City of Lockport Illinois
EMERGENCY OPERATIONS PLAN
PREFACE
This document contains privileged information and is therefore declared to be a
“RESTRICTED DOCUMENT”
CITY OF LOCKPORT EMERGENCY OPERATIONS PLAN CERTIFICATION
The attached Emergency Operations Plan meets the requirements of the Will County
Emergency Management Agency, and is in conformance with Title 29, Chapter 1, Part 301
of the Illinois Administrative Rules, regulating local emergency plans.
This plan is hereby approved this _____ day of ___________, 20____.
____________________
Harold Damron, Jr., Director
Will County Emergency Management Agency
This plan is hereby approved this _____ day of ___________, 20____.
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FOREWARD
Preparation for major emergencies and disasters requires contingency planning not only on
the part of the Principal Executive Officer and Emergency Management Coordinator, but by
all departments and agencies of local government. The major situations that this plan
emphasizes are those which require local government coordination and direction form all
community departments, and may require assistance and support from county, state and
federal agencies. It is the need for coordinated emergency operations that distinguished
major emergencies and disasters from the emergencies that police and fire forces or
hospitals and doctors deal with every day. Planning is particularly important to emergency
operations since the margin for indecision is so small. How a community reacts in the time
span before a disaster strikes, to a few hours after, will substantially influence the impact
of the disaster on the local area. In major emergency situations, local government cannot
wait – even for a few hours – for state assistance or direction. A community must be
prepared to immediately mobilize and coordinate the operations of available local forces in
order to minimize the loss of life and property. For this reason a major responsibility for
emergency and disaster preparedness must be assumed by local agencies.
The Illinois Emergency Management Act (20 ILCS 3005/11) indicates that the effect of the
declaration of local emergency or disaster is to activate the emergency operations plan of
the political subdivision. As such, this plan is written to include activities that will occur
within the City of Lockport following the activation of this plan. Preparedness activities,
taken prior to the onset of an emergency or disaster, are not addressed in this plan.
Multi-Jurisdictional Emergency Operations Plan
The municipalities listed in this plan have agreed to combine their planning efforts and
create one regional EOP. As disasters know no boundaries it is only wise that our plans
reflect our response capabilities. This Emergency Operations Plan does not remove the
authority from the Chief Elected Official, however aids in the ability of surrounding
communities to assist one another during major disasters. The City of Lockport has
adopted it’s own Emergency Operations Plan in the event of a large scale disaster or
situation involving multiple towns and multi-jurisdictional assistance is limited or non
existant.
Comprehensive Emergency Management Plan
In the past, individual emergency or disaster plans were written to manage and coordinate the
effects of individual disaster situations. However, almost any disaster, no matter what its
cause, necessitates emergency actions which are common. This plan focuses on developing a
comprehensive emergency management system capable of operating in any type of major
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emergency or disaster situation, whether natural, civil, man-made, or technological. The
Comprehensive Emergency Management Plan for the City of Lockport is broken into three major
components. Each of these parts is described below:
Hazards Analysis
The hazard and vulnerability analysis is a detailed study of the types of disaster agents that
might occur in Lockport and its surrounding areas. It is a study that looks at the likelihood a
disaster will occur, using susceptibility and vulnerability as key components. Following the
identification of the hazards, an attempt is made to determine to what degree Lockport and the
surrounding area are vulnerable to the hazard and what effects that community might suffer in
the event of an occurrence. In addition to the Hazards Analysis which encompasses all hazards,
there are additional assessments which provide greater detail in the following:
§ Terrorism Hazard Assessment
§ Chemical Hazard Assessment
§ Critical Infrastructure Assessment
A Hazards Analysis was originally completed for Will County in 1973, which included Lockport.
Since that time, it has undergone several revisions. A current Will County Hazard Analysis is
maintained in the Will County Emergency Operations Center under a separate cover.
Hazard Mitigation Plan
The Will County All Hazard Mitigation Plan is designed to meet the requirements of the Federal
Disaster Mitigation Act of 2000 (PL 106-390) and provide a useful document to reduce the
impact of hazards County-wide. The plan was adopted in July 2006, and the current version as
approved by FEMA was revised in July 2008. Although the Disaster Mitigation Act of
2000(DMA2K) requires local governments to only address natural hazards, the Will County
Emergency Management Agency thought it was imperative to address all hazards, including
technological and societal (including terrorism) hazards. The County-wide All Hazard Mitigation
Plan provides a first step towards identifying strategies and actions to prepare the community
for natural, technological, and societal hazards. Emergency Management agencies at all levels
of government in Will County realize the inter-dependencies of mitigation with response,
recovery, and preparedness functions. This plan identifies select response, recovery, and
preparedness actions and identifies agencies responsible for these actions.
Emergency Operations Plan
The City of Lockport Emergency Operations Plan (EOP) consists of the components listed in the
Table of Contents on the following pages. The paragraphs below describe the various
components within the EOP structure in general terms:
§
The Basic Plan describes the structure and process that form the cities approach to all
hazards incident management, designed to integrate the efforts and resources of
Federal, State, local, private-sector, and non-governmental organizations. The basic
plan includes an overview of the planning environment, assumptions, roles and
responsibilities, concept of operations, incident management actions, and plain
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maintenance provisions.
§
The Appendices provide other relevant, more detailed supporting information for
provisions of the base plan, including terms, definitions, acronyms, authorities, and a
reference to required information contained in the plan as specified by the Illinois
Emergency Management Agency (IEMA).
§
The Emergency Support Function (ESF) Annexes detail the missions, policies,
structures, and responsibilities of city departments or other entities tasked by the city in
providing specific functional support as part of the overall incident response.
§
The Support Annexes provide guidance and describe the functional processes and
administrative requirements necessary to ensure efficient and effective implementation
of EOP incident management objectives.
§
The Incident-Specific Annexes provide hazard-specific incident management and
emergency response information for a specified hazard. Generally, the severity or
likelihood of occurrence of a particular hazard may warrant specific additional planning
and preparedness. The risk associated with particular hazards is derived from the Will
County Hazards Analysis. Current hazards addressed include nuclear power plants,
chemical facilities, dams, severe weather, and terrorism.
The EOP is designed to focus on the general needs common to any type of incident or disaster,
regardless of what the disaster agent is. By focusing the plan on the systems, structures, and
processes required to effectively implement incident management, the incident management
plan can become applicable to whatever incident the City of Lockport is faced with, allowing
flexibility where needed.
The City of Lockport Emergency Operations Plan has been developed to enhance preparedness
within the city. As disasters can impact multiple municipalities at once, it has become apparent
that regionalized planning is essential to mitigate, respond and recover from a disaster. The
City of Lockport is a member of the Eastern Will County Regional Emergency Operations Plan.
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Table of Contents
FOREWARD ...................................................................................................................... 2
PLAN CERTIFICATION ................................................................................................... 10
DISTRIBUTION LIST ..................................................................................................... 11
I.
INTRODUCTION .................................................................................................. 12
PURPOSE .................................................................................................................... 12
SCOPE AND APPLICABILITY ...................................................................................... 13
AUTHORITIES ............................................................................................................. 13
KEY CONCEPTS ........................................................................................................... 13
II.
PLANNING CONSIDERATIONS ............................................................................ 14
SITUATION ................................................................................................................. 14
III.
ROLES & RESPONSIBILITIES .............................................................................. 22
PREPAREDNESS ORGANIZATION PARTNERSHIPS .................................................. 24
MUNICIPAL GOVERNMENTS ...................................................................................... 25
PRIVATE SECTOR ENTITIES ...................................................................................... 26
CITIZEN INVOLVEMENT............................................................................................. 26
IV. CONCEPT OF OPERATIONS ..................................................................................... 27
GENERAL ..................................................................................................................... 27
PHASES OF EMERGENCY MANAGEMENT ................................................................... 27
Mitigation ................................................................................................................ 27
Preparedness .......................................................................................................... 27
Response ................................................................................................................. 27
Recovery.................................................................................................................. 28
OVERALL INCIDENT MANAGEMENT ACTIVITIES ..................................................... 28
CONCURRENT IMPLEMENTATION OF OTHER PLANS ............................................... 28
INCIDENT ACTION PLAN ........................................................................................... 29
ORGANIZATIONAL STRUCTURE ................................................................................ 30
AREA COMMAND ........................................................................................................ 33
EOCs AND MULTIAGENCY COORDINATION CENTERS ............................................. 34
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OPERATIONAL CONDITIONS (OPCON) ..................................................................... 35
OPCON 4 .................................................................................................................. 36
OPCON 3 .................................................................................................................. 36
OPCON 2 .................................................................................................................. 37
OPCON 1 .................................................................................................................. 37
EMERGENCY SUPPORT ENTITIES .............................................................................. 37
WILL COUNTY LOCAL EMERGENCY PLANNING COMMITTEE (LEPC) ................... 37
WILL COUNTY PUBLIC INFORMATION OFFICER (PIO) NETWORK ...................... 37
CONTINUITY OF GOVERNMENT ................................................................................ 38
FUNCTIONAL NEEDS POPULATIONS ......................................................................... 39
GENERAL ..................................................................................................................... 40
INITIAL RESPONSE AND ASSESSMENT .................................................................... 40
MOBILIZATION .......................................................................................................... 41
DISASTER / INCIDENT RESPONSE ........................................................................... 42
MUTUAL AID ............................................................................................................... 42
STATE AND FEDERAL ASSISTANCE ........................................................................... 43
RECOVERY .................................................................................................................. 43
INCIDENT ACTION FLOWCHART ............................................................................... 44
SUBMISSION OF CHANGES ....................................................................................... 45
PLAN DISTRIBUTION ................................................................................................. 45
NIMS INTEGRATION .................................................................................................. 46
SUPPORTING PLANS AND PROCEDURES .................................................................. 46
PLAN EVALUATION AND EXERCISING ...................................................................... 47
CORRECTIVE ACTIONS AND IMPROVEMENTS ......................................................... 48
APPENDICES .................................................................................................................. 48
APPENDIX 1 – GLOSSARY OF TERMS .................................................................................. 49
APPENDIX 2 – LIST OF ACRONYMS .......................................................................... 56
(This page intentionally left blank) .................................................................................. 62
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RECORD OF CHANGES
When changes are made to this plan, the following procedures should be followed:
1. The Lockport EMA Coordinator will issue major changes on hard copy pages. New pages
should be inserted as directed, and the old pages removed and destroyed
2. Pen and ink changes will be promulgated by memorandum and accompanied directly on
existing pages.
3. When any change is made, an entry should be made in the following log:
DATE
SUMMARY OF CHANGE
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We, the undersigned, understand and accept the duties and responsibilities assigned to
us in this City of Lockport Operations Plan. We hereby agree to perform those duties ,
accept those responsibilities and provided required resources to the best of our
abilities.
The Lockport EOP is an all-discipline, all-hazards plan that establishes a single,
comprehensive framework for the management of emergency and disaster incidents
having an impact on the City of Lockport. It provides the structure and mechanisms for
the coordination of municipal, private sector, and nongovernmental emergency
response efforts, and for the exercising of direct city emergency response authorities
and responsibilities. The EOP assists in the important homeland security and
comprehensive emergency management missions of responding to homeland security
threats; reducing vulnerability to all hazards; and minimizing the damage and assisting
in the recovery form any type of incident that occurs.
As a signatory to the Lockport EOP, the following Departments, Agencies, and other
organizations commit to:
Support EOP concepts, processes, and structures and carry out their assigned functional
responsibilities to ensure effective and efficient incident management, including
designating representatives to staff the City Emergency Operations Center when
required;
Provide cooperation, resources, and support to the Emergency Management Agency in
the implementation of the EOP, as appropriate with their own authorities and
responsibilities ;
Modify existing interagency and agency incident management and emeregency
response plans to facilitate compliance with the EOP;
Utilize department- and agency-specific authorities, resources, and programs to
facilitate incident management activities in accordance with the EOP; and
Develop, exercise, and refine agency capabilities to ensure sustained operational
readiness in support of the EOP.
Signatory departments, agencies and other organizations follow.
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City of Lockport
_______________________________
Mayor
_______________________________
City Administrator
_______________________________
Police Chief
_______________________________
Public Works Director
_______________________________
Chief, Lockport Twp. Fire. Prot. Dist.
_______________________________
EMA Coordinator
_______________________________
Chief, Homer Twp. Fire. Prot. Dist.
_______________________________
City Clerk
_______________________________
Chief, NW Homer Twp. Fire Prot. Dist.
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PLAN CERTIFICATION
This is to certify that this edition of the City of Lockport Emergency Operations Plan complies
with the planning requirements set forth by the State of Illinois as specified in 20 ILCS 3305
and is hereby approved by the Will County Emergency Management Agency.
SIGNATURE:
DATE:
______________________________
Harold R. Damron
Director
Will County Emergency Management Agency
______________________________
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DISTRIBUTION LIST
The City of Lockport Operations Plan (EOP) is intended to set forth the framework for incident
management and disaster response within the City of Lockport.
