provide assistance to disaster victims; • Clean up debris and restore essential services; • All agencies tasked in this plan implement recovery procedures; DAM -3 Review emergency procedures used and revise, if necessary, to insure lessons learned are applied in future disasters; and Determine what mitigation measures, if any, should be initiated (zoning, design of dams, etc.). . A .� Tab 1 to Dam Safety Support Annex DAM CLASSIFICATIONS AND EMERGENCY STAGES Dam Classifications Dams are classified, as the degree of hazard potential they impose should the structure fail completely. This hazard classification has no correlation to the structural integrity or probability of failure. Dams which exceed 25 feet in height and impound more that 50 acre feet in volume, or 100 acre feet if for agricultural purposes, are required to obtain an Operation and Maintenance Certificate which includes the development of an emergency action plan administered by the Department of Conservation and Recreation. High - dams that upon failure would cause probable loss of life or serious economic damage Significant - dams that upon failure might cause loss of life or appreciable economic damage Low - dams that upon failure would lead to no expected loss of life or significant economic damage. Special criteria: This classification includes dams that upon failure would cause damage only to property of the dam owner. Emergency Stages When abnormal conditions impact on a dam, such as flooding or minor damage to the dam, the dam owner should initiate specific actions that will result in increased readiness to respond to a potential dam failure. The following stages identify actions and response times which may be appropriate. Stage I - Slowly developing conditions; five days or more may be available for response. Owner should increase frequency of observations and take appropriate readiness actions. Stage 11 - Rapidly developing conditions; overtopping is possible. One to five days may be available for response. Increase readiness measures. Notify local Coordinator of conditions and keep him informed. Stage III - Failure has occurred, is imminent, or already in flood condition; overtopping is probable. Only minutes may be available for response. Evacuation recommended. Reference: `Dam Safety, Floodplain Management." Virginia Department of Conservation and Recreation. October, 29 2008. www.dcr.virginia.gov/dam_safet� and floodplains/ Tab 2 to Dam Safety Support Annex Roanoke County DIRECTORY OF DAMS REGULATED BY VIRGINIA DCR AND RECREATION AND REQUIRING EMERGENCY ACTION PLANS DAM NAME HEIGHT TOTAL (Ac -Ft) CLASS DAM -6 Tab 3 to Dam Safety Support Annex Roanoke County REGISTERED DAM CONTACT INFORMATION (Include a map indicating local of dams within jurisdiction) Name of Impounding Structure: Inventory Number: City/County: Other Name (if given): Stream Name: Latitude: Longitude: Name of Impounding Structure Operator: Address: Telephone: Alternate Number(s): Other means of communication: Name of Impounding Structure: Inventory Number: City/County: Other Name (if given): Stream Name: Latitude: Longitude: Name of Impounding Structure Operator: Address: Telephone: Alternate Number(s): Other means of communication: Name of Impounding Structure: Inventory Number: City/County: Other Name (if given): Stream Name: Latitude: Longitude: Name of Impounding Structure Operator: Address: Telephone: Alternate Number(s): Other means of communication: Name of Impounding Structure: Inventory Number: City/County: Other Name (if given): Stream Name: Latitude: Longitude: Name of Impounding Structure Operator: Address: Telephone: Alternate Number(s): Other means of communication: DAM -7 Tab 4 to Dam Safety Support Annex Roanoke County REGISTERED DAMS MAP (Include a map indicating local of dams within jurisdiction) DAM -8 Damage Assessment Support Annex Coordinating Department Real Estate Valuation Supporting Departments Fire and Rescue Police Community Development General Services Parks and Recreation Libraries Communications and Information Technology Supporting Agencies Virginia Cooperative Extension Introduction Purpose: The Damage Assessment Support Annex describes the coordinating processes used to ensure the timely and accurate assessment and reporting of damages in Roanoke County after an emergency or disaster. It provides procedures to estimate the nature and extent of the damage and outlines details of the damage assessment process as required by the Commonwealth for determination of the need to request a Presidential Disaster Declaration as outlined in the Stafford Act. Scope: Damage assessment activities are an evaluation (in dollars) of the estimated cost for damages or loss to agriculture, infrastructure, real property and equipment. This annex covers a broad scope of responsibilities, assignments and standard forms to be used in the overall process; it is applicable to departments and agencies that are assisting with the post -event damage assessment as coordinated by Emergency Management. This document will address general situations with no consideration given for special incident scenarios. Definitions: Initial Damage Assessment (IDA): Review and documentation of the impact and magnitude of a disaster on individuals, families, businesses, and public property. This report is due into the Virginia Emergency Operations Center in the required format (see Tab 3) within 72 hours of disaster impact.The Governor will use this information to determine if a Preliminary Damage Assessment needs to be requested from FEMA in response to outstanding needs. Preliminary Damage Assessment (PDA): A joint venture between FEMA, State and local government to document the impact and magnitude of the disaster on individuals, families, businesses, and public property. The Governor will use the information gathered during the PDA process to determine whether Federal assistance should be requested. Situation: Following any significant disaster/emergency, a multitude of independent damage assessment activities will be conducted by a variety of organizations including American Red Cross, insurance companies, utility companies, and others. Outside of these assessments, a series of local, state and federal damage assessment activities will be conducted. Roanoke County will begin gathering information during the initial stages of an event in the response phase of an emergency. This is typically through windshield survey information from first responders. This is then followed with more detailed information during the transition to the recovery phase of the event. This includes a systematic analysis of the nature of the damage to public and private property, which estimates the extent of damage based upon actual