Emergency Operations Plan Vol.1 - City of Tampa

City of
Tampa
Emergency
Operations Plan
Volume I: Basic Plan
Office of Emergency Management

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VOLUME I: BASIC PLAN
CITY OF TAMPA
COMPREHENSIVE EMERGENCY OPERATIONS PLAN
TABLE OF CONTENTS
Page
Preface.......................................................................................................................... i
Executive Summary.................................................................................................... ii
Local Resolution.......................................................................................................... iii
Acronyms..................................................................................................................... iv
Record of Revisions..................................................................................................... vi
Chapter One: Introduction
General.......................................................................................................................... I-1
Purpose.......................................................................................................................... I-1
Scope ............................................................................................................................ I-2
Methodology................................................................................................................. I-2
Plan Organization.......................................................................................................... I-2
Situation ........................................................................................................................ I-3
Assumption ................................................................................................................... I-3
Chapter Two: Situation
Geographical, Climatological, and Topographical Characteristics ..............................II-1
Hazard Analysis............................................................................................................II-2
Demographics ...............................................................................................................II-3
Economic Profile ..........................................................................................................II-4
Chapter Three: Concept of Operations
Phases of Emergency Management ..............................................................................III-1
Levels of Disaster .........................................................................................................III-3
Organization..................................................................................................................III-4
Chapter Four: Responsibilities
General..........................................................................................................................IV-1
City, County, State and Federal Responsibilities..........................................................IV-1
Officials or Departmental Responsibilities...................................................................IV-4
Line of Succession ........................................................................................................IV-13
Chapter Five: Financial and Administrative Management
Financial Guidelines .....................................................................................................V-1
Mutual Aid Assistance..................................................................................................V-2
Disaster Relief Funding Agreement..............................................................................V-3
Reporting Procedures....................................................................................................V-3
Protection of Records....................................................................................................V-3
Reimbursement Procedures ..........................................................................................V-4
Disaster Claims Procedures ..........................................................................................V-5
Responsibilities.............................................................................................................V-5
Table of Contents CEOP 2007

CITY OF TAMPA
COMPREHENSIVE EMERGENCY OPERATIONS PLAN
Chapter Six: Training and Exercise
Training and Exercise ...................................................................................................VI-1
Chapter Seven: Public Awareness and Education
Public Awareness and Education..................................................................................VII-1
Chapter Eight: References and Authorities
City................................................................................................................................VIII-1
County...........................................................................................................................VIII-1
State...............................................................................................................................VIII-1
Federal ..........................................................................................................................VIII-2
Authority.......................................................................................................................VIII-2
Mutual Aid....................................................................................................................VIII-2
Appendices
Appendix A: Primary & Support Responsibility Matrix
Appendix B: EOC Activation Process
Appendix C: EOC Activation Staffing
Appendix D: Sample Emergency Declaration
Appendix E: Response Diagrams
Appendix F: FEMA Reimbursement Forms
Appendix G: Crisis Communications Plan
Appendix H: Hartline Evacuation Routes
Appendix I:
Appendix J:
City of Tampa Shelters
Special Needs Registration Form
Appendix K: Meals Ready to Eat Distribution Strategy
Appendix L: National Response Plan NIMS Diagram
Appendix M: Disaster Recovery Sites
Appendix N: Tampa Points of Distribution Table
Appendix O: Evacuation Routes
Table of Contents CEOP 2007

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CITY OF TAMPA
COMPREHENSIVE EMERGENCY OPERATIONS PLAN
PREFACE
The attacks on 9/11, the anthrax attacks, the devastation from Hurricane Katrina, and
preparations for a possible pandemic illustrate the 21 st century challenges the nation
faces. To meet these challenges, we must continually work within our local and regional
communities to ensure that we are as prepared as we can be for these devastating events.
Preparedness for major events involves all levels of government, the private sector, nongovernment
organizations, and citizens.
In the City of Tampa, we believe in what is called an all-hazards approach to disaster
preparedness; one that encompasses terrorist attacks, natural disasters, health
emergencies, and other major events. Our worst-case scenarios include hurricanes,
terrorism, flu pandemic, and hazardous materials accidents. It would be imprudent and a
waste of resources to concentrate on being prepared for only one of these hazards.
Therefore, Tampa embraces the all-hazards approach to joint planning and preparedness.
By developing the Tampa Comprehensive Emergency Operations Plan (CEOP), we hope
to define the policies and procedures that will strengthen the preparedness of the City to
prevent, protect against, respond to, and recover from terrorist attacks, major disasters,
and other emergencies. The CEOP describes our City’s vision for preparedness and
establishes our planning priorities.
Tampa is within the top one percent of cities in the nation by population. With our
growth comes a renewed obligation to the preparedness of our communities. Together,
the City of Tampa and Hillsborough County realize that our strength comes not from
being a large, metropolitan city or a big county. Our disaster resilience is best
demonstrated by working together as partners and with others to achieve a safer regional
community.
Preface
i
CEOP

CITY OF TAMPA
Pam Iorio, Mayor
Tampa Fire Rescue
Dennis Jones, Fire Chief &
Emergency Manager
EXECUTIVE SUMMARY
Disaster can strike at any time without a moment’s notice. Hurricanes and other catastrophic events have the
potential to cause significant widespread damage to our great city. Being prepared and having a regularly
exercised plan of action can be the difference between life and death for the citizens of this community.
The City of Tampa has long enjoyed a solid, cooperative and productive relationship with surrounding
municipalities, counties, and the State of Florida. Details concerning working relationships between the city,
county and state have been outlined in this plan. By understanding each other’s roles as well as the risks posed
by natural and manmade disasters, we can better prepare, respond and recover from these events.
The Tampa Comprehensive Emergency Operations Plan (CEOP) is the product of coordinated planning among
the City and County governments, business community leaders and volunteer agencies. The CEOP is one of the
core planning documents that explains how the City plans to respond to disasters. City staff uses this plan as the
basis for training on their roles during disasters. Exercises provide a chance to validate the plan and training.
The Office of Emergency Management is proud to provide this plan to the citizens, departments and community
partners of the City of Tampa. It is streamlined to address the basic requirements and processes for emergency
management and strategic programs for the City of Tampa. This plan has adopted the best management
application of the following:
• Incident Command System model of emergency response and recovery management
• Core program development and implementation
• Consistency with the Florida Division of Emergency Management, Comprehensive Emergency
Management Plan and the Federal Emergency Management Agency’s emergency support functions
This plan was developed by the Emergency Coordinator and supersedes all prior emergency management plans
published by the City of Tampa. It supplements the existing plans and procedures of departmental, municipal,
county, state and federal agencies, and others with an emergency response role in this City. The CEOP
illustrates the role of the City’s Emergency Operations Center as the central point of operations for notification,
resource management and information management. This plan is a guide and strives to support those who
manage emergencies in the City of Tampa, with guiding emergency response operations toward full recovery of
our public services and community viability. The CEOP meets the requirements of the National Incident
Management System and does not conflict with the Hillsborough County Comprehensive Emergency
Management Plan.
For additional information and assistance, please visit our website at http://www.tampagov.net/OEM.
808 East Zack Street • Tampa, Florida 33602 • (813) 274-7011 • FAX: (813) 274-7026

CITY OF TAMPA
COMPREHENSIVE EMERGENCY OPERATIONS PLAN
GOVERNMENT RESOLUTION
A. Local Organization for Emergency Management
“Legally constituted municipalities are authorized and encouraged to create municipal
emergency management programs. Municipal emergency management programs
shall coordinate their activities with those of the county emergency management
agency. Municipalities without emergency management programs shall be served by
their respective county agencies. If a municipality elects to establish an emergency
management program, it must comply with all laws, rules, and requirements
applicable to county emergency management agencies. Each municipal emergency
management plan must be consistent with and subject to the applicable county
emergency management plan. In addition, each municipality must coordinate requests
for state or federal emergency response assistance with its county. This requirement
does not apply to requests for reimbursement under federal public disaster assistance
programs.” (Chapter 252.38, 2005 Florida Statutes, Emergency Management Act).
B. Local Emergency Management Financial Assistance
A municipality is entitled to receive federal disaster funds if the local emergency
management organization has met all state and federal requirements to receive such
funds. “Whenever the Federal Government or any agency or officer thereof offers to
the state or, through the state, to any political subdivision thereof services, equipment,
supplies, materials, or funds by way of gift, grant, or loan for the purposes of
emergency management, the state, acting through the division, or such political
subdivision, acting with the consent of the Governor or the Governor's authorized
representative, may accept such offer. Upon such acceptance, the division or the
presiding officer or governing body of such political subdivision may authorize
receipt of the gift, grant, or loan on behalf of the state or such political subdivision,
subject to the terms of the offer and the rules and regulations of the agency making
the offer.” (Chapter 252.373 2005 Florida Statutes, Emergency Management Act).
C. Local Emergency Management Plan
The City of Tampa, Office of Emergency Management within Tampa Fire Rescue,
has developed, in collaboration with all city departments and community
organizations that have primary responsibility for emergency support functions, an
approved emergency management plan. A copy of this plan and/or major revisions
has been submitted to the Hillsborough County Emergency Management Agency by
the City Emergency Manager, in coordination with local government officials or
legally appointed successors. It is understood that the Hillsborough County
Emergency Management Agency will review this plan for general consistency with
county, state, and federal requirements.
Government Resolution
iii

CITY OF TAMPA
COMPREHENSIVE EMERGENCY OPERATIONS PLAN
ACRONYMS
ALF
ALT
ARC
ARES
CAP
CBRNE
CEMP
CERT
CIC
COG
COOP
CPA
CRS
DMAT
DMORT
DPW
DRC
DSR
EAS
EM
EMS
EPG
EOC
ESATCOM
ESF
FDEM
FDLE
FDOT
FEMA
FHP
FS
GIS
HAZMAT
HCEOC
HM
HSPD
IA
IC
ICS
ICP
MARS
MOA
MOU
Assisted Living Facility
Alternative
American Red Cross
Amateur Radio Emergency Services
Civil Air Patrol
Chemical, Biological, Radiological, Nuclear, Explosive
Comprehensive Emergency Management Plan
Citizen Emergency Response Team
Citizen Information Center
Continuity of Government Plan
Continuity of Operations Plan
Closest Point of Approach
Community Rating System
Disaster Medical Assistance Team
Disaster Mortuary Operational Response Team
Department of Public Works
Disaster Recovery Center
Damage Survey Report
Emergency Alert System
Emergency Management
Emergency Medical Services
Executive Policy Group
Emergency Operations Center
Emergency Satellite Communications
Emergency Support Function
Florida Department of Emergency Management
Florida Department of Law Enforcement
Florida Department of Transportation
Federal Emergency Management Agency
Florida Highway Patrol
Florida Statutes
Geographical Information System
Hazardous Materials
Hillsborough County EOC
Hazard Mitigation
Homeland Security Presidential Directive
Individual Assistance
Incident Commander
Incident Command System
Incident Command Post
Military Affiliate Radio System
Memorandum of Agreement
Memorandum of Understanding
Acronyms iv CEOP

CITY OF TAMPA
COMPREHENSIVE EMERGENCY OPERATIONS PLAN
NDMS
NETC
NFIP
NGO
NIMS
NOAA
NRP
NWSFO
OEM
PA
PDA
PIO
PL
PRI
PSA
RACES
RDSTF
RIAT
RRT
SAR
SCO
SEOC
SITREP
SLOSH
SOG
SOP
TDS
TFR
TH
TPD
TTY
VOAD
WMD
National Disaster Medical System
National Emergency Training Center
National Flood Insurance Program
Nongovernmental Organization
National Incident Management System
National Oceanographic and Atmospheric Administration
National Response Plan
National Weather Service Forecast Office
Office of Emergency Management
Public Assistance
Preliminary Damage Assessment
Public Information Officer
Public Law
Primary
Public Safety Announcement
Radio Amateur Civil Emergency Service
Regional Domestic Security Task Force
Rapid Impact Assessment Team
Rapid Response Team
Search and Rescue
State Coordinating Officer
State Emergency Operations Center
Situation Report
Sea, Lake, Overland Surge from Hurricanes
Standard Operating Guide
Standard Operating Procedure
Time Delineation Schedule
Tampa Fire Rescue
Temporary Housing
Tampa Police Department
Teletype
Voluntary Organizations Assisting in Disaster
Weapon of Mass Destruction
Acronyms v CEOP

CITY OF TAMPA
COMPREHENSIVE EMERGENCY OPERATIONS PLAN
NDMS
NETC
NFIP
NGO
NIMS
NOAA
NRP
NWSFO
OEM
PA
PDA
PIO
PL
PRI
PSA
RACES
RDSTF
RIAT
RRT
SAR
SCO
SEOC
SITREP
SLOSH
SOG
SOP
TDS
TFR
TH
TPD
TTY
VOAD
WMD
National Disaster Medical System
National Emergency Training Center
National Flood Insurance Program
Nongovernmental Organization
National Incident Management System
National Oceanographic and Atmospheric Administration
National Response Plan
National Weather Service Forecast Office
Office of Emergency Management
Public Assistance
Preliminary Damage Assessment
Public Information Officer
Public Law
Primary
Public Safety Announcement
Radio Amateur Civil Emergency Service
Regional Domestic Security Task Force
Rapid Impact Assessment Team
Rapid Response Team
Search and Rescue
State Coordinating Officer
State Emergency Operations Center
Situation Report
Sea, Lake, Overland Surge from Hurricanes
Standard Operating Guide
Standard Operating Procedure
Time Delineation Schedule
Tampa Fire Rescue
Temporary Housing
Tampa Police Department
Teletype
Voluntary Organizations Assisting in Disaster
Weapon of Mass Destruction
Acronyms v CEOP

CITY OF TAMPA
COMPREHENSIVE EMERGENCY OPERATIONS PLAN
RECORD OF REVISIONS: PLAN COPY #_______
REVISION
NUMBER
DATE OF
REVISIONS
DATE ENTERED
REVISION MADE
BY
(SIGNATURE)
Record of Revisions vi CEOP

CITY OF TAMPA
COMPREHENSIVE EMERGENCY OPERATIONS PLAN
VOLUME 1: BASIC PLAN
CEOP, Volume 1

I. INTRODUCTION
A. General
CITY OF TAMPA
COMPREHENSIVE EMERGENCY OPERATIONS PLAN
The City of Tampa, located within Hillsborough County, Florida, has been given
authority by the Mayor and City Council to establish the Office of Emergency
Management (OEM) within Tampa Fire Rescue (TFR). OEM assumes
responsibility for the development and implementation of all emergency
management activities for the City.
This plan outlines those responsibilities and establishes a framework for
emergency management planning and response to: prevent emergency situations;
reduce vulnerability during disasters; establish capabilities to protect residents
from the effects of crisis; respond effectively and efficiently to actual
emergencies; and provide for rapid recovery from any emergency or disaster that
affects the City’s interests.
B. Purpose
The purpose of the Comprehensive Emergency Operations Plan (CEOP) is to
provide uniform policies and procedures for the effective coordination of actions
necessary to prepare for, respond to, recover from, and mitigate natural or
manmade disasters, which might affect the health, safety, or general welfare of
individuals residing in Tampa. The CEOP is designed to accomplish the
following:
1. Minimize suffering, loss of life, personal injury, and damage to property
resulting from hazardous or emergency conditions.
2. Provide a framework for a comprehensive emergency management system,
which addresses all aspects of emergency preparedness, response, recovery,
and mitigation.
3. Minimize disaster related material shortages and service system disruptions,
which would have an adverse impact on the residents of the City.
4. Provide immediate relief and promote short-term and long-range recovery
following a disaster.
5. Establish uniform emergency management policies and procedures within
City of Tampa organizations that are consistent with Hillsborough County and
the State of Florida.
6. Assure that all City of Tampa organizations are aware of their responsibilities
in mitigating, preparing for, responding to, and recovering from disasters.
Introduction
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CITY OF TAMPA
COMPREHENSIVE EMERGENCY OPERATIONS PLAN
C. Scope
The CEOP is designed for use in all natural and man-made disasters. The plan:
1. Establishes polices and procedures under which the City of Tampa
government will operate in response to disaster and emergencies.
2. Addresses the various types of emergencies and disasters which could occur,
and procedures for disseminating warnings and supplementary instructions
regarding such events.
3. Establishes direction and control responsibilities for conducting disaster
response and recovery operations.
4. Specifies the responsibilities of elected and appointed local government
officials, department directors and other responding agencies.
5. Provides a framework for expeditious, effective and coordinated employment
of City resources.
6. Outlines procedures for requesting county, state, and federal assistance when
the magnitude of a disaster has exhausted local resources.
7. Establishes a framework for long-term recovery and mitigation efforts
following a disaster.
D. Methodology
1. The Tampa emergency response departments as represented on the
Emergency Operations Center (EOC) Organization participated in the
planning to produce this document.
2. CEOP correspondence, records of training and the distribution list are
maintained separately. The EM Coordinator will ensure any changes are
provided to departments on the distribution list. Departments will be
responsible to actually make the changes to the plans in their custody.
E. Plan Organization
The CEOP is composed of the following elements:
1. The Basic Plan consists of the Introduction; Situation; Concept of
Operations; Responsibilities; Financial and Administrative Management;
Training and Exercises; Public Awareness and Education; and References.
Introduction
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COMPREHENSIVE EMERGENCY OPERATIONS PLAN
2. Functional annexes form the basis of disaster response activities embodied in
the plan. There are nineteen annexes, which are each devoted to a specific
Emergency Support Function (ESF).
3. Appendices which provide specific information and plans related to
emergency management activities in the City of Tampa.
F. Situations
The City of Tampa has identified specific hazards that have the potential to
disrupt day-to-day activities and/or cause extensive property damage, personal
injury, and/or casualties. Emergency management preparedness activities and
planning efforts will focus on those disasters that have occurred in the past and
have the potential for reoccurrence.
G. Assumptions
1. Initial responsibility for disaster response and recovery operations within the
City of Tampa is the responsibility of City government officials.
2. The City of Tampa maintains authority for emergency management
operations within city limits, and commits all available resources to save
lives, minimize personal injury and property damage.
3. If City resources are insufficient, assistance may be sought from County
sources following a City declaration of emergency. Hillsborough County
Emergency Management shall support the City of Tampa in its efforts to
secure appropriate declarations, when necessary.
4. If Hillsborough County resources are insufficient, assistance may be sought
from state sources after the Hillsborough County Emergency Policy Group
has issued a Declaration of a State of Local Emergency and the county
requests such assistance.
5. If Hillsborough County and state resources are insufficient to cope with a
disaster, the Governor will request federal assistance through a Presidential
Emergency or major disaster declaration.
Introduction
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Basic Plan

II. SITUATION
CITY OF TAMPA
COMPREHENSIVE EMERGENCY OPERATIONS PLAN
A. Geographical, Climatological and Topographical Characteristics
1. The City of Tampa lies within Hillsborough County in the west central region of
Florida. The City and the County are considered coastal communities due to
their location and proximity to large water bodies. Unlike other coastal
communities in this region, Hillsborough County and the City of Tampa do not
lie directly on the Gulf of Mexico. Hillsborough County is bordered by several
bays, Hillsborough, McKay, and Tampa, and is sheltered from the Gulf of
Mexico by the Pinellas Peninsula. The City of Tampa is approximately 20 miles
from the Gulf of Mexico. In Hillsborough County, downtown Tampa is at the
region's center, about 30 minutes from the Gulf of Mexico beaches to the west,
and one hour from Disney and Universal theme parks to the northeast. The City
of Tampa is Florida's third largest city with more than 300,000 residents, while
Hillsborough County has more than a million residents in all.
2. Average mean annual temperature in Tampa is 72.2 degrees (F). The normal
daily fluctuations in temperature in the winter months are from the low 40's to
the low 70's, while during the summer months the temperature ranges from the
low 70's to the low 90's. Average annual rainfall is 42.86 inches.
3. The terrain is generally flat with a shallow water table. The elevation in the
County ranges from sea level to 170 feet above sea level.
4. The official Hillsborugh County Hurricane Guide, which is produced annually,
shows the areas in Tampa vulnerable to hurricane storm surge. The vulnerable
areas are color coded by evacuation level for each hurricane category.
B. Hazard Analysis
1. Hurricanes and Tropical Storms
a. Because of its unique geographical location and configuration, Florida is
the most hurricane-prone state in the country. Hurricanes are the greatest
natural disaster threat to the City of Tampa. The hurricane of record for the
20 th century in Tampa Bay was in October 1921 when a Category 3
hurricane passed within 30 miles of Tampa, causing six deaths and $1
million dollars in damage. Two other hurricanes of note hit Tampa Bay
within two and a half weeks of each other in September-October 1948
causing 10 and 15 feet of storm surge. Altogether, more than 37
hurricanes and tropical storms have passed within 60 nautical miles of
Tampa Bay since 1871, which equates to an occurrence every 3.62 years.
Situation
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CITY OF TAMPA
COMPREHENSIVE EMERGENCY OPERATIONS PLAN
b. In September 1985, Elena threatened the area and caused the Tampa Bay
region to conduct a major evacuation of over 500,000 people. The county
sustained substantial flooding from Tropical Storm Josephine in October
1993. Hurricane Georges caused a mandatory evacuation of coastal areas
and mobile homes in September 1998, however caused minimal damage.
A total of six hurricanes/tropical storms threatened the City from 1995-
2001 resulting in voluntary evacuation advisories. None of these storms
made direct hits, so minimal, or no, damage resulted. The storms were as
follows: Tropical Storm Erin (August 1995), Hurricane Floyd (September
1999), Tropical Storm Harvey (September 1999), Hurricane Irene
(October 1999), Hurricane Gordon (September 2000) and Hurricane
Gabrielle (2001).
c. The 2004 hurricane season was unprecedented in modern times in the
State of Florida. Hurricanes Charley, Frances, Ivan and Jeanne, as well as
Tropical Storm Bonnie, all hit Florida within a 48 day span, the most
tropical activity in one state in 120 years. All four hurricanes either
threatened or came close to striking the City of Tampa. Two of the storms
Frances and Jeanne traversed through the City after making landfall on the
East Coast. Both West Coast storms, Charley and Ivan, were projected to
directly impact our city as they approached Florida. However, Charley
struck south of Tampa and Ivan passed to our west and impacted the
northern Gulf Coast. Both of these storms made landfall as Category 4
hurricanes. Frances and Jeanne caused substantial damage with flooding,
extensive amount of debris and significant power outages, though no
winds were recorded in the hurricane force category.
d. The three major hazards produced by a hurricane are storm surge, high
winds, and rainfall.
(1) Storm surge is the rise in water level in coastal areas caused by the
wind and pressure forces of a hurricane. The more intense the
hurricane, the higher the surge will be. The output of the National
Oceanic and Atmospheric Administration (NOAA) storm surge
prediction model (SLOSH) shows that storm surge height of 28 feet
or more above sea level could impact certain coastal and river areas
under a “worst case” Category 5 hurricane.
(2) The high winds of a hurricane also present significant dangers to the
populace. This hazard especially applies to structures unable to
withstand the stress and uplift forces from hurricane force winds
(ranging from 74 to more than 155 miles per hour). Structures most
vulnerable to hurricane force winds are mobile homes and
substandard housing. In addition, hurricane winds can create
hazardous conditions from flying glass from high-rise buildings as
well as homes unprotected by shutters or plywood boarding.
Situation
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Basic Plan

