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Contents
Promulgation Statement.......................................................................................5
Recordof Changes..................................................................................................6
Purpose & Scope .....................................................................................................7
SituationOverview .................................................................................................9
Overview of Hazards and Risks..........................................................................11
Assumptions:.......................................................................................................12
Concept of Operations:........................................................................................14
Mitigation:............................................................................................................14
Preparedness:......................................................................................................14
Plans:.................................................................................................................14
Training:............................................................................................................15
Exercises: ..........................................................................................................16
Resource Management:..................................................................................17
PublicOutreach...............................................................................................18
Response:...............................................................................................................18
Incident Command System ...........................................................................18
Emergency Operations Center:......................................................................20
Emergency Support Functions Overview:....................................................23
Recovery:..............................................................................................................26
DisasterDeclarations:......................................................................................26
DisasterSummary Outline .............................................................................27
Damage Assessment Tools:............................................................................27
Joint Preliminary Damage Assessment: .......................................................28
Assistance:........................................................................................................29
Information Collection and Dissemination ......................................................32
Information Collection Priorities...............................................................................32
Communication and Coordination ....................................................................33
2
Direction and Control...........................................................................................35
IncidentCommand System...............................................................................35
IncidentCommand ............................................................................................35
ICS and EOC Interface:........................................................................................36
The Emergency Operations Center:..................................................................36
Lines of Succession: ............................................................................................36
Organization and Assignment of Responsibilities..........................................37
City of Round Rock Emergency Management Organization:........................37
Disaster Declarations..........................................................................................38
Emergency Operations Roles and Responsibilities.........................................38
EOCDirector .......................................................................................................38
PolicyGroup.....................................................................................................39
Departments and Agencies ...........................................................................39
Emergency Support Functions:.....................................................................41
SafetyOfficer:...................................................................................................48
Liaison: ..............................................................................................................49
Legal..................................................................................................................49
Governmental Roles and Responsibilities........................................................49
Municipal Government: ..................................................................................49
SpecialDistricts:...............................................................................................50
CountyGovernment:.......................................................................................50
RegionalPartners............................................................................................50
StateGovernment ...........................................................................................51
Federal Government:.......................................................................................51
Non-Governmental and Volunteer Organizations ..........................................52
PrivateSector ......................................................................................................52
Long-Term Care Providers ..............................................................................52
Citizens and Community Involvement:.........................................................53
Administration, Finance, and Support..............................................................54
3
Finance.................................................................................................................54
Disaster Assistance .............................................................................................54
Documentation...................................................................................................54
After-Action-Report ............................................................................................55
Support ................................................................................................................55
County/State.....................................................................................................56
Resources: ........................................................................................................56
Distribution Management..............................................................................57
Donations Management:................................................................................58
Plan Development and Maintenance................................................................59
PlanDevelopment..............................................................................................59
Plan Maintenance and Evaluation ....................................................................59
Plan Approval Process ........................................................................................59
Authorities & References.....................................................................................60
Federal .................................................................................................................60
Executive Orders of the President .................................................................60
State .....................................................................................................................61
Texas Government Code.................................................................................61
Texas Health and Safety Code ........................................................................61
Local Government Code .................................................................................61
TexasWater Code ............................................................................................61
Executive Orders of the Governor..................................................................61
LocalOrdinances.................................................................................................62
References ...........................................................................................................62
Attachment I: Sample Local Disaster Declaration ..............................................63
Attachment II: Acronyms.......................................................................................64
Attachment III: Record of Distribution .................................................................65
4
Promulgation Statement
Submitted herewith is the Emergency Operations Plan for the City of Round
Rock. It provides a framework in which the City of Round Rock can plan for
and perform its emergency responsibilities during an emergency or disaster.
This plan supersedes any previous plan and has been approved by the
Emergency Management Director and Emergency Management Coordinator
of the City of Round Rock. It will be reviewed and recertified as dictated by
law. Recipients are requested to advise the City of Round Rock of any changes
which might result in an improvement of the efficiency and effectiveness of
emergency operations.
Approved AAZ _— Date-.--,4 _._
Craig Morgan -V
Round Rock- Mayor/Emergency Management Director
C
Approved 0jmt- _ _. Date: v ' 01 L;20a (10 _
Cheree Smith
Round Rock - Emergency Management Coordinator
5
Record of Changes
Date of Change Changed By
Change
3/4/2026 151 iteration of Basic Plan in ESF Cheree Smith, EMC
format
Changed ESF 11 & 12 Primary
3/4/2026 Agencies and, per State Cheree Smith, EMC
requirements, and updated
primary agency language
3/4/2026 Updating the EOC Cheree Smith, EMC
Organization Chart
6
Purpose & Scope
This document serves as the City of Round Rock's all-hazards Emergency
Operations Plan (EOP) to establish the comprehensive framework in which
the City operates to mitigate, prepare for, respond to, and recover from the
adverse impacts of various incidents. The EOP is a foundational document
outlining the City's coordination structure for each disaster phase. It
delineates the roles and responsibilities across all departments necessary to
manage emergency operations. This plan also addresses the implementation
of the National Incident Management System (NIMS).
NIMS provides a national framework to prevent, protect against, mitigate,
respond to, and recover from incidents of all sizes and types across all levels of
government and functional disciplines. Homeland Security Presidential
Directive 5 requires state and local governments to adopt the fundamental
principles, language, and operational concepts embedded in NIMS and the
National Response Plan as a condition for receiving specific categories of
federal support for emergency management. The City of Round Rock
adopted NIMS in 2005. This EOP is updated at least every 5 years to ensure
continued compliance with current standards and requirements.
This plan provides the general framework for emergency operations within
the City of Round Pock and is not intended to serve as a detailed tactical plan.
More detailed standard operating procedures and checklists may be
developed and distributed separately to emergency operations personnel for
internal use only.
7
This plan applies to all emergencies and disasters that may potentially impact
the City of Round Rock. These include natural disasters, technological failures,
and human-caused incidents. More specifically these emergencies and
disasters include, but are not limited to, the following:
- Extreme Heat and Cold
- Flood
- Drought
- Severe Weather
- Tornadoes
- Winter Storms
- Dam Failure
- Wildfire
- Widespread Utility Outages
- Cyber Attack
- Transportation Emergencies
- Civil Unrest
- Terrorism
- Hazardous Materials Incidents
- Nuclear Incidents
- Public Health Emergencies
8
Situation Overview
This section of the plan provides context for understanding the City's
vulnerability to major emergencies and disasters, considering its location,
population, infrastructure, and regional significance.
The City of Round Rock is located in Central Texas, approximately 15 miles
north of Austin. It is centrally located between some of the state's most
populous cities. The City's estimated population is 139,809 and continues to
grow as Round Rock maintains a high quality of life. This growth is
complemented by a steady stream of visitors who come to enjoy events
hosted within the community and the multiple attractions, such as the Dell
Diamond, Old Settlers Park, the Downtown District, Kalahari Resorts &
Conventions, and the Round Rock Premium Outlets. These population
fluctuations may increase demands on public safety, transportation, and
emergency response services during critical incidents.
The City supports a diverse and robust economy and serves as a major center
for economic development. There are major industry clusters in the City of
Round Rock including manufacturing, life sciences and healthcare,
professional and financial services, and technology and computing.
Disruptions to these sectors could have localized and regional economic
impacts.
The City also includes a large concentration of educational facilities, including
campuses serving K-12 and higher education populations. These educational
facilities represent critical community assets and may require additional
consideration during emergency preparedness, response, and recovery
operations.
The City of Round Rock also has a network of medical facilities providing
essential healthcare services to residents and visitors. These facilities are
critical to maintain public health and support emergency operations during
incidents. These medical facilities may experience a surge, or increased
demand, during incidents. A disruption in service or damage of these facilities
could affect the City's ability to provide timely medical assistance and may
require coordination with regional healthcare partners during all disaster
phases.
9
The City of Round Rock relies on a variety of critical facilities to support
essential functions. These facilities include government buildings, public
safety facilities, public works and utilities infrastructure, and major
transportation networks. Ongoing implementation of critical infrastructure
protection measures is necessary to minimize disruptions and support the
continuity of operations.
The City of Round Rock is committed to ensuring the vulnerable populations
are appropriately considered and supported during disasters and
emergencies. Ongoing efforts focus on strengthening response and
operational plans to address the needs of the most vulnerable members of
the community. Specific Emergency Support Functions (ESFs) within the
EOP provide guidance for assisting individuals who may require additional
support. When necessary, the City will also coordinate with regional and state
partners to promote the safety and well-being of the vulnerable populations
during emergencies or disasters.
Pets and service animals are also accounted for in the ESFs within the EOP
and complies with The Americans with Disabilities Act (ADA) and Pets
Evacuation and Transportation Standards Act of 2006 (PETS). The PETS act
requires local governments plan for sheltering and care of household pets
and service animals during emergencies where shelters are established.
Additional information for the sheltering of pets may be found in ESF 6- Mass
Ca re.
Overall, this section provides the context to better understand how the
necessary planning components come together to ensure there are robust
efforts for mitigating, preparing for, responding to, and recovering from
various incidents.