While the EOP itself is fairly broad with regard to emergency response and incident
management operations, many supporting procedures contain information that is considered
sensitive and is not intended for public dissemination due to privacy, security, or related issues.
Operational copies of the EOP are periodically updated as significant changes occur. These
copies are issued to designated key officials and are also maintained in essential locations as
follows:
COPY NUMBER
ISSUED TO
Lockport City – 1
Lockport City– 2
Lockport Police-1
Lockport Police-2
Community
Development-1
Public Works – 1
EMA – 1
Lockport Fire – 1
Lockport Fire – 2
Lockport Fire – 3
Lockport Fire – 4
Lockport Fire – 5
Lockport Fire – 6
Homer Fire – 1
Homer Fire – 2
Homer Fire – 3
NW Homer Fire – 1
NW Homer Fire – 2
Lockport East HS –
1
Lockport Central HS
–1
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I. INTRODUCTION
On September 11th, 2001, the nation’s domestic incident management landscape changed in the
wake of the most horrific terrorist attacks the nation had ever experienced. Today’s threat
environment includes not only the traditional spectrum of manmade and natural hazards – fires,
floods, oil spills, hazardous material releases, transportation accidents, earthquakes, tornadoes,
and energy disruptions – but also the deadly and devastating terrorist arsenal of chemical,
biological, radiological, nuclear, and high-yield explosive weapons. The emergence of these
new threats and hazards has resulted in a newly focused and coordinated approach to domestic
incident management, under the leadership of the U.S. Department of Homeland Security
(USDHS).
One of the core initiatives within the USDHS is the development and implementation of the
National Response Framework (NRF), which is predicated on the National Incident Management
System (NIMS) that aligns the patchwork of Federal special-purpose incident management and
emergency response plans into an effective and efficient all-hazards capable response structure.
Together, the NRF and the NIMS integrate the capabilities and resources of various
governmental jurisdictions, incident management and emergency response disciplines, nongovernmental organizations (NGOs) and the private sector into a cohesive, coordinated, and
seamless national framework for domestic incident management.
The City of Lockport EOP is an all-hazards plan that provides the structure and mechanisms for
City-level policy and operational coordination of disasters and emergency incident management.
The EOP has been developed in concert with, and as a supplement to the NRF and NIMS, as
well as the Will County and State of Illinois EOP developed and maintained by IEMA. Consistent
with the model provided in the NIMS, the EOP can be partially or fully implemented in the
context of a threat, anticipation of a significant event, or the response to a significant event.
Selective implementation through the activation of one or more of the system’s components
allows maximum flexibility in meeting the unique operational and information-sharing
requirements of the situation at hand and enabling effective interactions between various City
departments and other involved organizations.
PURPOSE
The purpose of the EOP is to establish for City Government a comprehensive all-hazards
approach to disaster and emergency incident management across a spectrum of activities
including mitigation / prevention, preparedness, response, and recovery, in a manner consistent
with the NIMS. This approach is intended to prepare the municipalities to save the maximum
number of lives in the event of a major emergency or disaster, minimize injuries, protect
property, preserve functioning civil government, and to maintain and support economic
activities essential for the survival and eventual recovery from an emergency or disaster.
The EOP is meant to incorporate best practices and procedures from various incident
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management disciplines – emergency management / homeland security, law enforcement, fire
fighting, hazmat response, public works, public health, hospitals, and others – and integrate
them into a unified, coordinated response structure. The EOP provides the framework for
interaction with other levels of government as well as other emergency management
stakeholders. It describes capabilities and resources; establishes responsibilities, operational
processes, and protocols to protect the public; and to save lives, protect property, and preserve
the environment. The EOP serves as the foundation or “springboard” for the development of
detailed supplemental plans and procedures to effectively and efficiently implement incident
management activities and assistance in the context of specific circumstances or types of
incidents.
SCOPE AND APPLICABILITY
The scope of this EOP covers the full range of complex and constantly changing requirements in
anticipation of or in response to threats or acts of terrorism, major disasters, and other
emergency incidents.
This plan applies to all City departments and personnel, with specific duties assigned to certain
departments identified as having the capability to perform critical emergency response
functions, as well as certain private sector agencies and individuals with emergency service
responsibilities.
AUTHORITIES
This comprehensive EOP is written based on the authority provided by the following statutes:
§ 42 CFR 68 - Robert T. Stafford Disaster Relief and Emergency Assistance Act, as
amended by PL 106-390 October, 2000.
§ 20 ILCS 3305 - Illinois Emergency Management Act, as amended by PA 92-597 June,
2002.
Other Federal, State, and County laws provide authority for disaster operations as well, but are
not specifically enumerated in this section.
KEY CONCEPTS
The following key concepts are reflected throughout the EOP:
§
Systematic and coordinated incident management systems, consistent with the NIMS.
§
Proactive notification and deployment of resources or in anticipation of or in response to
catastrophic events in coordination with other levels of government and all involved
entities.
§
Organizing ESFs to facilitate the delivery of essential emergency response services and
resources. City departments or other agencies are assigned to lead or support ESFs
based on authorities, resources, and capabilities.
§
Providing mechanisms for vertical and horizontal coordination, communications, and
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information sharing in response to threats or incidents. These mechanisms facilitate
coordination among Federal, State, and local entities and the City government, as well
as between the public and private sectors.
§
Encouraging subsequent development of detailed operational, tactical, and hazardspecific plans, checklists, and procedures in support of this plan.
§
Providing a common basis for coordination of municipal and intergovernmental planning,
training, exercising, assessment, coordination, and information exchange.
II.
PLANNING CONSIDERATIONS
The EOP is based on the situation and planning assumptions outlined in this section.
SITUATION
The City of Lockport is located in north central Will County, in the northeastern corner of the
State of Illinois. Geographically, Lockport consists of approximately 11.4 square miles of
generally level topography. The city has few lakes, ponds, streams or rivers; consisting mostly
of retention areas, creeks, and the I&M Canal. The Des Plaines River and Chicago Sanitary and
Ship Canal, along the western border, are outside of the City’s jurisdiction.
City elevation ranges from approximately 550ft. ASL on the west, where the city meets the Des
Plaines River and the Chicago Sanitary and Ship Canal, to 780ft. ASL on the east. The greatest
change in elevation generally occurs between the canal and Washington Street, which sits at
roughly 650ft. ASL.
According to 2010 Census data, the resident population is approximately 25,000. Roughly 26%
of the total population is under age 16; 11% is over age 62. Population density is nearly 2,200
people per square mile.
The city has over 9000 housing units; most are owner occupied (84%) and, of those, most are
mortgaged (70%). This suggests that a majority of the resident population has insurance on
personal property. That said, in 2010 roughly 4% of all housing units (395 units ) were vacant.
Lockport is served by various transportation systems including:
•
•
•
Illinois Routes 171 (Archer) and 7 (159th St.);
Interstate I-355 to the east of the city; and
Burlington Northern Santa Fe (BNSF) and EJ&E/Canadian National rail line, which are also
used by Metra and Amtrak.
In addition, the city lies within the flight path of Lewis University Airport in Romeoville and
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Midway Airport in Chicago.
The Metra and Amtrak rail system, which passes through the west side of the City, provides
commuter services to residents throughout the southwest suburbs. Metra runs between Chicago
and Joliet (roughly 5 miles to the southwest), with a stop in Lockport; Amtrak runs between
Chicago and St.Louis, typically at high speed (no stop in Lockport).
The rail lines also serve as a freight system, with multiple major shipments through the city on
a daily basis. The BNSF rail line is somewhat isolated, running primarily along the Chicago
Sanitation and Ship Canal with one remote road crossing at grade. The EJ&E/Canadian National
line runs parallel to a major thoroughfare (Route 171) and crosses two major thoroughfares
(Route 7 and 135th St.) and several minor ones at grade, causing some disruption to vehicular
traffic.
Air traffic within the city originates and terminates elsewhere and is generally overhead.
Historically, there have been few incidents of commercial airplane failures which resulted in
emergencies in the suburban communities; however, the risk remains. Traffic into and out of
Lewis University Airport is of a corporate and general aviation nature, including student pilotstypically a population at higher risk of incident.
The city is primarily a residential community; however, within its boundaries are industrial
complexes, retail shopping, and a number of commercial establishments. Within these facilities
lies a risk of a significant hazardous material incident, which would impact the surrounding
residential community.
Weather conditions in Lockport vary from summer highs in the 90’s to winter lows in the single
digits. Typical snowfall amounts for a single storm do not typically exceed six inches. Spring
storms often bring severe weather, with the risk of flash flooding and tornadoes.
The city is in EMS Region 7, MABAS Division 19, ILEAS Region3, and IEMA Region 3.
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Characteristics of Lockport
Location: 41.58946 North, 88.05510 West
Elevation: Between 550 feet and 780 feet ASL
Size: 11.4 square miles
Population: 25,000 (Census 2010)
Major Roadways:
There are three major roadways that provide ingress an egress to the City of Lockport.
•
•
•
State Street (aka Archer Avenue; Illinois Rt. 171)
9th Street (aka 159th St; Illinois Rt, 7
Interstate 355
The 9th Street Bridge (on the west side of the city) is a primary East-West
transportation link across the waterways described below.
Waterways:
The City of Lockport is bordered to the west by three waterways, which sit in a small
valley:
Des Plaines River: The body furthest west. The river runs generally north to south.
A fairly shallow body of water, the river is not used for boating.
Chicago Sanitary and Ship Canal: Running along the Des Plaines River, the CalSag
serves as a shipping lane for barges moving between the Great Lakes and the
Mississippi River (via the Illinois River). Barges transport a variety of materials,
including coal, chemicals, and petroleum products. The canal is also used by a
number of recreational craft.
Vessels on the canal must pass through a set of locks, which are located on the canal at
Lockport’s southern border.
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The canal also holds two dams:
•
•
A hydroelectric dam located just west of the locks.
A flood gate located just north of the 9th Street Bridge allows for excess water to be
fed from the shipping canal to the Des Plaines River.
Illinois & Michigan Canal: The I&M Canal is a tourist attraction, with parks and
walkways running alongside it. The I&M Canal is not used for boating.
Facilities Using Hazardous Material:
The following is a list of facilities that us hazardous materials, which could affect the
City of Lockport. A complete list with more detailed information is on file with WESCOM
for use by the 911 Emergency Dispatch Center.
Note: These facilities are subject to all laws and regulations governing chemical
facilities in the United States per current SARA, Title III Act of 1986 rules and
regulations.
Advocate Medical Center
Department of Public Works – Water Treatment Department
Department of Public Works – Well Houses (Chlorine)
Department of Public Works – Water and Waste Treatment Plant
Department of Public Works – (above Ground fuel tanks)
City of Lockport (above ground fuel tanks)
Panduit
Citgo
Ameri Gas
Ace Hardware (external propane tank)
Conventional Power Generation Facilites:
Will County Station; located in Romeoville, Illinois (coal burning)
Joliet Station; located in Joliet Illinois (coal burning)
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Refineries, Pipelines, and Tank Farms:
Citgo Refinery
Various Pipelines
Tank farm at Chevron Property
Drinking Water Sources/Intakes:
The City of Lockport’s water supply comes from five (5) ground wells. The wells are
screened at shallow depths within the unconfined aquifer, creating a vulnerability to
contamination at the ground surface.
Target Points for Nuclear Attack:
There are no known nuclear targets located within the Lockport municipal area.
However, Will County is identified as a risk area by planners of the Federal Emergency
Management Agency (F.E.M.A.). This designation, intended to identify potential targets
in a war related crisis, is based on the N.A.P.B. 90 analysis conducted by F.E.M.A.
As a risk area, the City could expect both direct effects from incoming warheads as well
as radioactive fallout should nuclear weapons be detonated within the Chicago or Joliet
metropolitan areas.
Non-English Speaking Population:
Roughly 10% of Lockport’s population (according to Census 2010) is of Asian, Hispanic ,
or Latino origin. It is likely that a portion of this population will be non-english speaking.
Will County’s Emergency Operations center maintains contact with an agency that
provides interpretive services as needed. If the EOC or the agency cannot provide the
service needed, they will push requests for assistance up to the State level.
Hearing Impaired Population:
A telecommunication device for individuals with hearing impairments is located within
the WESCOM 911 Call Center.
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Hazard Analysis:
The City of Lockport is exposed to many different hazards, all of which have the
potential to threaten the health, safety, and welfare of the population. These hazards
can be classified as natural, intentional, and technological. Each has the potential to
cause deaths, injuries, property damage, and major disruption to the city.
The City has analyzed the hazards to which it is exposed, according to factors such as
likelihood, impact, speed of onset, spatial extent, duration and seasonal pattern, to
develop profiles with which to compare and prioritize risks for various hazards.