observation and inspection. Damage assessment will be performed on an urgent basis to provide an initial estimate of damage. A damage estimate of public and private property is required for the County to determine actions needed, the establishment of priorities, and the allocation of local government resources, and what, if any, outside assistance will be required. Based upon the local damage assessment reports, the Governor may request a Presidential declaration of a "major disaster", "major emergency", or a specific federal agency disaster declaration (Small Business Administration, Department of Agriculture, Corps of Engineers, etc.) to augment state/local/private disaster relief efforts. The President, under a "major emergency" declaration may authorize the utilization of any federal equipment, personnel and other resources. The President under a "major disaster" declaration may authorize two basic types of disaster relief assistance: 1. Individual Assistance (IA) a. Temporary housing; b. Individual and family grants (IFG); c. Disaster unemployment assistance; d. Disaster loans to individuals, businesses and farmers; e. Agricultural assistance; f. Legal services to low-income families and individuals; g. Consumer counseling and assistance in obtaining insurance benefits; h. Social security assistance; i. Veteran's assistance; and j. Casualty loss tax assistance. 2. Public Assistance (PA) a. Debris removal; b. Emergency protective measures; and c. Permanent work to repair, restore or replace road systems, water control facilities, public buildings and equipment, public utilities public recreational facilities, etc. Assumptions: 1. Fast and accurate damage assessment is vital to effective disaster responses; 2. Damage will be assessed by pre -arranged teams of local resource personnel; 3. If promptly implemented, this plan can expedite relief and assistance for those adversely affected; 4. A catastrophic emergency will require the expenditure of large sums of local funds. Financial operations will be carried out under compressed schedules and intense political pressures, which will require expeditious responses that meet sound financial management and accountability requirements; 5. Damage to utility system and to the communications systems will hamper the recovery process; 6. A major disaster affecting the county could result in the severance of a main transportation artery resulting in a significant alteration of lifestyle in the community; Policies: 1. The Initial Damage Assessment (IDA) results will be reported to the Virginia EOC within 72 hours of the incident (WebEOC —primary; Fax or Call — secondary); 2. At the Incident Commander's request, the first priority for damage assessment may to be to assess County structural/infrastructure damage; 3. A Federal/State supported Preliminary Damage Assessment will be conducted in coordination with County personnel to verify IDA results and determine long-term needs. This data will be used to determine the need for a Presidential Disaster Declaration; 4. An estimate of expenditures and obligated expenditures will be submitted to both the County and the VEOC before a Presidential Disaster declaration is requested; 5. Additional reports will be required when requested by the Emergency Management Director or Emergency Manager depending on the type and magnitude of the incident; 6. Supplies, equipment and transportation from various departments and organizations will be utilized by that organization in the accomplishment of its assigned responsibility or mission; 7. The approval to expend funds for response and recovery operations will be given by the department head from each department involved in recovery operations. The finance section will oversee this process Each agency or department should designate a responsible person to ensure that actions taken and costs incurred are consistent with identified missions; and Concept of Operations Organization: The ultimate responsibility of damage assessment lies with the local governing authority. The Emergency Manager or designee will be responsible for coordinating damage assessments, collection of the data and preparation of necessary reports through the functions of ESF 14, Long Term Community Recovery and Mitigation. Damage assessments will be conducted by qualified, trained local teams under the supervision of the Real Estate Valuation Department. The damage assessment teams will be supported by multiple agencies from the County. If the nature of the incident is such that local resources are incapable of assessing the damage, state or other local assistance will be requested through normal resource request procedures to the VEOC and the Statewide Mutual Aid (SMA) process. Security and Access Control Police Additional ESFs may need to be utilized to enhance the results of the assessment such as ESF 7 (Resource Management), ESF 5 (Emergency Management) and ESF 11 (Agriculture and Natural Services). If the incident involves chemicals or radiation that may cause contamination of damage area, ESF 8 (Health and Medical) and ESF 10 (Oil and Hazardous Materials) may also be needed. The primary ESFs as listed will utilize their full ESF specific annex and any supporting agencies and ESFs to implement their portion of the damage assessment. All ESF's should have their personnel maintain a list of damages and send to damage assessment personnel through the EOC ICS system in order to ensure the damages are documented. Responsibilities: Real Estate Valuation a. Assemble the appropriate team and develop damage assessment plans, policies and procedures; b. Maintain a list of critical facilities that will require immediate repair if damaged; c. Appoint a representative to be located within the EOC to direct damage assessment operations to include operation of the teams, collecting data, and developing accurate and appropriate reports for Emergency Management. d. Solicit cooperation from companies and local representatives of support agencies to serve as member of damage assessment teams; e. Conduct damage assessment training programs for the teams; f. Coordinate disaster teams conducting field surveys; g. Collect and compile incoming damage reports from teams in the field, from other operations directors, and outside agencies, systems and companies; h. Communicate the various buildings that are damaged to the Community Development Department for follow up as needed with building permit information; i. Assist in the establishment of the sequence of repairs and priorities for the restoration of affected areas; j. Correlate and consolidate all expenditures for damage assessment to the Department of Finance; k. Ensure that there will be an escort available for any State or