CITY OF TAMPA
COMPREHENSIVE EMERGENCY OPERATIONS PLAN
2. Tornadoes
(3) Rainfall varies with hurricane size, forward speed, and other
meteorological factors. Residents must be aware of flooding that
may result from a hurricane, especially along rivers that are major
drainage systems and low-lying areas. Heavy rainfall may continue
after a storm loses hurricane status. The rainfall associated with a
hurricane is from 6 to 12 inches on average, with higher amounts
common.
a. Florida ranks third in the United States in tornado occurrences and ranks
first when considering tornadoes per square mile. During the period 1959-
1995, tornadoes killed 82 Floridians, injured 2,562, and caused
approximately $535 million in property damage. During that period,
Hillsborugh County experienced 97 tornadoes resulting in 3 fatalities and
190 injuries.
b. Tornadoes in Florida are difficult to predict and appear with little or no
warning. Instantaneous destruction occurs when a funnel cloud touches
down over land and becomes a tornado. When a funnel cloud touches
down over water, it is a waterspout. Most Florida tornadoes are small and
short-lived and only touch the ground briefly. They cause localized
destruction that is difficult to protect against. Downbursts accompanying
thunderstorms can also cause similar damage.
3. Flooding
The greatest threat comes from hurricane storm surge that can cause
widespread damage throughout coastal areas, estuaries and areas adjacent to
rivers. Localized flooding from rainfall can adversely affect many coastal and
inland sections of the City. In addition, the rainfall caused by the El Nino
weather system caused extensive flooding throughout the City over an
extended period of time during the time frame from late 1997 through the
spring of 1998. Localized flooding from strong thunderstorms is common
during the summer rainy season and occurs annually.
4. Thunderstorms
a. Florida is one of the most thunderstorm-prone states in the nation, and
Tampa has been called the "thunderstorm capital of the nation”.
Thunderstorms provide rainfall that is generally beneficial, however, the
associated damage from lightning, wind, and flooding is frequent. High
winds from thunderstorms can cause damage to structures and lightning
can cause fires and disable electrical power equipment.
Situation
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CITY OF TAMPA
COMPREHENSIVE EMERGENCY OPERATIONS PLAN
b. During the period from 1959 to 1995, this area experienced 169
thunderstorms that were classified severe, the largest number in the state,
resulting in one death and eight injuries. (Note: A thunderstorm is
classified "severe" when one or more of the following hazardous
conditions occur: winds greater than 57 miles per hour, hail 3/4” in
diameter or greater, or a tornado develops.)
c. Florida leads the nation in lightning deaths and injuries. Lightning killed
362 people and injured 1,241 people in Florida during the period 1959-
1995. During the same period, lightning caused 25 deaths and 69 injuries
in Hillsborugh County. Lightning is often called the underrated killer. In
an average year, more people die from lightning nationwide than from all
hurricanes and tornadoes combined. Lightning may strike people directly
or it can cause death and injury from fires it initiates.
5. Airplane Crash
Tampa International Airport handles over 19 million passengers and 172
million pounds of cargo per year (2005 data). The crash of a large
commercial aircraft resulting in mass casualties is possible. Military aircraft
utilizing MacDill Air Force Base is also a potential hazard.
6. Hazardous Materials
The threat from hazardous materials exists in two forms. The first is from
fixed facilities; the second is from materials transported within or through the
city.
a. One of the largest potential threat areas is the Port of Tampa, which stores
and handles large quantities of hazardous materials including anhydrous
ammonia, LNG, petroleum and industrial chemicals on a daily basis. The
Port ranks in the top fifteen nationally in terms of annual tonnage and is
the largest port in Florida. In addition, there are numerous fixed facilities
in the Tampa Bay Area that store and utilize significant amounts of a
variety of hazardous materials.
b. Tampa is the major industrial and commercial center on the west coast of
Florida. The City sits astride segments of I-4, I-75 and I-275 and is a
major rail center. One of the major industries in this area, which makes
use of those transportation systems, is the phosphate industry, a major user
of hazardous materials.
Situation
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CITY OF TAMPA
COMPREHENSIVE EMERGENCY OPERATIONS PLAN
c. The movement of hazardous material for commercial and government use
by air, boat, rail, vehicle and pipeline occurs on a daily basis within this
area. Possible emergency situations include: exposure to radioactive
materials; seepage or spillage of toxic chemicals or gasses; explosives that
damage large areas, or set off chain reactions of fires or explosions; and
fires involving chemicals. In general, hazardous materials could include:
(1) Munitions used by the military
(2) Radioactive materials used by medical facilities, industry,
universities or produced by the phosphate industry
(3) Highly flammable jet fuels
(4) Herbicides and pesticides
(5) Petroleum and related products
(6) Natural and propane gas
(7) Chemicals and allied products
d. The City of Tampa is beyond the ingestion exposure pathway Emergency
Planning Zone (50 miles) of the nearest nuclear reactor in Crystal River.
e. The Extremely Hazardous Substances (EHS) database provides details on
those facilities required to provide information on the hazardous materials
they possess.
7. Coastal Oil Spill
Port of Tampa and Port Manatee are major terminuses for petroleum products
for west Florida. Accordingly, Tampa Bay is vulnerable to oil spills from
shipping accidents. The last major oil spill in August 1993 was caused by a
collision of a freighter and two tugs, one pushing a barge carrying 255,000
barrels of Jet A gasoline and one pushing a barge containing 88,000 barrels of
diesel fuel. This spill caused significant ecological and economic damage to
shoreline and beaches of Pinellas County.
8. Terrorism
Tampa contains numerous targets of opportunity for potential terrorist groups.
Being one of the top 15 media markets in the country, containing a major seaport
and international airport, hosting major NFL, MLB and NHL sports teams are all
among the factors which could attract terrorist activity to the area. Tampa houses
MacDill Air Force Base, a major military base with a worldwide orientation.
MacDill is the headquarters for two major commands; special U.S. Operations
Command and U.S. Central Command. And it's also where Coalition Village is
located, comprised of representatives from 65 nations who are working together
to combat terrorism. An incident involving weapons of mass destruction (WMD)
by a terrorist organization using chemical, biological, or nuclear substances is a
distinct possibility in light of the contemporary worldwide terrorist threat.
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9. Wildfires, Forest and Brush Fires
During prolonged dry periods, fire hazard is increased in those areas of the City
having stands of trees, improved pasture and grasslands. The scenario,
especially in concert with below normal water supplies, could present a
substantial hazard to the community.
10. Sinkholes
Due to the fluctuation of groundwater and various other geologically and
meteorologically related conditions, many areas are subject to severe ground
settlement. These conditions can cause sinkholes with commensurate property
destruction.
11. Extreme Temperature
The Christmas freeze of 1989 showed the vulnerability of this area to extremely
cold weather. This freeze caused widespread and prolonged power outages
throughout the city as well as the whole state of Florida. Although not as serious
a threat as the cold weather scenario, hot weather conditions in the summer,
especially when combined with drought conditions, could adversely affect the
electrical power generating capacity in the City and the remainder of the state.
Such conditions can cause problems with regard to public safety, health and
welfare. The County has a joint county/municipal/Tampa Electric Plan for
responding to widespread power outages.
12. Civil disturbances
The City of Tampa, like most large metropolitan areas, is subject to civil
disturbances caused by social, ethnic and economic unrest. World events can
also be a cause of civil disturbances, especially due to the presence of a large
military base in the community. In addition, Tampa has two major universities
and a large community college, which could possibly be the source of civil
disturbances under various circumstances. The most recent civil unrest of any
consequence was in February 1987 when tensions in the College Hill area of
Tampa erupted into violence over a several day period.
13. Mass Immigration
Tampa hosts a large immigrant population. A large-scale immigration could
impact the services the City provides, however is not envisioned to be a major
impact as would be the case in southeast Florida. The county has a Mass
Immigration Plan oriented primarily to the provision of human services to a
surge of immigrants.
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14. Drought
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COMPREHENSIVE EMERGENCY OPERATIONS PLAN
Lack of rainfall over extended periods of time can cause drought conditions,
which can adversely affect the Tampa Bay area's agricultural sector and can
cause wells to go dry thereby affecting potable water supplies to resident with
wells.
15. Exotic Pests and Disasters
The agricultural sector of the City is subject to the impacts of exotic pests and
disasters such as Mediterranean fruit flies and citrus canker. Both of these
affected this area during the decade of the 90’s. Impact is generally limited to
the agricultural sector.
16. Disease and Pandemic Outbreaks
The United States and all political subdivisions are subject to an incursion of
various infectious diseases. Such outbreaks could be widespread and involve
more than one city, requiring close coordination with health officials at local,
state, and federal levels.
17. Critical Infrastructure Disruption
The potential exists for disruptions to electrical power, gas pipelines, or other
segments of the infrastructure. Also, disruptions to computer systems can occur
through accidental or intentional acts (i.e. cyberterrorism).
18. Events/Public Gatherings
Large public events lend themselves to being the targets of terrorist activity or
civil disturbances. The City of Tampa and surrounding area hosts several
professional sports teams, the most notable being the Tampa Bay Buccaneers,
Tampa Bay Rays, Tampa Bay Lighting and New York Yankees Spring
Training. The University of South Florida Bulls and University of Tampa
Spartans provide multiple NCAA sports for the area.
Tampa hosts many traditional events specific to the region including the
Gasparilla Day Parade - a mock pirate invasion that has taken place each
February for over a century. It is the 3 rd largest parade in the United States.
Tampa also hosts the Gasparilla Children’s Parade, Martin Luther King, Jr.
Parade, Knight of Sant' Yago Parade in Ybor City, and the Guavaween Parade
and Festival in October. The Outback Bowl provides championship NCAA
football in January. Major attractions in the area include: Busch Gardens and,
The Florida Aquarium, Tampa Bay Performing Arts Center, Lowry Park Zoo,
Tampa Museum of Art, the downtown Tampa Channelside retail complex, and
upscale shopping centers, including International Plaza and Westshore Mall in
Tampa.
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19. Major Transportation Incidents
Tampa is approximately midway down the western coast of Florida, with Miami
and Tallahassee roughly 4 hours away in opposite directions. As a transportation
hub, Tampa rates high with cruise terminals, sea cargo terminals, air freight
terminals and three major highways. Tampa serves as a conduit for three
interstates (I-4, I-75, and I-275) and several major state roads. Tampa hosts two
major airports (Tampa International and MacDill Air Force Base). A major
transportation incident is a distinct possibility and could cause significant
problems, especially if combined with a terrorist act or hazardous materials
incident.
a. Air Service - The Tampa International Airport (TIA) has consistently been
ranked among the nation's finest air facilities by the International Passenger
Traffic Association. During 2005, the facility served more than 19 million
passengers. The airport sits on more than 3,300 acres of land. The terminal
complex consists of landside and airside buildings, which are connected by a
fully automated, elevated passenger system that shuttles passengers to and
from the planes. Tampa has two commuter airports: Vandenberg Airport
and Peter O'Knight Airport.
b. Highway Systems - The major highways serving the City of Tampa are
Interstate's 4, 75 and 275; U.S. Highways 41, 60, 92 and 301; the Crosstown
Expressway; and the Veteran's Expressway.
c. Rail Systems - The recently restored Tampa Union Station has seven
northbound and seven southbound departures on Amtrak weekly. CSX
operates a rail line through Tampa to Port Tampa with numerous spurs.
d. Port of Tampa - Through its location on some of the world's essential trade
routes, the Port of Tampa is accessible by relatively inexpensive water
transportation to many major markets. The Port of Tampa consists of
Hookers Point, Port Sutton, Big Bend, Port Redwing, Alafia River,
Rattlesnake, Rock Port and Port Tampa. As one of this country's largest port
facilities, the Port of Tampa is the United States port closest to the Panama
Canal and serves as a distribution and trade center for Florida and the
southern United States.
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PORT OF TAMPA
• 47 million tons of cargo
• Top fertilizer port in the world
• Florida's largest deep water port
• Third largest US port (domestic Tonnage)
• Twelfth largest US port (total Tonnage)
• One of the world's fastest growing cruise ports
Top Commodities (43.9 million tons total)
Tonnage
Petroleum 17,484,220
Phosphate & Related Products 17,287,160
Coal 6,869,770
Aggregates 1,510,143
Cement 808,199
Top General Cargo Commodities ( 908,791
tons total)
Tonnage
Steel Products 404,007
Scrap Metal 309,589
Fruits & Vegetables 69,967
Vehicles 69,313
Forest Products 55,915
Source: Tampa Chamber of Commerce
C. Demographics
1. Population
In 2006, Tampa city had a total population of 322,000 of which 162,000 (50
percent) were females and 160,000 (50 percent) males. The median age was
35.1 years. Twenty-five percent of the population was under 18 years and 11
percent was 65 years and older.
The Age Distribution of People in Tampa city, Florida in 2006
65 and over
45 to 64
25 to 44
18 to 24
Under 18
11%
24%
29%
10%
25%
Percent of population
Source: American Community Survey, 2006
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For people reporting one race alone, 68 percent was White; 26 percent was
Black or African American; less than 0.5 percent was American Indian and
Alaska Native; 3 percent was Asian; less than 0.5 percent was Native
Hawaiian and Other Pacific Islander, and 3 percent was some other race.
Two percent reported two or more races. Twenty-four percent of the people
in Tampa were Hispanic. Forty-six percent of the people in Tampa were
White non-Hispanic. People of Hispanic origin may be of any race.
2. Households And Families
In 2006 there were 133,000 households in Tampa city. The average
household size was 2.4 people. Families made up 57 percent of the
households in Tampa city. This figure includes both married-couple families
(34 percent) and other families (23 percent). Nonfamily households made up
43 percent of all households in Tampa city. Most of the nonfamily
households were people living alone, but some were composed of people
living in households in which no one was related to the householder.
The Types of Households in Tampa city, Florida in 2006
Married-couple
families 34%
Other families
23%
People living alone
35%
Other nonfamily
households 8%
Percent of households
Source: American Community Survey, 2006
3. Nativity And Language
Fifteen percent of the people living in Tampa city in 2006 were foreign born.
Eighty-five percent was native, including 44 percent who were born in
Florida. Among people at least five years old living in Tampa in 2006, 25
percent spoke a language other than English at home. Of those speaking a
language other than English at home, 77 percent spoke Spanish and 23
percent spoke some other language; 43 percent reported that they did not
speak English "very well."
4. Geographic Mobility
In 2006, 76 percent of the people at least one year old living in Tampa were
living in the same residence one year earlier; 17 percent had moved during
the past year from another residence in the same county, 3 percent from
another county in the same state, 4 percent from another state, and 1 percent
from abroad.
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Same residence
Geographic Mobility of Residents of Tampa city, Florida in 2006
76%
Different residence,
same county 17%
Different county,
same state 3%
Different state
Abroad
4%
1%
Percent of people age 1 year and over
Source: American Community Survey, 2006
5. Education
In 2006, 83 percent of people 25 years and over had at least graduated from
high school and 29 percent had a bachelor's degree or higher. Seventeen
percent were dropouts; they were not enrolled in school and had not
graduated from high school.
The total school enrollment in Tampa city was 87,000 in 2006. Nursery
school and kindergarten enrollment was 8,800 and elementary or high school
enrollment was 56,000 children. College or graduate school enrollment was
22,000.
The Educational Attainment of People in Tampa city, Florida in 2006
Graduate or
professional degree 9%
Bachelor's degree
20%
Associate's degree
9%
Some college, no
degree 16%
High school diploma
or equivalency 28%
Less than high
school diploma 17%
Percent of people 25 years and over
Source: American Community Survey, 2006
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6. Disability
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In Tampa, among people at least five years old in 2006, 17 percent reported a
disability. The likelihood of having a disability varied by age - from 7
percent of people 5 to 15 years old, to 15 percent of people 16 to 64 years
old, and to 43 percent of those 65 and older.
7. Travel to Work
Seventy-eight percent of Tampa workers drove to work alone in 2006, 9
percent carpooled, 3 percent took public transportation, and 6 percent used
other means. The remaining 4 percent worked at home. Among those who
commuted to work, it took them on average 23.3 minutes to get to work.
8. Income
The median income of households in Tampa was $39,602. Eighty-one
percent of the households received earnings and 13 percent received
retirement income other than Social Security. Twenty-five percent of the
households received Social Security. The average income from Social
Security was $11,814. These income sources are not mutually exclusive; that
is, some households received income from more than one source.
9. Occupations and Type of Employer
Among the most common occupations were: Management, professional, and
related occupations, 34 percent; Sales and office occupations, 29 percent;
Service occupations, 17 percent; Production, transportation, and material
moving occupations, 10 percent; and Construction, extraction, maintenance
and repair occupations, 9 percent. Eighty-three percent of the people
employed were Private wage and salary workers; 12 percent was Federal,
state, or local government workers; and 5 percent was Self-employed in own
not incorporated business workers.
10. Industries
In 2006, for the employed population 16 years and older, the leading
industries in Tampa city were Educational services, and health care, and
social assistance, 16 percent, and Professional, scientific, and management,
and administrative and waste management services, 13 percent.
11. Poverty and Participation in Government Programs
In 2006, 20 percent of people were in poverty. Thirty-one percent of related
children under 18 were below the poverty level, compared with 14 percent of
people 65 years old and over. Sixteen percent of all families and 34 percent
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of families with a female householder and no husband present had incomes
below the poverty level.
Poverty Rates in Tampa city, Florida in 2006
People age 65 and
over 14%
Related children
under 18 years 31%
All families
Female
householder
families
16%
34%
Percent below poverty level
Source: American Community Survey, 2006
12. Housing Characteristics
In 2006, Tampa had a total of 149,000 Housing Units, 11 Percent of which
were vacant. Of the total housing units, 62 percent was in single-unit
structures, 37 percent was in multi-unit structures, and 1 percent was mobile
homes. Twenty-four percent of the housing units were built since 1990.
The Types of Housing Units in Tampa city, Florida in 2006
Single-unit
structures 62%
In multi-unit
structures 37%
Mobile homes
1%
Percent of housing units
Source: American Community Survey, 2006
13. Occupied Housing Unit Characteristics
In 2006, Tampa had 133,000 occupied housing units - 76,000 (57 percent)
owner occupied and 57,000 (43 percent) renter occupied. Sixteen percent of
the households did not have telephone service and 9 percent of the
households did not have access to a car, truck, or van for private use. Thirtyfour
percent had two vehicles and another 10 percent had three or more.
14. Housing Costs
The median monthly housing costs for mortgaged owners was $1,390,
nonmortgaged owners $406, and renters $773. Forty-five percent of owners
with mortgages, 16 percent of owners without mortgages, and 55 percent of
renters in Tampa spent 30 percent or more of household income on housing.
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Occupants with a Housing Cost Burden in Tampa city, Florida in 2006
Owners with
mortgage 45%
Owners without
mortgage 16%
Renters
55%
Percent paying 30 percent or more of income for housing
Source: American Community Survey, 2006
D. Economic Profile
1. The average unemployment during 2006 was 6.6 percent.
2. The average home sales price in February 2008 was $268,711. The ad valorem
tax base for 2007 was $29.62 billion.
3. Economic Impact Sectors – The following are selective major sectors of the
local economy and their related economic impact on the local community.
a. Port of Tampa – Located just east of downtown Tampa's central business
district, the Port of Tampa is the largest economic engine in West Central
Florida. Designated as a Foreign Trade Zone (FTZ No. 79), the Port
handles nearly 50 million tons of cargo per year and is Florida's largest
cargo volume seaport. The 5,000-acre Port is home to about 250
businesses and more than 22,000 workers which handle 3,500 vessel calls
per year. The Port of Tampa’s direct impact on the Tampa Bay region for
2001 was $6 billion with 34,658 workers who received $1.2 billion in
wages. Counting direct, indirect and induced economic impact, the total
impact of the port on the Tampa Bay region is $13 billion, 107,900 jobs
and $3.7 billion in wage income. Impact on Local Property tax, sales tax
and fuel tax is $170 million and $210 million in State sales, corporate and
other state revenues.
b. Tampa International Airport – The airport directly and indirectly supports
nearly 18,000 jobs in the community and contributes more than $1 billion
annually into the economy. In 2006, approximately 19.1 million
passengers enplaned and deplaned.
c. MacDill Air Force Base and Defense Spending – The total economic
impact of MacDill AFB on the Greater Tampa Bay in Fiscal Year 2006
was greater than $6.5 billion. Impact is comprised of $2.7 billion in annual
payroll (military, civilian and retirees), $1.2 billion in total annual
expenditures (construction, services materials, equipment and supplies)
and $1.6 billion in estimated annual value of indirect jobs created. The
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total number of jobs supported includes nearly 12,000 military, over 7,200
civilian employees, over 64,000 retired military and 69,000 retired
military dependents, 12,400 active duty military dependents and more than
50,000 indirect jobs.
d. University of South Florida – The University’s total enrollment for 2003-
04 academic year was 41,392 students with 34,198 students registered at
the Tampa campus. USF’s economic impact on the Tampa Bay area
approaches $2 billion annually. More than 85,000 of the university’s
190,000 graduates since the first commencement in 1964 live in the
Tampa Bay area.
e. University of Tampa – Estimated annual economic impact is $300 million.
The University has an annual budget of $75 million, approximately 600
employees (full and part time) and approximately 4,800 students.
4. Major Hillsborough County Employers (Public & Private)
Name
Employees
1. Hillsborough County School District 25,487
2. Verizon Communications* 14,000
3. MacDill Air Force Base 12,000
4. University of South Florida* 11,607
5. Hillsborough County Government* 10,886
6. Tampa International Airport* 7,760
7. James A Haley Veterans Hospital 5,900
8. St Joseph's Hospital 5,242
9. JP Morgan Chase* 5,237
10. Verizon Information Technologies 5,000
11. Publix Super Markets* 4,630
12. City of Tampa* 4,500
13. U.S. Postal Service* 3,947
14. Bank of America* 3,754
15. Outback Steakhouse* 3,625
*Company has more than one location
List is a representative sampling
Source: Committee of One Hundred Research, 7/12/2007
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III. CONCEPT OF OPERATIONS
A. General
1. The emergency management program addresses the four integral components
of emergency management: preparedness, response, recovery, and mitigation.
This CEOP addresses these components in detail.
a. Preparedness activities are conducted before a disaster occurs in an effort
to build emergency management capabilities. It involves the actions taken
to proactively develop and update emergency plans. Preparedness
planning seeks to anticipate problems and project possible solutions to
minimize disaster damage. After plans are developed, they must be
trained to and exercised, which serves to validate the systems and
processes identified in the plans. Public education is also an ongoing
preparedness activity that involves raising overall hazard awareness levels
of a community’s citizens and stakeholders.
b. Response activities provide emergency assistance to save lives, preserve
property and protect the environment. The goal of emergency responders
is to reduce the probability of additional injuries or damage, and to start
the recovery process as soon as possible.
c. Recovery is the phase of emergency management that continues until all
systems return to normal or as close to normal as possible. The steps
involved in any recovery effort following a disaster are usually expressed
in terms of being short or long term. Short-term recovery focuses on
restoring vital utilities and life support systems (e.g., power, water,
sanitation, and communications), transportation infrastructure, the removal
of debris, and the assessment of damage. Long-term efforts begin after
some degree of stabilization has been attained and focus on restoring
public facilities and infrastructure.
d. Mitigation activities normally occur before a disaster, or directly
following. Such activities include amending zoning and land development
regulations for structures and buffers, conducting fire inspections, and
storm-proofing critical facilities. The primary purpose for mitigation is to
eliminate or reduce the probability of a disaster, such as a flood. It will
include action to postpone, dissipate or lessen the effects of the disaster.
2. OEM establishes this emergency management plan as a core set of functional
processes, for the highest priority of emergency response and recovery
management for the City of Tampa. Each emergency situation may have
unique issues and priorities, and as such, OEM has adopted a multi-hazard
approach to establishing an emergency response and recovery organization
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encompassing key City departments and external agencies and entities that are
involved in emergency response and recovery.
3. This plan sets forth the operating concepts and linking processes for effective
coordination and control during emergency response. It provides for a smooth
transition to restoration of normal services, and the implementation of
programs for recovery of community viability. The concept for emergency
operations in the City of Tampa calls for a coordinated effort and graduated
response by personnel and equipment from city departments and other support
agencies in preparation for, and in response to local disasters.
4. The City of Tampa bears the initial responsibility for disaster response and
recovery operations within its jurisdiction. When Tampa’s resources are
inadequate, assistance will be requested from the county, state, and federal
government. To ensure an adequate and timely response by emergency
personnel and the maximum protection and relief to citizens of Tampa before,
during, and after a disaster, the concept also provides for:
a. Preparing for and mitigation of natural and manmade disasters.
b. Early warning and alert of citizens and officials.
c. Reporting of all natural disasters between levels of government
d. Establishment and activation of Tampa’s Emergency Operations Center
(EOC) and the organization for command and control of emergency
response forces.
e. Movement of citizens from the City of Tampa and surrounding areas from
danger areas to shelters or safe areas and the return of evacuees when
authorized by the appropriate authorities after the disaster danger has
passed.
f. Use of increased readiness conditions and response checklists for
hurricanes.
g. Damage assessment reports and procedures.
h. Search and rescue operations and procedures.
i. Debris clearing operations and procedures.
j. Recovery operations.
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5. The City EOC will be activated for all incidents requiring a significant
dedication of resources and/or extraordinary inter-department coordination
outside the realm of normal day to day emergency situations responded to by
law enforcement, fire and emergency medical service agencies.
6. The EOC Operations Group, under the leadership of the Emergency Manager,
will manage the City’s response to emergencies or disasters.
7. The City of Tampa is a signatory to the Statewide Mutual Aid Agreement. If
resources within the City are insufficient for disaster response and recovery
operations, mutual aid will be requested from the County EOC.
8. During disaster operations, numerous private sector and private nonprofit
organizations provide resources for the City upon request of the Hillsborough
County EOC, the EM Coordinator, or the City EOC Organization. These
include the American Red Cross, Salvation Army, various church-related
groups, United Way and Volunteer Center of Hillsborough County, Chamber
of Commerce, etc. Many of these groups will participate in relief supply
activities conducted at the Regional/County Relief Center at the State
Fairgrounds.
B. Levels of Disaster
Florida Statute 252 defines a disaster as any natural, technological, or civil
emergency that causes damage of sufficient severity and magnitude to result in a
declaration of a state of emergency by a County, the Governor, or the President of
the United States. F.S. 252 also identifies disasters by the severity of resulting
damage, as follows:
1. Catastrophic Disaster - one that requires massive state and federal assistance,
including immediate military involvement.
2. Major Disaster - one that will likely exceed local city and county capabilities
and require a broad range of state and federal assistance.
3. Minor Disaster - one that is likely to be within the response capabilities of
local city and county government and to result in only minimal need for state
or federal assistance.
4. Emergency - Any occurrence, or threat thereof, whether natural,
technological, or manmade, in war or in peace, which results or may result in
substantial injury or harm to the population or substantial damage to or loss of
property.
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C. Organization
1. Normal - City of Tampa
Tampa operates under the “strong mayor” form of Mayor-Council
Government. The Mayor is given almost total administrative authority, with
the power to appoint and dismiss department heads without council approval.
Likewise, the Mayor prepares and administers the budget, although that
budget often must be approved by the City Council. The Mayor appointed a
Chief of Staff (COS) who supervises department heads, prepares the budget,
and coordinates departments. The COS is accountable to the mayor.
Tampa City Council, which consists of seven elected Council Members,
assists in the governance of the City of Tampa. The City Council is
responsible for enacting ordinances and resolutions that the Mayor of Tampa
administers as Chief Executive Officer. The Tampa City Council is a
legislative branch of City Government and operates in accordance with the
provisions of the 1974 Revised Charter of the City of Tampa. Seven Council
members are elected by the voters within the City Limits of Tampa to serve
for a term of four years. Council members for Districts #1, #2, and #3 are
elected at-large and those from Districts #4 through #7 are elected in
individual districts.
2. Normal – Hillsborough County
A Board of County Commissioners (BOCC) consisting of seven elected
officials, with one acting as chairman, administrates Hillsborough County.
The County Administrator is appointed by, and reports to, the Board of
County Commissioners.
3. Emergency – City of Tampa
a. Declaration of Emergency
The Mayor may request state assistance or invoke emergency-related
mutual-aid assistance by declaring a state of local emergency in the event
of an emergency affecting the City of Tampa. The duration of each state of
emergency declared locally is limited to 7 days; it may be extended, as
necessary, in 7 day increments
b. Plan Activation
When a major or catastrophic emergency has occurred or is imminent, the
Mayor may issue a declaration of a local state of emergency. Such an
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action will activate immediately all portions of this plan. In the absence of
a local state of emergency, the Emergency Management Director, OEM
may activate portions of this plan in accordance with the appropriate
levels of mobilization to facilitate response readiness or monitoring
activities.
c. Under emergency conditions, the City transforms to a specialized disaster
response organization as explained below.
d. The Mayor, as the governing entity of the City of Tampa, a political
subdivision of Hillsborough County, is vested with certain authority in
regard to emergency management pursuant to Chapter 252, Florida Statutes.
One aspect of such authority is the power to declare a "State of Local
Emergency". With regard to the powers to declare a state of emergency, to
order an evacuation, to order re-entry, and to declare a termination of the
state of emergency, that authority is delegated to the Mayor. The Mayor
may call together the Executive Policy Group (EPG) comprised of the
following officials:
Tampa Executive Policy Group
• Mayor
• Chief of Staff
• Fire Chief / Emergency Manager
• City Attorney
• Code Enforcement Director (Disaster Recovery Team Leader)
• Economic Development Administrator
• Growth Management & Development Administrator (Disaster
Recovery Team Leader)
• Neighborhood Services Administrator
• Police Chief
• Public Affairs Director
• Public Works and Utility Services Administrator
• Revenue and Finance Director
• Other Officials as deemed necessary
Note 1: The Executive Assistant to the Emergency Manager will attend all
Tampa EPG meetings to formally record procedures and decisions.
Note 2: The City Attorney will attend upon request or as needed.
Note 3: In the absence of the Mayor, the City Council Chair shall serve as
EPG Chair. In the absence of the City Council Chair, the Emergency
Manager shall serve as EPG Chair. No quorum is needed to exercise the
authority delegated, but action shall be taken by majority vote of those
members present.
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In pursuit of emergency duties, the Mayor shall utilize all available
resources of city government as reasonably necessary to cope with the
situation. This authorization includes:
(1). Performing public work and taking prudent action to ensure the health,
safety, and welfare of the community.
(2). Make immediate expenditures to cope with the emergency
(3). Entering into contracts.
(4). Incurring obligations.
(5). Employing permanent and temporary workers.
(6). Utilizing volunteer workers.
(7). Renting equipment.
(8). Acquiring and distributing with or without compensation supplies,
materials, and facilities.
(9). Appropriating and expending public funds.
e. The Emergency Manager will be responsible for full activation of this plan
and for directing preparedness, response, recovery and mitigation
operations.
f. The EM Coordinator is responsible for maintaining the City EOC
operational readiness. The EM Coordinator will ensure that appropriate
standard operating guidelines and checklists are developed and available
to support this plan. The EM Coordinator will oversee the mutual aid
process for disaster operations.
g. The Tampa EOC Operations Group is comprised of the City department
directors and/or representatives necessary to ensure complete, functional
operations to support the Emergency Manager and EM Coordinator. Each
department will ensure that appropriate SOGs are developed and available
to guide their respective activities during disaster response and recovery
operations. The Tampa EOC Operations Group will provide expert advice
and services to the Tampa EPG, as required.
4. Emergency – Countywide
a. Under emergency conditions, the county transforms to a specialized
disaster response organization as explained below.
b. The BOCC, as the governing body of Hillsborough County, a political
subdivision of the State of Florida, is vested with certain authority with
regard to emergency management pursuant to Chapter 252, Florida Statutes.
One aspect of such authority is the power to declare a "State of Local
Emergency". In recognition of the necessity for cooperation and
coordination with the other local governments and law enforcement agencies
within the county in the event of such a local emergency, the Board has
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chosen to delegate its powers under Chapter 252 in two respects. With
regard to the powers to declare a state of emergency, to order an evacuation,
to order re-entry, and to declare a termination of the state of emergency, that
authority is delegated to the Hillsborough County Emergency Planning
Group.
c. During a state of local emergency, the Hillsborough County Emergency
Policy Group will implement appropriate portions of the emergency
management ordinance (e.g. price gouging, curfew, restrictions on sale of
certain items, etc.).
d. The Hillsborough County Emergency Policy Group formulates general
policy during declared disasters.
e. With regard to the other powers conferred by Chapter 252, once an
emergency has been declared, all remaining authority under paragraph
252.38 (6) (e) is delegated to the County Administrator who is designated
the Hillsborough County Director of EM for emergency operations. This
authority pertains to:
(1). Performance of public work and taking whatever prudent action is
necessary to ensure the health, safety, and welfare of the community.
(2). Entering into contracts.
(3). Incurring obligations.
(4). Employment of permanent and temporary workers.
(5). Utilization of volunteer workers.
(6). Rental of equipment.
(7). Acquisition and distribution, with or without compensation, of
supplies, materials, and facilities.
(8). Appropriation and expenditure of public funds.
f. The Hillsborough County EM Director will be responsible for full activation
of the County CEMP and for directing preparedness, response, recovery and
mitigation operations.
g. In pursuit of emergency duties, the EM Director shall utilize all available
resources of county government as reasonably necessary to cope with the
situation. This authorization includes the authority to make immediate
expenditures to cope with the emergency.
h. The Hillsborough County Executive Support Group is comprised of assistant
county administrators and other executive officers that are acquainted with
the process of disaster operations. They will assist the Director of EM and
the Hillsborough County Emergency Policy Group as required and will
ensure the cooperation and coordination of personnel and agencies under
their jurisdiction.
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i. The Hillsborough County EOC Operations Group is comprised of
representatives of the various governmental and non-governmental agencies
necessary to ensure a complete and functional operations staff to support the
Director of EM. They will provide liaison between the Hillsborough County
EOC and their respective agencies. They will provide expert advice and
services to the Hillsborough County ESG and the Hillsborough County EPG
as required.
j. The Hillsborough County Director of EM is responsible for maintaining the
operational readiness of the Hillsborough County EOC. He will ensure all
appropriate Standard Operating Procedures (SOP) and checklists, which will
be implemented during disasters, are developed and available to support this
plan. Each agency designated as a member of the Hillsborough County
EOC Operations Group will also ensure that appropriate SOPs are developed
and available to guide their activity during disaster response and recovery
operations. The Director of EM is also responsible for overseeing the
mutual aid process for disaster operations.
5. Emergency Support Functions (ESFs)
a. Coordination of disaster response and recovery activity coordination will
be facilitated by emergency support functions. Tampa will use ESFs to
align city and county response and recovery activities with the State. Each
ESF will have a primary city and county department designated based on
their orientation, capabilities, and resources. Other departments will be
designated as “support” within each ESF.
b. A brief description of each of the ESFs follows. Functional annexes of
this plan address each of the ESFs in detail.
• ESF #1 - Transportation
Provides coordination of transportation support to City departments,
other government and private agencies, and voluntary organizations
requiring transportation to accomplish disaster evacuation, response,
and recovery missions.
• ESF #2 - Communications
Provides coordination of telecommunications support necessary to
conduct disaster response and recovery operations, including the
restoration of downed communications systems.
• ESF #3 - Public Works and Engineering
Provides public works and engineering support in restoration of
critical public services, roads and utilities. Includes the areas of debris
clearance and disposal, temporary construction of emergency access
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routes, restoration of critical public services, restoration of water and
waste water systems.
• ESF #4 - Firefighting
Detects and suppresses fires resulting from, or occurring
coincidentally with, a disaster.
• ESF #5 - Information and Planning
Collects, analyzes, and disseminates appropriate information on
emergency operations which facilitates decision-making in response
and recovery operations.
• ESF #6 - Mass Care and Shelter
Coordinates efforts to provide sheltering, feeding, and emergency first
aid.
• ESF #7 - Resource Support
Locates, procures and provides required resources in support of
emergency operations.
• ESF #8 - Health and Medical Services
Provides a coordinated response to public health and medical needs
following a disaster.
• ESF #9 - Search and Rescue
Locates, rescues, and provides immediate medical treatment to victims
who are lost, isolated, or trapped as a result of a disaster.
• ESF #10 - Hazardous Materials
Responds to an actual or potential release of hazardous materials.
• ESF #11 - Food and Water
Identifies, secures, and arranges for the transportation and distribution
of food and water to disaster victims.
• ESF #12 - Energy
Coordinates the restoration of energy systems and availability of
petroleum products for response and recovery operations.
• ESF #13 - Liaison
Provide liaison support for external agency coordination.
• ESF #14 - Public Information
Coordinates and disseminates appropriate information to the public
during emergency operations.
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• ESF #15 - Volunteers and Donations
Coordinates the effective utilization of disaster volunteers and donated
goods during response and recovery operations. Manages the city’s
relief supplies reception and distribution system.
• ESF #16 - Law Enforcement
Coordinates law enforcement activities during evacuation, response,
and recovery operations to include law and order, traffic control,
security, and reentry operations.
• ESF #17 - Animal Services
Coordinates animal protection activities for both small and large
animals to include emergency medical care, evacuation, rescue,
temporary confinement, shelter, food and water, identification for
return to owners and disposal of dead animals.
• ESF #18 - Business & Industry
Collects information on economic injury in order to assist the process
of determining if City of Tampa businesses are eligible for federal
disaster assistance. Coordinates business access for damage
assessment activities, securing property, and recovery functions.
Maintains inventory of available lodging rooms within the City, prior
to and after emergency event.
• ESF #19 - Damage Assessment
Coordinates damage assessment activities for private structures
following an emergency or disaster in the City.
• ESF#20 - Continuity of Operations (Anticipated)
Develops and implements plans and procedures for survival of city
government during times of disruption in normal operation to ensure
that city continues to perform its duties and responsibilities towards its
mission.
6. Internal EOC Operations
a. The City EOC Organization members represent city departments that have
varied responsibilities in response and recovery operations. City EOC
Organization representatives can commit resources of their respective
organizations and act as a conduit for tasks passed from the EOC to their
departments. Accordingly, EOC Organization representatives are directly
responsible only to their organization and to the City EOC Supervisor.
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b. Most City departments are included in one or more emergency support
functions. For each ESF, primary and support departments are identified.
These ESF groupings are designated to coordinate resources between
various functional areas. The department designated “primary” is
responsible for coordinating resources; supporting departments will assist
as needed.
c. The City EOC has adopted the Incident Command System (ICS) as its
management structure. Each ESF will be managed under one (or more) of
the five management categories: Operations, Planning & Information
Management, Finance/Administration, Logistics, and Liaison. Each ESF
acts as a functional group within the ICS structure. The EOC Supervisor
will provide assistance to the areas in these groupings and facilitate
transmission of requests and information to the EOC Operations Desk.
7. Response and recovery periods tend to overlap. Organizationally, the City
EOC will operate similarly for both response and recovery operations. As
additional departments are needed on the City EOC Organization, they will be
phased into this Group in the City EOC.
8. Mitigation Activities. On a day-to-day basis, the City of Tampa coordinates
mitigation activities through its various departments and citywide programs.
Disaster related mitigation activities would be carried out through the same
emergency management system as structured for response and recovery.
C. Direction and Control
1. The City EOC serves as the centralized direction and control point for all
major disasters. The Emergency Manager provides direction for city
disaster operations. The EM Coordinator manages emergency operations
with the assistance of the EOC Organization. Members of the EOC
Organization maintain continual contact with their departments to ensure
proper coordination of all disaster response and recovery operations.
2. The EM Coordinator will coordinate any required operational, logistical
and administrative support needs of EOC Organization personnel. EOC
Organization personnel will coordinate support needs for their personnel
in the field and assisted by the Coordinator, if required.
3. The City EOC is activated and managed by the Emergency Manager, EM
Coordinator or their representative. When activated, designated members of
the City EOC Organization will provide representation at the City EOC.
Under activation status, departments will ensure designated City EOC
Organization positions are staffed on a 24-hour basis. Twelve-hour shifts,
with shift changes at 7 am and 7 p.m. will be followed for major events.
Eight-hour shifts, with shift changes at 7am, 3pm and 11pm will be
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followed for special, non-emergency events. Deviations to this schedule
must be cleared with the EM Coordinator or his/her representative.
4. The City EOC may be activated at different levels depending on the status of
the emergency or disaster situation:
a. Level 3 - Monitoring phase. Notifications made to select City EOC
Organization members as deemed appropriate.
b. Level 2 - Partial City EOC activation. Core Group and others will
respond as required in the City EOC. The total City EOC Organization
is alerted. The City EOC is under extended hours of operations (possible
24 hours).
c. Level 1 - Full City EOC activation. The total City EOC Organization is
in the City EOC at 24-hour operations.
5. Messages And Information Flow
a. The City EOC has an established message control system, which is
outlined in the EOC Standard Operating Guidelines (SOG).
b. Actions that must be worked in the City EOC will originate from
various sources including the general public, response agencies in the
field, other city, county or state agencies, etc. Actions that originate
from the public will be routed to the EOC Call Center, located in the
City EOC.
c. The EOC Call Center phone operators will answer and handle calls for
general information.
d. EOC Call Center phone operators will submit for response all valid
incoming messages by entering them into E-Team or in the absence of
E-Team, onto Tampa EOC Message Control Forms.
e. Call Center Managers will evaluate incoming calls/messages for
validity, and in special cases, phone operators themselves. Calls for
service will then be routed to the appropriate department using E-Team
or Message Control Forms for information management and
resolution.
f. Each agency representative will enter any actions taken as a result of
incoming information in the computer using E-Team software or
note them on the EOC Message Control Form. Periodically, EOC
Supervisor will review E-Team to ensure actions have been completed
satisfactorily.
g. Outgoing Messages: Copies of messages directing the commitment
of resources or personnel in the field or other command centers will
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be made available to the Section Chief and the information passed on
to the EOC Supervisor by the agency directing the action.
h. The EOC SOG contains more detailed information on E-Team.
i. The EOC Supervisor is responsible to ensure City EOC Organization
members are provided necessary information through individual
contact or by announcements.
6. Communications systems used during emergency operations to support the
direction and control system includes landline and cellular telephone and
radio systems.
7. Tampa will provide 1-3 representatives/liaisons to serve on the Hillsborough
County EOC Operations Group to coordinate activities between County and
City response and recovery elements. These representatives will come from
Tampa Fire Rescue, Public Works and Utility Services, and Tampa Police
Department.
8. During an actual or imminent major disaster, the Mayor will initiate an
emergency meeting of the Tampa EPG and recommend such actions as a
Declaration of a State of Local Emergency and an Evacuation Order. All
executive orders or proclamations issued by the Tampa EPG shall indicate
the nature of the disaster, the area or areas threatened, and the conditions
creating the disaster or threat. The contents of such orders shall be promptly
disseminated to the general public.
9. Local Disasters
As a result of a localized disaster such as a tornado, flooding, fire or
HAZMAT, the EM Coordinator, or his/her representative, will activate
portions of this plan as required to meet the emergency situation. The
principle of graduated response will be used in dealing with a localized
disaster. The initial response will come from emergency personnel and
equipment located within Tampa. Additional resources can be brought to
bear by the City EOC if the situation warrants.
10. Major Disaster
a. While a local disaster may occur in a specific section of the city, a
major disaster like a hurricane can affect the entire Tampa Bay area.
The destructive nature of the disaster will require a coordinated
response between each level of government and other response
agencies in the city. The Mayor may activate portions of this plan in
preparation for a major disaster.
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b. Evacuation of one city or county will critically affect, and be affected
by, the concurrent evacuation of adjacent counties. Continuous
communication and coordination between the cities and counties of the
Tampa Bay Region are imperative to ensure an efficient, effective
evacuation of the vulnerable areas. Of primary importance is the
exchange of information between city and county decision-makers,
through their EOC concerning scenario identification and timing for
issuance of evacuation orders.
c. Emergency transportation will be provided to assist during evacuation.
Buses and vans will transport evacuees unable to drive or without
transportation. Buses, ambulances and special vehicles will be needed
to evacuate hospitals in vulnerable areas.
d. Plans include procedures to assist the elderly and disabled during any
mass evacuation.
e. Re-entry into damaged areas will be strictly controlled. Response and
recovery operations will be coordinated by the City EOC. As the
recovery process continues, the various response departments at their
normal operating locations may assume coordination of longer-term
recovery activities.
6. All city departments mentioned in this plan will operate in accordance with
their authorized standard operating procedures. All departments will
develop plans and procedures to support concepts and activities reflected in
this plan.
7. On-Scene Incident Command System
a. Effective and efficient command of an incident is essential to prevent
loss of life, decrease the extent of injuries and to limit the amount of
property damage. A structured National Incident Management System
(NIMS), well understood by responding agencies in advance, will
insure well-coordinated operations at a disaster scene.
b. All responder departments must adopt and follow the NIMS concept in
order for it to be effective. Further, each department is responsible to
plan and train for their assigned areas of response or support.
c. The department to assume Incident Commander (IC) will be
determined by the type of incident encountered. For example, the IC
for a fire or hazardous materials incident will be TFR in the district
involved; the IC for a terrorism incident will be TPD, etc.
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d. Command of an incident will be assumed by the first officer on the
scene and passed to another officer upon arrival, if deemed necessary.
Command should never be changed unless qualified by skill set and
capability. The IC should be the most knowledgeable of that type of
incident, not necessarily the most senior.
e. The IC must assign officers to assist with the various functions
necessary to deal with an incident. A traditional chain of command
structure must be implemented.
f. Under events when the City EOC is activated, the IC will coordinate as
required with appropriate emergency support functions.
D. Notification and Warning
1. Warning for an emergency requires action on two levels: warning officials
and organizations and warning the general public. The Emergency Manager
will determine the extent and method of warnings. The scope of a warning
can range from countywide for an event like a hurricane to a limited area of
the county for a hazardous materials incident.
2. The Hillsborough County Emergency Management has responsibility for
maintaining the county warning points. There are two designated warning
points for Hillsborough County, both located at the EOC building at 2711
East Hanna Avenue:
a. Primary - Hillsborough County EDC, which is also responsible for fire
and ambulance dispatch within the unincorporated county, serves as
the county's 24-hour warning point.
b. Secondary - Hillsborough County EM activates the EOC under
emergency conditions, which then assumes County Warning Point
responsibilities.
c. The Hillsborough County EOC possesses the capability to operate on a
self-sufficient basis for an extended period of time. It has a 300KVA
generator with a fuel tank and a county refueling station on site. It has
an emergency potable water system served by a domestic well and a
wastewater holding tank. It also has adequate cooking and sleeping
capabilities on site.
E. Response Actions
1. The City EPG is responsible for declaring a Local State of Emergency and
issuing evacuation orders for the City of Tampa. These actions will be
considered by the EPG based on recommendations from the Emergency
Manager or his representative.
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2. Hillsborough County EPG is responsible for declaring a State of Local
Emergency and issuing evacuation orders for the County. These actions will
be considered by the Hillsborough County EPG based on recommendations
from the Hillsborough County Director of EM or his representative.
3. The City EOC will be the central direction and control facility for City of
Tampa disaster response operations. Under the direction of the Emergency
Manager and EM Coordinator, the City EOC Organization will control all
aspects of response activities. The City EOC Organization consists of
representatives from all City departments. Coordination between departments
will be conducted within the City EOC.
4. Evacuation for a Localized Disaster
a. The principle of graduated response applies to actions taken if a localized
disaster causes evacuations from threatened areas. Any evacuation
during a localized disaster will be dictated by the situation and by the
decision of the incident commander based upon the threat to the areas
adjacent to the disaster site. The decision and order to evacuate will be
made within the City of Tampa by the Mayor.
b. During localized evacuation situations, requests for outside assistance
will be made through City EOC. This assistance may include, but is not
limited to, the opening of selected Red Cross shelters, emergency
transportation, activation of search and rescue units and requests for
specialized personnel or equipment. All outside assistance will be
coordinated through the City EOC.
5. Large Scale Evacuation
a. When, in the judgment of the Hillsborough County Administrator, or
his/her representative, an approaching hurricane or other emergency
presents a threat to Hillsborough County, the Hillsborough County
EPG will be convened. If deemed appropriate, the Hillsborough
County EPG will issue a Declaration of a State of Local Emergency.
The Hillsborough County EPG may issue an Evacuation Order
concurrently with this Declaration or may defer the Evacuation Order
to a later time.
b. If necessary during an impending disaster, the Hillsborough County
School Board, or if designated by the Board, the Superintendent of
Schools, will order the closing of public schools. Public schools will
be closed based on consultation with the Hillsborough County
Administrator.
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c. Responsibility for closing of businesses during actual or impending
disasters rests with individual business management. However,
businesses located within an area ordered to be evacuated by the
Mayor, or an incident commander for a localized disaster, must be
evacuated.
d. Evacuation Routes
(1) Evacuation routes are as coordinated between Hillsborough
County and Florida Department of Transportation, District 7.
The main evacuation routes are the major highways in the
county. These include the interstate systems (I-4, I-275 and I-
75), U.S. highways (U.S. 41, U.S. 92 and U.S. 301), state roads
(S.R. 60, S.R. 580, S.R. 581, S.R. 582, S.R. 597, S.R. 672, S.R.
674 and S.R. 676) and the Crosstown and Veterans Expressways.
Evacuation routes are shown on a FDOT District 7 map and on
the County Hurricane Guide. Tampa will assist the county in
manning evacuation routes as requested.
(2) Individuals evacuating out of the area will use these routes as
their primary means of egress. Individuals evacuating to shelters
will use the most direct route from their area to their shelters.
(3) In the event of closure of any evacuation route, law enforcement
personnel will redirect traffic to alternate routes as appropriate.
(4) To ease traffic congestion, residents in low-lying areas will be
advised through the media to consider leaving as early as
possible before a mandatory evacuation order begins.
e. Traffic Control
(1) To maintain a continuous flow of traffic, both internally and on
the evacuation routes leading out of the City, TPD and the city
traffic engineers have established a traffic control plan. Traffic
Control Points are designated at critical intersections through the
City of Tampa. TPD is assigned to provide the necessary
personnel at each Traffic Control Point. Locations of Traffic
Control Points are maintained by TPD.
(2) City, county and state law enforcement personnel will provide
security along traffic routes. City and county law enforcement
will also coordinate emergency vehicles for evacuation routes to
assist evacuees with vehicle problems or, if necessary, to move
them to a safe area.
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(3) Intersections or points along evacuation routes that may flood
will be identified and plans made for the re-routing of traffic.
f. Emergency Transportation
8. Re-entry
a
(1) Evacuees who require transportation assistance may use public
transportation provided by a public transit system. Public
transportation will assist evacuees who cannot drive and have no
other means of transportation. All evacuees using emergency
bus service will be taken to designated shelters. Buses will also
be made available to return to the evacuated areas after the
hurricane.
(2) Evacuation of bedridden/handicapped persons will be provided
by HCEOC. Transportation and medical requirements will be
considered in establishing procedures to move these citizens to
places of safety. Citizens who require medical attention while
living at home will be moved to special needs shelters or to the
home of a relative or friend by prior arrangement by the
individuals concerned.
The City of Tampa EPG is vested with the authority to allow re-entry
to evacuated areas and to declare a termination of a declaration of
emergency. In all likelihood, reentry will be a gradual process
depending on extent of damage in various areas of the city.
In all damaged areas, re-entry will not be allowed until the area has
been deemed safe by OEM and TPD. In those damaged areas, the
Mayor will make recommendations to the Hillsborough County EPG
on when the areas are safe as determined by the City.
b TPD Special Support Division in conjunction with OEM is tasked
with the responsibility of planning, coordinating, and directing
Tampa’s re-entry and security operations of the affected area(s)
using uniform officers from each of the Tampa Police Districts to
accomplish the assignment.
9. State Assistance
a. When a disaster is beyond the capabilities of city and county resources
to respond, the Hillsborough County EOC will request assistance from
the state. The State EOC will coordinate assistance provided to the
county. The state has organized various capabilities to assist counties
impacted by a disaster.
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(1) State Emergency Response Team (SERT). The SERT is
comprised of all or a partial group of State Emergency
Coordinating Officer (SEOC), representing 17 ESFs. These
SECOs are empowered to carry out the missions that are
assigned by their ESF. Assistance requests from counties are
forwarded to the State EOC to the various ESF groups. A SERT
Liaison Officer, typically a DEM area coordinator or nonimpacted
local emergency management coordinator, will be
dispatched to a county threatened by or experiencing a largescale
emergency or disaster. The SERT Liaison Officer will
provide ongoing assessments and relay local recommendations or
resource requests to the State EOC. As the emergency situation
develops, additional SERT representatives may be deployed to
the impacted county to provide additional support and assistance.
10. Federal Assistance
a. If a disaster is of such magnitude and severity that the resources within
the state are inadequate to successfully respond, the Governor will
request federal assistance through FEMA to the President of the United
States. Once authorized by the President, the federal government
provides assistance through the Federal Response Plan.
b. FEMA may pre-deploy a FEMA Liaison Officer to the State EOC, and
deploy an Emergency Response Team (ERT) Advanced Element when
a Presidential declaration appears imminent.
c. Under a presidential declaration, the federal government provides
assistance through counterpart federal ESFs and the ERT. The
federal/state one-on-one liaison will remain in effect in the State EOC
throughout the entire federal response operation.
11. In the event of a disaster, one or more Joint Information Center (JIC) will be
set up. The JIC will be staffed with public affairs representatives from local,
state and federal response agencies. The purpose of the JIC is to ensure the
coordinated, timely and accurate release of information to the news media
and to the public about disaster related activities.
12. Availability of emergency workers during disaster response and recovery
operations is a factor that must be considered by all emergency response
organizations. All such organizations must take all necessary initiatives to
ensure availability of their work force. This includes taking active steps to
facilitate the safety and welfare of workers' families.
13. After any large-scale disaster, City of Tampa will conduct a critique. All
agencies participating will be represented. All participants will present
deficiencies and lessons learned. An after action report will be written by
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OEM and distributed to all applicable agencies. Follow-up actions will be
made through applicable avenues.
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IV.
RESPONSIBILITIES
A. General
In Tampa, emergency management encompasses all organizations with
emergency/disaster functions, rather than one single agency or department. The
City’s emergency management program includes organizations involved in
prevention of, mitigation against, preparedness for, response to, and recovery
from disasters or emergencies.
Under the all hazards approach to emergency management, response to all
disasters requiring EOC activation will be conducted as described in Section III
and under the responsibilities designated in this Section. For any disasters,
which exceed the capabilities of City of Tampa and Hillsborough County, the
County EOC will request state and federal support through the State EOC.
B. City, County, State and Federal Responsibilities
1. National emergency management organizations, as well as the Florida
Comprehensive Emergency Management Plan make recommendations for
certain city, county, state and federal responsibilities with regard to
emergency management.
a. City of Tampa is recommended to:
(1). Maintain an emergency management program that is designed to
avoid, reduce and mitigate the effects of hazards through the
enforcement of policies, standards and regulations.
(2). Maintain an emergency management program at the city level
involving all government, private and volunteer organizations
which have responsibilities in the comprehensive emergency
management system within the city.
(3). Maintain a disaster plan, which supports outlines the laws,
authorities and functions of each organization involved in the
City’s emergency management structure, and that supports the
Hillsborough County CEMP.
(4). Maintain adequate staffing levels to prepare, train, and exercise
the city’s staff to meet the needs of emergency
prevention/preparedness, response, recovery and mitigation
operations.
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(5). Maintain and operate a dedicated, functional Emergency
Operations Center (EOC), to encompass the all-hazards C4I
(command, control, communications, computing, and
intelligence) center operations necessary for highly populated
municipalities. Ensure a constant state of readiness and 24 hour
operation of the City’s emergency operations center.
(6). Establish one or more secondary emergency operating centers
to provide continuity of government and control of emergency
operations.
(7). Ensure effective consolidation of emergency management and
homeland security operations to facilitate increased interagency
information sharing, proper appropriation of resources,
and accurate understanding of all threats confronting the City
of Tampa.
(8). Ensure all departmental emergency plans are in sync with
target capabilities outlined within the national standards for
emergency management.
(9). Ensure that municipal response agencies provide an effective
response to disasters/emergencies within geographical
boundaries.
(10). Coordinate municipal emergency response and recovery
activities with Hillsborough County EOC and applicable county
departments or agencies.
(11). Provide 1-3 representatives to County EOC during actual
disasters and exercises in the area of law enforcement, fire and
public works.
(12). Ensure appropriate municipal employees are trained for disaster
operations.
(13). Ensure adequate alerting and warning systems are in place to
warn the general public and municipal employees of impending
disaster situations.
(14). Issue states of local emergency and evacuation orders where
necessary in localized emergencies.
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(15). Develop evacuation and traffic control plans which coincide with
overall countywide plans. Control traffic within city limits during
evacuations.
(16). Notify residents of evacuation zones and mobile homes of
evacuation orders and if necessary, assist residents who need
help in evacuating.
(17). Provide security and law enforcement at public shelters in
jurisdictions.
(18). Control re-entry into evacuated areas within the City’s
jurisdiction.
(19). Plan for and conduct emergency operations to maintain/restore
all water and wastewater capabilities within jurisdiction during
disaster/emergencies. Assist the Hillsborough County Health
Department in determining supply of potable water.
(20). Ensure plans, procedures and training for damage assessment are
established so that accurate and timely damage assessment
surveys will be conducted after a disaster. Ensure damage
assessment reports are submitted to State representatives in a
timely manner.
(21). Plan for and conduct debris removal and disposal operations after
a disaster.
(22). Ensure that detailed records are kept for disaster response and
recovery operations for federal and state reimbursements.
(23). Designate appropriate public officials to attend federal public
assistance briefings. Ensure that all projects undertaken under
the federal assistance program are in accordance with established
guidelines. Provide required reports to state and federal
representatives.
(24). Provide support as available during mass casualty operations and
exercises within Hillsborough County to include personnel and
resources in the law enforcement, fire and emergency medical
service areas.
(25). Provide for safeguarding of vital records and survival of
government through coordinated continuity of operations
planning.
Responsibilities
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(26). Through respective building departments, coordinate necessary
demolition or stabilization of structurally damaged public
facilities.
(27). Through respective building departments, coordinate with
owners or management of structurally damaged private or private
nonprofit facilities regarding structural integrity of the damaged
structures. Take appropriate action, including condemnation of
damaged structures.
b. Hillsborough County Government is recommended to:
(1). Maintain an emergency management program at the county level
involving all government, private and volunteer organizations
which have responsibilities in the comprehensive emergency
management system within the county.
(2). Coordinating the emergency management needs of all
municipalities within the county and working to establish intracounty
mutual aid agreements to render emergency assistance.
(3). Implementing a broad-based public awareness, education and
information program designated to reach all citizens of the
county, including those needing special media formats, who are
non-English speaking (including persons who do not use English
as their first language), and those with hearing impairment or
loss.
(4). Executing mutual aid agreements within the State for reciprocal
emergency aid and assistance in the event of a situation is beyond
the county’s capability.
(5). Maintain emergency management program that is designed to
avoid, reduce and mitigate the effects of hazards through the
enforcement of policies, standards and regulations.
(6). Maintain cost and expenditure reports associated with disasters,
including resources mobilized as a result of mutual aid
agreements.
(7). Developing and maintaining procedures to receive and shelter
persons evacuating within their political jurisdiction and those
persons evacuating from outside into their jurisdiction with
assistance form the State.
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(8). Ensuring the county’s ability to maintain and operate a 24-hour
warning point with the capability of warning the public.
c. State of Florida is recommended to:
(1). Maintain an emergency management program at the State level
involving all government, private and volunteer organizations
which have responsibilities in the comprehensive emergency
management system within Florida.
(2). Maintaining a broad-based public awareness, education and
information program designated to reach a majority of the
citizens of Florida, including citizens needing special media
formats, such as non-English speaking individuals.
(3). Supporting of the emergency needs of all counties by developing
reciprocal intra- and inter-state mutual aid agreements, in
addition to assistance from the FEMA.
(4). Direction and control of a State response and recovery
organization based on emergency support functions, involving
broad participation from State, private and voluntary relief
organizations, and that is compatible with the federal response
and recovery organization and concept of operations.
(5). Developing and implementing programs or initiatives designed
to avoid, reduce and mitigate the effects of hazards through the
development and enforcement of policies, standards and
regulations.
(6). Coordinating State activates with those Florida volunteer
organizations active in disasters. Ensure that these organizations
are identified and organized under ESF #15 of the State
Emergency Response Team.
(7). Coordinating State activities with Florida’s business community
and its organizations to ensure a broad and comprehensive
coverage of assistance and relief during a disaster.
(8). Promoting mitigation efforts in the business community with
emphases on the State’s infrastructure.
(9). Identifying critical industry and infrastructure that may be
impacted by disaster or are required for emergency response
efforts.
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(10). Reviewing and analyzing the Plan against national criteria to
ensure compliance with goals, procedures, and benchmarks that
guide emergency management programs.
d. The federal government is recommended to:
C. Governor, State of Florida
(1). Provide emergency response on federally owned or controlled
property, such as military installations and federal prisons.
(2). Provide federal assistance as directed by the President of the
United States under coordination of FEMA and in accordance
with federal emergency plan.
(3). Identify and coordinate provision of assistance under other
federal statutory authorities.
(4). Provide assistance to the State and local government in
response to and recovery from a commercial radiological
incident consistent with guidelines as established in the current
Federal Radiological Emergency Response Plan and the
Federal Response Plan (FRP).
1. Under the provisions of Section 252.36, Florida Statutes, the Governor is
responsible for meeting the dangers presented to the state and its people by
emergencies. In the event of an emergency beyond the control or capability
of local governments, the Governor may assume direct operational control
over all or any part of the emergency management functions within the state.
Pursuant to the authority vested in that position under Section 252.36, the
Governor may:
c. Declare a State of Emergency to exist through the issuance of an
Executive Order or Proclamation.
d. Activate the response, recovery and mitigation components of existing
State and local emergency plans.
e. Serve as Commander in Chief of the organized and voluntary militia
and of all other forces available for emergency duty.
f. Authorize the deployment and use of any forces, supplies, materials,
equipment and facilities necessary to implement emergency plans.
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g. Suspend the provisions of any regulation, statute, order or rule
prescribing the procedures for conducting government business if
compliance would in any way hinder or delay necessary emergency
actions.
h. Utilize all available resources of the state and local governments, as
reasonably necessary to cope with the emergency.
i. Transfer the direction, personnel and functions of state agencies to
assist in emergency operations.
j. Commandeer or utilize any private property necessary to cope with the
emergency.
k. Direct and compel the evacuation of all or part of the population from
any threatened or stricken area.
l. Prescribe routes, modes of transportation, and destinations for
evacuees.
m. Control ingress and egress to and from an emergency area, the
movement of persons within the area, and occupancy of premises
therein.
n. Suspend or limit the sale, dispensing or transportation of alcoholic
beverages, firearms, explosives or combustibles.
o. Make provisions for the availability of temporary emergency housing.
D. Governor's Authorized Representative (GAR)
Section 252.36, Florida Statutes, authorizes the Governor to delegate or otherwise
assign his command authority and emergency powers as deemed prudent. The
Governor has appointed his Chief of Staff and/or the State Director of Emergency
Management as his authorized representatives, to act on his behalf in carrying out
the provisions of Chapter 252, Florida Statutes.
E. City Officials
The following are specific responsibilities, which are applicable to disaster
operations in Tampa, and apply to the officials or functions indicated.
1. Executive Policy Group
Responsibilities
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The Mayor of the City of Tampa shall oversee and participate in
emergency policy decision-making and issue appropriate emergency
proclamations, resolutions and executive orders, as provided by the City of
Tampa Code of Ordinances, and as related to in-progress emergency
operations. The Executive Policy Group’s major role in an event or
incident is to advise the Mayor on appropriate actions including, but not
limited to the following:
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−
−
−
Curbing price gouging
Declaring a Local State of Emergency for the City
Establishing a curfew
Entering into contracts
The Executive Policy Group will identify the overall objectives to be
accomplished. These objectives are embodied in the Incident Action Plan.
The responsibility to carry out these overall objectives falls to the ESFs.
a. Mayor
(1). Promulgates this plan for safeguarding the lives and property
of the citizens of Tampa.
(2). Provide for the continuance of effective and orderly
governmental control required for emergency and recovery
operations in the event of an actual disaster.
(3). Oversees and participates in emergency policy decisionmaking
and issues appropriate emergency proclamations,
resolutions and executive orders, as provided by the City of
Tampa Code of Ordinances, and as related to in-progress
emergency operations.
(4). Serves as a member of the Hillsborough Emergency Policy
Group. And, in coordination and cooperation with the
Hillsborough County Board of County Commissioners, orders
when necessary, the timely and safe evacuation of citizens
from any impacted or threatened area within the City to ensure
preservation of life.
(5). Authorizes the re-entry of citizens to evacuated areas when the
threatened or actual emergency has passed, as coordinated by
staff with law enforcement.
(6). Meets upon the request of the Director of Emergency
Management to address and resolve disaster/hurricane-related
issues.
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(7). Provides executive direction to the City EOC when the EOC is
activated.
(8). Provides for situation reports to the City Council during
periods of disasters, threats, occurrences, and recovery, as
deemed appropriate.
(9). Executes necessary mutual aid and/or other agreements with
county, state and federal disaster relief agencies/departments to
preserve the health, safety and welfare of Tampa's citizens.
(10). Upon the threat of a hurricane and, at the request of the
Director of Emergency Management, relocates to the City of
Tampa Emergency Operations Center.
(11). Assumes responsibility for other non-critical emergency
preparedness and response activities.
b. Chief of Staff
(1). Be acquainted with the City's emergency management plan.
(2). Promulgates policy for safeguarding the lives and property of
the citizens of Tampa.
(3). Meets upon the request of the Mayor to address and resolve
disaster/hurricane-related issues.
(4). Provides executive direction to the City EOC in the absence of
the Mayor when the EOC is activated.
c. Fire Chief / Emergency Manager (Director of Emergency
Management)
(1). Provides direction and control over City disaster response and
recovery operations.
(2). Directs City hazard mitigation and post-disaster redevelopment
efforts.
(3). Issues emergency decisions as necessary under a declared state of
local emergency.
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(4). Executes agreements with county, state, and federal disaster
relief agencies.
(5). Provides pubic information support by issuing
emergency/disaster advisories to the media.
(6). Coordinates support for dignitaries who may visit the City during
disaster response and recovery operations.
(7). Ensures participation of all departments identified within Chapter
4, "Responsibilities", as required.
(8). Represents the City of Tampa at Hillsborough County EOC as a
member of the County's Executive Support Group.
(9). Activates the City of Tampa emergency plan, or portions thereof,
whenever the situation warrants.
(10). Upon the threat of a hurricane, relocates to the City of Tampa
Emergency Operations Center.
(11). Provides ongoing briefings to the Mayor and City Council during
preparation, response, and recovery of localized or widespread
disaster.
(12). Presides over the City Executive Policy Group meetings,
providing hurricane condition and response status information
that assists the group in the establishment of a citywide
prioritization of response activities, determination of the need for
additional resources and the identification of information that
should be provided to the public.
d. City Attorney
(1). Be acquainted with the City's emergency management plan.
(2). Provide advice and guidance to the Mayor and City Council on
emergency powers that may be exercised to effectively respond
to disaster.
(3). Provide advice and guidance to the Mayor, Council, and
Department Directors during any periods of partial or full EOC
activation.
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(4). Assist in drafting any proclamations, resolutions, ordinances, or
other formal documents needed to provide for protection of life
and property and general public safety.
(5). Be prepared to assume EOC positions, when activated.
e. City Departments Directors/Administrators
(1). Develop and maintain disaster plans that will address personnel
requirements and provisions to protect equipment.
(2). Ensure personnel are trained appropriately for disaster
operations.
(3). Direct employees without disaster-related responsibilities to
other vital areas of disaster response.
(4). Provide representation to the City EOC for actual disasters and
disaster exercises.
(5). Establish procedures to ensure that key personnel are warned
of impending disasters.
(6). Establish procedures to ensure that damage assessments of
areas under their control are accomplished and reported to the
City EOC.
(7). Ensure detailed operational records are maintained for federal
and state reimbursements.
2. Emergency Support Functions
A department or agency may be designated as the Primary or Lead agency
for an ESF for a number of reasons. The agency may have a statutory
responsibility to perform that function, or through the agency may have
developed the necessary expertise to lead the ESF. In some agencies, a
portion of the agency's mission is very similar to the mission of the ESF;
therefore, the skills to respond in a disaster can be immediately translated
from the daily business of that agency. Whatever the reason an agency is
designated as the Primary agency, that agency has the necessary contacts
and expertise to coordinate the activities of that support function.
Upon activation of the EOC, the lead agencies for the ESFs will designate
a representative in the EOC to coordinate that ESF. It is up to the lead
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agency's discretion as to how many, if any, support agencies they will
require present with them. However, due to the limited space available in
the EOC, the attendance of support agencies should be closely coordinated
with OEM in the development of standard operating procedures.
The Primary department for the ESF will be responsible for obtaining all
information relating to ESF activities and requirements caused by the
emergency and disaster response. This information gathering will
frequently require the primary agency to step outside traditional
information gathering protocols.
The City will respond to local requests for assistance through the ESF
process. Within the EOC, requests for assistance will be tasked to the
ESFs for completion. The primary agency will be responsible for
coordinating the delivery of that assistance.
The EOC Supervisor will issue mission assignments to the primary
departments for each ESF based on the identified resource shortfall.
Resource tasking will be accomplished through the ESFs on a mission
assignment basis. The tasking on a mission assignment basis means that a
local government resource shortfall will be addressed through assigning a
mission to address the shortfall rather than tasking specific pieces of
equipment or personnel.
The primary department or agency for that ESF will be responsible for
identifying the particular resource or resources that will accomplish the
mission and coordinate the delivery of that resource to the requesting
entity.
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Line of Succession
Department Primary Secondary Tertiary
Office of the Mayor Mayor Council Chair Chair Pro-Tem
City Council Council Chair Chair Pro-Tem Council Member
Chief of Staff Chief of Staff Administrator Public Works Administrator Neigh.Services
Administrator Neighborhood Services Administrator Director Parks & Recreation Director Code Enforcement
Administrator Economic Development Administrator CRA Manager 1 CRA Manager 2
Administrator Public Works Administrator Director Public Works Director of Contract Admin.
Cable Television Manager TV Production Supervisor Video Tech Coordinator
City Attorney City Attorney Chief Asst. Atty. Litigation Chief Asst. Atty. Admin.
City Clerk City Clerk Deputy City Clerk 1 Deputy City Clerk 2
Clean City Manager East District Supervisor North District Supervisor
Code Enforcement Director Code Enforcement Supv. 1 Code Enforcement Supv. 2
Community Affairs Manager Human Rights Inv. Supv. Human Rights Investigator
Contract Administration Director City Architect Construction Engineer Supv.
Convention Center and Tourism Administrator Director Operations Manager
Growth Management & Develop. Svcs. Director Deputy Director Construction Svcs. Div. Mgr.
Human Resources Director Employee Relations Manager Risk Manager
Internal Audit Director Auditor 1 Auditor 2
Minority Business Development Manager Assistant Manager None
Neighborhood and Community Relations Director Neighborhood Liaison 1 Neighborhood Liaison 2
Parks and Recreation Director Deputy Director Division Managers
Public Affairs Director Public Affairs Officer None
Public Works Director Operations Manager Chief of Traffic Engineering
Purchasing Director Goods & Serv. Manager Inventory Manager
Revenue and Finance Director Chief Accountant Budget Officer
Solid Waste Director Operations Chief Administrative Chief
Stormwater Director Fiscal & Admin. Manager Chief Engineer
Technology and Innovation Director Infrastructure Services Mgr. Business Applications Mgr.
Tampa Fire Rescue Fire Chief Asst. Chief for Operations Asst. Chief for Admin.
Tampa Police Department Police Chief Asst. Chief for Operations Asst. Chief for Admin.
Wastewater Director Wastewater Manager Chief Engineer
Water Director Water Production Manager Chief Engineer
Please note: Due to ongoing reorganization efforts within the City, some positions have been eliminated.
The Line of Succession will be updated accordingly.
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V. FINANCIAL AND ADMINISTRATIVE MANAGEMENT
A. Financial Guidelines
1. Authority to expend funds in emergency management operations is
contained in Chapter 252, Florida Statutes. A Presidential disaster or
emergency declaration will permit funding under the Robert T. Stafford
Disaster Relief and Emergency Assistance Act, in addition to the financial
resources initiated at the state and local levels. Federal disaster assistance is
generally provided at the 75% level with state and local governments sharing
the remaining 25%. There is precedent for the federal government to assume
a larger share than 75% under unusual circumstances.
2. Timely financial support of any extensive response activity could be crucial
to saving lives and protecting property. While innovative and expeditious
means of procurement are called for during times of emergencies, it is still
mandatory that good accounting principles and practices be employed in
order to safeguard the use of public funds from fraud, waste and abuse.
3. In concert with federal guidelines, officials of the primary and support
departments will give approval for expenditure of funds for supporting
preparedness, response, and recovery and mitigation operations. Each
department is responsible for establishing effective administrative controls of
funds expended and to ensure that actions taken and costs incurred are
consistent with the missions identified in this plan.
4. The acquisition of facilities, equipment, supplies, services and other
resources may be accomplished by designated department purchasing
elements or through ESF#7 under applicable purchasing procedures and
guidelines. If needed resources are not available within the city or
county, requests may be made to the State EOC. The City will be
responsible for costs incurred for resources brought in from outside
sources. Responders are required to provide invoices for services
rendered that follow the FEMA format, in order for the City to maximize
reimbursements. If Federal Disaster Assistance Programs have been
implemented under the Stafford Act, the Federal Government will
provide 75% of authorized costs, given acceptance of required
documentation. Reimbursement procedures under Federal Disaster
Assistance Programs are covered in the Recovery Section.
5. The Department of Revenue & Finance is responsible for financial
management during disaster operation. Complete and accurate accounts
of emergency expenditures and obligations, including personnel and
equipment costs, must be maintained by each department and compiled
by Revenue and Finance for later reimbursement claims. All labor and
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equipment logs, payroll, purchases, materials and contract cost records
and file copies must be kept by all responding departments in order to
provide clear and reasonable accountability and justification for Revenue
& Finance to secure future reimbursement. All federal public assistance
funds are subject to state and federal audit. Guidance for maintaining
records and requesting reimbursement is included in the State of Florida
Disaster Assistance Reimbursement Documentation Information
pamphlet prepared by Florida Division of Emergency Management.
6. All records relating to the allocation and disbursement of funds
pertaining to activities and elements covered in this plan must be
maintained in compliance with the Stafford Act and applicable Florida
Statutes in accordance with funding agreements.
7. Documentation to substantiate costs for disaster operations will be
submitted to the Revenue & Finance Department for consolidation. A
copy of the obligated reimbursement schedule will be provided to OEM
on a regular basis by Revenue and Finance. Revenue and Finance’s
Chief Accountant will coordinate reporting activities with state and
FEMA representatives, and will sign the Request for Public Assistance
form at the applicant’s briefing as the Primary Contact/Authorized
Representative.
8. Florida State Division of Emergency Management will provide periodic
training sessions concerning guidelines and processes involving state and
federal disaster assistance. EM will coordinate this training for all
concerned departments. Revenue and Finance will provide training on
relevant information concerning the various funding programs under
Florida Division of Emergency Management to the responding
departments and their fiscal staff.
B. Mutual Aid Assistance
The City of Tampa has signed the Statewide Mutual Aid Agreement. Under
this agreement, requests for assistance can be made through the County to the
Florida Division of Emergency Management or to any other signatory. The
requesting party shall be responsible for reimbursement of all reimbursable
expense to all assisting parties. The assisting party shall bill requesting
parties for all reimbursable expenses as soon as practicable after the expenses
are incurred, but not later than 60 days following the period of assistance, per
Chapter 252.39(2)(a), Florida Statutes. If the City of Tampa is the assisting
party, copies of all billing documents and any other information requested by
the Chief Accountant will be provided to the Department of Revenue and
Finance at the time of billing by the assisting department. Provisions in 44
CFR may also apply, depending upon the situation. The requesting party
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shall pay the bill, or advise of any disputed items, not later than 50 days
following the billing date. Assisting parties shall maintain detailed records
and submit invoices for reimbursement by the requesting party or Florida
Division of Emergency Management using format used or required by FEMA
publications, including 44 CFR Part 13 and applicable Office of Management
and Budget Circulars. Requesting parties and Florida Division of Emergency
Management finance personnel shall provide information, directions and
assistance for record keeping to assisting parties.
C. Disaster Relief Funding Agreement
For any federal disaster declaration providing funds to the city, the city enters into
a Disaster Relief Funding Agreement (DRFA) with the state. These funding
agreements provide the framework for the administration of the federal and state
funds, which flow to the city under the particular disaster. These agreements shall
be approved by the City Council and signed by the Mayor. The State Governor’s
Authorized Representative (GAR), usually the Director of the Florida Division
of Emergency Management, shall sign the agreements. As a result of the funding
agreement, the state administers the federal funds due to the city, as well as the
state funds (usually 75% federal funding and 12-1/2% state funding with the city
absorbing the remaining 12 1/2%). For funding sources for hazard mitigation, the
appropriate information in reflected in the Recovery/Hazard Mitigation Section.
D. Reporting Procedures
1. As part of any federal disaster assistance program, there will be requirements
for various reports in accordance with CFR 44 and the applicable Disaster
Relief Funding Agreement. Responsibility for submitting any such reports
rests with the Finance Director. The Finance Director will request
expenditure information from city departments when appropriate.
2. Reports will be submitted either to the Florida Division of Emergency
Management or the DFO in accordance with guidance provided by Florida
Division of Emergency Management. Reports will also be filed with the
Federal Highway Administration for disaster expenditures on Federal aided
roadway networks through the Florida Department of Transportation.
E. Protection of Records
All city departments must ensure protection of their records during disaster
situations. Departments in potential hurricane flood zones are particularly
vulnerable to records damage from water. All departments have the potential for
record damage from fire and possible resulting water damage. Specific measures
for protecting records must be reflected in department disaster plans. Those
departments with vital records must take special care to ensure the safety of
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these records. Off site storage of duplicate vital records, whenever feasible, is
strongly recommended. All departments should also have plans, which address
the recovery of damaged records.
F. Reimbursement Procedures
1. Under certain circumstances, the State and Federal governments will
provide reimbursement and funding for eligible costs related to emergency
preventive measures, the repair of public infrastructure, debris removal, and
damages to property owned by nonprofit organizations. Eligible Costs are
those costs (direct costs, salaries, wages, and fringe benefits, materials,
equipment (owned and rental), contracts, and administrative allowances)
that are reasonable and necessary to accomplish all eligible work and
comply with Federal, State, and Local requirements for procurement. Not
all City disaster/emergency costs are reimbursable. The type and amount of
aid or reimbursement is based on the existence of an emergency disaster
declaration and on the level of the declaration (State Emergency, or
Presidential Disaster Declaration). Without a Presidential (Federal)
declaration, reimbursement is generally available only for permanent
restoration and repair of public real property. With a Presidential
Declaration, a myriad of services and aid becomes available to government,
business, and individuals, including flood fighting and debris clearance.
2. Reimbursement may be available for both response and recovery
operations.
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−
Response reimbursable costs refers to eligible costs by City
departments for actions and preventive measures taken before, during,
and/or immediately following the disaster or emergency to protect life
and property and to minimize human suffering.
Recovery costs are eligible costs incurred for cleanup, repair, and/or
replacement of damaged facilities, buildings, roads, homes, etc.
3. The City of Tampa has experienced many incidents over the years for
which disaster- related reimbursement and funding has been available but
in many instances, did not fully capitalize on those reimbursements. The
following procedures will be used to ensure that City departments
document and claim all eligible costs that are reimbursable by the State and
Federal governments. Each department is responsible for documenting all
reimbursable expenditures and forwarding copies of such documentation to
Revenue and Finance, pursuant to each department’s FEMA
reimbursement procedures manual.
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G. Disaster Relief Claims Procedures
1. A local, state, or federal state of emergency or presidential disaster
declaration must be in effect in order to request state assistance, to use the
emergency procurement procedures, the state mutual aid system, and to
receive State or Federal funding for disaster related activities. The Mayor
can declare a state of local emergency for seven (7) days before or after an
event occurs or the City can benefit from a declaration initiated by the
County or the State.
2. Prior to rendering a decision on disaster declaration, the State requests the
counties and incorporated cities to provide estimated costs of damages. The
City will send survey teams to prepare a quick and rudimentary estimate of
damages to private property, businesses, utilities and City-owned
infrastructure. This estimate will be forwarded to the County for inclusion
with the County’s estimate for review by the State. If the situation meets
certain State criteria, the Governor declares a State of Emergency and
requests a Federal State of Emergency. If the situation meets the criteria, a
Federal State of Emergency is declared. A Federal survey may be
conducted prior to this decision.
3. After the declaration, the State and/or Federal authorities send inspection
teams into the affected areas to determine which specific locations are
eligible for disaster assistance and to estimate the costs of the eligible work.
The City is responsible for identifying damaged sites and accompanying the
Federal/State inspection team to each site in order to estimate damages or to
develop damage reports or Project Worksheets. The Project Worksheets will
describe all work authorized for reimbursement. Auditors will recognize
those expenditures that are completely documented by the department.
H. Responsibilities
1. City Departments
Departments will be responsible for aggregating all eligible costs for
damages to their departments’ infrastructure and response and recovery
activities and submitting these costs to the department’s Reimbursement
Coordinator for compilation and submittal to Revenue and Finance as
follows:
Before a disaster:
With some exceptions, disasters normally occur over a period of time.
When City departments begin preparations or responding to situations, it
is usually not clear whether response efforts will result in a State or
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Federal declaration. Department Heads will establish procedures to
account for costs related to disaster response when it appears that these
costs are expected to exceed routine operations costs at a specific location
or Citywide.
If a determination has been made that City resources will be overextended,
the Department Director will request from the Mayor, a declaration of a
state of local emergency. The Mayor will in turn request the declaration of
a disaster from the Governor based on the situation and recommendation
by staff. The Emergency Coordinator will be made aware of this
declaration.
Initial Assessment:
Immediately following a disaster (hurricane), County and State officials
will request an estimated cost of damages in order to acquire or to justify a
disaster declaration. City departments will provide the emergency
coordinator with an estimated cost of damages and an estimated cost of
response operations for submittal to State through the County EOC.
Develop an initial assessment Situation Report form using needs
assessment and damage assessment database.
2. The Chief Accountant will:
a) Attend the Applicant’s briefing and apply/prepare a Request for
Reimbursement form for FEMA. The Chief Accountant is named
the Primary Contact/Authorized Representative with an Alternate
Contact to be designated by the Chief Accountant.
b) Obtain and provide the approved FEMA Equipment Cost Schedule
to departments.
c) Review damage assessment documentation to determine the
departments that will need reimbursement. Provide information
and guidance, upon request, to these departments on content
and preparation of cost documentation packages.
d) Meet with FEMA and FDOT representatives assigned to the City and
review anticipated need for Project Worksheets (PW) and Detailed
Damage Inspection Reports (DDIR).
e) Coordinate collection of data and submittal to FEMA and FDOT.
Provide copies of summary data to EOC Manager. Review PW and
DDIR documents. Sign these documents once they are
acceptable. If FEMA or FDOT deems requests ineligible, sign the
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documents and, once the obligation letter from the State has been
received, submit letters of appeals to FEMA and FDOT.
f) Monitor the reimbursements of all obligated projects and account for
each in the appropriate fiscal years. As projects are completed, make
requests for final inspections and audit from State and/or Federal
agencies, as appropriate.
h) Once all small projects are complete, make a request for final
inspection for these projects, as well.
i) Maintain all documents for a period of two (2) years, once all final
inspections are completed. Prepare for audits from the Office of the
Attorney General and the Regional FEMA Office.
3. Emergency Manager will:
a) Gather information from Department Heads on extent of damages
to the City (including City facilities, private property, utilities and
other nonprofit organizations) caused by disasters or emergency
situation.
b) Make recommendations to the Mayor on the need and procedures
for declaring emergencies.
c) Coordinate visit of State and Federal inspection teams with
departments, to include both “windshield” and project inspection
teams, as required.
d) Upon declaration of State or Federal emergency, provide
departments with inclusive dates of the disaster during which
reimbursements will be eligible. Updates will be provided as
needed.
e) Provide copies of damage reports developed by inspection teams to
concerned departments.
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VI. TRAINING AND EXERCISE
A. OEM bears the responsibility of ensuring that City of Tampa personnel with
emergency responsibilities are sufficiently trained and exercised on a regular basis.
All departments should take the necessary steps to ensure appropriate records are
kept reflecting emergency training received by their personnel.
B. Exercises designated for the City of Tampa are managed at the OEM level to
effectively and efficiently use the limited resources and funding available for
such efforts. These exercises generally involve City of Tampa and Hillsborough
County leaders and staffs, and interaction with multiple counties and
municipalities. Such exercises are required for city preparedness and may have
particular political significance, or may be likely to receive local media
attention. Efforts are made to include federal, state, and/or private-sector
participation.
C. OEM’s exercise and training program will endeavor to involve all public and
private agencies with emergency response functions. Emergency management
officials of adjoining counties may be invited to participate or observe when
appropriate.
D. The EM Coordinator will coordinate all disaster preparedness, response, recovery
and mitigation training provided to city personnel. The EM Coordinator will
provide schedules of the state emergency management training courses to
appropriate city departments. Applications for State/FEMA training courses will
be submitted to the EM Coordinator for approval and submission to Hillsborough
County EM.
E. Training for local emergency response personnel will be under the all hazards
approach to emergency management. Training will ensure that current state and
federal concepts on emergency preparedness, response, recovery and mitigation
are provided.
F. OEM will coordinate disaster preparedness planning/training activities with
committees to address such areas as shelter operations, emergency transportation,
hospitals, nursing homes/assisted living facilities, power shortages, etc.
G. Department administrators and/or directors will ensure departmental emergency
plans and procedures are exercised and evaluated on a continuing basis. Exercise
after action reports will be accomplished and provided to participating agencies
and the EM Coordinator to ensure corrective action is taken. Subsequent exercises
will ensure previous discrepancies are reevaluated.
H. Volunteers
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1. Emergency preparedness training programs for disaster situations include
training of volunteer workers. There are various volunteer organizations,
which are potential users of volunteer resources during disasters. Primary
among these are the Greater-Tampa Community Emergency Response Team,
Red Cross and the United Way. The Red Cross Director of Disaster Services
is responsible for training Red Cross volunteers for disaster response activities
to include volunteers to staff public shelters.
2. For disaster operations, city employees not having a direct disaster response
position may, with the permission of their supervisor, volunteer for other
disaster response duties. The Human Resources Department is responsible for
coordinating the City Employee Know Your Role Program.
I. OEM and Hillsborough County EM will provide disaster exercise assistance to
government and non-governmental agencies as requested. As resources allow,
OEM personnel will participate in hospital and nursing home disaster drills, as
coordinated by the hospital and nursing home disaster planning committees.
J. Detailed planning will be accomplished on an interagency basis in preparation for
Tampa EOC sponsored exercises. Representatives of each participating agency
will develop action items for their Tampa EOC participants to resolve during the
actual exercise.
K. Exercise and Training Requirements
1. Conduct, at a minimum, one citywide exercise each year in accordance with
the Department of Homeland Security’s National Planning Scenarios. The
National Planning Scenarios depict a diverse set of high-consequence threat
scenarios of both potential terrorist attacks and natural disasters.
Collectively, the 15 scenarios are designed to focus contingency planning for
homeland security preparedness work at all levels of government and with
the private sector. The scenarios form the basis for coordinated Federal
planning, training, exercises, and grant investments needed to prepare for
emergencies of all types.
The exercise will be conducted in conjunction with other departments, each
having a minimum of three objectives to test. Exercise types include drills,
tabletops, functionals, and full-scales. Exercises will increase in complexity
each year. Exercise documentation in the form of Player Handbooks,
Controller, Evaluator and Exercise Plans, Master Scenario Events Lists and
After Action Reports must be produced and one copy of each submitted to
OEM. Following conduct of the exercise, one Hot Wash Debriefing and an
After Action Conference must be performed.
2. Participate with Hillsborough County in a large-scale mass casualty exercise
to include pre-exercise planning meetings and a post exercise critique.
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3. Participate with Hillsborough County in an annual hurricane exercise. The
exercise may be held in conjunction with a state sponsored hurricane
exercise.
4. Participate with Hillsborough County in one or more emergency responder
exercises involving mass casualties under various scenarios (e.g. Hazmat,
transportation accident, natural disaster, terrorist act, etc.)
5. Conduct hurricane briefings and training meetings with the Mayor, City
Council, department heads, and all other governmental and private
emergency response agencies.
6. Brief elected and key appointed officials on emergency management
activities and hurricane preparedness.
7. Conduct hurricane and emergency management seminars as requested.
8. Attend FEMA and state emergency management courses as subject matter
and availability dictate.
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VII.
PUBLIC AWARENESS AND EDUCATION
A. City officials must strive to keep residents informed about disaster
preparedness and emergency operations. Public information in the disaster
preparedness/emergency management area is divided into three phases:
continuing education, pre-disaster preparation and post-disaster recovery.
Continuing education is intended to increase awareness of disaster
preparedness information, educate on ways to protect life and property, and
inform the public on the availability of further assistance and information.
Pre-disaster preparation informs the public of the imminent danger and
provides details about evacuation procedures and sheltering. During the postdisaster
period, the public is informed about such things as disaster assistance,
health precautions, long term sheltering, etc.
B. It is important, especially immediately before and after a disaster, to keep the
public informed on all relevant matters to include government decisions,
recommendations and instructions. Reliable official information is imperative to
ensure against rumors that can cause panic, fear and confusion. A continuous
flow of official information is also necessary to provide full knowledge of
disaster conditions and relief services.
C. As the highest elected City official, the Mayor has the overall responsibility for
maintaining the public’s confidence and performing in the public’s best interest.
As needed, the Mayor will provide disaster preparedness response and recovery
information to the citizens of Tampa, in close coordination with Hillsborough
County EOC. The Mayor’s Office Public Affairs will provide support and
specific information to Mayor in these tasks.
D. The EOC Public Information Officers (PIO), under direction from the Office of
Public Affairs, will ensure that public service announcements are prepared to
keep the citizens of Tampa informed on disaster preparedness, response, and
recovery. They will work with the Hillsborough County PIO and
Communications Department, as necessary.
E. The broadcast media provides an excellent resource for the City’s public
information program. The Office of Public Affairs and PIO representatives
interface with radio and television reporters, news personnel and weather
personnel on a regular basis. Local broadcast stations regularly provide public
service announcements provided by the city, county or the state.
F. Hillsborough County has two Emergency Alert Systems (EAS) stations. Under
the EAS system, radio and television stations, as well as cable companies, in the
county will provide emergency announcements when the EAS system is
activated.
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G. The print media also provides an excellent method of providing disaster
preparedness to the public. Both major newspapers in the Tampa Bay area
usually produce a hurricane special edition at the onset of each hurricane season.
The City of Tampa provide substantial data to these newspapers and professional
expertise regarding information contained in their publication. Information is
also regularly provided to other smaller newspapers in the area.
H. There are numerous other methods employed to provide disaster preparedness
information to the public. Hillsborough County EM works with Verizon on a
annual basis to place the pertinent disaster preparedness data in the telephone
book. The local Hispanic Yellow Pages Company and the Brandon Community
Directory includes hurricane preparedness data in their publications. The City of
Tampa and Hillsborough County coordinate with Tampa Electric Company to
ensure appropriate disaster planning information is included in the information
flyers in their monthly bills and in their annual disaster preparedness brochure.
I. Special efforts are dedicated to reaching those citizens with special needs. The
City works with county and state social services agencies and home health care
agencies to ensure disaster preparedness information is disseminated to the
handicapped and elderly. They also provide information to the various public
and private human services organizations for their clients. Those citizens who
need assistance during an evacuation are encouraged in the disaster pamphlet
and in personal contacts to register with Hillsborough County Health
Department. Their telephone number is prominently displayed in the pamphlet
for those who need assistance in an emergency. Individuals on the list are
contacted each year to update databases.
J. The Office of Public Affairs is responsible for developing and managing the
emergency management and public awareness program for Tampa. Upon
activation of the Tampa EOC, the Office of Public Affairs will direct the ESF
#14 element of the Tampa EOC Organization. The ESF #14 will serve as the
City's representative to all media and as the focal point for all public information,
in conjunction with Hillsborough County EOC.
K. The Tampa EOC has an area dedicated as the media area for emergency
operations. Interviews with city officials and emergency staff may be conducted
in this area.
L. A wide variety of hurricane preparedness activities are undertaken utilizing
Tampa’s media outlets during the May-November timeframe. This includes
local network television segments, radio segments, town hall meetings, mail outs
to the public, and various speaking engagements.
M. In addition to the City’s public outreach efforts, the county conducts a
comprehensive public information program throughout the year. The public
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information program includes news features on television and radio and
speaking engagements to a vast range of audiences. All requests for emergency
preparedness talks are accepted to include civic groups, church groups, mobile
home parks, business and industry, public schools and universities, hospitals,
nursing homes, etc.
N. The main medium in Hillsborough County for public information on disaster
preparedness is a hurricane guide, which is distributed in English and Spanish at
the start of each hurricane season. This guide is given as wide a distribution as
possible throughout the county. Hillsborough County EM ensures copies for the
public are placed at all libraries, fire stations, post offices, and various other
public locations. In addition, copies are given to county and municipal
departments, hospitals, nursing homes, and civic groups, all committees chaired
by Hillsborough County EM and to all audiences receiving hurricane awareness
talks.
O. The hurricane guide provides essential disaster preparedness information. The
heart of the document is a map of the county, which depicts all hurricane
evacuation zones, color coded to show at what evacuation level each zone would
evacuate. All public shelter locations are designated on the map. The map also
shows county evacuation routes. The remainder of the guide reflects helpful
information on disaster preparedness, special assistance instructions and
applicable emergency phone numbers.
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VIII. REFERENCES, AUTHORITIES AND MUTUAL AID AGREEMENTS
A. City of Tampa
1. City of Tampa Ordinance, Article VII, Civil Emergencies, Sec. 2-401,
No. 91-188, § 2, 10-3-91, which addresses a declaration of a state of
local emergency; duration; alteration and rescission.
2. City of Tampa Ordinance, Article VII, Civil Emergencies Sec. 2-402,
which addresses the emergency management powers of the mayor.
3. City of Tampa Ordinance, Article VII, Civil Emergencies Sec. 2-403
which addresses the specific restrictions authorized and exemptions
imposed by the mayor during a declared emergency.
B. County
1. Hillsborough County Ordinance 85-35, as amended, and associated
administrative orders, which establish the organization of Hillsborough
County Government. The Department of Public Safety is responsible to
provide general support to citizens and government agencies in matters
relating to emergency preparedness and public safety.
2. Hillsborough County Ordinance 94-9, EM Ordinance, which addresses
declarations of a state of local emergency and outlines certain
resolutions that can be imposed under such conditions.
3. Hillsborough County Ordinance 93-20, which provides post disaster
redevelopment and mitigation guidelines.
C. State
1. Chapter 252 of the Florida Statutes (State Emergency Management Act,
as amended). Section 252.38 directs each county to establish and
maintain an emergency management plan and program that is
coordinated and consistent with the State comprehensive emergency
management plan and program. The statute further specifies county and
municipal emergency management powers and responsibilities.
2. Governor's Executive Order 80-29, which delegates specific emergency
responsibilities and directs certain emergency management actions to
county governments.
3. The State of Florida Comprehensive Emergency Management Plan.
References
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COMPREHENSIVE EMERGENCY OPERATIONS PLAN
1. Rules 9G-6, 9G-7, 9G-11, 9G-14, 9G-19 and 9G-20, Florida
Administrative Code.
2. State of Florida Department of Community Affairs Resource and
Finance Management Policies and Procedures for Emergency
Management.
1. Public Law 103 - 337, which reenacted the Federal Civil Defense Act of
1950 into the Stafford Act.
2. The Robert T. Stafford Disaster Relief and Emergency Assistance Act
(PL 100-707 which amended PL 93-288).
3. FEMA Public Assistance Guide (FEMA 322).
E. Authority - Coordination of Government Action
1. Under the provisions of Chapter 252, Florida Statutes and the Florida
CEMP, any local political subdivision may issue an emergency
declaration for its respective jurisdiction without prior declaration by
other levels of government. Along with this power of declaration is the
responsibility to order evacuation as early as required by specific local
conditions.
2. Declarations and evacuation orders of higher levels of government are
binding upon lower levels of government. For example, a state
declaration is binding upon counties and municipalities and a county
order is binding upon a municipality. There is an obvious need for
coordination of action with other levels of government and private
agencies to ensure the availability of adequate resources to support
evacuation. Resources of higher levels of government will generally not
be available without an emergency declaration by that higher level of
government. For instance, increased state assistance for response and
recovery becomes available only following a state declaration.
F. Mutual Aid Agreements for Disaster Response or Emergencies
1. Mutual aid agreements and memoranda of understanding dealing with
emergency operations will be entered into as the need arises. The
primary agency for the type of agreement involved will develop,
coordinate and monitor their agreement. In most cases, mutual aid
agreements involving resources of Tampa departments will be approved
and signed by the Mayor and in her absence, City Council.
References
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2. Tampa is a signatory to the Statewide Mutual Aid Agreement for
Catastrophic Disaster Response and Recovery. This ties all signatories,
which includes most jurisdictions within the state, together in a compact
to facilitate rapid assistance to those, which are impacted by a major
disaster.
References
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VOLUME I: APPENDICES
Appendices