The following are hazards to which the City of Lockport may be vulnerable:
Hazard Type:
Likelihood of Occurrence*
Estimated Impact on
Estimated Impact on
Public Health & Safety
Property
Natural
Conflagration
Low
Low
Low
Drought
Low
High
High
Earthquake
Low
High
High
Flooding
Med
High
High
Straight-Line Winds
High
High
High
Subsidence
Low
Med
Med
Tornado
High
High
High
Wildfire
Low
High
High
Winter Storm
High
High
High
Dam Failure
Low
High
High
Energy/Fuel Shortage
Low
High
High
Hazmat/Oil Incident
High
High
High
High
High
High
Major Structural Fire
Low
High
High
Nuclear Facility Incident
Low
High
High
Power Failure
Med
High
High
Water System Failure
Low
High
High
Technological
(fixed site)
Hazmat/Oil Incident
(transport)
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Intentional
Civil Disorder
Low
High
High
Enemy Military Attack
Low
High
High
Epidemic
Low
High
High
Terrorism - CBRNE
Low
High
High
ASSUMPTIONS
Officials of the City of Lockport can assume the following planning assumptions to be true:
This jurisdiction is at risk from a wide variety of hazards, some more serious than others. Many
hazards have developed into major disasters in the past, and most likely will result in disasters
and emergency incidents in the future. These disasters or emergency incidents may:
§ Occur at any time with little or no warning in the context of a general or specific hazard;
§
Require significant dissemination of warning and/or rapid information sharing between
all levels of government, as well as between public and private sectors;
§
Involve single or multiple geographic areas;
§
Involve multiple, highly varied threats or hazards on a local, regional, or national scale;
§
Result in numerous casualties, fatalities, displaced people, property loss, disruption of
essential public services, and significant damage to the environment;
§
Adversely impact critical infrastructure;
§
Overwhelm or severely tax capabilities at the City, County, and private-sector levels;
§
Attract a sizeable influx of spontaneous volunteers and supplies to the stricken areas;
and
§
Require prolonged, sustained incident management operations and support activities.
The City’s top priorities of response to any disaster or emergency incident are generally to:
§ Save lives and protect the health and safety of the public, responders, and disaster
recovery workers;
§
Ensure homeland security and provide for the preservation of law and order;
§
Prevent, to the extent that capabilities and circumstance allow, the occurrence of any
imminent incident from occurring;
§
Protect and restore critical infrastructure and key resources;
§
Protect property and mitigate damages and impacts to individuals, communities, and the
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environment; and
§
Facilitate recovery from the disaster.
Incidents are typically managed at the lowest possible geographic, organizational, and
jurisdictional level.
Incident management activities will be initiated and conducted using the principles contained in
the NIMS.
Each municipality has capabilities and resources which, if effectively employed, would minimize
the impact of a disaster or emergency incident.
Initial response to any emergency will be made by first response agencies located within the
City including, the Lockport Police Department, the appropriate Fire Protection District, the
Lockport EMA, emergency medical services, hospitals, the Will County Sheriff's Office, and the
Will County EMA.
Depending on the severity and magnitude of the emergency, it may be necessary to request
additional assistance to control the situation. This assistance may be provided in the form of
auxiliary or paid on-call police, fire, and EMA personnel. Additional assistance may be provided
from outside governmental mutual aid associations or from the private sector.
Standard operating procedures have been developed and are being maintained by all
operational departments outlining specific procedures to support the assignments outlined in
this plan.
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III. ROLES & RESPONSIBILITIES
c
Communications
s
s
s
s
p
Warning/Emergency Information
s
s
s
p
Public Information
p
s
s
c
s
s
s
c
s
s
s
p
Disaster Intelligence/Damage
Assessment
Evacuation
s
Mass Care
Health & Medical
s
s
p
p
s
s
Mortuary Services
s
Resource Management
s
s
Community
Development
s
Human
Resources
EMA/ESDA
s
Engineering
Public Works
s
IT Department
Fire Services
p
P = Primary
C = Coordinate
S = Support
City Attorney
Law Enforcement
Direction & Control
Responsibility Matrix
Finance
Administration
Most departments have emergency functions in addition to their normal day-to-day duties,
however, these functions usually parallel or compliment normal responsibilities. The purpose of
this section is to identify areas of major concern in the emergency management program, and
further identify which department is responsible for managing that particular function. A
diagram of the response system is depicted below, followed by short descriptions of each of the
tasked entities and functional areas addressed in this plan.
s
c
s
c
s
p
s
s
s
DEPARTMENT RESPONSIBILITIES
Each Emergency Support Function and Support Annex has been assigned to a primary
and secondary support entity based on their capabilities and resources. Most of the
responsibilities are consistent with their day-to-day missions or programs. It is
important to note that while these departments may be assigned certain ESF functions,
the support role they play in the Emergency Operations Center is to represent their
particular Department as well.
DIRECTION & CONTROL
Primary entity – Mayor
Direction and Control describes the means by which the political subdivision will use to
direct and control activities during and following emergency situations.
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COMMUNICATIONS
Primary entity – EMA
On a day-to-day basis, each department is responsible for its own communications needs.
During a major emergency or disaster situation, communications facilities will be overwhelmed,
and disaster communications will require coordination.
Most communications will be
coordinated through either the EMA communications center located in the EOC or the local
communications center. Additional communications capabilities are available through mobile
communications resources. These mobile systems may be used as a back-up base station
replacing a damaged or inoperative radio system.
WARNING/EMERGENCY INFORMATION
Primary entity – PSAP
Warning/Emergency Information describes how the public will receive warnings and instructions
during an actual or threatened hazard.
PUBLIC INFORMATION
Primary entity - Administration
The means, organizations and processes by which the city will provide timely, accurate, and
useful information and instructions to area residents throughout an emergency. It includes
information disseminated to the public through the media and other information sources on
what is happening, what the response organization is doing, and what the public should do for
its safety.
DISASTER INTELLIGENCE/DAMAGE ASSESSMENT
Primary entity – Engineering
The means the political subdivision will use to identify, collect, analyze and disseminate
information on the extent and impact of the disaster.
EVACUATION
Primary entity – EMA
The movement of people to a safe area from an area believed to be at risk, when emergency
situations necessitate such actions.
MASS CARE
Primary entity – EMA
Actions taken to ensure appropriate services are provided at a mass care facility, including, but
not limited to providing temporary shelter, food, medical care, clothing, and other essential life
support needs to people displaced from their homes because of a disaster situation.
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HEALTH & MEDICAL
Primary entity – EMS, Hospitals and Health Department
The activities associated with providing health and medical services in emergencies and
disasters, including emergency medical, hospital, public health, environmental health, and
mental health services.
MORTUARY SERVICES
Primary entity – County Coroner
Activities including the collection, identification, and care of human remains; determining the
cause of death; inventorying and protecting deceased’s personal effects; and locating and
notifying the next of kin will be the sole responsibility of the County Coroner.
RESOURCE MANAGEMENT
Primary entity – EMA
The process of managing people, equipment, facilities, supplies and other resources to satisfy
the needs generated by a disaster.
PREPAREDNESS ORGANIZATION PARTNERSHIPS
The City is responsible for ensuring all-hazard preparedness through a unified approach,
ensuring mission integration and interoperability across functional and jurisdictional lines, as
well as between public and private organizations. This responsibility includes coordinating
various preparedness activities among all appropriate agencies within the jurisdiction, as well as
surrounding jurisdictions and private organizations. Preparedness organizations represent a
wide variety of committees, planning groups, and other organizations that meet regularly and
coordinate with one another to ensure an appropriate focus on planning, training, equipping,
and other preparedness requirements within the municipality and across the surrounding areas,
as well as with other Government partners at the State and federal levels. Preparedness
organizations at all jurisdictional levels should establish and coordinate emergency plans and
protocols to support the incident response program set forth in this plan. Specific examples for
consideration by preparedness organizations include:
§ Establishing and coordinating emergency plans and protocols, including public
awareness
§
Integrate and coordinate activities of the jurisdictions and functions within their
authority
§
Establish the standards, guidelines, and protocols necessary to promote interoperability
among member jurisdictions and agencies
§
Adopt standards, guidelines, and protocols for providing resources to requesting
organizations, including protocols for incident support organizations
§
Setting priorities and guidelines for resource allocation and other requirements
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For purposes of coordinating multijurisdictional and multiagency response, preparedness
organizations should also be involved in the development coordination of the following:
§
Emergency Operations Centers
§
Mutual Aid agreements
§
Incident information systems
§
Nongovernmental organization and private-sector outreach
§
Public awareness and information systems
§
Mechanisms to manage information and operations security
The following sections describe in greater detail the specific roles of preparedness organizations
and elements within Will County.
MUNICIPAL GOVERNMENTS
The municipalities use a unified approach to preparedness, ensuring mission integration and
interoperability across functional and jurisdictional lines, as well as between public and private
organizations. Municipal governments are responsible for the protection of the public through
their established emergency management systems. These emergency management programs
strengthen local response capabilities, educate the public in emergency preparedness, and
improve the overall capability to rapidly respond to and recover from a disaster. When
municipal governments do not have a particular capability or are overwhelmed to the point
where they need additional assistance or resources, the County will provide assistance as
required within the scope of its capabilities and available resources. When a municipality does
not have an established emergency management program, emergency response activities for a
major disaster or emergency incident within that jurisdiction will be coordinated by the County
pursuant to Illinois Law.
NONGOVERNMENTAL & NON-PROFIT ORGANIZATIONS (NGO)
NGOs collaborate with government agencies and first responders to provide specific services
and relief during disasters or emergency incidents. The American Red Cross, for example, is a
NGO that provides relief at the local level and also coordinates the Mass Care element of ESF
#6 at the federal level. Many of these organizations are members of the National Voluntary
Organizations Active in Disaster (NVOAD) consortium, which includes more than 30 recognized
national-level organizations of volunteers’ active in various aspects of disaster relief. Such
entities have the capability to provide significant capabilities or resources for incident
management.
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City of Lockport Emergency Operations Plan
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PRIVATE SECTOR ENTITIES
Private sector entities and organizations also play an important role in the comprehensive
emergency management program. Private sector entities voluntarily support the EOP through
information sharing, risk identification and assessment, developing emergency response and
business continuity plans, and enhancing their own response capabilities and preparedness.
While some emergency response functions are inherently governmental (such as law
enforcement), private sector entities often develop and maintain response capabilities that may
in some cases be utilized in coordinated emergency response, provided that mutual aid
agreements and necessary contracts are in place.
CITIZEN INVOLVEMENT
Strong partnerships with citizen groups and organizations provide support for incident
management prevention, preparedness, response, recovery, and mitigation.
A major
programmatic effort the United State Department of Homeland Security (USDHS) is the US
Citizen Corps, which focuses efforts of community volunteers to help make communities safer,
stronger, and better prepared for threats and disasters of all kinds. Will County EMA is the
coordinating body for Will County’s local Citizen Corps Council, which is the organizing body to
sanction and implement national Citizen Corps programs at the local level. The Will County
Citizen Corps Council works with the Lockport EMA and local or municipal Citizens Corps groups
to establish programs such as:
§ Community Emergency Response Teams;
§
Medical Reserve Corps;
§
Neighborhood Watch Programs; and
§
Volunteers in Police Service.
These Citizen Corps programs expand the resources and materials available to states and local
communities through partnerships with programs and organizations that offer resources for
public education, outreach, and training; represent volunteers interested in helping to make
their communities safer; or offer volunteer service opportunities to support first responders,
disaster relief activities, and community safety initiatives.
Other programs unaffiliated with Citizen Corps also provide organized involvement and
volunteer opportunities in support of emergency preparedness and disaster relief. Many of
these community and faith-based programs provide various degrees of human relief,
preparedness education, self-help, and other community-based outreach resources within their
communities that help strengthen the disaster resilience of the community. Private citizens,
through outreach and education, are encouraged by these means to take personal steps to
prepare themselves, their families, and their businesses prior to the occurrence of a disaster.
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City of Lockport Emergency Operations Plan
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IV. CONCEPT OF OPERATIONS
GENERAL
This section describes the management structures and response philosophy envisioned and
planned for by government officials when faced with response to an anticipated or actual
emergency or disaster. This framework provides a standard approach to incident management
that is based upon and consistent with the NIMS / ICS systems adopted by USDHS / FEMA, but
also provides for a certain degree of flexibility that is inherently necessary for effective allhazards response.
A basic premise of emergency planning, and specifically noted in the NRF, is that incidents are
generally handled at the lowest jurisdictional level possible. As such, this plan approaches
emergency management and incident response from the standpoint of building the response
“from the ground up” in that all response elements put into place at the local and county levels
shall be structured in such a manner as to naturally dovetail wherever possible into actions and
response taken by the next level of government, should that become necessary.
PHASES OF EMERGENCY MANAGEMENT
Since this comprehensive plan is concerned with all types of hazards that might occur in the
respected jurisdictions, four phases of management are considered as follows:
Mitigation
Mitigation activities are those that eliminate or reduce the probability of a major emergency
or disaster's occurrence. Also included are those long-term activities that lessen the
undesirable effects of unavoidable hazards. Examples include establishment of building
codes, flood plain management, flood insurance, elevating or otherwise flood proofing
buildings, prevention, detection, deterrence, and public education programs.