10
Overview of Hazards and Risks
Round Rock is susceptible to natural disasters, technological failures, and
human-caused incidents, as outlined in the Hazard Risk Index seen in the
table below. This index is from the City of Round Rock's Hazard Mitigation
Plan. The planning team assessed each hazard, determined the frequency in
which the hazard occurs, the associated severity, and then ranked them using
this information. The Hazard Mitigation Plan may be referenced for further
information regarding the individual hazards and their associated risks.
POTENTIAL
OCCUPPING
Natural Hazards
Extreme Heat Highly Likely Substantial
Flood Likely Limited
Drought Highly Likely Limited Moderate
Hail Highly Likely Minor Moderate
Lightning Highly Likely Limited Moderate
Thunderstorm Wind Highly Likely Limited Moderate
Tornado Unlikely Substantial Moderate
Winter Storm Highly Likely Minor Moderate
Dam Failure Unlikely Limited Low
Earthquake Unlikely Limited Low
Land Subsidence Unlikely Limited Low
Wildfire Highly Likely Minor Low
e
Cyber Attack Unlikely Major
Hazardous Materials Occasional Limited Low
Infectious Disease Unlikely Substantial Low
Pipeline Failure Unlikely Minor Low
Terrorism Unlikely Substantial Low
11
Assumptions:
The planning assumptions are the areas of the plan that are believed to be
facts for planning purposes to make it possible to execute the Emergency
Operations Plan (EOP). These assumptions note the areas where the plan
may need to be adjusted as the facts surrounding an incident are known.
This plan operates under the assumption that incidents may threaten the
lives, property, environment, and well-being of the City of Round Rock. The
impacts from incidents may include the following:
- Severely damaged or destroyed homes, public buildings, or other
critical facilities or equipment;
- Power, utility, and telecommunications disruptions;
- Widespread debris;
- Impassable emergency routes;
- Shortages of emergency supplies;
- Cascading impacts; and
- Mass fatalities.
Incidents can occur with little to no warning, which is why it is critical to
maintain an adequate preparedness posture. Preparedness within the public
sector of the City of Round Rock includes maintaining, training, exercising,
and updating all the necessary emergency management plans. Community
preparedness may be achieved through public awareness and education
campaigns to ensure citizens are aware of the necessary actions to reduce
their vulnerability to incident impacts.
An incident may be of such a magnitude where the emergency call volume
increases rapidly, overwhelming current resources to the extent responders
are unable to immediately respond to every call for assistance. Initial response
efforts will focus on lifesaving activities first before working to stabilize the
incident, preserve property, and further address other safety concerns. There
may also be times where an evacuation or shelter-in-place may be necessary
for incidents posing a significant credible threat.
The following assumptions describe conditions that may further affect
emergency operations:
12
- Damage to medical facilities could strain remaining healthcare
capacity,
- Supply chains may be disrupted; and
Hazardous materials may be released if fixed facilities that generate,
use, store, or dispose of such materials are damaged.
Incidents may simultaneously affect multiple jurisdictions; however, they are
most effectively managed at the lowest possible jurisdictional level. Local
officials possess the most comprehensive knowledge of their communities,
including available resources, geography, critical facilities, private sector
partners, and relevant social factors. This familiarity enables local personnel to
tailor the incident response to address the specific needs of the community.
The City will maintain sufficient resources to execute the EOP during an
emergency or disaster. However, if local resources are depleted or need
augmentation, then the City may activate its mutual aid agreements. If
mutual aid agreements are insufficient and local resources prove to be
inadequate to effectively manage an incident, then resource requests may be
submitted to county, regional, state, or federal partners.
The Emergency Operations Center (EOC) will be activated during major
disasters and will become the centralized point for supporting the incident
through the coordination of information and resources. City personnel will
staff the EOC and be organized based on their assigned Emergency Support
Function (ESF). The primary department or agency for each ESF is
responsible for coordinating the planning and response activities of their
respective function.
Damage assessments and documentation will be used to communicate the
severity of the incident and its associated costs. This information may also be
used to help support the need for a disaster declaration. The City of Round
Rock will coordinate with the Texas Division of Emergency Management, the
Federal Emergency Management Agency, and other necessary stakeholders
to facilitate the recovery process following an incident.
The City of Round Rock will work to address its vulnerability and risk to
hazards through proactive mitigation actions and activities as outlined in the
City of Round Rock's Hazard Mitigation Plan. All levels of government share
the responsibility for working together in mitigating, preparing for,
responding to, and recovering from disasters.
13
Concept of Operations:
The Emergency Operations Plan (EOP) is an All-Hazards plan applicable for all
incidents regardless of size, scope, and severity. Portions of this plan are
always activated for everyday emergencies and pre-incident planning,
preparedness, and mitigation activities. Other portions of this plan may be
activated by the City of Round Rock's Homeland Security and Emergency
Management Division (HSEM) during large-scale disasters and emergencies
or when a local disaster declaration is issued. To implement this plan, the City
of Round Rock organizes its emergency management activities around four
established phases: mitigation, preparedness, response and recovery. These
phases provide a structured framework to guide emergency management
activities throughout the lifecycle of an incident.
Mitigation:
Mitigation encompasses efforts to reduce or eliminate long-term risks to
people, property, infrastructure, and the environment. The City of Round Rock
implements mitigation projects using the Hazard Mitigation Action Plan
(HMAP). The HMAP identifies hazards, assesses their risks, and lists the
projects the planning team deems appropriate to minimize the impacts of
future incidents. Annual revisions to the HMAP are standard. Although, the
plan may be updated more frequently if necessary.
There are also multiple programs that offer funds for mitigation projects in
the form of grants. More information about these programs, and other
mitigation topics, may be referenced using the most current Hazard
Mitigation Action Plan.
Preparedness:
Preparedness encompasses the ongoing activities to ensure the City is ready
to respond effectively to incidents. These activities include, but are not limited
to, planning, training, exercising, managing resources, and conducting public
outreach. This section of the plan further explains each of these activities.
Plans:
The City of Round Rock's emergency management program maintains
several plans including the EOP, Emergency Support Functions (ESFs),
supporting annexes, and the hazard mitigation plan.
14
The EOP sets the foundation in which emergency management activities are
conducted and uses the ESF format. ESFs are a coordination system in which
resources and information are coordinated with a streamlined approach by
grouping similar capabilities together. Each of the ESFs have their own
supporting document focusing on a specific emergency function. The EOP,
including the ESFs, are submitted to Texas Division of Emergency
Management (TDEM) every 5 years.
There are times where support annexes may be necessary. Supporting
annexes are additional plans that have a specialized focus and may be
created and updated based on the needs of the City to fulfill any gaps within
the EOP.
Event Action Plans may also be created by the City of Round Rock when there
are large public gatherings or special events. These plans are for official use to
clearly define roles and responsibilities, resources, communication
procedures, safety measures, medical plans, and operational guidance.
The Homeland Security and Emergency Management Division (HSEM) may
also help facilitate the planning process for the Continuity of Operations Plan
(COOP). The COOP is an internal plan that involves conducting a business
impact analysis and a business process analysis to identify the essential
functions, personnel, information, and other resources and supplies required
to complete the tasks necessary to keep operations going in the event
mission critical operations are affected. The COOP also identifies orders of
succession, delegation of authority, devolution, and relocation information.
Training:
Training is an essential part of preparing for incidents as it is the systematic
process through which personnel develop and maintain the knowledge, skills,
and abilities required to understand emergency operations and perform their
respective emergency operations duties as is appropriate.
Training related to emergency management is coordinated and scheduled
through HSEM. Training is offered to all agencies involved in emergency
operations. Topics for training include, but are not limited to, the National
Incident Management System (NIMS), Incident Command System, debris
management, mitigation, preparedness, response, and recovery. The
Emergency Management Coordinator may provide a notice regarding
training opportunities to appropriate personnel as is necessary.
15
Training Requirements:
Any personnel staffing the Emergency Operations Center should have a
minimum of the following courses to maintain compliance with NIMS:
- IS-100 Introduction to the Incident Command System
- IS-200 Basic Incident Command System for Initial Response
- IS 700 An Introduction to the National Incident Management System
- IS 800 National Response Framework, An Introduction
Please note that these are the recommended courses based on guidance
from FEMA. However, the courses may not always be available through FEMA.
Please contact the City of Round Rock's Emergency Management Division if
any of these courses are not available from FEMA at anytime to ensure the
attempt to access the course is properly documented.
Exercises:
The City of Round Rock's HSEM Division uses the Homeland Security Exercise
and Evaluation Program, established by the Federal Emergency
Management Agency (FEMA), to plan and coordinate exercises. Exercises are
planned scenarios used to validate and evaluate plans and procedures.
Exercise types include tabletop, functional, and full-scale exercises. Tabletop
exercises are the least resource intensive and are discussion-based sessions
where participants use existing plans and procedures to work through a
simulated scenario. Functional exercises simulate specific operational
functions in real-time without moving personnel or resources. Full-scale
exercises are the most resource intensive as they involve mock scenarios in
which there is the actual deployment of resources and personnel.
After an exercise is conducted, an after-action review is completed. The after-
action review is an evaluation of the exercise to determine the areas where
plans, policies, and procedures worked well and identifies the areas of
improvement. The After-Action Report usually entails identifying action items
that may be implemented to strengthen the preparedness posture of the
City. These action items may include changes to plans, policies, and
procedures, acquiring new or replacing outdated equipment and resources,
and identifying additional training opportunities for personnel.