Appendix A: Primary and Support Responsibility Matrix
The City of Tampa’s Emergency Operations Plan assigns responsibilities to departments based upon major Emergency Support Functions assigned by
the Federal Emergency Management Agency. The following matrix depicts those departments with primary responsibility (P) and those with supporting
responsibility (S). These responsibilities are beyond those of a normal operational nature and would not preclude specific assignments.
EOC FUNCTIONS
RESPONSIBLE DEPARTMENT OR AGENCY (see below)
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
Policy Adoption S S S S P
Direction and Control S S P
EOC Activation & Support P S
FEMA/DOT Reimbursement S S S S P
Call Center P
Citizen Information Line P S S
Employee Disaster Assignments P S
ESF #1. Transportation S P
ESF #2. Communications S P
ESF #3. Public Works and
Engineering
S S P
ESF #4. Firefighting P S
ESF #5. Information & Planning P S
ESF #6. Mass Care S P S
ESF #7. Resource Support S S P
ESF #8. Health & Medical Services S P S
ESF #9. Search & Rescue P S
ESF #10. Hazardous Materials P S
ESF #11. Food & Water S
ESF #12. Energy P S
ESF #13. Military Support S S P
ESF #14. Public Information S S S P
ESF #15. Volunteer & Donations
Mgmt.
S S S P
ESF #16. Law Enforcement S P
ESF #17. Animal Protection S P
ESF #18. Business & Industry P S S
ESF #19. Damage Assessments S P S S
P=Primary Responsibility S=Secondary Responsibility
1. ARC/UW/SA-Non-profits
8. Code Enforcement
2. City Attorney's Office
9. Economic Development
3. City Clerk's Office
10. Emergency Management
4. City Council
11. Fire Rescue
5. Chief of Staff
12. Greater Tampa CERT
6. Clean City
13. Growth Management/Devel.
7. Community Affairs
14. Hillsborough County
15. Human Resources
16. Technology & Innovation
17. MacDill/National Guard
18. Mayor’s Office
19. Neighborhood/Community
20. Neighborhood Services
21. Parks & Recreation
22. Police
23. Public Affairs
24. Public Works & Utilities
25. Purchasing
26. Revenue and Finance
27. 911 Communications