Preparedness
Preparedness activities serve to develop the response capabilities needed in the event of an
emergency. Planning, training, exercising, and development of public information and
warning systems are among activities conducted under this phase.
Response
During the response phase, emergency services during a crisis are provided. These
activities help to reduce casualties and damage and to speed recovery. Response activities
include warning, evacuation, rescue and other similar operations addressed in this plan.
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City of Lockport Emergency Operations Plan
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Recovery
Recovery includes both short-term and long-term activities. Short-term operations seek to
restore critical services to the community and provide for the basic needs of the public.
Long-term recovery focuses on restoring the community to its normal or improved state of
affairs. The recovery period is also an opportune time to institute mitigation measures,
particularly those related to the recent disaster. Examples of recovery actions would be
temporary housing, restoration of non-vital governmental services and reconstruction of
damaged areas. Additionally, such mitigation activities as the denial of building permits to
disallow rebuilding in a flood plain, could be included.
OVERALL INCIDENT MANAGEMENT ACTIVITIES
The difference between normal day-to-day operations and emergency operations must be
understood if emergency operations carried out under this plan are to be effective. During nonemergency periods, operational departments go about their daily business under the direction
of a department head or chief. This department head may be an elected official or may be
responsible to the Chief Elected Official. During a period of emergency or disaster, Chief
Elected Official is held ultimately responsible for the preservation of life and protection of
property, as outlined in Illinois State Law. Department heads, who previously provided
direction to their forces, continue to do so in times of emergency. During a major emergency
or disaster situation, however, department heads would function and coordinate their response
through the Emergency Management Agency from the Emergency Operations Center (EOC).
CONCURRENT IMPLEMENTATION OF OTHER PLANS
This EOP is the primary core plan for managing the City’s response to a major emergency
incident or disaster. The EOP details the overall management and coordination of ESFs and the
actions of tasked response agencies as part of the overall disaster effort. However, the EOP is
supported by supplemental emergency response plans and protocols used by these same
agencies. These supporting plans, procedures, and protocols may be developed to guide the
response of these agencies to both routine daily response calls as well as events of greater
significant impact. As such, agencies may implement plans and manage localized emergency
incidents using those plans under their own authorities without the need for formal activation
of, or coordination through, the EOP. These plans are considered to be hazard specific annexes
to the EOP and include but are not limited to:
• Continuity of Government/Operations
• Warning
• Financial Management
• Mutual-Aid/Multijurisdictional Response
• Private Sector Coordination
• Volunteer and Donations Management
• Worker Safety and Health
• Prevention and Protection Activities
• Human-Caused Hazards
• Natural Hazards
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City of Lockport Emergency Operations Plan
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•
Technological Hazards
In emergency incidents where any portion of this plan is activated, supplemental agency or
interagency plans may be implemented concurrently to the provisions set forth in this EOP.
However, these plans and procedures must be complementary to the overarching coordinating
structures, processes, and protocols detailed in this plan. It is the responsibility of each
Agency’s officials, both in their administrative offices and the EOC, to ensure that all ongoing
activities confirm to the provisions set forth in this EOP. Where conflicts do or may occur, the
Agency shall work with EMA officials to determine the appropriate coordinated response to the
situation.
INCIDENT ACTION PLAN
The City’s approach to incident response centers on incident action planning within the context
of the EOP. The NIMS / ICS systems utilize a system of management by objectives. The
management by objectives approach includes the following elements:
§ Establishing overarching objectives;
§ Developing and issuing assignments, procedures, plans, and protocols;
§ Establishing specific, measurable objectives for various incident management functional
activities, and directing efforts to attain them, in support of defined strategic objectives;
and
§ Documenting results to measure performance and facilitate corrective actions.
These objectives represent a common, coordinated approach to incident management that is
formulated into a consolidated Incident Action Plan (IAP), which is developed by the command
and general staffs through the Incident Commander (IC) / Unified Command (UC) and
communicated throughout within the entire ICS organization. The Disaster Intelligence
functions carried out under ESF #5 are essential and support the collaborative effort of
developing, communicating, implementing, and evaluating a common IAP. Detailed information
regarding these processes is discussed in the ESF #5.
COMMAND PRINCIPLES
The command functions shall be clearly established from the very beginning of incident
operations. The agency with primary jurisdictional authority of the incident designates the IC at
the scene responsible for establishing command (refer to matrix on p. 21). When command is
transferred, the process must include a briefing that captures all essential information for
continuing safe and effective operations. Command should be transferred at the end of each
designated operational period, unless otherwise necessary due to exigent circumstances. All
personnel on the incident scene should be advised when command is transferred and informed
of the new IC’s name or call sign. This information should also be forwarded through the
incident response organization to area command and EOCs / multiagency coordination centers.
All incident response agencies and officials shall observe and respect the principles of ‘chain of
command’ and ‘unity of command’. Chain of Command refers to the orderly line of authority
within the ranks of the incident management organization. Unity of command means that
March 2016
City of Lockport Emergency Operations Plan
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every individual has a designated supervisor to whom they report, whether at the scene of the
incident or in incident support and coordination facilities. These principles clarify reporting
relationships and eliminate the confusion caused by multiple, conflicting directives. Incident
managers at all levels must be able to control the actions of all personnel under their
supervision.
Span of control shall be maintained by all incident response officials, consistent with ICS
guidance. Typically, this provides that any one individual may supervise between three and
seven subordinates, with the optimal number of subordinates being five. This allows for
efficient use of manpower without overburdening any one individual.
ORGANIZATIONAL STRUCTURE
The NIMS establishes a clear progression of coordination and communication from the local
level through state and federal levels. The organizational structure begins with the local
incident command structure, which oversees command and control of on-scene incident
response operations. The structure then builds into support and coordination elements, such as
emergency operations centers and multi-agency coordination centers. These centers provide
central locations for operational information sharing and resource coordination in support of onscene efforts.
In accordance with NIMS processes, resource and policy issues are addressed at the lowest
organizational level practicable. If the issues cannot be resolved at that level, they are
forwarded up to the next level for resolution. Reflecting the NIMS construct, the EOP includes
the following command and coordination structures:
§ Incident Command, which may be a single IC or a UC
§ Area Command (if necessary)
§ Multiagency Coordination (Municipal & County EOCs)
§ Joint Information Center (JIC)
§ State EOC
§ Joint Field Office
§ Other federal support entities (RRCC, HSOC, IIMG, etc.)
The organizational structure addresses both site-specific incident management activities and the
broader countywide, state, or national issues associated with the incident. Based on the scope
of a given incident and the assistance required, only those entities that have a role in managing
the incident will be mobilized or activated.
The diagram on the following page depicts the concept of operations with regard to incident
management structures. These structures are consistent with applicable provisions of NIMS
and the NRF.
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Coordination Structures
Command Structures
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31
Incident
Command
Post
Incident Command
§ Directing on-scene
emergency
management
Incident
Command
Post
State
Emergency
Ops Center
(EOC)
Incident
Command
Post
Local
Emergency
Ops Center
(EOC)
Area
Command
EOCs/Multiagency
Coordination Centers
§ Support and coordination
§ Identifying resource
shortages and issues
§ Gathering and providing
information
§ Implementing multiagency
coordination entity decisions
Multiagency Coordination Entity
§ Strategic coordination
§ Prioritization between incidents and
associated resource allocation
§ Focal point for issue resolution
Joint Field
Office
(JFO)
JFO
Coordination
Group
Field Level
Regional
Response
Coordination
Center
(RRCC)
Regional
Level
National
Level
National
Response
Coordination
Center
(NRCC)
Homeland
Security
Operations
Center
(HSOC)
Interagency
Incident
Management
Group (IIMG)
Command and Coordination Framework
INCIDENT COMMAND SYSTEM (ICS)
The incident command organizational structure develops in a top-down, modular fashion that is
based on the size and complexity of the incident, as well as the specifics of the hazard
environment created by the incident. When needed, separate functional elements can be
established, each of which may be further subdivided to enhance internal organizational
management and external coordination. Responsibility for the establishment and expansion of
the ICS modular organization ultimately rests with the IC/UC, based on the requirements of the
situation. As incident complexity increases, the organization expands from the top down as
functional responsibilities are delegated. Concurrently with structural expansion, the number of
management positions expands to adequately address the requirements of the incident.
The IC/UC will designatecommand staff personnelwhich report directly to command and are
assigned responsibility for key activities that are not a part of the ICS general staff functional
elements. These command staff positions may also have assistants as necessary, and include
the following:
§
The Public Information Officer (PIO) develops accurate and complete information
on the incident for both internal and external consumption.
§
The Safety Officer (SO) monitors incident operations and advises the IC on all
matters relating to operational safety. The SO is responsible to the IC for the set of
systems and procedures necessary to ensure ongoing assessment of hazardous
environments, coordination of multiagency safety efforts, implementation of measures
to promote emergency responder safety, and the general safety of incident operations.
The SO has emergency authority to stop and/or prevent unsafe acts during incident
operations. The SO coordinates safety management functions and issues across
jurisdictions, across functional agencies, and with private-sector and NGOs.
§
The Liaison Officer (LNO) is the point of contact for representatives of other
government agencies, nongovernmental organizations, and/or private entities, in either
a single or UC structure. Agency and organizational representatives have the authority
to speak for their parent agencies on all matters, following appropriate consultations
with their agency leadership.
The IC/UC will also designate general staff personnel as required to implement the following
general staffing of the ICS, based on the needs of the incident:
§
The Operations Section is responsible to the IC/UC for the direct management of all
incident-related operational activities. The Operations Section Chief will establish tactical
objectives for each operational period, with other section chiefs and unit leaders
establishing their own supporting objectives. The Operations Section Chief may have
one or more deputies assigned, with the assignment of deputies from other agencies
encouraged in the case of multijurisdictional incidents. An Operations Section Chief
should be designated for each operational period and should have direct involvement in
the preparation of the IAP for the corresponding period of responsibility. The
Operations Section Divisions and Groups are established when the number of resources
exceeds the manageable span of control of the IC and the Operations Section Chief.
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City of Lockport Emergency Operations Plan
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Divisions are established to divide an incident into physical or geographical areas of
operation, and groups are established to divide the incident into functional areas of
operation.
§
The Planning Section collects, evaluates, and disseminates incident situation
information and intelligence to the IC/UC and incident management personnel, prepares
status reports, displays situation information, maintains status of resources assigned to
the incident, and develops and documents the IAP based on guidance from the IC/UC.
The Planning Section comprises four primary units, as well as a number of technical
specialists to assist in evaluating the situation, developing planning options, and
forecasting requirements for additional resources. The Planning Section is normally
responsible for gathering and disseminating information and intelligence critical to the
incident, unless the IC places this function elsewhere. The Planning Section is also
responsible for developing and documenting the IAP.
§
The Logistics Section is responsible for all support requirements needed to facilitate
effective and efficient incident management, including ordering resources from offincident locations. It also provides facilities, transportation, supplies, equipment
maintenance and fuel, food services, communications and information technology
support, and emergency responder medical services.
§
Finance/Administration Section is established when the agencies involved in
incident management activities require finance and other administrative support
services. Not all incidents will require a separate finance/administration section. In cases
that require only one specific function (e.g., cost analysis); this service may be provided
by a technical specialist in the Planning Section.
Accountability systems for safety of personnel and tracking of resources shall be a top incident
priority. Accountability for personnel on the emergency scene is a primary responsibility of the
IC/UC, whereas resource tracking and accountability is more a responsibility of the EOC, when
activated.
Other provisions of the ICS, which have not been specifically enumerated in this plan, may also
be applicable to incident response. The IC/UC is responsible for ensuring that the ICS is
established not only in accordance with this EOP, but with other applicable provisions of the
ICS/NIMS as set forth in FEMA guidance. The IC/UC authority is limited to the incident that they
are commanding. Their position may further be limited by policies established by the
municipality for managing incidents at both the pre-incident and during the incident timeframes.
Policy decisions are made by the Team that staffs the EOC.
AREA COMMAND
An Area Command is activated only if necessary, depending on the complexity of the incident
and incident management span of control considerations. The Mayor, EMA Director, or other
public official with jurisdictional responsibility for the incident usually makes the decision to
establish an Area Command. An Area Command is established either to oversee the
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City of Lockport Emergency Operations Plan
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management of multiple incidents that are each being handled by a separate ICS organization
or to oversee the management of a very large incident that involves multiple ICS organizations,
such as would likely be the case for incidents that are not site specific, geographically
dispersed, or evolve over longer periods of time. Area Command is also used when there are a
number of incidents in the same area and of the same type, which may compete for the same
resources. When incidents do not have similar resource demands, they are usually handled
separately and are coordinated through an Emergency Operations Center. If the incidents under
the authority of the Area Command are multijurisdictional, then a Unified Area Command should
be established. This allows each jurisdiction to have representation in the command structure.