16
Resource Management:
Resource management during the preparedness phase involves the
identification, acquisition, allocation, tracking, and maintenance of personnel,
equipment, supplies, and facilities necessary to support emergency
operations. This process ensures the City can effectively respond to incidents
of any size or type.
Resource identification entails maintaining lists of personnel, equipment,
equipment operators, vehicles, facilities, suppliers, contractors, vendors, and
staging areas available for emergency use. It is also beneficial to maintain a
list of mutual aid agreements and contracts that may be enacted during an
emergency or disaster. Each department identified in the EOP and ESFs are
responsible for developing and maintaining applicable resource lists. HSEM
should be able to access these lists when appropriate.
Resource acquisition involves assessing current capabilities and needs and
determining which resources, personnel, or supplies may be necessary to
support emergency operations.
Resource allocation is the process of assigning and deploying available
resources to support emergency operations based on incident priorities and
operational needs. Allocation decisions are informed by situational awareness,
established priorities and current capabilities. Resources may also be
adjusted as conditions change to maintain effective emergency operations.
Resource tracking involves maintaining accountability for all acquired assets
to ensure they are used efficiently and effectively during an incident. This also
helps prevent the loss or duplication of assets during incidents, make
informed operational decisions, and obtain the appropriate documentation
following an incident.
Maintaining resources ensures all personnel, equipment, supplies, and
facilities remain functional, reliable, and ready for deployment to support an
effective incident management.
17
Public Outreach
Public outreach is primarily a preparedness activity focused on educating the
public on the hazards that occur within the City of Round Rock and ways to
prepare for them. Information is provided through publications, online, and
in-person. Effective public outreach strengthens the City's ability to manage
emergencies by fostering an informed and prepared community.
Through ongoing preparedness activities, the City of Round Rock helps
ensure personnel, resources, plans, and procedures are maintained in a state
of readiness to support effective emergency operations. Continuous planning,
training, exercises, resource management, and public outreach enable the
City to respond in a coordinated and timely manner to incidents of varying
size and complexity. The preparedness efforts form the foundation for
successful response and recovery operations and support the City's ability to
protect life, property, and environment.
Response:
Response operations begin immediately upon notification of an incident and
focus on life safety, incident stabilization, and protection of property and the
environment. Incidents are primarily managed at the field level using the
Incident Command System (ICS). However, there are times where incidents
may require additional coordination, resources, and policy support beyond
the site of the incident. This is when it may be appropriate to activate the
Emergency Operations Center (EOC). Response activities of field personnel
and the EOC continue until incident objectives are met and conditions allow
for the transition to recovery.
Incident Command System
ICS uses a standard organizational structure to facilitate effective
collaboration among multiple response organizations and is scalable.
Functional areas and positions are activated as incident conditions require.
The five core functional areas are:
- Command
- Planning
- Operations
- Logistics
- Finance/Administration
18
Command:
Command consists of Single Command, Unified Command, and Area
Command. Single Command is when there is one incident commander (IC)
who has the full authority to manage an incident, to include all strategic and
tactical decisions and developing an incident action plan (IAP). The IAP serves
as the primary tool for communicating incident objectives and guiding
tactical activities. Unified Command is when there are multiple ICs, each of
whom represents their agency but are working together on one incident to
identify a single set of objectives, tactics, and IAP. Area Command may be
implemented if an incident is not site specific, the incident is extremely large
and involves multiple ICS organizations. If the incidents are multi-
jurisdictional, a Unified Command will be established within the Area
Command.
ICs are also responsible for establishing an Incident Command Post (ICP). The
ICP is the physical location at the tactical level where incident management
activities commence by general and command staff at the direction of the IC.
Command staff may include a Public Information Officer (PIO), Liaison
Officer, and Safety Officer.The PIO coordinates public messaging. The Liaison
Officer facilitates coordination with assisting and cooperating agencies. The
Safety Officer monitors responder safety conditions. These roles may be
expanded or modified based on the size, scope, and complexity of the
incident.
General Staff:
The General Staff Consists of the Operations, Planning, Logistics, and Finance/
Administration Sections. General staff positions may be established to
manage specific functional areas of incident operations as incident
complexity increases. The Operations Section is responsible for carrying out
tactical actions in support of incident objectives. The Planning Section
collects, evaluates, and disseminates incident information and develops IAPs.
The Logistics Section provides resources and services necessary to support
incident operations. The Finance/Administration Section tracks incident-
related costs, manages procurements and contracts, and provides direct
support for reimbursement activities.
19
Emergency Operations Center:
The Emergency Operations Center (EOC) serves as the central location for
coordinating and supporting emergency response and recovery activities.
The National Incident Management System notes the primary functions of
the EOC are:
- Collecting, analyzing, and sharing information;
- Supporting resource needs and requests, including allocation and
tracking;
- Coordinating plans and determining current and future needs; and
- Providing coordination and policy direction.
EOC Location:
The primary EOC operates virtually, enabling coordination efforts to be
conducted remotely without a reliance on a physical location. The physical
location serves as a secondary EOC and is located at:
- Fire Station 6: 2919 Joe Di Maggio Blvd Round Rock, Texas 78664
Readiness Levels - Levels of Emergency
The EOC uses activation levels to clearly communicate the level of resources
and coordination necessary to maintain an appropriate preparedness
posture. Each level has established criteria that must be met before it is
activated. Readiness levels may be adjusted incrementally based on changing
conditions or rapidly escalated for sudden incidents. Any changes in the EOC
readiness level will be communicated to the appropriate personnel as is
necessary.
There are four distinct readiness levels that also establish who will be involved
in the implementation of the Emergency Operation Plan (EOP) during an
EOC activation. The following table depicts each of these levels and the
potential thresholds.
20
EOC Activation Levels
Level IV: There are normal operations and the EOC is not activated.
Normal Situational awareness is maintained and routine operations
Operations are conducted.
Level III: Activated when there is a minor or routine incident
Enhanced manageable with local assets where no significant
Readiness interagency coordination is required, where mutual aid may
not be necessary, and there is not a pertinent risk of an
incident escalating.
Activated when conditions indicate an emergency or disaster
Level II: is ongoing or imminent where partial EOC staffing is
Partial necessary, significant coordination is required, mutual aid is
Activation requested, and the incident is complex, prolonged, or
escalating.
Level 1• Activated when a disaster or emergency is taking place over
Full several operational periods, involving multiple response
Activation agencies and all EOC positions, requiring significant mutual
aid, and prompting the need for state and federal assistance.
Departments responsible for responding to a situation can use the readiness
level system to determine the severity, expectations, and potential resources
or needs associated with the situation. This information can be further used
in department-specific emergency plans. General actions to be taken at each
readiness level are outlined in the annexes. More specific actions will be
detailed in departmental or agency SOPs.
EOC Organization:
The City of Round Rock uses a hybrid EOC structure incorporating the ICS-like
structure and a departmental model. The EOC operates in alignment with
ICS. However, the organizational structure is different than the structure used
for field response. The key difference is that ICS within the EOC focuses on
strategic operations to help support incident needs rather than conducting
tactical operations.
21
Emergency Operations Center Organization Chart
Policy Group
EOC Director
Public
InformationSafety Officer
Officer
Liaison
E
rations Logistics Planning Finance
Transportation Fire General Services Emergency
Management
Planning& Sports
Development Police Management& GIS
Services Tourism
Community& Information Library
Neighborhood Utilities Technology
Services
Parks&
Recreation
22
There are four main General Staff sections within the EOC, which are
Operations, Logistics, Planning, and Finance. Each department reporting to
the EOC for an activation will be assigned to one of these sections. Each of
these sections manages a functional area of incident. The table below
describes the high-level overview of each General Staff section within the
EOC.
EOC
Section Description
Operations Departments in this section have personnel responsible for
conducting tactical level actions.
Planning Maintains situational awareness through the collection and
analysis of information.
Logistics Provides facilities, services, personnel support, equipment,
and supplies necessary to sustain EOC and field operations.
Tracks incident-related costs, manages contracts, documents
Finance personnel time, and supports financial accountability and
reimbursement.
Emergency Support Functions Overview:
The City of Round Rock uses the Emergency Support Function (ESF)
framework. ESFs provide the structure for organizing and coordinating
functional capabilities during emergency operations. ESFs are activated as
needed to support incident management activities and are coordinated
through the EOC.
In the City of Round Rock, ESFs are organized around existing departmental
authorities and capabilities. Each ESF is led by a designated department and
supported by additional agencies as identified in the ESF annexes.
When the EOC is activated, departments are notified and assume
responsibility for coordinating their assigned ESF as detailed in the ESF
annexes. This allows the City to leverage the established structure while
maintaining alignment with the ESF framework. The departmental roles and
responsibilities, as they pertain to the ESFs, may be found in the Organization
and Assignment of Responsibilities section.
23
Table: ESF Overview
ESF Title High-Level Function
Supports the management of
1 Transportation transportation systems and
infrastructure.
Addresses emergency
communications challenges and
2 Communications coordinates the restoration and
maintenance of critical
communications infrastructure.
Supports the protection and
restoration of critical
3 Public Works & Engineering infrastructure, debris
management, and safety of water
and wastewater services.