APPENDIX B: EOC ACTIVATION PROCESS
The Tampa EOC Activation Plan is designed to staff the emergency operation center (EOC) as
dictated by the size and complexity of the event.
The nature and extent of the response to any given incident by the Office of Emergency
Management (OEM) will vary with the size and complexity of the incident. The functions
carried out at any level are basically the same and will follow the Incident Command System
(ICS) concept along with possible designation of Emergency Support Functions (ESF) in order
to easily align with the Federal Response Plan and the Tampa Emergency Operations Plan, as
drafted in 2006. The level of activity, the number, and skills of staff required to carry out those
activities will vary. Staff and ESFs operate in the EOC following procedures established in the
Standard Operating Guidelines (SOGs), as drafted in 2006.
Level 3
Level 2
Level 1
Monitoring phase.
Partial EOC activation.
Full EOC activation.
Notifications made to select OEM staff and
EOC Operations Group members as deemed
appropriate.
OEM staff and others, as required in the EOC.
The total EOC Operations Group is alerted.
The EOC is under extended hours of operation
(possibly 24 hours).
The total EOC Operations Group is in the EOC
at 24-hour operations.
Level 3 –
Level 2 –
Monitoring phase. Routine operations continue for City departments. Individual
departments handle smaller incidents. Other staff may be involved as advisors if
needed for specific expertise. Depending on the threat, OEM will engage in
conference calls with other local, state and/or federal agencies, provide frequent
public service announcements via the OEM website, disseminate Severe Weather
Bulletins, etc. City departments review plans, stockpile supplies and top off
vehicles, as needed.
Partial EOC activation. An incident is or could potentially grow beyond the
capability of the individual departments to handle. In this instance, the Emergency
Management Coordinator, along with select staff, are tasked to support the incident
from the City EOC. Revenue and Finance will secure a “Project Number” for all
disaster activities. Any one or a combination of the following individuals will make
the decision on whether an incident meets the criteria for Level 2:
• Mayor
• Chief of Staff
• Emergency Manager
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As a general rule, transition from Level 3 to Level 2 will automatically occur when:
• A city department has activated its command center
• Multiple city departments have deployed staff to the field
• Intelligence data indicates the potential for an emergency that is or may grow
beyond the capability of affected the departments
• At this phase, one or more persons may be initially tasked to the following
core functions:
− EOC Supervisor
− Operations
− Information, Situation Analysis, Planning
− Logistics
− Administrative
− Public Information
− Telecommunications
− Selected other agencies, as needed
• Staffing of these functions will continue until the EOC Supervisor determines
that the staffing level should be increased or decreased depending on the
status of the event and response efforts.
• Staff assigned to these positions will carry out the responsibilities outlined in
position checklists for all positions within that respective functional area.
Notification of the event and the alert actions are made to the following:
• Mayor
• Chief of Staff
• Executive Policy Group
• All potentially affected or responding agencies
• Hillsborough County Emergency Management
• Neighboring cities and counties
• Required federal agencies
The ESF 14-Public Information Officer (PIO) disseminates public information
regarding the City’s alert actions. The EOC representatives and/or other involved
agencies provide information to PIO.
If additional staff support is required, the EOC Supervisor will have the authority to
escalate to Level 1 EOC activation or any intermediate level of staffing that the
situation may dictate. The Emergency Call Center, to include the Citizen
Information Line, will be activated to handle calls related to the incident and will
provide information to public as required by any incident.
Level 1 -
Full EOC activation. An incident's size and complexity requires representation in
the EOC by all appropriate state and outside agencies and organizations to support
expanded operations. The number of staff and the agencies represented will vary by
2