Area Command should not be confused with the functions performed by an EOC. An Area
Command oversees management of the incident(s), while an EOC coordinates support functions
and provides resource support.
EOCs AND MULTIAGENCY COORDINATION CENTERS
An EOC is the physical location at which the coordination of information and resources to
support domestic incident management activities normally takes place. An EOC may be a
temporary facility or may be located in a more central or permanently established facility,
perhaps at a higher level of organization within a jurisdiction. EOCs may be organized by major
functional
disciplines,
by
jurisdiction,
or
some
combination
thereof.
Coordination,communications, resource dispatch and tracking, and information collection,
analysis, and dissemination are the core functions of an EOC.
EOCs are responsible for the following functions:
§ Ensure each agency involved in incident management activities is providing appropriate
situational awareness and resource status information
§
Establish priorities between incidents and/or Area Commands in concert with the IC or
UC(s) involved
§
Acquire and allocate resources required by incident management personnel in concert
with the priorities established by the IC or UC
§
Anticipate and identify future resource requirements
§
Coordinate and resolve policy issues arising from the incident(s)
§
Provide strategic coordination as required
§
Ensure improvements in plans, procedures, communications, staffing, and other
capabilities are acted on, following the incident(s)
§
Ensure necessary improvements are coordinated with appropriate preparedness
organizations following the incident(s)
Under the NIMS, there is no distinction between municipal and county EOCs. Rather, the term
‘local EOC’ is used. The availability and use of EOCs at the municipal level varies from each
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City of Lockport Emergency Operations Plan
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municipality to the next. When municipal EOCs are activated, municipal EOC should coordinate
with the IC/UC in lieu of the County. The municipal EOC will coordinate with the County EOC,
which will in turn coordinate with the State EOC, preserving the local – county – state – federal
flow of incident management actions to occur at the lowest possible geographic, organizational,
and jurisdictional level. When a municipality does not have an EOC, or when multiple
municipalities are affected, the County EOC will provide the coordination required based on the
needs of the incident and the level of municipal emergency management capabilities.
Regardless of the particular situation, EOCs at the municipal and county levels shall coordinate
and work together to the greatest extent possible and support one another as necessary and
able.
OPERATIONAL CONDITIONS (OPCON)
GENERAL
There are a number of systems across the spectrum of emergency management and homeland
security-related activities that address threat or readiness levels. Some of these systems
include:
§ National Terrorism Advisory System (NTAS) – System administered by the US
Department of Homeland Security based on the terrorism threat to the homeland. The
system is expressed as a potential or actual threat, indicating whether there is an
“imminent” or “elevated” threat.
MCWS Severe Weather Conditions – System administered by the emergency
management coordinators of northeast Illinois based on a color coded system of
response to severe weather watches and warnings originating from the National
Weather Service.
• Nuclear Power Plant Emergency Classification Levels (ECLs) – System
administered by the Nuclear Regulatory Commission based on relative urgency of
nuclear power plant emergencies and the threat they pose to the general public. The
system has four levels, from notification of unusual event (least severe) through alert,
site area emergency, and general emergency (most severe).
§
While some interrelationships exist, these systems are generally relative only to the particular
hazard they address and have no interrelationship to one another. As emergency management
is an all-hazards field, the OPCON system adopted by Will County ties together the threat levels
associated with these hazards and correlates them to the functional response required by the
County emergency management program. The resulting OPCON summarizes the general
County response as a function of the existing threat environment, and serves as a guide to the
level of activation required to address a particular threat environment. The diagram below
illustrates the correlation of the various systems into the OPCON system.
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OPCON 5
Normal
Conditions
National
Terrorism
Advisory System
NWS Severe
Weather
OPCON 4
Heightened
Awareness
OPCON 3
Heightened
Monitoring
ELEVATED
OPCON 2
Partial
Activation of
EOC
OPCON 1
Full Activation
of EOC
IMMINENT
WATCH
WARNING
OPCON 5
Operational Summary
Daily operations under normal conditions
Staffing Schedule
8 hour shifts – fulltime personnel only
Associated Events & Circumstances
§ Normal day-to-day emergency management operations
§ NTAS Threat Elevated
OPCON 4
Operational Summary
Daily operations under heightened awareness or field incident response.Heightened
monitoring of threat and readiness levels.
Staffing Schedule
§ 8 hour shifts – full time personnel only
§ EMA Volunteers as necessary to perform field incident response activities
Associated Events & Circumstances
§ Field response associated with the EMA’s Field Services, HazMat, or SAR
Divisions, or Law Enforcement’s Office Special Operations Group
§ NTAS Threat Elevated
OPCON 3
Operational Summary
Continuous watch operations under heightened awareness or field incident response.
Heightened monitoring of threat and readiness levels.
Staffing Schedule
§ 24 hour watch officer on duty in EOC (minimum)
§ 8 hour shifts – full time personnel, augmented by call-backs as necessary
§ Volunteers as necessary to perform field incident response or watch standing
Associated Events & Circumstances
§ Extraordinary field response associated with the Agency’s Field Services, HazMat,
or SAR Divisions
§ NWS Alert at a “Watch”
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OPCON 2
Operational Summary
Partial activation of the EOC with some agencies staffed
Staffing Schedule
§ 24 hour EOC operations
§ 8 hour shifts – full time and volunteer personnel
Associated Events & Circumstances
§ NTAS Threat Imminent
§ NWS Severe weather impeding on a Warning
OPCON 1
Operational Summary
Full activation of the EOC with most or all staffed
Staffing Schedule
§ 24 hour EOC operations
§ 8 or 12 hour shifts – full time and volunteer personnel
Associated Events & Circumstances
§ Local Declaration of Emergency or Disaster
§ NTAS Threat Imminent
EMERGENCY SUPPORT ENTITIES
WILL COUNTY LOCAL EMERGENCY PLANNING COMMITTEE (LEPC)
The LEPC is appointed by the County Executive pursuant to provisions of the Emergency
Planning and Community Right to Know Act of 1986. The LEPC takes the lead role in writing a
chemical emergency plan to protect people and property in the event of a chemical accident.
This plan is then submitted to the State for review and approval. The LEPC provides planning
assistance and guidance, as well as training and equipment support for emergency personnel
and hazardous materials teams.
WILL COUNTY PUBLIC INFORMATION OFFICER (PIO) NETWORK
The Will County PIO network provides PIO support by and from the various participating
departments, both County and municipal. This network of trained PIO personnel are available
to assist each other in an emergency, as well as coordinate with each other on an ongoing basis
with regard to emergency public information activities within their departments or jurisdictions.
DIRECTION & CONTROL
The Mayor, or his/her alternate, functioning as the Chief Elected Official, shall be responsible for
overall command and control of all emergency operations. Direction and control shall be
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exercised by the Mayor and carried out at the EOC. Upon determination that a major
emergency or disaster has occurred, or is imminent, each department head identified as a
member of the EOC staff shall be notified and shall report to the EOC. If they are unable to
respond, they shall appoint a delegate to report in their place, who shall have the same
decision-making authority for actions to be taken under the EOP. Each department shall have
at least two designated alternates.
Most municipalities have a dedicated EOC available for activation 24 hours a day and are
located in a municipal-owned facility. On a daily basis, the day to day oversight and operation
of the EOC is delegated to the EMA Director and staff. The EOC serves as a central command
and control point for operations in the event of a disaster or major emergency incident. The
EOC is utilized on a daily basis by the EMA staff to continually monitor the situation in the area
as it relates to homeland security and emergency management activities. In addition, an
alternate EOC is designated in a municipal-owned facility separate from the primary EOC. If the
primary EOC is rendered unusable, the alternate EOC will be activated and will serve as the
primary direction and control point.
As in normal daily operations, each department head shall be directly responsible for the
operation of his/her department, and shall direct his/her response and recovery operations from
the EOC. During emergency incidents, Departments are still charged with executing their
existing legal authorities, responsibilities, and key missions, but have their resources and
incident response coordinated in the Incident Action Plan (IAP).
The EOC is fully equipped for sustained operations and has the necessary communications and
warning facilities to communicate with field response forces.Additionally, using the facilities of
the mobile incident command center, a forward command postcan be established at any
location within or adjacent to the municipality. Communications capabilities between the
forward command post, EOC, County EOC, and other command and control centers have been
developed and are tested regularly.
CONTINUITY OF GOVERNMENT
Following a major emergency or disaster, it is essential that the government continues to
function at a level sufficient to perform necessary operations regardless of the absence or loss
of any critical personnel or building/structures. It is quite possible that critical personnel may be
unable to perform their duties throughout Response and Recovery phases of the
emergency/disaster due to injury or deceased as a result of the emergency. Furthermore, the
major disaster may damage essential buildings and structures leaving them uninhabitable and
incapable of being used. State and Federal agencies will need to know how and who to contact
in the event of such emergency/disaster, and that lines of succession for key officials have been
identified. Vital records, infrastructure, and other critical government functions have been
identified and prioritized, in order to ensure continuation of critical services and recovery from
the effects of the disaster.
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A Continuity of Operations Annex has been developed to assure that employees are safe and
essential operations can be continued even during emergencies. Detailed procedures may be
found in the Continuity of Operations Support Annex.
FUNCTIONAL NEEDS POPULATIONS
Statistically speaking, any major emergency or disaster will directly affect functional needs
populations which may have additional unique needs. A small percentage of the population are
individuals that may have conditions or restrictions that call for special procedures or
modifications to emergency response mechanisms in place for the general public. Some of
these conditions or restrictions may include, but are not limited to:
§
Infants and children that are unable to care for themselves independently
§
Persons with hearing difficulties that may not hear outdoor warning sirens
§
Persons that are blind or have greatly reduced vision
§
Persons that are bedridden or immobile
§
Persons that require wheelchairs and vehicles with wheelchair lifts for mobility
§
Persons that require constant or ongoing medical care and life support systems
§
Persons that do not own a vehicle or are otherwise incapable of independent
transportation
§
Facilities or institutions with any of the specific populations listed above
It is the City’s intent to include planning considerations and procedures for functional needs
populations to the extent required within the appropriate functional and hazard-specific
annexes. This approach ensures that planning considerations and procedures for these
populations are fully integrated into the specific needs of a given hazard response.
Additional supporting plans and procedures may also be developed to support preparedness for
functional needs populations, should the need be identified.
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V. INCIDENT MANAGEMENT ACTIONS
GENERAL
This section describes the overall flow of incident management actions, ranging from initial
notification, all the way through preparatory actions, response operations, and recovery. These
incident management actions do not necessarily occur in sequential order. Rather, many
actions may be undertaken concurrently in response to single or multiple threats or incidents.
INITIAL RESPONSE AND ASSESSMENT
Upon receipt of a notification of the occurrence of a major emergency situation, the first
response will be provided by municipal first response forces, provided the situation occurs
within the confines of a local municipality.
Unless properly dispatched within their jurisdiction or under mutual aid agreements, emergency
response agencies shall remain in quarters. Self-dispatching or deployment is inappropriate and
shall not occur. “Code word” systems such as those used by the MABAS organization should be
implemented as early as possible under disaster conditions, when it is determined that vast
amounts of resources may be needed.
For operational purposes, control of field operations will be in accordance with the Incident
Command System (ICS) developed by the Federal Emergency Management Agency (FEMA).
Under this system, the highest official from a designated lead agency or department will
assume the position of Incident Commander (IC). The IC will be the on-scene authority in
control of a field incident. The jurisdiction's Principal Executive Officer, however, shall still
remain in overall command of the emergency in accordance with appropriate state laws. All
command, regarding field operations, shall be made or authorized by the IC. All organizations
or agencies responding to the emergency shall be directed by the IC.
In cases where the response involves multiple disciplines (police, fire, EMS, public works, etc.) it
is recommended that the involved agencies establish a Unified Command (UC) structure in lieu
of the traditional single person position of IC. The UC provides a broader base of expertise and
allows agencies to work in a cooperated and coordinated fashion through establishing
consensus on overall incident objectives. UC is more consistent with the NIMS concept and
should be established whenever it is anticipated that an incident is at or could escalate to the
level where a disaster declaration would be issued.
Under UC, the Incident Accident Plan (IAP) is developed by the Planning Section Chief and is
approved by the UC. A single individual, the Operations Section Chief, directs the actual
implementation of the IAP. The Operations Section Chief will normally come from the agency
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with the greatest jurisdictional involvement. UC participants will agree on the designation of the
Operations Section Chief under a Unified Command structure.
The IC/UC shall be located at anIncident Command Post (ICP) throughout the emergency, and
shall command responding organizations and agencies from this location. Supporting facilities
such as staging areas, triage areas, etc. may be established by the IC as necessary to support
incident operations on-scene.
The IC/UC shall establish an incident response structure according to the needs of the incident,
and appoint personnel to fill key positions based on their qualifications, training, and experience
in the given position and the type of incident. The structure may include the sections,
branches, divisions, and groups necessary for incident response, and positions include the ICS
command staff, (PIO, liaison officer, and safety officer), general staff (operations, logistics,
planning, and admin/finance chiefs) and supporting personnel.