Provides firefighting support, fire
4 Firefighting prevention, and the coordination
of f i re se rvi ce resources.
Coordinates emergency
5 Emergency Management management efforts, provides
situational awareness, and
supports decision-making.
Coordinates mass care,
emergency assistance, temporary
6 Mass Care housing, and human services to
support individuals and
communities affected by
incidents.
Coordinates the provision,
7 Logistics acquisition, and delivery of
essential resources to support
emergency operations.
24
Provides public health, medical
8 Public Health & Medical Services care, and mental health services
and manages medical resources.
Coordinates specialized search
9 Search & Rescue and rescue capabilities and
provide lifesaving assistance.
Coordinates resources and
10 Oil and Hazardous Materials technical assistance to support
hazardous materials incidents.
Supports management of
11 Agriculture & Natural Resources impacts on food, agriculture,
animals, and natural/cultural
resources.
Assists private sector energy
sector owners and operators with
12 Energy stabilization and restoration of
normal operations as it pertains
to energy.
13 Law Enforcement Coordinates public safety and
security tasks and resources.
Coordinates resources at all levels
of government and
14 Long- Term Recovery nongovernmental organizations
to address community and City
needs during recovery.
Coordinates clear, unified,
15 Public Information accurate, and effective messaging
as it pertains to the incident.
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Recovery:
The Recovery phase begins once the incident is stabilized through immediate
response activities and focuses on supporting the affected communities as
they return to normal. This phase also includes coordinated actions to restore
essential services and address ongoing needs. Recovery efforts may occur
concurrently with response actions and can extend for months or years
depending on the impact of the incident.
Initial Damage Assessments:
The first indications of the scope and extent of damages will likely be
provided by field personnel reporting to emergency communications or to
the Emergency Operations Center (EOC) during incident response. This
information contains informal assessments that entail quickly gauging the
extent of damages as a result of an incident. The EOC may also receive
damage assessment information from additional sources including, but not
limited to, the public, media, businesses, or other personnel.
Damage assessments help the City determine the personnel, equipment,
facilities, and other resources that may be critical to effectively respond and
recover from an incident. These assessments also enable the City to prioritize
response strategies, allocate resources, ensure public safety, identify critical
needs, start recovery planning, and determine the need for a disaster
declaration.
Disaster Declarations:
A disaster declaration may be issued if incident impacts are substantial or are
expected to be substantial. A disaster declaration is an official mechanism in
which a local government indicated incident impacts have the potential to or
are exceeding the jurisdiction's response capabilities.
The declaration signifies additional support may be required to effectively
manage the incident. While local jurisdictions are expected to use all available
local resources and mutual aid agreements first, state assistance may be
requested when those resources prove inadequate. However, most incidents
occur without the need for a disaster declaration. It is also true that an
overwhelming majority of local disaster declarations will not meet the
threshold for a federal disaster declaration.
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Disaster Summary Outline
Any pertinent damage assessment information provided to the EOC may be
used by the Emergency Management Coordinator, or their designee, to
submit a Disaster Summary Outline (DSO). The DSO is an official mechanism
in which the City is able to notify the Texas Division of Emergency
Management (TDEM) that there is damage within the community as a result
of an incident and includes the associated rough cost estimates.
It is essential costs associated with the response and recovery of an incident
are accurately captured. This information is used for the DSO and as a basis to
determine whether there is a need for state or federal assistance and is
required to obtain a federal disaster declaration.
The DSO may be resubmitted multiple times as costs change or cost
estimates are refined. The DSO may be submitted after a disaster declaration
is issued by the City of Round Rock or Williamson County, as this information
is also used as a basis for obtaining a presidential disaster declaration.
Once the immediate response actions are completed, more detailed and
systemic damage assessments are conducted. These assessments are used to
provide an overall picture of the severity of the impacts after an incident and
are shared with the EOC. The information provided may be used to support
recovery planning, estimate repair and reconstruction cost, determine
eligibility for assistance, and guide long-term rebuilding efforts.
Damage Assessment Tools:
TDEM manages two different tools local jurisdictions will need to use to
submit detailed and accurate damage assessments to the State. These tools
provide the necessary documentation used during the preliminary damage
assessment. In addition, these tools must be used if there is intent to receive
federal assistance, as it is the mechanism TDEM uses to start reviewing
whether they believe damages may be to the extent where a presidential
disaster declaration is necessary.
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Public Assistance State of Texas Assessment Tool
The City will need to complete damage assessments using the Public
Assistance State of Texas Assessment Tool (pSTAT) to document damage to
public property or buildings. The information gathered through pSTAT
submissions will be used to determine the extent of damage and also
whether the federal threshold for Federal Emergency Management
Assistance (FEMA) Public Assistance is met. To be eligible for Public
Assistance, Williamson County must meet a specific threshold, and the State
of Texas must also meet its threshold. These thresholds are updated annually
by FEMA. Jurisdictions can access the pSTAT at pSTAT.tdem.texas.gov.
Individual Assistance State of Texas Assessment Tool:
The Individual Assistance State of Texas Assessment Tool (iSTAT) is a damage
assessment tool available to the community for the residents to submit
information about damages to their private homes and businesses. This
information may be accessed by the City of Pound Rock's Homeland Security
and Emergency Management Division (HSEM) and the Texas Division of
Emergency Management. These submissions help inform the local and state
officials about the extent of damage to private property. This information is
used for the preliminary damage assessment and to determine if the
thresholds for federal assistance are met for FEMA's Individual Assistance
Program or the Small Business Administration's disaster assistance program.
This tool may be accessed at damage.tdem.texas.gov.
Joint Preliminary Damage Assessment:
After DSO information is reviewed, including the existing pSTAT and iSTAT
information, a Joint Preliminary Damage Assessment (JPDA) may be
scheduled if deemed appropriate. A JPDA is a formal damage assessment of
public and individual damage that may be performed by local, state, and
federal officials. Local representatives familiar with the damage will
accompany any other local, state, and federal officials during this process and
provide maps to complete the damage assessments. The local
representatives involved in this process will need to be able to provide a
reasonable cost estimate of damage. The JPDA is the mechanism in which
local damages are verified and certified. After a JPDA is completed, the
Governor may use this information to then request federal assistance.
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Additional damage assessment functions are maintained in the appropriate
standard operating procedures, which include the identification of roles and
responsibilities, training, assessment criteria, reporting formats, and the
process for initial and preliminary damage assessments.
Assistance:
Federal assistance may become available following a major or catastrophic
disaster in which an emergency or major disaster declaration is granted by
the president. There are multiple assistance programs that may become
available depending on whether the criteria have been met. HSEM will notify
the appropriate City officials when there is a federal disaster declaration
where federal assistance programs are available.
The Joint Field Office (JFO) is the primary field location for the coordination of
federal and state recovery operations. It is a temporary federal multi-agency
coordination center established locally to facilitate field-level domestic
incident management activities and provides a central location for the
coordination of response and incident support among all levels of
government and also private-sector organizations.
Public Assistance:
The Public Assistance (PA) program provides program support to eligible
local governmental entities following a disaster to assist with the response
and recovery from incidents. The program provides assistance for debris
removal from public property, emergency protective measures, and the
permanent restoration of public infrastructure. Public Assistance is broken
down into categories.
The categories of Public Assistance include:
- Category A: Debris Removal
- Category B: Emergency Protective Measures
- Category C: Roads & Bridges
- Category D: Water Control Facilities
- Category E: Public Buildings and Equipment
- Category F: Utilities
- Category G: Parks, Recreational Facilities, and Other Facilities
- Category I: Building Code and Floodplain Management and
Enforcement
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The City of Round Rock will need to go through the appropriate multi-step
process if there is a federal disaster declaration in which the City has been
deemed eligible to apply for Public Assistance funds. There will be a briefing
that includes high-level information necessary for the City to complete the
appropriate tasks and the necessary deadlines that must be met to receive
potential funds. Project worksheets will need to be prepared for eligible
emergency costs and for eligible permanent work to restore damaged public
infrastructure. These project worksheets will be completed using the
documentation submitted by City personnel.
The State serves as the Grantee and eligible applicants for public assistance
are sub-grantees.The current federal cost share is typically 75/25. This means
the federal share for most federal declarations is 75% and the remaining 25%
is provided by the local government.
Hazard Mitigation Grant Program:
The President may make Hazard Mitigation Grant Program (HGMP) funds
available to the state and local governments following a disaster declaration.
The purpose of this program is to help communities implement hazard
mitigation measures following a major disaster declaration. These funds may
be used for projects that will reduce or eliminate losses from future disasters.
The funding for HGMP is limited to 15% of the total cost of Public Assistance
and Individual Assistance for the disaster. FEMA may fund up to 75% of the
eligible project costs while at least 25% must be met by cash or in-kind
resources. To be eligible for these funds, the City of Round Rock must have a
state and federally approved Hazard Mitigation Plan.
Individual Assistance:
Individual Assistance may also be available following a major disaster
declaration. This program provides financial assistance and other services to
individuals in federally declared disaster areas whose property is damaged or
destroyed and where the losses are not covered by insurance.