Federal damage assessments and prepare an area map with the damaged sites prior to their arrival; and 2. General Services a. Designate representatives to serve as members of damage assessment teams as needed; b. Participate in damage assessment training; c. Collect and compile damage data regarding public and private utilities, and provide to Real Estate within the EOC; d. Participate as requested in Initial Damage Assessment field reviews and escorting for State and Local damage assessments; and 3. Fire and Rescue, Parks and Recreation, Communications and Community Development a. Designate representatives to serve as members of damage assessment teams; b. Participate in damage assessment training; c. Collect and compile damage data regarding public and private transportation resources, and provide to Real Estate within the EOC. This will partially be done while completing other assignments as part of the event; d. Participate as requested in Initial Damage Assessment field reviews and escorting for State and Local damage assessments; e. 4. Local Extension Office a. Designate representatives to serve as members of damage assessment teams; b. Participate in damage assessment training; c. Collect and compile damage data regarding public and private agricultural resources, and provide to Real Estate Zoning within the EOC; d. Participate as requested in Initial Damage Assessment field reviews and escorting for State and Local damage assessments; 5. County Police Department a. Provide security for ingress and egress of the damaged area(s) post -event; b. Provide access and security for damage assessment activities with the damaged area; 6. County Department of Finance a. Collect, report and maintain estimates of expenditures and obligations required for response and recovery activities; b. Maintain accurate records of funds, materials and man-hours expended as a direct result of the incident; c. Report these estimates and obligations to the Emergency Manager for inclusion into the appropriate Public Assistance IDA categories; 7. Emergency Management a. Overall direction and control of damage assessment for the County; b. Reporting of damages to the Virginia EOC within 72 of the incident in the appropriate Initial Damage Assessment format; c. Ensuring appropriate and adequate public information and education regarding the damage assessment process; and Action Checklist — All Departments M itigation/Prevention 1. Develop public awareness programs from building codes, ordinances and the National Flood Insurance Program; 2. Develop a damage assessment training program; 3. Develop damage assessment plans, procedures and guidance; 4. Designate representatives to lead damage assessment activities within the EOC; 5. Designate damage assessment team members; Preparedness: 1. Identify resources to support and assist with damage assessment activities; 2. Train personnel in damage assessment techniques; 3. Review plans, procedures and guidance for damage assessments, damage reporting and accounting; 4. List all critical facilities and all local buildings requiring priority restoration; and Response: 1. Activate the damage assessment staff in the EOC; 2. Organize and deploy damage assessment teams or team escorts as necessary; 3. Organize collection of data and record keeping at the onset of the event; 4. Document all emergency work performed by local resources to include appropriate photographs; 5. Compile and disseminate all damage reports for appropriate agencies; 6. Determine the state of damaged buildings and place notification/placards as needed; Recovery: 1. Continue damage assessment surveys as needed; 2. Advise on priority repairs and unsafe structures; 3. Facilitate the issuance of building permits and for the review and inspection of the site -related and construction plans submitted for the rebuilding/restoration of buildings; 4. Monitor restoration activities; 5. Complete an event review with all responding parties; 6. Review damage assessment plans, policies and procedures in respect to the recent emergency response. Update as necessary and disseminate; 7. Review building codes and land use regulations for possible improvements; 8. Review and update the necessary logistical support to carry out emergency tasking. Instruct all departments to replenish used on -hand inventory of supplies; 9. Assist the Department of Finance in the preparation and submission of disaster assistance applications to the appropriate state and/or federal agencies for reimbursement of disaster related expenditures; Administration and Logistics Administration: Basic administrative and accountability procedures for any damage assessment activities will be followed as required by county, state and federal regulations. As with any disaster or incident response, the ICS/NIMS process will be used to organize and coordinate response activity. Logistics: If supplies, materials, and equipment are required, records will be maintained in accordance to county, state and federal reporting requirements. All procurement processes will also follow appropriate county procurement policies and regulations, and state and federal policies and regulations as necessary. The Department of Finance, Procurement Section will facilitate purchasing. Public Information: The Public Information Officer will follow procedures established in the Public Affairs, ESF 15 : 1. Ensure prior coordination with appropriate damage assessment coordination ESFs to provide periodic spot announcements to the public on pertinent aspects of the assessments; and 2. Ensure availability of the media in the event an emergency requiring evacuation arises. Direction and Control 1. All damage assessment activities will be coordinated through the EOC and employ the ICS/NIMS. Small scale or immediate need evacuations may be coordinated on-site as necessary. These on- site coordinated evacuations will also employ the ICS/NIMS. 2. The EOC is responsible for providing support and resources to the incident commander. 3. The Emergency Manager will assist the Director in the EOC and coordinate with the PIO. The Emergency Manager and PIO will have at least one assistant to support 24-hour operations and act in the absence of the primary. 