Only the structures, personnel, and facilities that are determined by command to be necessary
in the incident response shall be established. This allows inherent flexibility and adaptation
required to ensure that the incident response structure is effective and appropriate for a given
type and size of incident.
MOBILIZATION
Immediately after the initial response by the first response agencies, the Emergency
Management Agency (EMA) will be notified based on specific notification criteria provided to
municipal response agencies. Once notified, an EMA Director will gather information, analyze
response needs and capabilities, and dispatch a staff to the site of the emergency as deemed
necessary.
The EMA official will respond to the scene to analyze the situation; ensure the commencement
of necessary actions deemed necessary in response to the situation; begin coordination
between municipal, County and State agencies that may be involved; and begin the timely
transmission of status reports to the EOC. Briefings, provided by the EMA Director, shall be
scheduled at regular intervals, to provide timely information to the Mayor and other key
officials, whether or not they are actually present in the EOC.
Additionally, other EMA or emergency response staff may be dispatched to the scene to assist
with operations in the field. This additional response may include dispatching the mobile
incident command center to the command post. Simultaneously, limited activation of the EOC
shall be accomplished to ensure documentation of action and access to the resource
management system. Necessary staff from tasked Departments in the EOC will ensure the
receipt, analysis and dissemination of information from the field.
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DISASTER / INCIDENT RESPONSE
Initial limited activation of the EOP may be accomplished by the EMA Director or his/her
alternate. Full activation of the EOP requires a proclamation of a local disaster emergency. As
outlined below, this can only be accomplished by the Mayor, or his/her alternate.
Following the determination that a major emergency or disaster situation has occurred meeting
the criteria shown under OPCON 1, a proclamation of a local emergency shall be declared by
the Mayor or his alternate. This declaration shall authorize the full mobilization of necessary
resources and signal the curtailment of non-essential functions. Documentation of all actions,
expenditures, and all other emergency related data shall begin immediately following the
determination that a major emergency has occurred.
All key officials will report to the EOC to command and coordinate response and recovery
efforts, pursuant to standard operating guidelines and the provisions set forth in this plan.
EMA will ensure that an ICP is established at a site as close as possible to the disaster scene, as
directed by the IC. The IC, field commanders representing county response agencies, and
representatives from the municipality affected will report to the command post to ensure overall
coordination at the scene.
An initial damage assessment will be compiled by the field operating forces and forwarded
through the ICP to the EOC. This assessment will include:
§ Initial situation (identification of the disaster agent)
§ Area of damage
§ Extent of damage
§ Number injured and/or killed
§ Immediate assistance required
MUTUAL AID
When incident response requires assets and resources in excess of those available at the local
level, mutual aid resources should be requested. Mutual aid requests should be authorized by
the IC/UC based on projected needs identified by the planning section. In early stages of the
response phase, resource requests will typically be made directly by the IC/UC through normal
dispatch channels. However, as the response organization grows, resource requests will be
handled through area commands and/or multiagency coordination centers. ESF #7 (Resource
Management) discusses the detailed process and procedures for handling resource requests.
Mutual aid is available through a variety of organizations through pre-existing agreements. The
City of Lockport has or participates in mutual aid agreements with the following entities:
§ Greater Will County Emergency Services Mutual Aid Association (GWCESMAA)
§ Illinois Public Works Mutual Aid Network (IPWMAN)
§ Mutual Aid Box Alarm System (MABAS)
§ Illinois Law Enforcement Alarm System (ILEAS)
§ WESCOM - RapDER
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STATE AND FEDERAL ASSISTANCE
As soon as possible following the disaster impact, notification to the Illinois Emergency
Management Agency (IEMA) shall be accomplished. This notification shall be forwarded to
either the IEMA Region 3 Office, or directly to the State Emergency Operation Center (SEOC) in
Springfield. As information emerges, IEMA will also assess the situation and the need for State
assistance. The State reviews the situation, mobilizes State resources, and informs the FEMA
regional office of actions taken. The Governor activates the State EOP, declares a state of
emergency or disaster, and requests a joint State / DHS preliminary damage assessment to
determine if sufficient damage has occurred to justify a request for Presidential declaration of
disaster or emergency. The Governor may make a request for federal assistance based on the
results of the assessment.
Assistance provided from either the State of Illinois or the Federal Government is provided to
supplement those resources available at the local and county level. State and/or federal
agencies will neither take command of the situation nor replace county / local efforts.
Based on the scope and impact of the disaster, the federal government will establish response
components pursuant to applicable provisions of the NRF to provide for the delivery of Federal
services. For detailed descriptions of federal response actions and structures, see the NRF.
Page 47 features a diagram of the entire incident management process from time of occurrence
through delivery of federal assistance. This diagram was developed by FEMA to illustrate the
interface between local, state, and federal response.
RECOVERY
Recovery efforts shall be the responsibility of the City of Lockport and the County. Recovery
plans describe actions beyond rapid damage assessment and those necessary to provide
immediate life support for victims. Long-term recovery planning involves identifying strategic
priorities for restoration, improvement, and growth. Depending upon the magnitude of the
situation, it may be supplemented by efforts from the State and Federal governments. The
recovery shall emphasize mitigation where practical, to minimize the effects of future disasters.
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INCIDENT ACTION FLOWCHART
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VI.
ONGOING PLAN REVIEW AND MAINTENANCE
GENERAL
Responsibility for the overall development and maintenance of the City of Lockport EOP, shall
be assigned to the EMA Director as prescribed by law. Emergency plan maintenance includes
the biennial review and, when necessary, periodic updating of the plan and its annexes to
incorporate new directives, legislation, requirements, or changes based on lessons learned in
exercises or actual events.
SUBMISSION OF CHANGES
On at least a biennial basis, as required by law, the EOP shall be reviewed and updated to
ensure that it is current prior to submission to the WCEMA for review and approval.
The Mayor, department heads, or officials of tasked organizations identified as Primary are
responsible for taking the lead role in reviewing and recommending necessary changes to their
assigned ESF’s and/or annex(es). However, any department or tasked organization with
assigned responsibilities under the EOP may propose a change to the plan. EMA is responsible
for coordinating all proposed changes to the EOP with primary and support agencies and other
stakeholders, as deemed necessary to ensure that the plan remains correct, effective, and
efficient.
Changes should include additions of new or supplementary material and deletions of material
that is no longer applicable. No proposed change should contradict or override legal authorities
or other provisions of the plan.
Changes or suggestions for the plan should be submitted, in writing, to:
Phil Rittenhouse
Lockport Emergency Management Agency
222 E. 9th St.
Lockport, IL 60441
PLAN DISTRIBUTION
The EMA Director shall also be responsible for plan distribution and document control. This
includes the distribution of the plan and its updated annexes as required. The plan shall be
distributed in two formats:
§ Standard Copies shall include the base plan, ESF annexes, and support annexes.
§ Operational Copies shall include all the elements of the standard plan, as well as certain
sensitive information designated as “For Official Use Only” that requires safeguarding
pursuant to USDHS policy.
The plan shall be distributed to tasked agency officials, other key emergency management
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personnel, and emergency response facilities as designated by the EMA Director. A distribution
list for the plan is located on page 15 of this plan.
Changes distributed independent of a full plan distribution shall be entered as instructed and
noted by the plan holder on the Record of Changes page on page 13 of this plan.
NIMS INTEGRATION
In accordance with NIMS, the NIMS Integration Center is responsible for facilitating the
development and adoption of national-level standards, guidelines, and protocols related to the
NIMS. EMA will be responsible for reviewing NIMS guidance and consulting with the NIMS
Integration Center as appropriate, to ensure that the EOP and supporting procedures are and
continue to be compliant with NIMS. EMA collaborates with the Law Enforcement, Fire
Services, Public Works, and other departments deemed necessary to maintain implementation
of our comprehensive plan for NIMS compliance. This plan includes, at a minimum:
§ Adoption of NIMS philosophies, concepts, and organizational structures
§
Development of emergency plans, procedures, and protocols that support the provisions
of this EOP, NIMS, and the ICS
§
A coordinated training and exercise program for emergency response personnel and
crisis management team members
§
A system of personnel qualification and certification
§
Identification of new interoperable technologies for incident management
SUPPORTING PLANS AND PROCEDURES
The EOP is the core emergency response plan for the City of Lockport, and has been developed
according to NIMS and in concert with the NRF, Will County Emergency Operation Plan
(WCEOP) and Illinois Emergency Operations Plan (IEOP). The EOP provides the structures and
processes for coordinating all-hazard incident management activities.
Accordingly, it is essential that Departments and agencies incorporate the key concepts
contained in the EOP when developing or updating incident management and emergency
response plans. When a Department or agency seeks to develop a plan with all-hazards
incident management, these plans shall be coordinated with EMA to ensure consistency with the
EOP and to be incorporated into the EOP, whether by reference or as a whole, as appropriate.
EMA shall act as the clearinghouse for plans and procedures, and shall maintain current copies
of plans for ready reference.
Supporting and implementing the EOP requires a broader range of supporting plans and
procedures that address specific strategic, operational, tactical, and incident-specific or hazardspecific contingency plans and procedures. Plans falling under the umbrella of supporting plans
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and procedures that support the EOP include, but are not limited to:
§
Municipal / Local Government Mitigation Plans
§
Private Sector or industrial emergency response plans
§
Volunteer and non-governmental organizations emergency response plans
§
Contingency plans for Departments and agencies
Task-level procedures should be developed in order to accomplish specific provisions and
functions outlined in the EOP and supporting plans. Procedures provide operational guidance
for emergency teams and other personnel involved in directly conducting or supporting incident
management operations. These documents generally fall into one of the following categories:
§
Standard Operating Procedures (SOPs), Standard Operating Guidelines
(SOGs), or operations manuals that provide a complete reference document,
detailing the procedures for performing a single function (SOP/SOG) or a number of
interdependent functions (operations manual)
§
Field Operations Guides (FOG) or handbooks that are produced as a durable desk or
pocket guide, containing essential tactical information needed to perform specific
assignments or functions
§
Point of Contact Lists including phone numbers and contacts for a specific
organization or function
§
Job Aids such as checklists or other tools for job performance or job training
PLAN EVALUATION AND EXERCISING
For any plan to be functional, it must be evaluated to ensure its workability, and to further
ensure it is understood by those who must use it. Other than periodic review, the most
effective procedure to evaluate the plan is a series of progressively more complex exercises.
Exercises simulate, in a controlled environment, the situations that may occur in a disaster
situation. Following current federal guidance the EOP will be exercised in accordance with the
following schedule:
Annually: Two tabletop, one functional or one full scale exercise will be conducted.
These exercises will consist, at a minimum, of a test of the Direction and Control
capabilities plus activation of specific ESFs.
Once Every Three Years: One national security scenario will be incorporated into a
functional or full scale exercise. This scenario will include a war, terrorist attack, national
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homeland security mobilization, or other national response scenario.
All exercises will be developed, conducted, and evaluated consistent with the Homeland
Security Exercise and Evaluation Program (HSEEP). Actual incidents and events often
serve as an effective way to evaluate current plans. Lessons learned are incorporated
into plan development as well as into future exercises. Also, incidents and events may
periodically serve as a substitute for conducting a drill or exercise. An HSEEP AfterAction Report and Improvement Plan will be developed post event to capture lessons
learned and establish timelines for implementing specified areas for improvement.
CORRECTIVE ACTIONS AND IMPROVEMENTS
Subsequent to each disaster or other emergency incident, as well as exercises of this plan, care
should be taken by all involved emergency response organizations and officials to capture
lessons learned from the event, in order to improve upon existing plans and procedures.
Specific processes for evaluation, development, and implementation of after-action items shall
be the responsibility of the lead agency, in conjunction with emergency management, and
supported by the involved EOC members, supporting agencies, ICS staff, and other key
personnel or organizations. Corrective actions and improvements through mitigation projects
shall be outlined in the Hazard Mitigation Plan as described on page 3 of this plan.
APPENDICES
1.
2.
3.
Glossary of terms
List of Acronyms
Authorities and References
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APPENDIX 1 – GLOSSARY OF TERMS
The following is a list of key terms used throughout this plan. While the majority of these terms
pertain to the NIMS and are standard definitions taken out of the NRP, several others have
been added that have specific meaning within the EOP. In cases where the meaning may differ
slightly, please understand that the definition listed below is the context by which the term is
used in the EOP. Definitions that are unique to the EOP are denoted with an asterisk (*) for
reference.
Agency Representative. A person assigned by a primary, assisting, or cooperating Federal,
State, local, or tribal government agency or private entity that has been delegated authority to
make decisions affecting that agency’s or organization’s participation in incident management
activities following appropriate consultation with the leadership of that agency.
Area Command. An organization established (1) to oversee the management of multiple
incidents that are each being handled by an ICS organization or (2) to oversee the management
of large or multiple incidents to which several Incident Management Teams have been
assigned. Area Command has the responsibility to set overall strategy and priorities, allocate
critical resources according to priorities, ensure that incidents are properly managed, and
ensure that objectives are met and strategies followed. Area Command becomes Unified Area
Command when incidents are multijurisdictional. Area Command may be established at an EOC
facility or at some location other than an ICP.