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The following factors are considered by FEMA when evaluating a governor's
request for a major disaster declaration:
- State fiscal capacity and resource availability,
- Uninsured home and personal property losses,
- Disaster impacted population profile,
- Impact to community infrastructure,
- Casualties, and
- Disaster-related unemployment.
Disaster Recovery Center.
Disaster Recovery Centers (DRCs) are established in a disaster area to provide
information on the complete range of disaster assistance that is available.
DRCs provide individuals affected by a disaster with the opportunity to meet
representatives from local, state, federal, and volunteer agencies to do the
following:
- Apply for assistance,
- Learn more about disaster assistance programs,
- Check the status of FEMA applications,
- Understand letters from FEMA,
- Find housing and rental assistance information,
- Answer questions pertaining to the recovery process, and
- Receive referrals to agencies that may offer other forms of assistance.
The Emergency Management Coordinator will collaborate with the necessary
City, State, and federal officials to determine the potential need for a DRC.
Other Assistance
There are multiple assistance programs that may be available after a major
disaster declaration. Additional information on these programs may be found
in ESF 14- Long-Term Recovery.
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OR
Information Collection and Dissemination
The EOC is responsible for gathering timely, accurate, accessible and
consistent information during an emergency. This information is synthesized
and shared through situation reports, which create a common operating
picture and may be used to adjust operational goals, priorities, and strategies.
To ensure effective information flow, emergency response agencies involved
in emergency operations must establish communications systems and
protocols to organize, integrate, and coordinate information among the
entities affected by the incident.
Information Collection Priorities
Information collection priorities are dependent on the incident and driven by
immediate resource needs. Essential information will be collected by the EOC
from the appropriate sections, departments, or personnel. The EOC will then
use this information to provide a current common operating picture, long-
term strategies, and disseminate or archive information pertaining to the
incident. The EOC will maintain and update a list of essential stakeholders
who receive situation reports and other essential information. Some
examples of essential information collected may include the following:
- Weather conditions and upcoming forecasts,
- Status of responding agencies and the overall incident,
- New or ongoing response objectives and operational needs,
- Impacts or threats to life safety, property, and environment,
- Evacuation information, shelters, distribution sites, etc.,
- Impacts on departmental continuity of operations,
- Damage assessment data,
- Road closures, and
- Essential City service impacts.
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Communication and Coordination
The City may be alerted about an incident by the public through 9-1-1, the
State Warning Center, another response agency, emergency management
personnel, or through the analysis of social media and other news sites. Upon
alert, response agencies will be notified.
The City of Round Rock uses redundant modes of communication to ensure
situational awareness is maintained and the appropriate personnel are
notified. The City will notify other levels of government of disasters that affect
the City as is appropriate.
Emergency management officials frequently monitor the situation to assess
the current risks and hazards. This is done through increasing the awareness
level of the necessary personnel and the community when a threat is
approaching or is imminent. Sufficient warning, when applicable, provides
the opportunity for response agencies to increase readiness, which are
actions designed to increase an agency's ability to effectively respond once an
emergency occurs. Readiness activities may include:
- Briefing government officials,
- Reviewing plans and procedures,
- Preparing and disseminating information to the community,
- Updating resource inventory lists, and
- Precautionarily activating the EOC.
Multiple communication methods are integrated within the City, such as the
use of traditional media, social media, web-based media, printed publications,
and email distributions to notify and prepare the community for imminent
hazards.
The City of Round Rock also uses the State of Texas Assistance Registry to
identify and reach vulnerable populations on the registry when specific
criteria are met. These notifications include communication via text or email,
phone, and in-person.
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Notification System
The City of Round Rock does not have a siren system. However, residents can
sign up for Warn Central Texas to receive notifications based on their address.
When residents sign up, they may select different types of alerts they want to
receive. In addition, the City has access to this notification system so that
tailored alerts may be sent to the community.
Public Information
Public information consists of the processes, procedures, and systems to
communicate timely and accurate information about the current situation to
the public, responders, and stakeholders. Public information must be
coordinated and integrated across jurisdictions, agencies, and organizations
among all levels of government, the private sector, and non-governmental
organizations. Well-developed public information, educational strategies, and
communication plans help ensure lifesaving measures are coordinated and
communicated to a widespread audience in a timely and consistent manner.
During a significant incident, managing public information is essential in
keeping the public informed about what happened, what actions the City
emergency response agencies have taken and what the public needs to
know and do in response to the incident.
More extensive public information guidance during an emergency is
documented in the Public Information Annex, ESF 1S, of the EOP.
Joint Information System
All public information is coordinated utilizing joint information system
procedures for situational awareness and to ensure there is a unified
message. Subsequently, the Joint Information Center may be activated to
serve as the central location for Public Information Officers (PIOs) from all
involved agencies to share information before coordinating information
dissemination strategies. Within the EOC, PIOs will also work with the
appropriate personnel to efficiently prioritize information needing to be
shared with the public. The lead PIO in the City's EOC will also coordinate with
the County's PIO on news releases related to a disaster when it is necessary.
Information dissemination strategies to the public may differ depending on
the incident. PTOs may utilize social media, news outlets, radio, or other
means of communication to share information with the public depending on
which communication systems are impacted.
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Direction and Control
According to the Texas Disaster Act, the Mayor serves as the Emergency
Management Director and has overall responsibility for the management of
local disasters.This authority also includes the ability to issue an emergency
or disaster declaration within the City of Round Rock.
The Mayor may also appoint an individual to act as the Emergency
Management Coordinator (EMC). The EMC serves as the Emergency
Management Director's assistant for emergency management purposes. The
EMC is responsible for managing the emergency management program and
executing the Emergency Operations Plan, including its annexes, for
emergencies, disasters, or planned events.
Incident Command System
As part of its formal adoption of the National Incident Management System
(NIMS), the City of Round Rock uses the Incident Command System (ICS) as a
standardized framework for incident command and coordination. ICS is a
subcomponent of NIMS designed to provide a consistent and scalable system
for managing all incidents. The City applies the ICS principles during field
response operations.
Incident Command
The Incident Commander has overall authority and responsibility for
conducting and managing all incident operations at the incident site. When
multiple command authorities are involved, the incident may be led by a
unified command comprised of officials who have jurisdictional authority or
functional responsibility for the incident under appropriate laws, ordinances,
agreements, or policies. Command provides direct, on-scene control of
tactical operations. At the tactical level, on-scene incident command and
management organization are located at the Incident Command Post (ICP).
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ICS and EOC Interface:
It is imperative that the EOC and personnel at the ICP collaborate during an
incident. Essential information from the ICP needs to be communicated to
the EOC as is appropriate. In addition, pertinent information also needs to
flow from the EOC to the ICP. This helps minimize each coordinating body
from independently managing an incident, duplicating efforts and
inefficiently using resources. This communication and collaboration further
ensure the City is managing the incident based on a shared common
operating picture.
The Emergency Operations Center:
The emergency operations center (EOC) serves as the central location for
coordinating and supporting emergency response and recovery activities.
This allows incident command to remain focused on tactical response while
broader coordination needs are addressed by the EOC. The EOC is not
designed to replace on-scene incident command. The EOC supports
Citywide coordination and information sharing and facilitates communication
among the various departments and external partners in accordance with
this Emergency Operations Plan. See the EOC portion of the Concept of
Operations Section for additional information.
The EOC may be activated or deactivated by the following positions or their
desig nee:
- M ayo r,
- Emergency Management Coordinator,
- City Manager's Office,
- Fire Chief,
- Chief of Police, or
- Public Works Director.
Lines of Succession:
The line of succession for the Mayor is Mayor-Pro Tem.
The line of succession for the City Manager is the Assistant City Manager.
The line of succession for the Emergency Management Coordinator is the Fire
Chief.
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Organization and Assignment of
Responsibilities
This section outlines the organizational structure and identifies the roles and
responsibilities of departments and agencies involved in emergency response
and recovery. It also further defines how responsibilities are assigned to
support coordinated operations, clarifies functional relationships among
response partners, and ensures all participating entities understand their
duties under the Emergency Operations Plan. These responsibilities are
intended to enable the jurisdiction to effectively manage various incidents.
City of Round Rock Emergency Management
Organization:
The City's emergency management program is structured to provide clear
leadership, accountability, and coordination during all disaster phases,
emergencies, and planned events. The program is located within the Fire
Department and is managed by the Emergency Management Coordinator
(EMC). The EMC reports to the Fire Chief, who reports to the City Manager.
The City Manager is accountable to the Mayor and City Council and oversees
City operations while coordinating departmental activities to implement the
objectives and policies set by Council.
The responsibilities of the emergency management program include
developing and maintaining an emergency management plan for disaster
mitigation, preparedness, response, and recovery (Texas Government Code
Chapter 418.106); coordinating with neighboring jurisdictions and state
agencies; conducting training, exercises, and public education campaigns;
and supporting continuity of government to include essential services.
Emergency management is also responsible for coordinating emergency
operations during an incident. If an incident is of such a magnitude where
local resources are expected to be depleted, or are currently depleted, then
the EMC may recommend a Disaster Declaration, if one has not already been
issued.
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Disaster Declarations
There may be circumstances in which the severity or scope of an incident
exceeds the City's capacity to effectively respond using existing resources. In
such cases, the issuance of a disaster declaration may be necessary.