4. In the event an incident is suspected or determined to be a terrorist event, a Joint Operations Center will be established to coordinate Federal and State support. A separate Joint Information Center will provide media interface. Plan Development and Maintenance This plan should be reviewed annually in its entirity for any needed updates, revisions, or additions. It is the responsibility for the Real Estate Valuation Department, as the lead agency for this plan, to insure that this is completed. This plan should also be reviewed after every incident in which it is activated to reflect any needed updates, revisions or additions that were found within that response effort. Tab 1 to Damage Assessment Annex Damage Assessment Team Assignments The Real Estate Valuation Director or designee will report to the EOC when activated by the Emergency Manager. Damage assessment teams will be assembled and instructions provided relative to the emergency. Team leaders will be designated to compile information for situation and damage assessment reports. TEAM ASSIGNMENTS (based on categories in Damage Assessment Form) PRIVATE PROPERTY Category A — Residential/Personal Property Houses, manufactured homes, apartments, duplexes (identify number of families and units affected) — Include estimate for structures, private bridges, fencing and vehicles/boats. Team: Real Estate Valuation with other department personnel as needed, teams of at least two with proper identification will be assigned. Category B — Business and Industry Industrial plants and businesses (facilities, equipment, materials, commercial vehicles). Team: Real Estate Valuation with other department personnel as needed, teams of at least two with proper identification will be assigned. The building damage information will be assessed by the county team, a majority of the equipment and material information will be obtained from the business. Category C — Agriculture An agricultural parcel is at least 5 acres. Include estimate of all damage to houses, manufactured homes, crops (type and acres), farm buildings, livestock (number and type), fencing (in miles) and equipment (pieces and type). Team: Extension Agent will obtain information on crops, livestock, fencing and farm equipment Team: Real Estate Valuation with other department personnel as needed, teams of at least two with proper identification will be assigned. II. PUBLIC PROPERTY Category A — Debris Clearance Debris on roads and streets, on public property, on private property and structure demolition. Team; General Services and Community Development personnel will assess this damage Category B — Protective Measures 1. Life and safety (all public safety report costs) Fire and Rescue, Police, Sheriff and Communications/IT 2. Barricading, sandbagging, stream drainage channels, health (rodents/insect control) Coordinated through Community Development Category C — Road Systems Damage to roads and streets, bridges, culverts, sidewalks, traffic control systems. Community Development will coordinate, this information will primarily be obtained from VDOT or ensure that VDOT reports through their channels Category D — Water Control Facilities Damage to dams and drainage systems. Community Development Category E — Public Buildings and Equipment Damage to buildings, inventory, vehicles and equipment. Various county departments as are assigned these resources Category F — Public Utility Systems Damage to water plants, dams, sanitary/sewage systems and storm drainage systems. Western Virginia Water Authority will be the primary and submit any information as needed through General Services Department to ensure included in county figures Category G — Recreational Facilities Damage to parks, shelters, lighting and equipment. Parks and Recreation Tab 2 to Damage Assessment Annex LOCAL GOVERNMENT DAMAGE ASSESSMENT - TELEPHONE REPORT 1. CALLER NAME 2. PROPERTY ADDRESS (include apt. no; Zip code) 3. TELEPHONE NUMBER 4. TYPE OF PROPERTY 5. OWNERSHIP Home Work Cell ❑ Single Family ❑ Multi -Family (usually Apts.) ❑ Business ❑ Check here if residence is a vacation home—not a primary residence ❑ Own ❑ Rent ❑ Lease (business only) Best time to call Best number to use 6. CONSTRUCTION TYPE ❑ Mason ❑ Wood Frame ❑ Mobile Home ❑ Manufactured ❑ Other 7. TYPE OF INSURANCE ❑ Property ❑ Sewer Back-up ❑ Flood (Structure) ❑ Flood (Contents) ❑ Wind/Hurricane ❑ None 8. DAMAGES Check all that apply) HVAC ❑ Yes ❑ No Water Heater ❑ Yes ❑ No Electricity ❑ On ❑ Off Natural Gas ❑ On ❑ Off Roof Intact ❑ Yes ❑ No Foundation ❑ Yes ❑ No Windows ❑ Yes ❑ No Sewer ❑ OK ❑ Not OK Major Appliances ❑ Yes ❑ No Basement Flooding ❑ Yes - Depth Feet Furnace ❑ Yes ❑ No 9. SOURCE OF DAMAGES ❑ Sewer back-up ❑ Primarily Flood ❑ Wind/Wind driven rain ❑ Tornado Other ❑ 10. Based on the damages reported, the property is currently ❑ Habitable ❑ Uninhabitable 11. CALLER'S ESTIMATE OF DAMAGES REPAIRS CONTENTS TOTAL 12. COMMENTS 12. CALL TAKER 13. DATE & TIME REPORT TAKEN Tab 3 to Damage Assessment Annex Cumulative Initial Damage Assessment Report PRIMARY: Input into WebEOC SECONDARY: VDEM VEOC Phone Number (804) 674-2400 Fax Number (804) 674-2419 Jurisdiction: Date/Time IDA Report Prepared: Prepared By: Call back number: Fax Number: Email Address: Part I: Private Property CUMULATIVE DAMAGES Type Property # Destroyed # Major Damage # Minor Damage # Affected Dollar Loss % Flood Insured Property Insured % Owned % Secondary Single Dwelling Houses (inc. condo units Multi -Family Residences (count each unit Manufactured Residences (Mobile) Business/Industry Non -Profit Organization Buildings Agricultural Facilities Part II: Public Property (Includes eligible non-profit Facilities) CUMULATIVE DAMAGES Type of Property Estimated Dollar Loss % Insured Category A (Debris Removal) Category B (Emergency Protective Measures) Category C (Roads and Bridges) Category D (Water Control Facilities) Category E (Public Buildings and Equipment Category F (Public Utilities) Category G (Parks and Recreation Facilities) TOTAL $0.00 Additional Comments: Tab 4 to Damage Assessment Annex OFEMRGENCY Public Assistance Damage Assessment Guidelines DEPARTMENT MANAGEMENT Category Purpose Eligible Activities A: Debris Clearance of trees and woody debris; • Debris removal from a street or highway to allow the Removal building wreckage; sand, mud, silt, and safe passage of emergency vehicles gravel; vehicles; and other disaster -related material deposited on public and, in very • Debris removal from public property to eliminate health limited cases, private property and safety hazards B: Emergency Measures taken before, during, and after a • Emergency Operations Center activation Protective disaster to save lives, protect public health Measures and safety, and protect improved public • 'Warning devices (barricades, signs, and and private property announcements) • Search and rescue • Security forces (police and guards) • Construction of temporary levees • Provision of shelters or emergency care • Sandbagging • Bracing/shoring damaged structures • Provision of food, water, ice and other essential needs • Emergency repairs • Emergency demolition • Removal of health and safety hazards C: Roads and Repair of roads, bridges, and associated • Eligible work