incident. In this phase, the level of activity dictates that normal city department
personnel functions cease and all personnel respond in support of the incident,
performing functions in accordance with position checklists and previous EOC
training. As the event becomes more defined, some staff may be released after shift
staffing schedules are established.
Possible actions to be taken at this time include:
• The City EOC and other command posts are fully activated, with representation from
appropriate city agencies, along with necessary local, private and volunteer
organizations. Requests from city departments and neighboring local governments for
city assistance are prioritized and fulfilled commensurate with available resources.
• If requested, liaisons from the County EOC are dispatched to the field as the City
EOC or departmental command posts are activated.
• OEM continues to assess the emergency, oversee the City’s emergency actions, and
advise the Mayor and Executive Policy Group. In most cases, the Emergency
Manager in the EOC will orchestrate the actions of the City’s emergency
management team during an emergency.
• The Emergency Manager will advise the Mayor if a formal Declaration of Emergency
is recommended for the City.
• The Mayor, OEM, and/or emergency response personnel will continue to oversee and
assess the emergency response.
• Actions may include fly-over, ground visits, briefings by city agencies, etc.
• Continued notifications to local governments, neighboring cities, and county agencies
are made, informing them of city’s emergency actions and coordinating responses.
• The Mayor will utilize the public information team to handle all public information
activities (from the City EOC and other locations as desired).
• The Mayor's Office and Chief of Staff provides business and industry management,
and maintains contact with neighboring cities, counties, the City Council and citizens.
• The Emergency Call Center, to include the Citizen Information Line, will handle calls
related to the incident and will provide information to public as required by any
incident.
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I. INTRODUCTION
A. General
APPENDIX C: EOC ACTIVATION STAFFING
This annex to the Tampa Comprehensive Emergency Operations Plan
establishes a framework through which the City of Tampa may prevent or
mitigate the impacts of, prepare for, respond to, and recover from emergency
situations that could adversely affect the health, safety and general welfare of
City of Tampa residents and visitors. This annex will also detail specific
hazards affecting Tampa and our response from the level of Emergency
Operations Center (EOC) activation perspective.
B. Purpose and Scope
1. The purpose of this annex is to describe the unique response/recovery
procedures from hazardous events. All hazards will not be specifically
addressed in this annex. This document describes those phenomena of
high potential that could or have in the past, adversely affect the City of
Tampa.
2. The hazards addressed in this annex are:
a. Tropical Storm and Hurricane
b. Extreme Cold/Freeze
c. Thunderstorm/Lightening/Tornado
d. Drought
e. Hazardous Materials Spill
f. Wildfire
g. Airplane Crash
h. Special Event/Civil Disturbance
i. Terrorism
C. Assumptions
j. Public Health Emergency
1