The Texas Disaster Act, Chapter 418, Texas Government Code, provides the
Mayor with the authority to declare a local state of disaster and may do so
without the consent of the City Council. However, the declaration may last no
longer than seven days unless continued by the City Council. The City Council
may terminate a state of disaster at anytime. Copies of a disaster declaration
should be filed with the City Secretary and the Texas Division of Emergency
Management.
Chapter 418.108 of the Texas Government Code provides that the mayor may,
when a State of Local Disaster has been declared, exercise similar powers on
an appropriate local scale as have been granted to the Governor in the
Disaster Act. Among those powers is the authority to suspend procedural
laws and rules, use public and private resources to respond to the disaster,
control the movement of people, restrict the sale and transportation of
certain items, and take several other actions. After a state of disaster is
declared, the City may enact an emergency ordinance or order describing the
specific emergency regulations that are to be put into effect during the
disaster.
When the Mayor makes a Declaration of Local Disaster and exercises the
powers, the City Manager will execute the orders as directed by the Mayor.
Emergency Operations Roles and Responsibilities
This section is to provide a high-level overview of the roles and responsibilities
for emergency operations. Not every role listed within this section may be
filled for every incident. Roles may be activated depending on incident needs.
EOC Director
The EOC Director is responsible for the overall management and coordination
of the EOC during an activation. This position provides strategic direction as is
appropriate to support incident command. The EOC Director is responsible
for the following:
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Determining the level of the EOC activation and organizational
structure,
Coordinating with the Policy Group, EOC personnel, and incident
command to establish EOC objectives and priorities,
- Ensuring effective interagency coordination, and
- Overseeing compliance with applicable plans, and procedures as is
appropriate.
Policy Group
The Policy Group provides executive guidance and oversight during
emergency operations. Its primary role is to establish broad policies, set
priorities, allocate resources, and ensure coordination among City
departments, elected officials, and the necessary external partners. The Policy
Group typically consists of the Mayor, City Council, City Manager,
departmental directors, and other key senior officials. These individuals may
convene depending on the scale and type of incident.
The Policy Group does not manage daily operational activities but provides
direction to the Incident Commander, department directors, and the EOC
Director to ensure response and recovery efforts align with City objectives
and legal authorities. This oversight ensures all emergency management
activities are consistent with established policies, Council priorities, and the
City's strategic goals.
Departments and Agencies
City departments and agencies are responsible for carrying out their assigned
emergency management roles in accordance with this plan and applicable
annexes. Departments support emergency operations by providing
personnel, resources, technical expertise, and continuity of essentials services.
Department directors are responsible for ensuring their organizations are
prepared to fulfill assigned responsibilities and for coordinating with the EMC
and EOC during activations.
Departments are identified as a primary agency for each Emergency Support
Function and are responsible for implementing the measures within the
assigned ESF. The Primary Agency may also identify a designee, work with
supporting agencies to conduct emergency operations efforts within their
respective ESF, and will update the respective plan in coordination with the
Homeland Security and Emergency Management Division (HSEM).
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ESF # ESF Primary Round Rock
Coordinating Agency
1 Transportation Transportation Department
2 Communications Police Department-Emergency
Communications
3 Public Works and Engineering Utilities and Environmental
Services Department
4 Firefighting Fire Department
Fire Department - Homeland
5 Emergency Management Security and Emergency
Management Division
6 Mass Care Parks and Recreation
Department
7 Finance Finance Department
8 Health and Medical Services Fire Department
9 Search and Rescue Fire Department
10 Oil and Hazardous Materials Fire Department
Response
11 Agriculture and Natural police Department
Resources
12 Energy Public Works Department
13 Law Enforcement Police Department
Fire Department - Homeland
14 Cross-Sector Collaboration Security and Emergency
Management Division
15 Public Information Communications and Marketing
Department
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Emergency Support Functions:
Emergency Support Functions provide a functional framework for organizing
and coordinating response and recovery activities. Each ESF groups City
departments, agencies, and partners with similar responsibilities to support
efficient coordination and communication. More detailed roles and
procedures may be found in the corresponding ESF annexes or in supporting
policies and procedures. However, high-level descriptions of ESF
responsibilities are included below.
ESF 7 Transportation
Primary Agency: Transportation Dept.
Coordinates transportation needs, issues, and activities before, during, and
after a disaster, emergency, or event. Responsibilities include, but are not
limited to, the following:
- Establishing evacuation routes,
- Identifying transportation routes for resources,
- Determining resource needs,
- Coordinating the restoration of transportation infrastructure,
- Maintaining status information about transportation routes,
- Identifying potential emergency transportation issues, and
- Implementing necessary plans, protocols, procedures, and policies.
ESF 2 Communications
Primary Agency: Police Department - Emergency Communications
Coordinates communications needs, issues, and activities before, during,
and after a disaster, emergency, or event. Responsibilities include, but are
not limited to, the following:
- Establishing and maintaining communications between and among
key facilities that are integral to efficient emergency operations,
- Ensuring Emergency Communications is prepared to respond,
recover, and mitigate incidents and their impacts,
- Maintaining status information on communications systems and
infrastructure,
- Identifying potential emergency communications issues and
resource needs and coordinating the prioritization of restoration, and
- Implementing necessary plans, protocols, procedures, and policies.
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ESF 3 Public Works and Engineering
Primary Agency: Utilities and Environmental Services Department
Coordinates the resources to support emergency public works and
engineering needs before, during, or after a disaster, emergency, or event.
Responsibilities include, but are not limited to, the following:
- Providing engineering and construction services,
- Conducting safety inspections and damage assessments,
- Issuing relevant permits as is appropriate following an incident,
- Maintaining status information about water and wastewater facilities,
- Establishing priorities to repair damaged water and wastewater
systems,
- Coordinating provision of temporary, alternate, or interim sources of
water and wastewater systems when necessary,
- Coordinating debris management operations,
- Identifying potential impacts to public works and engineering
infrastructure, and
- Implementing necessary plans, protocols, procedures, and policies.
ESF 4 Firefighting
Primary Agency: Fire Department
Coordinates and mobilizes fire, rescue, and emergency services resources,
personnel, and equipment to detect fires and other fire protection issues
before, during, or after a disaster, emergency, or event. Responsibilities
include, but are not limited to, the following:
- Maintaining information regarding available firefighting resources
and personnel as is appropriate,
- Coordinating firefighting resources, which includes mutual aid and
auto aid agreements,
- Providing status information on firefighting efforts,
- Maintaining situational awareness of committed resources pertaining
to ESF 4,
- Supporting fire investigations and inspections as appropriate, and
- Implementing necessary plans, protocols, procedures, and policies.
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ESF 5 Emergency Management
Primary Agency: Fire Department- Homeland Security and Emergency
Management Division
Coordinates emergency management efforts of preparedness, response,
recovery, and mitigation for disasters, emergencies, and events.
Responsibilities include, but are not limited to, the following:
- Ensuring and maintaining the operational readiness of the EOC,
- Coordinating with other ESFs and departments throughout the
incident,
- Collecting, analyzing, and disseminating information on the nature,
scope, and potential impacts of the incident,
- Using the information gathered for situational awareness to support
Operations, Planning, Finance, and Logistics as necessary,
- Identifying and anticipating future needs and requirements,
- Supporting and planning for mitigation measures for future
incidents, and
- Implementing necessary plans, protocols, procedures, and policies.
ESF 6 Mass Care
Primary Agency: Parks and Recreation
Coordinates mass care, emergency assistance, temporary housing, and
human-services-related efforts before, during, and after a disaster,
emergency, or event. Responsibilities include, but are not limited to, the
following:
- Identifying shelter facilities and the provision of life-sustaining
services in a safe, sanitary, and secure environment,
- Identifying and establishing appropriate resource agreements
relating to ESF 6,
- Determining resource needs and maintaining adequate resources for
ESF 6,
- Maintaining status information on mass care, housing, and human
services,
- Supporting reunification centers and temporary evacuation points,
- Identifying mass care, housing, and human services vulnerabilities,
and
- Implementing necessary plans, protocols, procedures, and policies.
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ESF 7 Logistics
Primary Agency: Finance
Coordinating logistical and resource support to departments involved in
response and recovery efforts before, during, or after a disaster, emergency,
or event. Responsibilities include, but are not limited to, the following:
- Maintaining current inventories of available resources,
- Maintaining a list of essential points of contacts for critical resource
needs and contracts pertaining to ESF 7,
- Identifying potential resource needs during an incident,
- Ensuring procurement rules are followed,
- Maintaining status information about resources,
- Tracking resources and coordinating resource requests,
- Coordinating with the necessary entities to identify a staging area,
and
- Implementing necessary plans, protocols, procedures, and policies.
ESF 8 Health and Medical Services
Primary Agency: Fire Department
Coordinating provision of medical care, public health, fatality management,
and medical transport before, during, and after a disaster, emergency, or
event. Responsibilities include, but are not limited to, the following:
- Conducting planning efforts with other healthcare partners,
- Notifying the local health department when necessary,
- Coordinating Emergency Medical Services activities,
- Coordinating with hospitals and healthcare facilities as is appropriate,
- Maintaining status information about ESF 8 resources, facilities, and
situation,
- Support mass fatality efforts as appropriate,
- Identifying public health and medical services vulnerabilities, and
- Implementing necessary plans, protocols, procedures, and policies.