Catastrophic Incident. Any natural or manmade incident, including terrorism, which results in
extraordinary levels of mass casualties, damage, or disruption severely affecting the population,
infrastructure, environment, economy, national morale, and/or governmental functions. A
catastrophic event could result in sustained national impacts over a prolonged period of time;
almost immediately exceeds resources normally available to State, local, tribal, and privatesector authorities in the impacted area; and significantly interrupts governmental operations
and emergency services to such an extent that national security could be threatened. All
catastrophic events are Incidents of National Significance.
Command. The act of directing, ordering, or controlling by virtue of explicit statutory,
regulatory, or delegated authority.
Command Staff. In an incident management organization, the Command Staff consists of the
IC and the special staff positions of PIO, Liaison Officer, Safety Officer, and other positions as
required, who report directly to the IC. They may have an assistant or assistants, as needed.
Coordinate. To advance systematically an analysis and exchange of information among
principals who have or may have a need to know certain information to carry out specific
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incident management responsibilities.
Credible Threat. A potential terrorist threat that, based on a threat assessment, is credible
and likely to involve WMD.
Critical Infrastructure.* Systems and assets, whether physical or virtual, so vital to Will
County that the incapacity or destruction of such systems and assets would have a debilitating
impact on security, economic security, public health or safety, or any combination of those
matters (NOTE: This definition is the same as used in the NRF, however the NRF considers
critical infrastructure on a National basis.)
Donations. Also referred to as “Unsolicited Goods”. Donated items offered by and/or sent to
the incident area by the public, the private sector, or other source, that have not been
requested by government or NGO disaster relief coordinators.
Emergency Operations Center. The physical location at which the coordination of
information and resources to support domestic incident management activities normally takes
place. EOCs are multiagency coordination entities.
Emergency Operations Plan.* The comprehensive emergency response plan, which is
developed and maintained by the City of Lockport, governs all aspects of emergency response
by City Departments and other tasked organizations to any disaster or emergency incident
caused by natural, technological, or other means, including acts of terrorism and credible
threats to homeland security.
Emergency Public Information. Information that is disseminated primarily in anticipation of
an emergency or during an emergency. In addition to providing situational information to the
public, it also frequently provides directive actions required to be taken by the general public.
Emergency Response Personnel. Includes Federal, State, local [including County], and
tribal emergency public safety, law enforcement, emergency response, emergency medical, and
related personnel, agencies, and authorities.
Emergency Support Function. A grouping of government and certain private-sector
capabilities into an organizational structure to provide the support, resources, program
implementation, and services that are most likely to be needed to save lives, protect property
and the environment, restore essential services and critical infrastructure, and help victims and
communities return to normal, when feasible, following domestic incidents. The ESFs serve as
the primary operational-level mechanism to provide assistance to State, local, and tribal
governments or to Federal departments and agencies conducting missions or primary Federal
responsibility.
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Evacuation. Organized, phased, and supervised withdrawal, dispersal, or removal of civilians
from dangerous or potentially dangerous areas, and their reception and care in safe areas.
Federal. Of or pertaining to the Federal Government of the United States of America.
First Responder. Local and nongovernmental police, fire, and emergency personnel who in
the early stages of an incident are responsible for the protection and preservation of life,
property, evidence, and the environment, including emergency response providers as defined in
section 2 of the Homeland Security Act of 2002 (6 USC 101), as well as emergency
management, public health, clinical care, public works, and other skilled support personnel who
provide immediate support services during prevention, response, and recovery operations. First
responders may include personnel from federal, state, county, local, tribal, or NGO
organizations.
Hazard. Something that is potentially dangerous or harmful, often the root cause of an
unwanted outcome.
Incident. An occurrence or event, natural or human-caused, which requires an emergency
response to protect life or property.
Incident Action Plan. An oral or written plan containing general objectives reflecting the
overall strategy for managing an incident. It may include the identification of operational
resources and assignments. It may also include attachments that provide direction and
important information for management of the incident during one or more operational periods.
Incident Command Post. The field location at which the primary tactical-level, on-scene
incident command functions are performed. The ICP may be collocated with the incident base
or other incident facilities and is normally identified by a green rotating or flashing light. Also
sometimes referred to as the “forward command post.”
Incident Command System. A standardized on-scene emergency management construct
specifically designed to provide for the adoption of an integrated organizational structure that
reflects the complexity and demands of single or multiple incidents, without being hindered by
jurisdictional boundaries.
ICS is the combination of facilities, equipment, personnel,
procedures, and communications operating with a common organizational structure, designed
to aid in the management of resources during incidents.
Incident Commander. The individual responsible for all incident activities, including the
development of strategies and tactics and the ordering and release of resources. The IC has
overall authority for conducting incident operations and is responsible for the management of
all incident operations at the incident site.
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Incident Management Team. The IC and appropriate command and general staff personnel
assigned to an incident.
Infrastructure. The manmade physical systems, assets, projects, and structures, publicly
and/or privately owned, that are used to provide benefit to the public. Infrastructure includes
utilities, bridges, levees, drinking water systems, electrical systems, communications systems,
dams, sewage systems, and roads.
Initial Action. The actions taken by those responders first to arrive at an incident site.
Initial Response. Resources initially committed to an incident.
Jurisdiction. A range or sphere of authority. Public agencies have jurisdiction at an incident
related to their legal responsibilities and authorities. Jurisdictional authority at an incident can
be political / geographical or functional.
Liaison Officer. A member of the Command Staff responsible for coordinating with
representatives from cooperating and assisting agencies.
Local Government.* As used in this plan, refers to local towns, villages, or cities
incorporated under the laws of the State of Illinois with areas of incorporation within the
geopolitical borders of Will County.
Mitigation. Activities designed to reduce or eliminate risk to persons or property or to lessen
the actual or potential effects or consequences of an incident. Mitigation measures may be
implemented prior to, during, or after an incident.
Multiagency Coordination Entity. Multiagency coordination systems provide the architecture
to support coordination for incident prioritization, critical resource allocation, communications
systems integration, and information coordination. The components of multiagency coordination
systems include facilities, equipment, emergency operation centers (EOCs), specific multiagency
coordination entities, personnel, procedures, and communications. These systems assist
agencies and organizations to fully integrate the subsystems of the NIMS.
Multi-Jurisdictional Incident. An incident requiring action from multiple agencies that each
have jurisdiction to manage certain aspects of an incident. In ICS, these incidents will be
managed under Unified Command.
Mutual Aid Agreement. Written agreement between agencies, organizations, and/or
jurisdictions that they will assist one another on request by furnishing personnel, equipment,
and/or expertise in a specified manner.
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National. Of a nationwide character, including the Federal, State, local, and tribal aspects of
government and policy.
National Incident Management System. A system mandated by HSPD-5 that provides a
consistent, nationwide approach for Federal, State, local, and tribal governments; the private
sector; and NGOs to work effectively and efficiently together to prepare for, respond to, and
recover from domestic incidents, regardless of cause, size, or complexity.
National Security and Emergency Preparedness Telecommunications. Services used
to maintain a state of readiness or to respond to and manage any event or crisis that causes or
could cause injury or harm to the population or damage to or loss of property, or could degrade
or threaten the NS/EP posture of the United States.
National Special Security Event. A designated event that, by virtue of its political, economic,
social, or religious significance, may be the target of terrorism or other criminal activity.
Nongovernmental Organization. A nonprofit entity that is based on interests of its
members, individuals, or institutions and that is not created by a government, but may work
cooperatively with government. Such organizations serve a public purpose, not a private
benefit.
Preparedness. The range of deliberate, critical tasks and activities necessary to build, sustain,
and improve the operational capability to prevent, protect against, respond to, and recover from
domestic incidents. Preparedness is a continuous process involving efforts at all levels of
government and between government and private-sector and NGOs to identify threats,
determine vulnerabilities, and identify required resources.
Prevention. Actions taken to avoid an incident or to intervene to stop an incident from
occurring.
Principal Federal Official. The Federal official designated by the Secretary of DHS to act as
his/her representative locally to oversee, coordinate, and execute the Secretary’s incident
management responsibilities under HSPD-5 for Incidents of National Significance.
Private Sector. Organizations and entities that are not part of any governmental structure.
Includes for-profit and not-for-profit organizations, formal and informal structures, commerce
and industry, private emergency response organizations, and private voluntary organizations.
Public Information Officer. A member of the Command Staff responsible for interfacing
with the public and media or with other agencies with incident-related information
requirements.
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Recovery. The development, coordination, and execution of service- and site-restoration plans
for impacted communities and the reconstitution of government operations and services
through individual, private-sector, NGO, and public assistance programs that: identify needs
and define resources; provide housing and promote restoration, address long term care and
treatment of affected persons; implement additional measure for community restoration;
incorporate mitigation measures and techniques, as feasible; evaluate the incident to identify
lessons learned; and develop initiatives to mitigate the effects of future incidents.
Resources. Personnel and major items of equipment, supplies, and facilities available for
assignment to incident operations and for which status is maintained. Resources are described
by kind and type and may be used in operational support of supervisory capacities at an
incident or at an EOC.
Resource Management. Efficient incident management requires a system for identifying
available resources at all jurisdictional levels to enable timely and unimpeded access to
resources needed to prepare for, respond to, or recover from an incident. Resource
management under the NIMS includes mutual-aid agreements; the use of special state, local,
and tribal teams; and resource mobilization protocols.
Response. Activities that address the short-term, direct effects of an incident. Response
includes immediate actions to save lives, protect property, and meet basic human needs.
Response also includes the execution of emergency operations plans and incident mitigation
activities designed to limit the loss of life, personal injury, property damage, and other
unfavorable outcomes.
Situation Assessment. The evaluation and interpretation of information gathered from a
variety of sources (including weather information and forecasts, computerized models, GIS data
mapping, remote sensing sources, ground surveys, etc.) that, when communicated to
emergency managers and decision-makers, can provide a basis for incident management
decision-making.
Spontaneous Volunteer. Also referred to as “Unaffiliated Volunteer” or “Emergent
Volunteer.” An individual who is not formally associated with a recognized voluntary disaster
relief organization.
State.* Used in this plan, the term “State” refers to the State of Illinois.
Strategic. Strategic elements of incident management are characterized by continuous longterm, high-level planning by organizations headed by elected or other senior officials. These
elements involve the adoption of long-range goals and objectives, the setting of priorities; the
establishment of budgets and other fiscal decisions, policy development, and the application of
measures of performance or effectiveness.
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Terrorism. Any activity that (1) involves an act that (a) is dangerous to human life or
potentially destructive of critical infrastructure or key resources; and (b) is a violation of the
criminal laws of the United States or of any State or other subdivision of the United States; and
(2) appears to be intended (a) to intimidate or coerce a civilian population; (b) to influence the
policy of a government by intimidation or coercion; or (c) to affect the conduct of a government
by mass destruction, assassination, or kidnapping.
Threat. An indication of possible violence, harm, or danger.
Unified Command. An application of ICS used when there is more than one agency with
incident jurisdiction or when incidents cross political jurisdictions. Agencies work together
through the designated members of the Unified Command to establish their designated Incident
Commanders at a single ICP and to establish a common set of objectives and strategies and a
single Incident Action Plan.
Unity of Command. The concept by which each person within an organization reports to one
and only one designated person. The purpose of unity of command is to ensure unity of effort
under one responsible commander for every objective.
Volunteer. Any individual accepted to perform services by an agency that has authority to
accept volunteer services when the individual performs services without promise, expectation or
receipt of compensation for services performed.
Weapon of Mass Destruction. As defined in Title 18 USC § 2332a: (1) any explosive,
incendiary, or poison gas bomb, grenade, rocket having a propellant charge of more than onequarter ounce, or mine or similar device; (2) any weapon that is designed or intended to cause
death or serious bodily injury through the release, dissemination, or impact of toxic or
poisonous chemicals or their precursors; (3) any weapon involving a disease organism; or (4)
any weapon that is designed to release radiation or radioactivity at a level dangerous to human
life.
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APPENDIX 2 – LIST OF ACRONYMS
Most acronyms used throughout this plan are those most commonly used in emergency
operations. They are immediately indicated in parenthesis after the corresponding full
statement is made in each section of the plan, and abbreviated thereafter. However, this list
encompasses almost all acronyms used in the plan for concise reference. For a list of other
acronyms used in emergency operations, refer to the latest edition of the FEMA Acronyms,
Abbreviations, and Terms (FAAT) list.