1. The EOC will not be activated pre-event for most hazardous events,
except for tropical storms, hurricanes and special events.
2. The Hillsborough County EOC (HCEOC) may not activate when the City
EOC activates.
3. Tampa will usually receive advanced warning about the onset of
hazardous weather conditions; not necessarily the severity or impact
location.
II.
THE RESPONSE ORGANIZATION
A. General
1. Most responses to emergencies/disasters will be by on-duty forces. The
response to a disaster will be dependent on reports from the public and
governmental entities.
2. For major hazardous events, the response organization will be as described
in the Basic Plan portion of this plan, with the Office of Emergency
Management (OEM) as the Lead Agency for pre-event activities.
Depending upon the type of disaster, either Public Works & Utility
Services, Tampa Police Department (TPD), or Tampa Fire Rescue (TFR)
will serve as the Lead Agency for post-disaster activities.
B. Responsibilities
1. OEM:
a. Activate the EOC as required.
b. Be the Lead Agency responsible for this annex as well as all pre-event
hazardous activities.
c. Coordinate and share information with HCEOC during all phases of
City emergency response activities.
d. Disseminate warning and safety information to the entire city, or
sections of the city, by phone using a recorded Reverse 911 message
from a city official, such as the Mayor or Emergency Manager.
e. Monitor shelter openings.
f. Activate the Emergency Call Center and Citizen Information Line, as
needed.
2