includes: repair to surfaces, bases, Bridges features, such as shoulders, ditches, shoulders, ditches, culverts, low water crossings, and culverts, lighting and signs other features, such as guardrails. D: Water Control Repair of irrigation systems, drainage • Channel alignment • Recreation Facilities channels, and pumping facilities. Repair of levees, dams, and flood control channels • Navigation Land reclamation fall under Category D, but the eligibility of • Fish and wildlife habitat these facilities is restricted • Interior drainage • Irrigation • Erosion prevention • Flood control E: Buildings and Repair or replacement of buildings, • Buildings, including contents such as furnishings and Equipment including their contents and systems; interior systems such as electrical work. heavy equipment; and vehicles • Replacement of pre -disaster quantities of consumable supplies and inventory. Replacement of library books and publications. • Removal of mud, silt, or other accumulated debris is eligible, along with any cleaning and painting necessary to restore the building. • All types of equipment, including vehicles, may be eligible for repair or replacement when damaged as a result of the declared event. F: Utilities Repair of water treatment and delivery • Restoration of damaged utilities. systems; power generation facilities and distribution lines; and sewage collection • Temporary as well as permanent repair costs can be and treatment facilities reimbursed. G: Parks, Repair and restoration of parks, • Roads, buildings, and utilities within those areas and Recreational playgrounds, pools, cemeteries, and other features, such as playground equipment, ball Facilities, and beaches. This category also is used for any fields, swimming pools, tennis courts, boat docks and Other Items work or facility that cannot be ramps, piers, and golf courses. characterized adequately by Categories A -F • Grass and sod are eligible only when necessary to stabilize slopes and minimize sediment runoff. • Repairs to maintained public beaches may be eligible in limited circumstances. Only states, local government agencies and authorities, public utilities, and certain non-profit organizations may be eligible for Public Assistance grants. Eligibility Criteria: Virginia Population per latest US Census x annual multiplier for state eligibility; Locality population per latest US Census x annual local multiplier for local eligibility. Adapted from the Public Assistance Guide, FEMA 322: Additional policy information is available at http://Www.fema.gov/government/grantlpalpolicy.shtm Tab 5 to Damage Assessment Annex Public Assistance Damage Assessment Field Form JURISDICTION: INSPECTOR: DATE: PAGE of Key for Damage Categories (Use appropriate letters in the `category' blocks below) A. Debris Clearance D. Water Control Facilities G. Parks, Recreation Facilities & B. Emergency Protective Measures E. Public Buildings & Equipment Other C. Roads & Bridges F. Public Utility System SITE # WORK CATEGORY: NAME of FACILITY and LOCATION: GPS ( in decimal deg.): DAMAGE DESCRIPTION: EMERGENCY FOLLOW-UP NEEDED? Y N TOTAL ESTIMATED DAMAGES: $ FLOOD INSURANCE Y N PROPERTYY INSURANCE N NO DATA AVAILABLE (check box) SITE # WORK CATEGORY: NAME of FACILITY and LOCATION: GPS (in decimal deg.): DAMAGE DESCRIPTION: EMERGENCY FOLLOW-UP NEEDED? 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LL { k A P � w / - LL } \ w § 2 2 f w § q - Lu w m & - � uj m = «\ � 2 I 2� � � I y � « g - \ n > 6 6, 2 § � ■ / � § . i5 k k z $ % CL k k | \ \ \ / \ < � \ k | § \ ■ go § ! � ■ CL & B # « U ) } IFLOWS SUPPORT ANNEX Primary Department Fire and Rescue Cooperating Agencies Virginia Department of Emergency Management Introduction Purnose: To support Roanoke County officials with rainfall and stream gauge information for the monitored locations in the region and assist in decision making for a rain event. Scope: The Virginia Department Emergency Management (VDEM) coordinates with the National Weather Service (NWS) on an Integrated Flood Warning and Observation System (IFLOWS). Roanoke County is a participating locality in this system and provides a location for a monitoring computer and radio equipment in the Public Safety Center. This allows monitoring of stream and rain gauge data along strategic locations in the county to assist in the decision making prior to a heavy rain event. Concept of Operations General: Virginia has installed IFLOWS equipment in 35 different localities, primarily in Southwest Virginia along the Interstate 81 corridor. This system transmits data every 15 minutes from the individual gauge to the primary computer where this is shared throughout the IFLOWS system and network via a state maintained VHF radio network. Flooding prediction is extremely difficult due to so many variables involved but the IFLOWS data is another tool to assist in this process. Some of the variables include; 1. Amount of rainfall 2. Period of time 3. Overall ground saturation levels 4. Specific rainfall locations Information is available on county computer in ECC or at http://www.afws.net/ _ This is main page, you must then select Virginia and select the county you wish to view. Gauges: Gauges are installed at strategic locations and measure rain fall or stream depth for that area. Some locations have collocated gauges and share the transmitter while some locations are rain or stream only. IFLOWS-1 Rain - A rain gauge consists of a ten -foot by one -foot diameter pipe enclosed on one end. The pipe houses a screened funnel to collect rainfall, a tipping bucket that measures each millimeter or 0.04 inch of rain and a VHF radio transmitter to send the tip counter number and gauge identifier to either a mountaintop receiver or repeater or to a county receiver/computer system. Stream - Stream gages consist of a pressure transducer placed in the stream, gauge house stilling basin or reservoir that measure the changes in water depth. The depth changes are transmitted by VHF radio to a receiving computer system and the depth and time are recorded in the database. Definitions It is important to have an understanding of the predictions of weather events from the NWS and local media in order to take appropriate action • Warning- A warning is issued when a hazardous weather or hydrologic event is occurring, imminent or likely. A warning means weather conditions pose a threat to life or property. People in the path of the storm need to take protective action. • Watch - A watch is used when the risk of a hazardous weather or hydrologic event has increased significantly, but its occurrence, location or timing is still uncertain. It is intended to provide enough lead time so those who need to set their plans in motion can do so. A