AFB
AFRCC
ALS
AM
APHIS
ARC
ARES
Air Force Base
Air Force Rescue Coordination Center, Langley AFB, VA
Advanced Life Support
Amplitude Modulation
Animal & Plant Health Inspection Service (USDA)
American Red Cross
Amateur Radio Emergency Services
BATF
BLS
BOCA
Bureau of Alcohol, Tobacco, Firearms, & Explosives
Basic Life Support
Building Officials and Code Administrators, International
CAD
CAP
CART
CATV
CB
CEM
CEPP
CERCLA
CERT
CHC
CISD
CONPLAN
COOP
CPG
CSEPP
Computer Aided Dispatch
Civil Air Patrol
Combined Area Rescue Team
Cable Television
Citizens Band Radio
Certified Emergency Manager
Chemical Emergency Preparedness Plan (Will Co LEPC)
Comprehensive Environmental Response, Compensation, & Liability Act
Community Emergency Response Team
Community Health Center (WCHD)
Critical Incident Stress Debriefing
US Government Interagency Domestic Terrorism Concept of Operations Plan
Continuity of Operations
Civil Preparedness Guide
Chemical Stockpile Emergency Preparedness Program
DFO
DHS
DMAT
DMORT
DNS
DOD
Disaster Field Office (FEMA)
Department of Homeland Security
Disaster Medical Assistance Team
Disaster Mortuary Operational Response Team
Division of Nuclear Safety (IEMA)
United States Department of Defense
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DOE
DOJ
DOT
DRC
DWI
United States Department of Energy
United States Department of Justice
United States Department of Transportation
Disaster Recovery Center
Disaster Welfare Inquiry
EAD
EAD/AD
EAP
EAS
EBS
ECL
EH
ELT
EMA
EMNET
EMP
EMS
EMT
EMWIN
EOC
EOP
EPCRA
EPZ
ERT
ESDA
ESF
ESMARN
Emergency Animal Disease
Emergency Animal Disease or Animal Disease
Emergency Action Plan
Emergency Alert System
Emergency Broadcast System
Emergency Classification Level
Environmental Health (WCHD)
Electronic Locator Transmitter
Emergency Management Agency
Emergency Management Network
Electromagnetic Pulse
Emergency Medical Services
Emergency Medical Technician
Emergency Managers Weather Information Network
Emergency Operations Center
Emergency Operations Plan
Emergency Planning & Community Right-to-Know Act
Emergency Planning Zone
Emergency Response Team
Emergency Services and Disaster Agency
Emergency Support Function
Emergency Services Mutual Aid Radio Network
FAA
FADD
FBI
FCC
FCO
FCP
FEMA
FHS
FIFRA
FIRM
FM
FOG
FOUO
Federal Aviation Administration
Foreign Animal Disease Diagnostician
Federal Bureau of Investigation
Federal Communications Commission
Federal Coordinating Officer
Forward Command Post (see ICP)
Federal Emergency Management Agency
Family Health Services (WCHD)
Federal Insecticide, Fungicide, & Rodenticide Act
Flood Insurance Rate Map
Frequency Modulation
Field Operations Guide
For Official Use Only
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FPDWC
FRERP
Forest Preserve District of Will County
Federal Radiological Emergency Response Plan
GETS
GIS
GSAR
GWCESMAA
Government Emergency Telecommunications Service
Geographic Information Systems
Ground Search and Rescue
Greater Will County Emergency Services Mutual Aid Association
HazMat
HF
HHS
HSOC
HSPD
Hazardous Materials
High Frequency
US Department of Health & Human Services
Homeland Security Operations Center
Homeland Security Presidential Directive
IAP
IC
ICC
ICP
ICT
ICS
IDMS
IDNR
IDOA
IDOT
IDPH
IEMA
IEMMAS
IEOP
IEPA
IFERN
IIMG
ILEAS
IMERT
IREACH
IPAWS
IPHMAS
IPRA
IPWAN
ISBE
ISP
ISPERN
IT
Incident Action Plan
Incident Commander
Illinois Commerce Commission
Incident Command Post
Will County Department of Information, Communications, & Technology
Incident Command System
Illinois Disaster Management System
Illinois Department of Natural Resources
Illinois Department of Agriculture
Illinois Department of Transportation
Illinois Department of Public Health
Illinois Emergency Management Agency
Illinois Emergency Management Mutual Aid System
Illinois Emergency Operations Plan
Illinois Environmental Protection Agency
Illinois Fire Emergency Radio Network
Interagency Incident Management Group (Federal)
Illinois Law Enforcement Alarm System
Illinois Medical Emergency Response Team
Illinois Radio Emergency Answering Channel
Illinois Public Alert Warning System
Illinois Public Health Mutual Aid System
Illinois Plan for Radiological Accidents
Illinois Public Works Mutual Aid Network
Illinois State Board of Education
Illinois State Police
Illinois State Police Emergency Radio Network
Information Technology
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ITECS
ITTF
Illinois Transportable Emergency Communications System
Illinois Terrorism Task Force
JFO
JIC
JJC
JMT
JOC
JTTF
Joint Field Office (Federal)
Joint Information Center
Joliet Junior College, Joliet, IL
Joint Management Team (FEMA/USAR)
Joint Operations Center (FBI)
Joint Terrorism Task Force (FBI)
LEADS
LEPC
LESIRN
LOS
Law Enforcement Agencies Data System
Local Emergency Planning Committee
Low Band Emergency Services Inter-system Radio Network
Line of Sight
MABAS
MARSEC
MATTS
MCC
MCWS
MERCI
MERS
MHA
MHz
MOU
MWRDGC
Mutual Aid Box Alarm System
Maritime Security
Mobile Air Transportable Telecommunications System
Mass Care Coordinator
Multi-County Warning System
Medical Emergency Radio Communications of Illinois
Mobile Emergency Response Support
Mental Health & Addictions
Megahertz
Memorandum of Understanding
Metropolitan Water Reclamation District of Greater Chicago
NAWAS
NARS
NCP
NCS
NDMS
NFPA
NGO
NIMS
NOAA
NORAD
NRC
NRF
NRP
NS/EP
NSSE
National Warning System
Nuclear Accident Reporting Sytsem
National Oily and Hazardous Substances Contingency Plan
National Communications System
National Disaster Medical System
National Fire Protection Association
Non-Governmental Organization
National Incident Management System
National Oceanic and Atmospheric Administration
North American Air Defense Command, Colorado Springs, CO
Nuclear Regulatory Commission
National Response Framework
National Response Plan (now obsolete – replaced by NRF)
National Security & Emergency Preparedness
National Special Security Event
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NTAS
NVOAD
NWR
NWS
National Terrorism Advisory System
National Voluntary Organizations Active in Disaster
NOAA Weather Radio
National Weather Service
OEM
OPCON
OSC
OSHA
Office of Emergency Management
Operational Condition
On-Scene Coordinator
Occupational Safety and Health Administration
PA
PDA
PDD
PFO
POC
PIO
PPD
PSAP
PSC
Public Address system
Preliminary Damage Assessment
Presidential Decision Directive
Principal Federal Official
Point of Contact
Public Information Officer
Presidential Policy Directive
Public Safety Answering Point (911 Center)
Port Security Committee (USCG)
RACES
RC
RCC
RCRA
RDF
RDO
RHCC
RMO
RN
ROC
ROE
RRCC
RTA
Radio Amateur Civil Emergency Service
Regional Coordinator (IEMA)
Rescue Coordination Center
Resource Conservation & Recovery Act
Radio Direction-Finding
Radiological Defense Officer
Regional Hospital Coordinating Center (Illinois)
Resource Management Officer
Registered Nurse
Regional Operations Center (FEMA)
Regional Office of Education (Will County)
Regional Response Coordination Center (Federal)
Regional Transportation Authority
SAIC
SAO
SAR
SARA
SARSAT
SECURE
SEOC
SFO
Special Agent in Charge (FBI)
State’s Attorney’s Office (Will County)
Search & Rescue
Superfund Amendments & Reauthorization Act
Search & Rescue Satellite
Safety Enhanced Communities Utilizing Resident Endeavors
State Emergency Operations Center (IEMA)
Senior Federal Official
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SIOC
SM
SMART
SNS
SOG
SOP
SSO
SSDAC
STIC
SWAT
Strategic Information & Operations Center (FBI)
Shelter Manager
Suburban Mutual Assistance Response Team
Strategic National Stockpile
Special Operations Group (WCSO)*
* or less commonly in this plan, Standard Operating Guidelines
Standard Operating Procedure
Shelter Systems Officer
South Suburban Disaster Assistance Council
Statewide Terrorism Intelligence Center (Illinois)
Specialized Weapons & Tactics
TMC
TSP
Traffic Management Center
Telecommunications Service Priority
U
UC
UHF
USACE
USAF
USAR
USCG
USDA
USDHS
USFS
Unclassified
Unified Command
Ultra High Frequency
United States Army Corps of Engineers
United States Air Force
Urban Search & Rescue
United States Coast Guard
United States Department of Agriculture
United States Department of Homeland Security
United States Forest Service
VHF
VIPS
VMAT
Very High Frequency
Volunteers in Police Service
Veterinary Medical Assistance Team
WCAC
WCCO
WCEMA
WCHD
WCSO
WCTTF
WILLWARN
WMD
Will County Animal Control Department
Will County Coroner's Office
Will County Emergency Management Agency
Will County Health Department
Will County Sheriff's Office
Will County Terrorism Task Force
Will County Warning System
Weapons of Mass Destruction
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APPENDIX 3 – AUTHORITIES AND REFERENCES
This listing is not necessarily all-inclusive.
STATUTES & REGULATIONS
28 CFR § 0.85 (Pertaining to FBI jurisdiction for terrorist events)
29 Ill. Reg. – Emergency Services, Disasters, & Civil Defense
Animal Health & Protection Act of 2002, 7 USC 8310
Communications Act of 1934, 47 USC §§ 151-615b
Comprehensive Environmental Response, Compensation, & Liability Act, 42 USC §§ 9601-9675
Congressional Charter of 1905, 36 USC §§ 300101-300111 (American Red Cross Charter)
Cooperative Forestry Assistance Act of 1978, 16 USC §§ 2101-2114
Defense Against Weapons of Mass Destruction Act, 50 USC §§ 2301-2368
Federal Water pollution Control Act (Clean Water Act), 33 USC §§ 1251-1387
Flood Control and Coastal Emergencies, PL 84-99
Freedom of Information Act, 5 ILCS 140
Hazardous Materials Emergency Act, 430 ILCS 50
Homeland Security Act of 2002, PL 107-296 (6 USC §§ 101-557 et al)
Illinois Chemical Safety Act, 430 ILCS 45
Illinois Emergency Management Agency Act, PA 92-597 (20 ILCS 3305)
Insurrection Act, 10 USC §§ 331-335
Maritime Transportation Security Act, PL 107-295 (46 USC §§ 70102-70117)
National Emergencies Act, 50 USC §§ 1601-1651
National Oil & Hazardous Substances Pollution Contingency Plan, 40 CFR Part 300
Occupational Safety & Health Act, 29 USC §§ 651-678
Oil Pollution Act of 1990, PL 101-380
Posse Comitatus Act, 18 USC § 1385
Price-Anderson Amendments Act of 1988, PL 100-408
Public Health Security & Bioterrorism Preparedness & Response Act of 2002, PL 107-188
(Codified in scattered sections of 7 USC, 18 USC, 21 USC, 29 USC, 38 USC, 42 USC, &
47 USC)
Public Health Service Act, 42 USC §§ 201 et seq.
Resource Conservation and Recovery Act of 1976, 42 USC §§ 6901-6986
Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 93-288 (42 USC §§ 51215206 et al)
Will County Ordinance #13, November 10, 1976
PRESIDENTIAL DIRECTIVES
PDD-62:
HSPD-3:
HSPD-5:
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Combating Terrorism, May 22, 1998
Homeland Security Advisory System, March 11, 2002
Management of Domestic Incidents, February 28, 2003
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HSPD-7:
2003
PPD-8:
HSPD-10:
NSD-42:
Critical Infrastructure Identification, Prioritization, and Protection, December 17,
National Preparedness, March 30, 2011
Biodefense for the 21st Century, April 28, 2004
National Policy for the Security of National Security Telecommunications &
Information Systems, July 5, 1990.
FEDERAL GUIDANCE
CPG 1-5
Objectives for Local Emergency Management, FEMA
CPG 1-6
Disaster Operations - A Handbook for Local Officials, FEMA
CPG 1-10
Development of a State and Local Continuity of Government Capability, FEMA
CPG 1-20
Emergency Operating Centers Handbook, FEMA
CPG-101
Developing and Maintaining Emergency Operations Plans, FEMA, November 2010
DAP-5
Community Disaster Loan Handbook, FEMA
DAP-19
A Guide to Federal Aid in Disasters, FEMA
DAP-21
Digest of Federal Disaster Assistance Programs, FEMA
Survivable Crisis Management Plan Development Guide, FEMA
OTHER REFERENCES AND RESOURCES
Illinois Emergency Operations Plan, Nov. 2012, IEMA
National Response Framework, 2008, DHS/FEMA
NFPA 1600, Standard on Disaster/Emergency Management and Business Continuity Programs,
2000 Edition, NFPA
Will County Emergency Operations Plan, April 2011
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