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ESF 9 Search and Rescue
Primary Agency: Fire Department
Coordinates search and rescue operations before, during, and after a
disaster, emergency, or event. Responsibilities include, but are not limited
to, the following:
- Developing and maintaining internal agency search and rescue plans,
procedures, resource directories, and emergency contact lists,
- Maintaining inventories of search and rescue equipment, materials,
supplies, and facilities,
- Maintaining status information about search and rescue efforts and
committed resources,
- Establishing communications with appropriate field personnel as
appropriate, and
- Implementing necessary plans, protocols, procedures, and policies.
ESF 10 Oil and Hazardous Materials Response
Primary Agency: Fire Department
Coordinates support for the control and containment of an actual or
potential oil spills or hazardous materials releases requiring an ESF 10
activation before, during, or after a disaster, emergency, or event.
Responsibilities include, but are not limited to, the following:
- Maintaining a resource inventory record of hazardous materials
resources,
- Maintaining status information on the current situation and
hazardous materials resources,
- Coordinating response and recovery activities as appropriate, and
- Implementing necessary plans, protocols, procedures, and policies
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ESF 11 Agriculture and Natural Resources
Primary Agency: Police Department
Coordinate with the appropriate agencies regarding agriculture and natural
resources before, during and after a disaster, emergency, or event.
Responsibilities include, but are not limited to, the following:
- Coordinating with subject matter experts and establishing liaisons to
assist with the management of any incidents involving an ESF 11
activation,
- Coordinating with the proper authorities to address food
contamination, water inspections, pets and livestock, and plant and
animal diseases as necessary,
- Maintaining current situational awareness and the status of resources
pertaining to ESF11, and
- Implementing necessary plans, protocols, procedures, and policies.
ESF 72 Energy
Primary Agency: Public Works Department
Coordinates support for energy and energy systems before, during, and
after a disaster, emergency, or event. Responsibilities include, but are not
limited to, the following:
- Coordinating with the necessary utility representatives to determine
emergency response and recovery needs,
- Determining areas affected by outages and time estimates for
restoration,
- Assisting with obtaining emergency power generation capabilities for
critical infrastructure,
- Identifying damages to energy infrastructure and systems,
- Providing conservation guidance, emergency information, and
education concerning energy systems,
- Maintaining status information about the current situation pertaining
to ESF 12,
- Implementing necessary plans, protocols, procedures, and policies.
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ESF 73 Law Enforcement
Primary Agency: Police Department
Provides coordination and support for law enforcement activities and
resources before, during, and after a disaster, emergency, or event.
Responsibilities include, but are not limited to, the following:
- Conducting public education and outreach, as is appropriate,
regarding law enforcement, public safety, and security,
- Coordinating law enforcement resources, including mutual aid
agreements,
- Providing security for emergency facilities and response personnel as
necessary,
- Assisting with evacuations and reentry,
- Maintaining status information about law enforcement activities, and
- Implementing necessary plans, protocols, procedures, and policies.
ESF 74 Cross-Sector Collaboration
Primary Agency: Fire Department - Homeland Security and Emergency
Management Division
Coordinates with the appropriate stakeholders to address private sector
functions needed to assist the City before, during, or after a disaster,
emergency, or event. Responsibilities include, but are not limited to, the
following:
- Establishing, maintaining, and communicating with the private
sector partner network,
- Developing and maintaining protocols to coordinate private sector
goods and services,
- Maintaining status information about business impacts and the
related impacts on the community,
- Supporting the resumption or continuation of normal business
operations as is appropriate, and
- Implementing necessary plans, protocols, procedures, and policies.
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ESF IS Public Information
Primary Agency: Communications and Marketing Department
Coordinates and collaborates with the appropriate agencies regarding
public information needs, issues, and activities before, during, and after a
disaster, emergency, or event. This role is normally filled by the Public
Information Officer or their designee. Responsibilities include, but are not
limited to, the following:
- Educating the public on emergency preparedness activities,
- Relaying and coordinating critical information during an incident
response and recovery,
- Maintaining a roster of necessary contacts and status information
pertaining to public information,
- Establishing a JIC or JIS dependent on incident needs when
appropriate,
- Monitoring social media, and
- Implementing necessary plans, protocols, procedures, and policies.
Safety Officer:
The Safety Officer in the EOC is responsible for ensuring the health and safety
of EOC staff, responders, and supporting agencies during emergency
operations. The Safety Officer has the authority to halt or modify activities
within the EOC or associated operations that present an imminent safety risk.
Other duties the safety officer is responsible for may include the following:
- Monitoring EOC operations and incident activities for unsafe conditions
or practices,
- Recommending and coordinating corrective safety actions, controls,
protective measures, and resources,
- Developing and disseminating safety messages and briefings to EOC
personnel,
- Ensuring compliance with applicable safety regulations, policies, and
procedures,
- Investigating and documenting accidents, injuries, or hazardous
exposures related to EOC operations, and
- Advising the EOC Director on overall risk levels and safety implications
of strategic and tactical decisions.
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Liaison:
The Liaison within the EOC may be activated when there is a need for one
person to serve as the single point of contact for external agencies or
departments the City may need to contact and coordinate with during an
emergency.
The responsibilities for the liaison include, but are not limited to, the following:
- Serving as the primary point of contact and maintaining
communication with external agencies, volunteers, and mutual aid
partners as is necessary,
- Providing situational awareness and updates to EOC leadership and
external partners when appropriate, and
- Identifying potential or actual issues and discussing them with the
appropriate EOC personnel.
Legal
The City of Round Rock has a City Attorney that is generally responsible for all
legal affairs and reports directly to City Council. The City Attorney is also
responsible for providing legal advice and guidance to City Council,
emergency management, and other appropriate personnel for all emergency
management issues and concerns as it pertains to legal affairs.
Governmental Roles and Responsibilities
Each level of government has a specialized role in emergency management.
It is essential to understand each of their roles and limitations to determine
the most efficient and effective ways to coordinate throughout multiple
disaster phases when necessary.
Municipal Government:
Cities are responsible for managing and coordinating the overall emergency
response and recovery activities within their jurisdiction. Each municipal
government emergency management organization and its relationship to
the field response level may vary, depending upon factors related to
geographical size, population, function, and complexity.
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Municipal governments are responsible for coordinating with county
governments to provide updated situational awareness and damage
assessments as is deemed appropriate based upon the needs associated with
an incident. This also includes coordinating with county government for
resource requests, which include the activation of mutual aid agreements. If
county government is unable to fulfill municipal resource requests, then the
municipal government is responsible for submitting a resource request to the
region or state.
Special Districts:
Special districts, such as school and utility districts, are responsible for
establishing liaisons with the City of Round Rock to support emergency
operations as is appropriate.
School Districts:
ISDs are responsible for the safety of students, staff, and visitors at their
facilities. Round Rock ISD maintains an Emergency Operations Plan to
account for the hazards that may impact their facilities.
County Government:
The County is responsible for maintaining an emergency management
program at the county level, which includes managing and/or coordinating
information, resources, and priorities among local governments within the
County and serves as the coordination and communications link between the
local government level and the regional level.
Regional Partners
The State of Texas is divided into 24 regional mutual aid jurisdictions, based
upon existing Councils of Government regional boundaries. City of Round
Rock and Williamson County is part of Capital Area Council of Governments
(CAPCOG). CAPCOG is a 10-county region that includes Travis, Bastrop,
Blanco, Burnet, Caldwell, Fayette, Hays, Lee, Llano, and Williamson Counties.
The regional level manages and coordinates information and resources
among local governments and counties within the 10-County area. The
regional level also coordinates overall State agency support for emergency
response activities within the region.
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State Government
TDEM supports state, regional, county, and city governments with the
response and recovery of emergencies and disasters through the
management of state assets, which may also include mutual aid. TDEM may
also coordinate with the federal government to request and deploy federal
assets during large-scale incidents.
The state is divided into 8 different TDEM regions, each region has a District
Chief. The City of Round Rock is located within TDEM Region 8. TDEM also
divides the regions into disaster districts. The City of Round Rock is located
within Disaster District 12. In addition, TDEM employs a County Liaison Officer
(CLO) for Williamson County. The CLO serves as the initial point of contact for
a local jurisdiction when there is a need for TDEM support.
Federal Government:
The Federal Government is responsible for providing assistance to state and
local governments when requested and authorized under applicable federal
law. Federal agencies support local emergency management efforts through
the provision of resources, technical assistance, specialized capabilities, and
reimbursement in accordance with the National Incident Management
System, the National Response Framework, the Stafford Act, and other
federal statutes and policies. Any federal assistance will be coordinated
through the State.
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Non-Governmental and Volunteer Organizations
Non-government and volunteer organizations involved in emergency
operations may provide and coordinate relief not provided by the
government on a complementary and supplementary basis.
Nongovernmental organizations and volunteer organizations interested in
assisting with emergency operations are responsible for developing aid
agreements and Memorandums of Understanding of duties and areas of
responsibilities to be performed during an incident. The City maintains a
roster of volunteer agency points of contact who may be contacted to assist
with incident management capabilities. In addition, the City also maintains
MOUs for resources and/or services organizations may have agreed to provide
when certain conditions are met.