g. Recommend the Mayor declare a Local State of Emergency, as the
situation warrants.
h. Recommend the Mayor issue a mandatory evacuation order for the
City, as the situation warrants.
2. Public Works & Utility Services will be Lead Agency for Recovery
Operations should a severe weather event occur.
a. Clean City, Parks and Recreation, Solid Waste, Stormwater, Water,
Wastewater, and Public Works will establish and staff Emergency
Response Centers (ERC) at three locations in the City for the purpose
of performing debris management operations.
b. Public Works, Transportation will initiate mitigation measures &
programs, close roads and barricade as necessary and assist with
evacuations, when warranted.
3. TPD will be Lead Agency for all Law Enforcement events such as special
events, civil disturbances and terrorism. TPD will maintain law and order
during disaster/emergency operations, execute city or county evacuation
orders and control traffic flow with traffic control points and measures
deemed necessary.
4. TFR will be Lead Agency for all hazardous material or fire events. TFR
will direct search and rescue operations in the City in the aftermath of a
disaster, extinguish large fires, control hazardous material spills, and
provide medical support to the City’s public shelters.
III.
CONCEPT OF OPERATIONS
A. General
When the EOC is activated, emergency support functions (ESFs) will be
organized and operate under the Incident Management System as outlined in
the Basic Plan. This section will address unique activities corresponding to a
particular hazardous event.
B. Tropical Storm/Hurricane
1. Because we are a coastal community, these storms have the greatest
potential for loss of life and catastrophic property losses. For that reason
the EOC may be activated to some level during the course of the
threatening weather. A time delineating schedule for departmental 24, 48,
and 72-hour preparedness activities has been developed for tropical
3

weather systems affecting the City of Tampa and should be maintained by
each city department.
2. Level Three, Monitoring Phase
a. Once a tropical system directly threatens Florida, OEM will engage in
a series of activities to include, conference calls with other local, state
and/or federal agencies, frequent public service announcements via the
OEM website, Severe Weather Bulletins to City employees, etc. This
phase lasts until approximately 72 hours before the closest point of
approach (CPA) of the system’s tropical storm force winds to Florida.
If the Tampa Bay Area is forecasted to be directly within range of
these winds, Level 2 activation may be implemented between the 72
and 60-hour point before the extrapolated CPA.
b. All governmental agencies should be reviewing their plans, stockpiling
supplies, topping off their vehicles, etc.
3. Level Two, Partial Activation
a. For a tropical system directly affecting Tampa Bay Area, this phase
will be a short-lived transitory period because full activation will occur
during completion of departmental 24, 48, and 72-hour preparedness
operations. Preparedness actions will be accelerated to establish
operations in the EOC.
b. ESFs 2, 3, 8, 5, 7, 12, 14 and 16 will be notified to report to the EOC
to initiate coordination activities with city and county. Other ESFs
may be placed on standby for recall.
c. OEM will coordinate with HCEOC to determine shelters within the
City. City ESFs 8, 14 and 16 will coordinate directly with County
ESFs 6, 14 and 16.
d. The Public Information Officer for Tampa Fire Rescue will activate
ESF 14 in the EOC.
e. ESF 12, Tampa Electric Company (TECO) will provide representation
to the EOC, assess Tampa electrical damage, serve as members of the
City’s Search and Rescue Teams, and provide personnel, equipment,
and vehicles to support damage assessment operations.
f. All governmental agencies will disperse their equipment out of harms
way, dispatch liaison to the EOC and complete departmental 24, 48,
and 72-hour preparedness operations.
4

g. Community Affairs will staff the Citizen Information Line in the EOC.
h. Revenue and Finance will secure a “Project Number” for all disaster
activities.
4. Level One, Full Activation
a. Between 48 and 36 hours before the CPA, evacuation decisions will be
made by the HCEOC. All of City of Tampa Government will be
operating from the EOC. This phase will continue through the threat
period into the beginning of Recovery operations, not going beyond
two weeks.
b. The Mayor, in consultation with the Executive Policy Group, will
decide on closing or limiting city business and/or services and
recommend cancellation of other public social events.
c. The Office of Revenue & Finance will compile all Disaster Recovery
Paperwork maintained by each city department, should Hillsborough
County receive a Presidential Disaster Declaration.
d. All governmental agencies will disperse their equipment out of harms
way, ensure ESF representatives are dispatched to the EOC and
complete departmental 24, 48, and 72-hour preparedness actions.
e. The Emergency Response Center (ERC) Commanders will establish
and staff their facilities, stage equipment at pre-determined locations
and dispatch liaisons and equipment to the TFR Divisions.
f. TFR will reorganize all stations into twelve divisions consisting of
Search and Rescue Teams made up of TPD, TECO and DPW
personnel and equipment. TFR Command will be located at Station
#1. All equipment will stage.
g. TPD Command operations and equipment will be reloacted
for the duration of the event. TPD Districts #1 and #2
will be staffed by uniformed officers and support personnel to perform
all law enforcement functions within the City. TPD will support
shelter operations and assist with evacuation activities, to include
managing re-entry operations for evacuated areas.
h. TPD and TFR 911 dispatchers will continue staff the Emergency Call
Center in the EOC.
i. ESF 3 agencies, specifically Public Works & Utility Services, will
assume the Lead Agency role for recovery operations.
5

j. ESF 19, Growth Management and Code Enforcement will assume the
lead for Damage Assessment.
C. Extreme Cold/Freeze
Extreme cold and freezes are relatively infrequent events in Tampa Bay area.
The main threats from these events are to lives/health of people with
insufficient shelter. This part of the plan is implemented when temperatures
are expected to drop below 40 degrees for at least two hours, factoring in the
wind chill. No EOC activation anticipated.
1. Level Three, Monitoring Phase
2. OEM will monitor weather conditions, coordinate with the county and
non-profit organizations on the opening of homeless shelters and assist in
disseminating the opening of shelter information to the media and other
agencies, as needed.
D. Thunderstorm/Lightning/Tornadoes
1. Severe thunderstorms, which have lightning and the potential for
tornadoes, are frequent here in the summer and fall months. The EOC is
not likely to be activated beyond a Level Three, unless a tornado F-1, or
greater, impacts somewhere in Tampa resulting in loss of life and/or
property. Then the EOC will be in post-disaster operations. The main
activity for OEM is to maintain contact with the County EOC and to
disseminate weather warnings/updates via communication systems
addressed in Basic Plan.
2. Level Three, Monitoring Phase
Emergency Management will monitor the storm system’s potential and
disseminate the information to those most affected via means identified in
the Basic Plan and the OEM website.
3. Level Two, Partial Activation
This level of activation would occur if the threat of storm with tornadoes
presented a direct threat to Tampa. Select ESFs would report to the EOC
for further instruction.
a. Minimum Staffing:
• Emergency Manager
6

• EOC Supervisor
• Operations Officer
• All Section Chiefs
• Agency representatives as appropriate
OEM will:
• Based on the impact of the storm, activate the Citizen Information
Line.
• Provide on-going situation reporting via the OEM website.
• Maintain contact with the Weather Service and disseminate
weather updates and other information to the media and public.
• Monitor shelter openings.
4. Level One, Full Activation
E. Drought
This level of activation would occur if a catastrophic tornado, F-3, or
greater, impacted lives and property within Tampa. Should this, occur, all
actions described in the Basic Plan will occur.
1. Drought has periodically been a significant hazard in the Tampa Bay area.
Specifically, the main threat for severe drought arises when the
Hillsborough River Reservoir becomes depleted and/or public wells dry
up. When this is the case, usually the well services are so far behind in
drilling new wells that governmental intervention in the form of lawn
watering restrictions and water usage recommendations are needed. An
associated hazard with drought is sinkholes. No EOC activation is
anticipated.
2. Level Three, Monitoring Phase
a. OEM will:
• Monitor activities related to the drought, participate in conference
calls with the County, and closely coordinate remedial activities,
water rationing information dissemination, with the public.
7

• Consider drafting a Local State of Emergency for Tampa to help a
particular community stay in their homes, versus needing to reside
in a shelter due to the lack of water and/or septic system operation.
b. The Water Department will provide private well water testing when
the situation warrants.
F. Hazardous Materials Spill
1. Hazardous materials are any substance or mixture of substances which are
toxic, corrosive, irritants, flammable or combustible, or generate pressure
through decomposition, heat or other means, if such substance or mixture
of substances may cause substantial personal injury or illness during or as
a result of handling or use.
The threat from hazardous materials exists in the form of fixed facilities
and from materials transported within or through the City. One of the
largest potential threat areas is the Port of Tampa, which stores and
handles large quantities of hazardous materials including anhydrous
ammonia, LNG, petroleum and industrial chemicals on a daily basis. The
Port ranks in the top fifteen nationally in terms of annual tonnage and is
the largest port in Florida. In addition, there are numerous fixed facilities
in the Tampa Bay Area that store and utilize significant amounts of a
variety of hazardous materials.
2. Level Three, Monitoring Phase
a. If the spill is small enough to be absorbed, neutralized or otherwise
controlled at the time of release by staff in the immediate area and
does not pose an adverse exposure hazard to anyone, then the spill will
be handled by TFR. Mutual aid may be provided by Hillsborough
County Fire Rescue.
3. Level Two, Partial Activation
a. If the Incident Commander determines that the release, fire, or
explosion could threaten human life or the environs outside of incident
site, the City EOC will activate to a Level 2. The EOC will ensure
continued support is provided to the Incident Commander and field
units for the duration of the event.
b. Minimum Staffing:
• Emergency Manager
• EOC Supervisor
8

• Operations Officer
• All Section Chiefs
• Agency representatives, as appropriate.
c. The Emergency Manager shall serve as the point of contact with
outside agencies.
4. Level One, Full Activation
a. If the spill is large enough that it poses an adverse exposure hazard or
cannot be absorbed, neutralized or controlled by TFR and mutual aid
from neighboring jurisdictions, the Emergency Manager will make a
recommendation to the Mayor for an immediate evacuation of the
area. For those areas that cannot be evacuated, the Emergency
Manager will recommend the issuance of a public advisory to shelter
in place until further notice.
b. ESFs 2, 4, 5, 7, 10, 14 and 16 will be notified to report to the EOC to
initiate coordination activities with city and county. Other ESFs may
be placed on standby for recall.
c. If evacuation or sheltering-in-place of any adjacent public facilities or
private residences is deemed necessary, this information will be
conveyed to ESF 16, which will take the necessary actions to alert and
assist the public.
d. OEM will coordinate with HCEOC to determine shelters within the
City.
e. ESF 14 will provide continuos information to the media. Prepared
hazardous materials press releases detailing common facts will be
utilized.
G. Wildfire, Forest or Brush Fire
1. During prolonged dry periods, fire hazard is increased in those areas of the
City having stands of trees, improved pasture and grasslands. The scenario,
especially in concert with below normal water supplies, could present a
substantial hazard to the community.
2. Level Three, Monitoring Phase
a. If TFR first responders and mutual aid from Hillsborough County Fire
Rescue can control the wildfire, the City will monitor all activities.
9

3. Level Two, Partial Activation
a. If the Incident Commander determines that the fire could threaten
human life or spread to environs, the City EOC will activate to a Level
2.
b. OEM will provide continued support to the Incident Commander and
field units for the duration of the event.
c. Minimum Staffing:
• Emergency Manager
• EOC Supervisor
• Operations Officer
• All Section Chiefs
• Agency representatives, as appropriate.
d. The Emergency Manager or Emergency Coordinator shall serve as the
point of contact with outside agencies.
4. Level One, Full Activation
a. If the fire is large enough that it poses a significant threat and cannot
be controlled by TFR and mutual aid from neighboring jurisdictions,
the Emergency Manager will make a recommendation to the Mayor
for an immediate evacuation of the area.
b. ESFs 2, 4, 5, 6, 7, 9, 14 and 16 will be notified to report to the EOC to
initiate coordination activities with city and county. Other ESFs may
be placed on standby for recall.
c. ESF 14 will provide continuos information to the media. Prepared
hazardous materials press releases detailing common facts will be
utilized.
H. Aircraft Crash
1. Tampa hosts two major airports (Tampa International and MacDill Air Force
Base). Tampa International Airport handles over 19 million passengers
and 172 million pounds of cargo per year (2005 data). The crash of a large
commercial or military aircraft resulting in mass casualties is a distinct
possibility in the Tampa Bay Area.
2. Mobilization to Hillsborough County EOC
10

a. The City EOC will automatically activate for airline incidents
involving mass casualties. All resource coordination and public
information activities will take place at the City EOC.
b. The Mayor and/or City Emergency Manager may report to the
HCEOC and serve as part of the Executive Policy Group.
c. The Emergency Management Coordinator will provide continuos
situation reports via the OEM website for the duration of the event.
I. Special Events/Civil Disturbances
1. The City of Tampa and surrounding areas hosts several professional sports
teams, parades and conventions periodically throughout the year. The City
hosts large-scale events such as the Super Bowl, Gasparilla, sports games
and musical events at a variety of venues. Locations such as Raymond
James Stadium, the St. Pete Times Forum, the Florida Aquarium are
potentially vulnerable because they are or will be, attended by tourists and
residents. Large public events lend themselves to being targets of terrorist
activity or civil disturbances. Civil disturbances occur with or without
warning and may adversely impact significant portions of the population.
2. Direction and Control
a. The Mayor, in consultation with the Special Event Executive Policy
Group, will decide on closing or limiting City business and/or services
and recommend cancellation of other public social events.
b. Special Event Executive Policy Group members include City
Administration, Police, Fire Rescue, Office of Special Event and Event
Sponsor representatives.
3. Level Two, Partial Activation
a. In most cases, OEM will report to the Special Event Situation Room
hosted by TPD for active monitoring. The EOC will staff to a Level 2
for events where more than 250,000 people are anticipated to
participate in the event, or as necessary.
b. Minimum Staffing:
• Emergency Manager
• EOC Supervisor
11

• Operations Officer
• Agency representatives as appropriate
c. ESF 16 is the Lead Agency for all events involving large events within
the City.
d. OEM is the agency responsible for coordination of non-law
enforcement resources and equipment within the City.
e. ESF 14 will develop a schedule for press conferences and news
releases.
4. Level One, Full Activation
J. Terrorism
The City EOC will activate to full staffing for high profile events taking
place within the City or when multiple events occur during the same
timeframe.
1. Terrorist incidents involving chemical, biological, radiological, nuclear or
explosive materials (CBRNE) and cyber terrorism are considered to be
manmade disasters. Incidents that are believed to be a terrorist act will be
treated as both a crime scene and as a hazardous materials incident with
additional complicating factors, until additional information indicates
otherwise.
Regardless of the mechanism or motive behind the incident, the City’s
intent will be focused on actions to reduce the impact of the event
efficiently and safely. All responders will follow the safety guidelines
established by their agencies and/or at the scene of the incident by the
incident commander.
2. Assumptions
a. Public safety agencies of City of Tampa will be the “first responders”
to the scene of a terrorist incident or the locations in the city where the
impacts of the event are experienced.
b. A terrorist incident may be made readily apparent to the responding
organizations by the characteristics of the impacts or a declaration on
the part of the perpetrators, or may be very difficult to initially detect
and identify because of uncertainty as to the cause or extent of the
situation.
12

c. The resources and/or expertise of local agencies in the City of Tampa
could quickly be depleted by a response to a major terrorist incident
and its consequences. Extensive use of county, regional, state, and
federal assets and intrastate mutual aid agreements must therefore be
anticipated.
d. Specialized resources, as well as those normally utilized in disaster
situations, will be needed to support the response to a terrorist
incident. Such resources may not be located in Tampa, the FDLE
Region or in the State of Florida.
e. There will be very extensive media interest in a terrorist event and
media management operations will require resources beyond those
needed for other types of emergency management operations.
3. During the first response to a known or suspected terrorist event, the
following points are the main objectives for Tampa’s operations:
a. Protect the lives and safety of the citizens and first responders;
b. Ensure notifications to hospitals to assess their readiness;
c. Isolate, contain, and/or limit the spread of any released nuclear,
biological, chemical, incendiary, or explosive devices, or the
continuing spread of cyber-terrorist agents;
d. Identify the type of agent/devices used;
e. Identify and establish control zones for the suspected agent used;
f. Ensure emergency responders properly follow protocol and have
appropriate protective gear;
g. Identify the most appropriate decontamination and/or treatment for
victims;
h. Establish victim services;
i. Notify emergency personnel, including medical facilities, of dangers
and anticipated casualties and proper measures to be followed;
j. Notify appropriate County, State and Federal agencies;
k. Provide accurate and timely public information;
l. Preserve as much evidence as possible to aid in the investigation
process;
13

m. Protect critical infrastructure;
n. Manage fatalities and the protection of remains;
o. Protect property and environment;
4. Level Two, Partial Activation
a. The City EOC will not be activated pre-event for most Homeland
Security Advisory color changes without any specific threat
information for the City of Tampa and/or surrounding areas.
However, when deemed a terrorist event, the City EOC will conduct a
limited activation with limited ESF staffing. The primary objective
will be to secure resources through the Tampa EOC, County EOC,
Regional Domestic Security Task Force, State of Florida and the
Federal Government.
b. The Mayor, in consultation with the Executive Policy Group, will
decide on closing or limiting City business and/or services and
recommend cancellation of other public social events.
K. Public Health Emergency
1. The United States and all political subdivisions are subject to an incursion
of various infectious diseases. Such outbreaks could be widespread and
involve more than one city, requiring close coordination with health
officials at local, state, and federal levels. The Department of Health is the
Lead Agency for all public health related outbreaks. Receipt &
distribution of Strategic National Stockpile will be in concert with current
Department of Health policies. Health policies will be coordinated with
the City EOC.
2. Level One: Full Activation
a. The City EOC will automatically activate for public health events that
could potentially involve mass casualties. All resource coordination
and public information activities for the City will take place at the City
EOC.
b. The City Emergency Manager and/or Mayor will report to the HCEOC
and serve as part of the Executive Policy Group.
c. The Emergency Management Coordinator will ensure continuous
situation reports are posted to the OEM website for the duration of the
event.
14

IV.
REIMBURSEMENT/FINANCE
As stipulated in the Basic Plan.
V. TRAINING & EXERCISES
A. General
Training to support hazardous weather operations is on-going and recurring.
The State Division of Emergency Management (DEM) and Federal
Emergency Management Agency (FEMA) provide a variety of training
courses, as well as Independent Study Courses, at no expense to the
individual. OEM can develop a tailored training program for any agency
desiring the service.
B. Training Program Development & Implementation
Each ESF should acquire the appropriate training, as suggested by OEM.
Other/new training offerings will be disseminated via OEM to all
departments.
C. Training Exercise
The City of Tampa conducts an annual Communications Drill and Mass
Casualty exercise. Departments are strongly encouraged to conduct their own
tabletop exercises, especially when procedures and/or equipment change.
Tampa also participates in the annual County Mass Casualty and Statewide
Hurricane Exercise conducted in the spring timeframe.
15

DECISION MATRIX
DECISION
Office of Mayor/SP-EPG
Hillsborough County
Office of Emergency
Management
Revenue & Finance
Public Works & Utility
Services
Declare Local State of Emergency for City
Issue Local State of Emergency for County
Issue Project Number for Disaster Ops
Activate City Emergency Operations Center
Order General Evacuation for City
Close Schools
Close/Cease Public Event Activities
Close Routine Governmental Services
Release Government Employees to Prepare
Activate Emergency Call Center
Allow Re-entry
Cease Emergency Operations
Initiate Disaster Recovery
Return to Normal Governmental Services
Deploy Mutual Aid
Receive Mutual Aid
Tampa Fire Rescue
Tampa Police
Department
16