watch means that hazardous weather is possible. People should have a plan of action in case a storm threatens and they should listen for later information and possible warnings especially when planning travel or outdoor activities • Advisory - An advisory is issued when a hazardous weather or hydrologic event is occurring, imminent or likely. Advisories are for less serious conditions than warnings that cause significant inconvenience and if caution is not exercised, could lead to situations that may threaten life or property • Minor Flooding - minimal or no property damage, but possibly some public threat or inconvenience • Moderate Flooding - some inundation of structures and roads near streams. Some evacuations of people and/or transfer of property to higher elevations are necessary. • Major Flooding - extensive inundation of structures and roads. Significant evacuations of people and/or transfer of property to higher elevations. • Flash flood - A rapid (generally within six hours) rise of water along a stream or low-lying area after a heavy rainfall or from the failure of a dam. By definition, flash flooding is life-threatening. • Flood - A flood occurs when water overflows the confines of a river, stream, or body of water, or accumulates in poorly drained low-lying or urban areas. IFLOWS-2 Tab 1 to IFLOWS Gauge Locations Rain Gauges • Masons Cove — located at Masons Cove Fire Station, run off to Rt 311 • Peters Creek — located at Roanoke County School Administration on Cove Rd., minimal impact from run off in county • Sugarloaf Mountain — located at Western Virginia Water Authority property on 419 side of Sugar Loaf Mtn Rd. Run off towards Oak Grove. • Witts Orchard — Bent Mountain area on Poor Mountain Rd, run off to Bottom Creek which is towards Shawsville and back to Roanoke River • Fort Lewis Mountain — located on Poor Mountain on Roanoke County radio tower property, run off towards Fort Lewis • Crawfords Ridge — located off of Newport Rd in Catawba area near Montgomery County line, run off back to North Fork and towards Ironto • Masons Creek — located at Catawba Valley/Carvins Cove Rd • Montclair- located at end of Diplomat Dr, long private drive. Run off back to city along Embassy • North Lakes- off of Peters Creek Rd behind storage buildings at 2900 block, run off back towards city • Mill Mountain - located in Roanoke City • Tinker Creek - located in Roanoke City • Walnut Street- located in Roanoke City • Roanoke Sewer Plant- located in Roanoke City • Salem Pump Station- located in Salem City Floyd County • Copper Hill • Mountain View Church Both Floyd County gauges will flow towards Shawsville and South Fork Montgomery County • Ironto • Lafayette • Poor Mountain • Shawsville All Montgomery County gauges will flow to Roanoke River IFLOWS-3 Tab 2 to IFLOWS Gauge Locations Stream Gauges Roanoke Valley • Masons Creek located at Catawba Valley and Carvins Cove Rd. • Tinker/Roanoke River • Sewage Treatment Plant • Montclair • North Lakes • Salem Pump Station • Walnut Street • Tinker Creek Montgomery County • Shawsville • Ironto • Lafayette Montgomery County gauges are primary to watch for Roanoke County flooding along river, particularly West River Rd area. Shawsville and Ironto come together and Lafayette is main. As height exceeds 7 feet, West River Rd will be impacted and at 8 feet Bohon Hollow Rd will be closed I FLOWS -4 STATEWIDE MUTUAL AID SUPPORT ANNEX (SMA) Introduction Purpose: To allow localities within Virginia the ability to give or receive mutual aid when their available resources are not adequate to meet the needs of the event. Scope: The Virginia Department of Emergency Management coordinates Statewide Mutual Aid for the Commonwealth. If a locality contacts the State EOC with a request, VEOC can disseminate this request throughout the state and coordinate the locality with resources to assist a locality in need of same. Concept of Operations General: The Statewide Mutual Aid program was developed to assist cities and counties to more quickly and efficiently provide assistance to each other in response to a major disaster. Common expectations and procedures for implementation have been established and potentially problematic issues (such as those relating to insurance, liability coverage, and reimbursement) have been resolved in advance. The program does not interfere with day-to-day agreements between nearby localities or other state agency sponsored mutual aid arrangements or programs already in place. The SMA program has the active support of the Virginia Municipal League, the Virginia Association of Counties, selected state agencies with primary emergency response roles, and all professional emergency responder member organizations statewide. There are 139 localities and/or jurisdictions who have signed the "Authorizing Resolution" for participation in the Statewide Mutual Aid Program. The program is recognized and defined in § 44-146.20. Additionally, a local emergency should be declared to implement. In all cases, the requesting locality is responsible for the final costs associated. Organization: SMA is flexible and may be utilized without full EOC activation by Roanoke County. With this in mind, SMA may be activated by ESF 7 in a full EOC activation with approval from the Director and ESF 5. It is suggested that various departments have some pre -scripted missions in order to reply rapidly to a request from another locality. This could be employee salaries and equipment rates that would be required if requested. SMA -1 In the event resources are required beyond the means of Roanoke County and existing local mutual aid is not adequate, SMA forms would be submitted. Whenever SMA is utilized it is extremely important to be specific on exactly what is needed. VDEM has adopted the following acronym as a reminder, "C-SALTT". • C — Capability, what exactly do you need • S- Size, physical size description • A — Amount, how many do you need • L — Location, where do you need resource • T- Type, what is the FEMA Type or other specifics • T- Time, when is it needed and for how long Implementation • Roanoke County should fill out a Part I form requesting assistance and forward to the VEOC • The Part I information will be forwarded from the VEOC to all participating localities Director and Coordinator via email and a teletype sent to the local ECC. Teletype will overview SMA request and ask ECC to contact Coordinator • Any interested party will fill out Part 11 of form and return to requesting locality • Part III can then be completed where requesting and assisting localities agree on the equipment and approximate costs prior to departure. SMA -2 STATEWIDE MUTUAL AID AGREEMENT PART I: REQUEST STATEMENT VDEM SMA Tracking # Emergency / Disaster / Pre -Planned Event Name: Local Emergency Declaration: (Circle) YES NO Date/Time Requesting Party: 1. General description of the event (summarize briefly) 2. Identify the capability needed and when it is needed to support emergency response activities as noted in item #1. 