APPENDIX D: Sample Declaration of State of Emergency
CITY OF TAMPA
PAM IORIO MAYOR
EXECUTIVE OFFICES
EXECUTIVE ORDER NO. 92-_______________
DECLARING A STATE OF LOCAL EMERGENCY AND
PROVIDING FOR CERTAIN RESTRICTIONS WITHIN THE
CITY OF TAMPA.
_____________________________________________________
WHEREAS, Florida Statute Section 870.042 provides that a municipality may, by
ordinance, designate a city official to be empowered with authority to declare a state of
emergency within the municipality, and
WHEREAS, City of Tampa Code Section 2-401 grants the mayor of the City of Tampa
the authority to declare a state of local emergency by executive order, and
WHEREAS, conditions and events within the city require the immediate declaration of
state of local emergency in order for City officials to more rapidly restore order for the safety
and benefit of all citizens of Tampa.
NOW, THEREFORE, by virtue of the authority vested in me by Tampa Code Section
2.401, and the laws of the State of Florida, I hereby declare a state of local emergency within the
city limits of Tampa effective immediately. This declaration is necessitated by
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
which threatens the safety and property of citizens of the city and which constitutes a clear and
present danger of general public disorder.
Section 1. Concurrent with this declaration, the following restrictions authorized by Tampa
Code Section 2-403 are hereby imposed for the duration of the state of emergency:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
1

Appendix E: Organization Diagrams
Pam Iorio, MAYOR
Darrell Smith, Chief of Staff
Dennis Jones, Fire Chief/Emergency Manager
Steve Hogue, Police Chief
Santiago Corrada, Neighborhood Services
Steve Daignult, Public Works & Utility
Services
Cynthia Miller, Growth Management &
Development
Mark Huey, Economic & Urban Development
Liana Lopez, Public Affairs
Bonnie Wise, Revenue & Finance
David Smith, City Attorney
Executive Policy
Group
EOC Director
(Emergency Manager)
EOC Supervisor
(Emergency Coordinator)
−
−
−
EOC Core Staff
Public Information Officer
Comm/Warning Officer
− Operations Officer
Tech./Innovation Team
Operations Section
Planning & Information
Management Section
Finance/Administration
Section
Logistics Section
Liaison Section
ESF #3-Public Works
Citizen Information
Accounting & Budget
ESF #1-Transportation
ESF #13-Military
ESF #4-Firefighting
EM Call Center
HR Personnel / Staffing
ESF #2-Communicatio
Community Groups
ESF #8-Health & Med
ESF #9-Search & Res
ESF #5-Info. Mgmt
ESF #18-Bus & Ind
Compensate/Reimburse
Internal Audit
ESF #6-Mass Care
ESF #11-Food & Water
Service Branch
ESF #10-HazMat
ESF #19-Dam Assess
ESF #15-Volun & Dona
ESF #16-Law Enf
ESF #17-Animal Svcs
ESF #7-Resource Supp
ESF #12-Energy
Support Branch

APPENDIX F:
FEMA ACCOUNTING FORMS

FEDERAL EMERGENCY MANAGEMENT AGENCY
CONTRACT WORK SUMMARY RECORD Page of
1. APPLICANT 2. PA ID 3. PW # 4. DISASTER NUMBER
5. LOCATION/SITE 6. CATEGORY 7. PERIOD COVERING
to
8. DESCRIPTION OF WORK PERFORMED
DATES WORKED
CONTRACTOR
BILLING/INVOICE
NUMBER
AMOUNT
COMMENTS—SCOPE
to $
to $
to $
to $
to $
to $
to $
to $
to $
to $
GRAND TOTAL $
I CERTIFY THAT THE ABOVE INFORMATION WAS OBTAINED FROM PAYROLL RECORDS, INVOICES, OR OTHER DOCUMENTS THAT ARE AVAILABLE FOR AUDIT.
CERTIFIED TITLE DATE
FEMA Form 90-126, NOV 98

FEDERAL EMERGENCY MANAGEMENT AGENCY
FORCE ACCOUNT LABOR SUMMARY RECORD Page
of
1. APPLICANT 2. PA ID 3. PW # 4. DISASTER NUMBER
5. LOCATION/SITE 6. CATEGORY 7. PERIOD COVERING
to
8. DESCRIPTION OF WORK PERFORMED
NAME
DATES AND HOURS WORKED EACH WEEK
COSTS
JOB TITLE
DATE
TOTAL
HOURS
HOURLY
RATE
BENEFIT
RATE/HR
TOTAL
HOURLY
TOTAL
COSTS
NAME
REG. $
/
$ $
JOB TITLE
O.T. $ / hr $ $
NAME
REG. $
/
$ $
JOB TITLE-
O.T. $ / hr $ $
NAME
REG. $
/
$ $
JOB TITLE
O.T. $ / hr $ $
NAME
REG. $
/
$ $
JOB TITLE
O.T. $ / hr $ $
NAME
REG. $
/
$ $
JOB TITLE
O.T. $ / hr $ $
Total Cost for Force Account Labor Regular Time $
Total Cost for Force Account Labor Overtime $
I CERTIFY THAT THE ABOVE INFORMATION WAS OBTAINED FROM PAYROLL RECORDS, INVOICES, OR OTHER DOCUMENTS THAT ARE AVAILABLE FOR AUDIT.
CERTIFIED TITLE DATE
FEMA Form 90-123, NOV 98

FEDERAL EMERGENCY MANAGEMENT AGENCY
FORCE ACCOUNT EQUIPMENT SUMMARY RECORD Page of
1. APPLICANT 2. PA ID 3. PW # 4. DISASTER NUMBER
5. LOCATION/SITE 6. CATEGORY 7. PERIOD COVERING
to
8. DESCRIPTION OF WORK PERFORMED
TYPE OF EQUIPMENT DATES AND HOURS USED EACH DAY COSTS
INDICATE SIZE, CAPACITY, HORSEPOWER,
MAKE AND MODEL AS APPROPRIATE
EQUIPMENT
CODE
NUMBER
OPERATOR'S
NAME
DATE
TOTAL
HOURS
EQUIPMENT
RATE
TOTAL
COST
HOURS $ $
HOURS $ $
HOURS $ $
HOURS $ $
HOURS $ $
HOURS $ $
HOURS $ $
GRAND TOTALS $
I CERTIFY THAT THE ABOVE INFORMATION WAS OBTAINED FROM PAYROLL RECORDS, INVOICES, OR OTHER DOCUMENTS THAT ARE AVAILABLE FOR AUDIT.
CERTIFIED TITLE DATE
FEMA Form 90-127, NOV 98

FLORIDA DIVISION OF EMERGENCY MANAGEMENT
MATERIALS SUMMARY RECORD
Page _____ of _____
APPLICANT PA ID PROJECT DISASTER NUMBER
LOCATION/SITE CATEGORY PERIOD COVERING
DESCRIPTION OF WORK PERFORMED
From: To:
VENDOR
DESCRIPTION
(Need to only enter total price for misc. eligible
purchases on one invoice)
(CHECK ONE)
INVOICE STOCK
DATE
ORDERED
DATE USED
QUANT
UNIT PRICE
TOTAL PRICE
$
$
$
$
$
$
$
$
$
$
GRAND TOTAL:
I CERTIFY THAT THE ABOVE INFORMATION WAS OBTAINED FROM PAYROLL RECORDS, INVOICES, OR OTHER DOCUMENTS THAT ARE AVAILABLE FOR AUDIT.
CERTIFIED TITLE DATE

FEDERAL EMERGENCY MANAGEMENT AGENCY
RENTED EQUIPMENT SUMMARY RECORD Page of
1. APPLICANT 2. PA ID 3. PW # 4. DISASTER NUMBER
5. LOCATION/SITE 6. CATEGORY 7. PERIOD COVERING
to
8. DESCRIPTION OF WORK PERFORMED
TYPE OF EQUIPMENT
Indicate size, capacity, horsepower,
make and model as appropriate
DATES AND
HOURS USED
RATE PER HOUR
W/OPR
W/OUT
OPR
TOTAL COST
VENDOR
INVOICE
NO.
DATE AND
AMOUNT PAID
CHECK NO.
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
GRAND TOTAL
I CERTIFY THAT THE ABOVE INFORMATION WAS OBTAINED FROM PAYROLL RECORDS, INVOICES, OR OTHER DOCUMENTS THAT ARE AVAILABLE FOR AUDIT.
CERTIFIED TITLE DATE
FEMA Form 90-125, NOV 98

Appendix G: Crisis Communication Plan
Purpose: To establish a communications response to imminent disaster or emergency.
EPG – Executive Policy Group
EOC – Emergency Operations Center
1. Crisis reported to potentially affect Tampa - Release Preparedness
information to the Media (sandbags, shelters, etc.) - All news media inquiries
should be directed to Public Affairs Director to ensure accuracy of
information and messaging.
The Public Affairs Director: Serves on the
Executive Policy Group and leads the
communication efforts of the city as
directed by the mayor. This position is
responsible for approving official
statements, news releases, media relations
and news conferences as well as any other
directive provided by the mayor.
Public Information Officers/Public Relations
Coordinators: At this time, the
responsibilities of these positions are directed
by their department directors. Prior to any
direct communication with media please
contact the Public Affairs Director.
2. Crisis is reported to actually affect Tampa - In the event the crisis is deemed to
occur within the boundaries of Tampa the following actions must be taken:
Issue updated news
release with
evacuation and any
other pertinent
information.
Report city closures
via media outlets to
keep both citizens
and employees
informed.
Turn on TampaGov
Emergency site and
activate the emergency
banner on CTTV. Prepare
to move operations to EOC.
Establish the mayor
as the spokesperson
for the city of Tampa.
3. Crisis is imminent and/or occurring in Tampa – In the event the crisis is impending or
actually happening in Tampa the following actions must be taken:
The Public Affairs Director, as a
member of the EPG, determines
with the mayor when news
briefings and additional actions
are appropriate.
The Public Affairs Director will
maintain close contact with the
Mayor and EPG in order to
direct the PIO function for the
EOC.
PIO function will issue updated
news release hourly (if possible)
from EOC based on reports,
direction and approval from
EPG.
Page 1 of 2
7_2007 AA

4. Immediately after crisis the EPG will assess the situation and determine what
recovery processes will be put into place. The following actions must be taken:
The Public Affairs Director, as a member of
the EPG, will relay the approved messaging to
the PIO position in the EOC.
PIOs will begin to prepare for the recovery
phase which will eventually include
assuming the role of their department’s
PIO.
5. Recovery processes have been deployed. The following actions must be
taken:
Only after receiving authorization from the
mayor, PIOs or designees will speak on
behalf of their department at the direction of
their respective department director.
Page 2 of 2 7_2007

Appendix I: Shelters in Hillsborough County
City of Tampa in Red
Public Shelters Opening for Lower Intensity Storms
The shelters listed below and annotated with a * will open for storms at the lower end of the
intensity scale.
Shelter # Name Address
5* Middleton HS 4801 N. 22 nd St
6* Simmons Center 1202 Grant St, Plant City
8*@ Sickles HS 7950 Gunn Hwy
9* Shields MS 3908 19 th Ave NE, Ruskin
11* Pizzo ES 11701 Bull Run Dr
15* Doby ES 6720 Covington Garden Dr, Apollo Beach
17* Turkey Creek MS 5005 S. Turkey Creek Rd, Plant City
19* Hammond ES 8008 N. Mobley Rd, Odessa
23& Deer Park ES 11605 Citrus Park Dr
24* Sessums ES 11525 Ramble Creek Dr, Riverview
37*@ Burnett MS 1010 N. Kingsway Rd, Seffner
39* Valrico ES 609 S. Miller Rd, Valrico
& Shelters with this designation will not open for Category 5 hurricanes
@ Shelters with this designation are county staffed Pet Friendly shelters
Additional Public Shelters Opening for Higher Intensity Storms
The shelters listed below, in addition to those shelters above that are annotated with the *
symbol, will open for higher intensity storms threatening Hillsborough County.
3 McKitrick ES 5503 Lutz Lake Fern Rd, Lutz
4 Chiles ES 16541 W. Tampa Palms Blvd
7 Cimino ES 4329 Culbreath Rd, Valrico
10 Symmes ES 6280 Watson Rd, Riverview
12 Marshall MS 18 S. Maryland Ave, Plant City
14 Tomlin MS 501 N. Woodrow Wilson St, Plant City
16 Oak Park ES 2716 N. 46 th St
18 Lake Magdalene ES 2002 Pine Lake Dr
20 Nelson ES 5413 Durant Rd, Dover
21 Schmidt ES 1250 Williams Rd, Brandon
22 Adams MS 10201 N. Boulevard
25 Walker MS 8282 N. Mobley Rd, Odessa
26 Jennings MS 8799 Williams Rd, Seffner
27 Benito MS 10101 Cross Creek Blvd
28 Mulrennan MS 4215 Durant Rd, Valrico
29 Newsome HS 16550 Fish Hawk Blvd, Lithia
30# Spoto HS 8538 Eagle Palm Dr, Riverview
31 Bartels MS 9020 Imperial Oak Blvd
32 Sheehy ES 6402 N. 40 th St
33 Collins ES 12424 Summerfield Blvd, Riverview

34 Summerfield Crossings ES 11050 Fairway Meadows Dr, Riverview
35 Brandon HS 1101 Victoria St, Brandon
38 Cork ES 3501 N. Cork Rd, Plant City
40 Forest Hills ES 10112 N. Ola Ave
41 Robinson ES 4801 S. Turkey Creek Rd, Plant City
43 Bevis ES 5720 Osprey Ridge Blvd, Lithia
44& Lennard HS 2002 Shell Point Rd, Ruskin
45 Pride ES 18271 Kinnan St
47 Wilson ES 702 English St, Plant City
48 Greco MS 6925 E. Fowler Ave, Temple Terrace
50# Bryant ES 13910 Nine Eagles Rd
53 Fish Hawk Creek ES 16815 Dorman Rd, Lithia
54 Corr ES 13020 Kings Lake Dr, Gibsonton
55# Giunta MS 4202 S. Falkenburg Rd, Riverview
56 Knights ES 4815 N. Keene Rd, Plant City
57 Martinez MS 5601 Lutz Lake Fern Rd, Lutz
58 Tampa Bay Boulevard ES 3111 Tampa Bay Blvd.
61 Plant City HS 1 Raider Pl, Plant City
62 Turner ES 9190 Imperial Oak Blvd
# Shelters with this designation will not open for Category 4 or 5 hurricanes.
& Shelter with this designation will not open for Category 5 hurricanes

APPENDIX J: SPECIAL NEEDS REGISTRATION FORM
Hillsborough County Health Department Shelter Evaluation Form
Failure to complete the entire form WILL delay your evaluation!
Last Name: _________________________ First Name:________________________ SSN: _________________
Sex: Male Female Weight: _____________ Date of Birth: ________________Phone: _________
Street Address: ____________________________________________ Lot/Apt #:_________________________
City:________________________ Zip Code: ____________ Do you live in a mobile home? Yes No
Apartment Complex or Mobile Home Park Name (If applicable) _______________________________________
Mailing Address (if different): __________________________________________________________________
Local Emergency Contact Name: ________________________________Phone #: ________________________
Name of a relative/neighbor/manager that can check your residence after a storm:
Name: ________________________________________________Phone #: _____________________________
Who will be coming to the shelter with you? ____________________________Phone #: ___________________
Doctor’s Name: _________________________________________________ Phone #: _____________________
Why do you need to come to the shelter?____________________________________________________________
_____________________________________________________________________________________________
Are you now under the care of HOSPICE? Yes No
NOTE: HOSPICE patients do NOT need to complete this form. They should contact their HOSPICE caregiver to arrange
for special needs shelter and/or transportation.
Do you need a ride to the shelter? Yes No
Can you get out of bed by yourself? Yes No
Do you normally use a wheelchair? Yes No
Do you normally use a walker? Yes No
Do you regularly use medical equipment? Yes No If Yes, what: ________________________
Do you require Oxygen? Yes No If Yes, Oxygen Provider: ______________
Do you require Dialysis? Yes No If Yes, Dialysis Provider: ______________
Are you on a Ventilator? Yes No
Do you have a guide dog or service animal? Yes No If Yes, What Kind? __________________
Do you have Pets that need to be evacuated? Yes No If Yes, Number/Type: __________________
NOTE: All pet dogs, cats and ferrets must have proof of a current rabies vaccination, be in a sturdy carrier/cage and have enough
food for 7 days. If pets require medications, bring enough to last at least 7 days.
Who helped you complete this form? _____________________________________________________________
***Please allow 2-3 weeks for processing and shelter assignment notification.***
I understand the limitation on the services and level of care available at a Special Needs Shelter. I grant permission to medical
providers, transportation agencies, and others as necessary, to provide care and disclose any information necessary to respond to
my needs. I understand that registration does not guarantee assignment to the special needs shelter. All assignments will be
made on the basis of medical need. I understand that, if I am assigned to a special need shelter, I may be limited to one
person to accompany me to the shelter. This registration is voluntary and I hereby request registration in the Special Needs
Program.
_________________________________________________
_________________
Signature of Patient / Guardian
Date Signed
For Office Use Only (Check all that apply):
Special Needs Shelter: __________ Red Cross Shelter: __________ Hospital: _________ Shriners: __________ Dialysis: __________ FAHA__________ Aging Services__________
T
Return form to: Hillsborough County Health Department PO Box 5135 Tampa, Fl 33675-5135
Or FAX to (813) 276-8689. For more information call (813) 307-8015 Ext. 6006.
HCHD Shelter Evaluation Form 8/9/06

CITY OF TAMPA
Pam Iorio, Mayor
Tampa Fire Rescue
Dennis Jones, Fire Chief
APPENDIX K: MRE Distribution Strategy
A. PURPOSE
The purpose of this plan is to establish a method of retrieving and distributing meals ready to
eat (MREs) to emergency personnel within the City of Tampa. The meals were purchased to
supplement the hot meals provided by vendors at each pre-identified staging location for
emergency workers. The workers will be provided a hot breakfast prior to going out into the
field, and a hot dinner when they return from working offsite at sun down. Each worker will
be given one MRE for lunch, along with one gallon of water, thereby negating the need to
return to the facility for lunch.
Food Schedule for Field Emergency Workers
Breakfast
Lunch
Dinner
Hot Meal at Sunrise (6:00 AM until 8:30 AM)
1 MRE and 1 Gallon of Water
Hot Meal at Sunset (7:00 PM until 10:00 PM)
B. CONCEPT OF OPERATIONS
1. The MREs ordered for the City are located at the Tampa Fire Rescue (TFR), Supply
Division. The MREs will be distributed among the locations staging emergency response
personnel.
2. There are approximately 4,000 + MREs stored in cases at the Supply Division, 12
meals per case. When a potential threat to the City has been identified or a disaster is
imminent and may require the use of MREs, the Office of Emergency Management
(OEM) will alert the Supply Division to separate the pallets and cases to issue the
appropriate number of meals to the specific locations.
3. Each facility commander must appoint a Meal Coordinator who will obtain, inventory
and distribute the MREs for his or her facility. The facility commanders must contact the
Emergency Management Coordinator directly to provide the name of the Meal
Coordinator and how many MREs they are requesting. The Meal Coordinator will report
to the TFR Supply Division to receive the allotment of MREs to cover three days worth
808 East Zack Street • Tampa, Florida 33602 • (813) 274-7011 • FAX: (813) 274-7026

of meals. The Meal Coordinator will print and sign a TFR Supply Issue form
acknowledging receipt of the meals. The issue forms will be filled out by TFR Supply
Division personnel and signed and printed by both of them and the person who is picking
up the MREs. Meal Coordinators at each facility will need to take a daily count of MRE
consumption so resource shortfalls can be predicted.
4. Due to the limited supply, additional requests for MREs will not be authorized without
express permission from the Emergency Management Coordinator or their designee.
C. RESPONSIBILITIES
1. Office of Emergency Management
OEM will notify all Emergency Response Center (ERC), TFR, and Tampa Police
Department (TPD) commanders that MREs are ready to be picked up from the Supply
Division. The notification will be distributed via Reverse 911 to cell phones and pagers.
The Emergency Management Coordinator will provide the Facility/Incident Commander
with a time interval to obtain MREs from the Supply Division. There must be time
between assigned pick up times.
2. ERC, TFR, and TPD Commanders
Ensure that OEM has cell phone and pager contact information for each ERC, TFR and
TPD Commander. Upon receiving notification, all commanders should call the
Emergency Management Coordinator and provide/confirm the name and title of the Meal
Coordinator that has been appointed for his or her facility. When the Meal Coordinator
arrives at facility, he or she should take an inventory of the amount of cases and meals
obtained and, sign and date the Supply Issue Form acknowledging receipt of the meals.
Meal Coordinators must account for each MRE distributed and eaten each day. Left over
MREs must be returned to the Supply Division after the disaster/event.
2

FIGURE 3. Structure for NRP coordination
NIMS Framework
The structure for NRP coordination is based on the NIMS construct:
ICS/Unified Command on-scene supported by an Area Command (if needed),
multiagency coordination centers, and multiagency coordination entities.
Field Level Regional Level National Level
Multiagency Coordination Entity
■
Strategic coordination
■
Prioritization between incidents and
associated resource allocation
■
Focal point for issue resolution
EOCs/Multiagency
Coordination Centers
■
Support and coordination
■
Identifying resource shortages
and issues
■
Gathering and providing information
■
Implementing multiagency
coordination entity decisions
Incident Command
■
Directing on-scene
emergency management
Incident
Command Post
Area
Command
Incident
Command Post
Local Emergency
Ops Center
Incident
Command Post
State Emergency
Ops Center
JFO Coordination
Group
Joint Field
Office
The focal point for coordination of Federal
support is the Joint Field Office. As appropriate,
the JFO maintains connectivity with
Federal elements in the ICP in support of
State, local, and tribal efforts.
An Area Command is established when
the complexity of the incident and
incident management span-of-control
considerations so dictate.
Regional
Response
Coordination
Center
Interagency
Incident
Management
Group
Homeland
Security
Operations
Center
The role of regional
coordinating structures
varies depending on the
situation. Many incidents
may be coordinated by
regional structures using
regional assets. Larger,
more complex incidents may
require direct coordination
between the JFO and
national level, with regional
components continuing to
play a supporting role.
Command Structures Coordination Structures
December 2004 National Response Plan | 19