3. Provide the amount, type of personnel (if applicable), equipment, materials, supplies needed, location of arrival/staging, and a reasonable estimate of the length of time they will be required. 4. Please provide a scope of work for requested resource (what will the resource be doing) : 5. Point -of -Contact Name, Contact Number, and Fax Number for more information about this request Requesting Party Representative / Title: Requesting Party Contact # and Fax #: Authorizing Signature of Requesting Party Official: Date /Time: "If necessary - more space can be added on Form IA Additional Comments Page" SPECIAL INSTRUCTIONS • If there is NOT a State Declaration of Emergency — Complete Part I form(s) — do not send these at this time. Email the completed SMA template email to the SMA ListSery Group for Virginia. • If there is a State Declaration of Emergency — Make a formal request for assistance by calling the VEOC at 804-674- 2400, faxing your request to 804-674-2419, or entering your request into WebEOC. STATEWIDE MUTUAL AID AGREEMENT PART I: Additional Comments to be provided (OPTIONAL) STATEWIDE MUTUAL AID AGREEMENT PART II: ASSISTANCE STATEMENT Assisting Party: VDEM SMA # has been received. 1. Provide the primary 24 hour point -of -contact number and a team leader for this resource: 2. Complete SMA Form B (SMA Mission Costs Estimate Sheet) and attach as documentation for this agreement. Be specific about the deployment related costs for which reimbursement will be requested. 3. Complete SMA Form C (SMA Personnel and Labor Estimate Sheet) and attach as documentation for this agreement. Be specific about the deployment related costs for which reimbursement will be requested. The assisting party agrees that it will not seek reimbursement from the requesting party for workers' compensation coverage or claims. Assisting Party Representative / Title: Assisting Party Contact # and Fax #: Authorizing Signature of Assisting Party Official: Date/Time "If necessary - more space can be added on Part II Additional Comments Page" SPECIAL INSTRUCTIONS • After completion of Part II, fax documentation to the Requesting Party for review with a cover sheet. • If the VDEM Logistics Section is the representing the Requesting Party, fax all documentation to the VEOC at (804) 674-2419 - Attention Logistics Section Chief. STATEWIDE MUTUAL AID AGREEMENT PART III: REQUESTING PARTY'S APPROVAL — Final Agreement Statement In accordance with the Commonwealth of Virginia Statewide Mutual Aid Program and the terms and conditions as outlined in Part I and II of this agreement, the agreement between and Requesting Locality is hereby: Accepted 11 Requesting Party Representative: Requesting Party Representative Title: Authorized Signature of Requesting Party Official: SPECIAL INSTRUCTIONS Assisting Locality/Individual Declined 1:1 (Check only one box.) Date / Time • After completion of Part 111, fax all pages and all supporting documents to the Assisting Locality and also to the State EOC at (804) 674-2419 - Attention Logistics Section Chief. • Keep the VEOC updated mission activities occur. • BE SURE TO REMIND RESPONDERS TO KEEP GOOD DOCUMENTATION AND ALL RECEIPTS WHILE DEPLOYED. ACTION NO. ITEM NO. K-5 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: Request to accept and allocate additional grant funds in the amount of $1,150 from the Jacqueline S. (Jackie) and Shelborn L. (S.L.) Spangler Fund of Foundation for Roanoke Valley to Roanoke County Fire and Rescue forthe purchase of equipment for Bent Mountain station SUBMITTED BY: Stephen G. Simon Chief of Fire and Rescue APPROVED BY: Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: The Foundation for Roanoke Valley has served the Roanoke Valley and much of southwest Virginia for more than twenty-five (25) years and currently administers and makes grants from over three hundred (300) named endowment funds on behalf of the community. One of those funds is the Jacqueline S. (Jackie) and Shelborn L. (S.L.) Spangler Fund. The Spangler Fund is designed to make grants that benefit the communities in the Rt. 221 corridor from Cotton Hill Road up Bent Mountain to Check in Floyd County. Last fiscal year Foundation for Roanoke Valley awarded grant funds in the amount of $15,850 to Roanoke County Fire and Rescue from the Spangler Fund. The funds are intended for the purchase of equipment for the Bent Mountain fire station. The original amount requested for the grant was $17,000. The Foundation only had $15,850 funds available at the time of the request. Since that time, the Foundation has received additional funding and therefore they have awarded funds in the amount of $1,150 to complete the grant request. The same grant requirements apply. Page 1 of 2 FISCAL IMPACT: The Spangler Fund will cover one hundred percent (100%) of the cost of the new fire and rescue equipment consisting of cardiopulmonary resuscitation (CPR) manikins and an automated external defibrillator AED for the Bent Mountain Station and no additional County funds will be needed. Ordinance #052615-3 appropriated grant funds for grants that are routine and usual in nature for the 2015-16 fiscal year. Funds in the amount of $1,150 will need to be allocated from the grant account to the Bent Mountain Equipment grant fund already established 486003-5850. ALTERNATIVES: 1. Accept and allocate grant funds in the amount of $1,150 from Foundation for Roanoke Valley to the Fire and Rescue Department for the purchase of equipment for the Bent Mountain station. 2. Do not accept the grant. STAFF RECOMMENDATION: Staff recommends alternative 1. Page 2 of 2 Officers Susan K. Still Chair A. Damon Williams Vice Chair Cynthia M. Shelor 7ieasurer Alan E. Ronk Secretary and Executive Director Board of Governors Rita D. Bishop, Ed.D. Frank G. Carter Melinda T. Chirwood Mimi Raincro Coles Nancy V. Dye, M.D. Lucy R. Ellett William D. Elliot Tammy M. Finley Jerry Higginbotham Stephen W. Lemon James W. McAden Stephen A. Musselwhite Deborah A. Oehlschlaeger Kathryn Krisch Oelschlager Randall R, Rhea, M,D. Cynthia M, Shelor Cleo C. Sims Susan K. Still Jimmie L, Wade Leonard Wheeler A. Damon Williams FOUNDATION FOR ROANOKE VALLEY Grant #: 20152853 October 15, 2015 Roanoke County Chief Joey Stump 5925 Cove Road Roanoke, VA 24019 Dear Chief Stump, Enclosed please find a check in the amount of $1,150.00 that represents the remaining portion of the $17,000.00 grant awarded to Bent Mountain Fire and Rescue Department in June 2015. The remaining funds are to be used to purchase a Fire Attack Pump. Attached is a Grant Agreement that sets forth the terms and conditions of the grant. It is important that you read it carefully, sign and return a copy by 10/30/15. Please keep a copy for your records. As indicated in the previous grant award letter, the Foundation requires that you provide us with a final report which details the impact of this grant on your agency or program and which specifically explains how the funds were used. The final grant report is to be completed by 12131/2015. We also ask that your organization publicize this grant and send any copies of resulting coverage to the Foundation. Please recognize this grant as coming from the Jacqueline S. (Jackie) and Shelborn L. (S.L.) Spangler Fund of Foundation for Roanoke Valley. You may also submit good quality digital photographs — one or two images that best show your grant project, plus a brief description — that could be used for the Foundation's newsletter, annual report, or other publications. Please remember to always obtain a photo release from anyone that appears in the photographs. The only exception to this is if the picture is from a public event. If you have any questions about publicizing your grant, please contact the Foundation at 540-985-0204. We are happy to support the work of your organization. s ncerely 4 �chelly Program Officer Enclosure p.O. Box 1 d 59 . Roanoke, VA 24006 (540) 985-0204 . tvwtv.foundationforroanokevalley.org . Fax (540) 982-8175 Jour Community Foundation: FOUNDATION FOR ROANOKE VALLEY Grant Agreement Between Foundation for Roanoke Valley And Roanoke County 5925 Cove Road Roanoke, VA 24019 Please sign and return this Grant Agreement to the Foundation within two weeks. 1. This grant is made expressly and solely for purpose(s) stated in the grant award letter. Use of the grant funds is subject to modification only with the Foundation's prior written approval. 2. Grantee will return to the Foundation any unexpended funds at the close of the project period. However, if circumstances have arisen that significantly impact the proposed project and its timeline, please submit a request for an extension with an explanation in writing to the Foundation for further review. 3. Grantee will notify the Foundation if and when new grant monies have been received from other sources for the project being funded. 4. A final grant report is to be completed and returned to the Foundation by 1213112015. Please make a note of when your report is due, as you will not receive a reminder from the Foundation. The Foundation reserves the right to request copies of invoices that support substantial expenditures of the grant funds. A check for any unexpended funds as noted in #2 must be attached to the final grant report. 5. In accepting this grant, I certify that no part of it will be used to compensate a third -party consultant unless this relationship was fully and clearly disclosed in the application. I agree to the terms stated in this agreement. Signature: Print Name: Date: Organization: Grant #: 20152853 PO. Box 1159 • Roanoke,VA 24006 (540) 985-0204 • www.foundatiotifbrroanotcevalley.org • Fax (540) 982-8175 Your Community Foundation GENERAL FUND UNAPPROPRIATED BALANCE COUNTY OF ROANOKE, VIRGINIA Amount Audited balance at June 30, 2015 $ 21,799,195 Appropriated from 2015-2016 budget 506,153 ►Ti 5 % of General Fund Revenue 11.00% * Balance at November 10, 2015 $ 22,305,348 11.01 % ** Note: On December 21, 2004, the Board of Supervisors adopted a policy to increase the General Fund Unappropriated Balance incrementally over several years. * 2014-15 - Goal of 11 % of General Fund Revenues 2014-15 General Fund Revenues $198,174,499 11 % of General Fund Revenues $21,799,195 ** 2015-16 - Goal of 11 % of General Fund Revenues 2015-16 General Fund Revenues $202,656,326 11% of General Fund Revenues $22,292,196 The Unappropriated Fund Balance of the County is currently maintained at the goal of 11.00%. Submitted By Rebecca E. Owens Director of Finance Approved By Thomas C. Gates County Administrator COUNTY OF ROANOKE, VIRGINIA CAPITAL RESERVES Minor County Capital Reserve (Projects not in the CIP, architectural/engineering services, and other one-time expenditures.) Audited balance at June 30, 2015 Appropriated for 2015-16 Capital budget July 28, 2015 Appropriation to purchase voting machines and equipment Balance at November 10, 2015 Major County Capital Reserve Amount $ 1,586,627 (907,344) (384,000) $ 295,283 (Projects in the CIP, debt payments to expedite projects identified in CIP, and land purchase opportunities.) Audited balance at June 30, 2015 $ Appropriated for 2015-16 Capital budget Balance at November 10, 2015 2,614,612 (1,583,412) $ 1,031,200 Technology Capital Reserve (Projects identified and prioritized by the Technology Governance Committee and approved by the County Administrator.) Unaudited balance at June 30, 2015 $ 314,058 Submitted By Approved By Allocation to Computer Replacement Account Balance at November 10, 2015 Rebecca E. Owens Director of Finance Thomas C. Gates County Administrator (100,000) $ 214,058 Submitted By Approved By RESERVE FOR BOARD CONTINGENCY COUNTY OF ROANOKE, VIRGINIA From 2015-2016 Original Budget Balance at November 10, 2015 Rebecca E. Owens Director of Finance Thomas C. Gates County Administrator M-3 Amount $ 50,000 $ 50,000 COUNTY OF ROANOKE, VIRGINIA CHANGES IN OUTSTANDING DEBT Changes in outstanding debt for the fiscal year to date were as follows: Outstanding June 30, 2015 Additions Deletions General Obligation Bonds $ 5,332,236 $ VPSA School Bonds 104,311,123 State Literary Loans 1,825,775 Lease Revenue Bonds 76,949,408 Capital Lease obligation 741,516 $ 189,160,058 $ Submitted By Rebecca E. Owens Director of Finance Approved By Thomas C. Gates County Administrator Outstanding November 10, 2015 - $ - $ 5,332,236 7,761,248 96,549,875 - 1,825,775 - - 955,424 75,993,984 - 741,516 - - $ 11,283,963 - $ 177,876,095 ACTION NO. ITEM NO. 0-1 AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: November 10, 2015 AGENDA ITEM: Work session to discuss with the Board of Supervisors the Fiscal Policy, Debt and sources of funding for the capital improvement program SUBMITTED BY: APPROVED BY: Rebecca Owens Director of Finance Thomas C. Gates County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: This time has been scheduled to discuss the Roanoke County Fiscal Policy, Debt and sources of funding for the capital improvement program. The attached PowerPoint presentation will be used. Page 1 of 1 F - Z W 2 a. O J W W 0 F- LU C� D m t� TOM LL w O LL Z 0 Z LL LL O W V O 0 Z Q F- m W 0 5 O a. F - Z W 2 W O a. 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