Private Sector
The private sector has a crucial role in supporting emergency response and
recovery efforts within the City. These entities may include, but are not limited
to, utilities, critical infrastructure owners and operators, healthcare providers,
businesses, volunteer organizations, and suppliers of essential goods and
services.
Private sector participation in governmental emergency operations is
coordinated through mutual aid agreements, contractual arrangements, and
partnerships. Private sector representatives may coordinate with the City
through the EOC to support situational awareness and to help solidify a
unified approach to response and recovery operations.
Long-Term Care Providers
The following are responsible for maintaining an emergency preparedness
and response plan as required by the Texas Administrative Code:
- Nursing Facilities,
- Type A and B Assisted Living Facilities,
- Intermediate care facilities for individuals with an intellectual disability
or related condition,
- Individualized skills and socialization facilities,
- Prescribed pediatric extended care centers,
- Home and Community Support Service Agencies (HCSSAs), and
- Hospice inpatient units.
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Each of these facilities within the City are also responsible for coordinating
their plan with the City of Round Rock's Emergency Management
Coordinator. Plan requirements will vary based on the type of facility.
Citizens and Community Involvement:
The public is a vital component of community preparedness. It is essential
that the public maintains an adequate level of preparedness to minimize the
impacts of an incident. In addition, strong partnerships with citizen groups
and organizations may provide support throughout all disaster phases, which
includes preparedness, response, recovery, and mitigation.
The vulnerable population within the City of Round Rock is encouraged to
register their information with the State of Texas Emergency Assistance
Registry so the City of Round Rock's Homeland Security and Emergency
Management Division can identify the reported needs to enhance proper
notification, planning, and response.
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Administration, Finance, and Support
Compliance with established administrative and financial procedures is
necessary to ensure proper tracking, accountability, and documentation of
resources and funding used to support response and recovery activities.
Standard administrative and financial practices also support proper cost
accounting to obtain any reimbursement provided through disaster
assistance programs.
Finance
City funds will be used for emergency operations. The City of Round Rock is
responsible for establishing the administrative controls necessary to manage
the expenditure of funds and to provide reasonable accountability and
justification for expenditures made to support emergency operations. This
should be done in accordance with established local fiscal policies and
standard cost accounting procedures.
Disaster Assistance
There may be instances in which a disaster overwhelms the City of Round
Rock and where the City of Round Rock may become eligible for
reimbursement. This requires a local disaster declaration, meeting specific
criteria, and a federal disaster declaration. The City of Round Rock's Finance
Department will manage and oversee the financial aspects of the
reimbursement process.
Documentation
It is important to keep specific records on personnel assignments and costs
related to the response and recovery from an incident. Proper documentation
allows the City to track expenditures, determine extent of damages, provide a
legal account for an action that took place before, during, or after an incident,
determine potential eligibility for various disaster assistance programs, and
use the information to plan for future budgetary needs.
At the onset of a no-notice incident or prior to a potential incident, required
forms are distributed to each department's designated documentation point
of contact. If a department has not identified a specific point of contact, the
forms will be provided to the appropriate department director.
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During the response, personnel should document activities and expenses to
the best of their ability in such a manner that does not impede their ability to
conduct critical emergency operations. After response has concluded, the
EMC, or designee, will coordinate with each department to ensure
documentation is received. The EMC will then coordinate with Finance to
determine the next steps for cost recovery efforts when applicable. The City of
Round Rock's Homeland Security and Emergency Management Division
(HSEM) will maintain an archive for the required time period.
After-Action-Report
After-Actions may be conducted dependent on the severity of an incident
and the level of response required. HSEM is responsible for the coordination
of after-action reviews and reports as they relate to EOC response.
HSEM will gather feedback from all responding agencies to determine best
practices and areas of improvement based on individual and collective
experiences. This information will be used to develop an after-action report
and improvement plan matrix which identifies strengths, areas of
improvement, corrective actions, and agencies responsible for implementing
the correlating action. HSEM will then track improvement progress. Once
these actions are implemented, they will be evaluated through future drills
and exercises.
Support
This section describes the support and resource management mechanisms
to identify and acquire resources for emergency operations. During the initial
stages of an incident, resource procurement processes are managed at the
field incident response level. Each responding agency maintains, deploys, and
procures resources specific to department operations. However, once an
incident requires resources outside the department or responding agency,
resource requests are submitted to the EOC.
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If a responding department in the field cannot procure a resource through
their own departmental processes, the request will be submitted to the EOC
Operations Section when it is activated. If the Operations Section is unable to
procure a resource, the request is sent to the Logistics Section.The Logistics
Section fulfills supply, facility, personnel, technology, ground transportation,
and other resource requests as is necessary and in accordance with all the
appropriate rules and regulations. The EOC Logistics Section will do this by
working to acquire the resource through City warehouses, departments, and
established vendors.
The City of Round Rock is typically able to provide most resources through
internal procurement processes. However, there may be times where an
incident is of such a magnitude that it overwhelms the local resource
capacity. This is most likely to happen when there is a disaster. Therefore,
immediate resource requests may need to be submitted to the County or the
State to meet critical local response needs.
County/State
If the City of Round Rock is unable to procure a resource and has exhausted
all local assets, a resource request will be made to the County Office of
Emergency Management to fulfill the request. If the County is unable to fulfill
the request, then the City of Round Rock may submit a State of Texas
Assistance Request (STAR) to the State Operations Center.
Resources:
There are various resource types that may be needed during a disaster. These
resources should be tracked as they are used during an incident to help
maintain situational awareness and determine overall incident costs and
impacts.
The City maintains a list of critical resources that may be used during an
incident. Having updated information on the use of these resources helps the
City effectively plan and address potential incident needs. If any critical
resources are needed, the City will need to account for the time it will take to
get the resource procured or fulfilled, if a resource request was submitted.
The types of resources that may be used include supplies, facilities, personnel,
technology, fleet and ground support, and contractual services.
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Supplies: These are basic resources needed to respond to an incident. The City
maintains an inventory of these resources and replenishes them as is
appropriate. Emergency purchase orders may be necessary to procure these
resources if there is a critical need for them during a disaster.
Facilities: These are physical sites established to support the storage, pre-
positioning, and accommodation of incident-related resources including
personnel, supplies, and equipment. Facilities may include warehouses and
staging areas.
Personnel: These are essential resources to ensure response and recovery
processes occur within the City of Round Rock. There are instances where
additional personnel with a specific skillset may be necessary.
Technology: These resources include, but are not limited to, hardware,
software, and communication systems used to support and enhance incident
management. Technology resources are made available as is appropriate and
are coordinated through the Information Technology Department.
Fleet and Ground Support: These resources include those that are used to
manage transportation, fuel, and equipment for assets used to support
incident management operations.
Contractual Services: This refers to the services that are outsourced or
obtained through contractual agreements to support and augment the
capabilities of those involved in emergency response. These services are
typically provided by external entities or contractors with specialized expertise
and resources which have a crucial role in enhancing the overall response
efforts during emergencies or disasters. The City of Round Rock maintains
information on these contracts so they may be activated if necessary,
following an incident.
Distribution Management
The efficient and effective distribution of critical supplies and equipment may
be essential to meet the needs of emergency operations during some
incidents. Resources may need to be delivered to various sites identified for
use in response to serve as distribution sites.
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Donations Management:
The City of Round Rock will implement a Donations Management Plan to
outline the concept of operation, organizational arrangements, and
responsibilities for coordinating the appropriate efforts as they pertain to the
donation of goods and services that may occur in the aftermath of an
incident.
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Plan Development and Maintenance
This EOP has been developed to meet the requirements of Texas Government
Code § 418.106 to prepare and keep current an emergency management plan
to provide for mitigation, preparedness, response and recovery.
Plan Development
This plan has also been developed to describe response functions and
capabilities of the City of Round Rock and is expected to be used by each
department identified within this Plan to develop their own SOPS to direct
their respective tactical operations. When developing SOPs, each department
should consider all the activities identified within this plan. This plan is not
intended to conflict with any existing plans, policies, activities, and
procedures. Any conflicts need to be reported as soon as possible to the
Homeland Security and Emergency Management Division (HSEM).
Plan Maintenance and Evaluation
HSEM should be contacted if at any time there is a department, agency, or
stakeholder to this plan changes, develops, or amends any policy, procedure,
or operation that will affect the contents of this plan. This plan is to be
corrected upon notification or observation of any operational errors or
conflicts. These corrections should be reflected within the Record of Changes.
Periodic revisions will occur in alignment with the planning cycle and as
updates are identified after incidents occur, training, or exercises. Any
significant revisions during this process will also be reflected in the Record of
Changes.
Plan Approval Process
The State of Texas requires jurisdictions to submit their Emergency
operations Plan every five years to maintain compliance. This planning cycle
includes updating the plan, conducting legal review, incorporating any
necessary revisions, submitting the plan to the Mayor for review, and
presenting it to City Council for adoption. Following the Mayor's approval, the
plan is submitted to the Texas Division of Emergency Management (TDEM)
for final approval. Upon completion of this process, the City maintains an
approved and Compliant Emergency Operations Plan.
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Authorities & References
The following list contains several federal, state, and local statutes, codes,
ordinances, regulations, and other guidance relating to emergency
operations. This list also identifies authorities that may have a role in
emergency operations. This list of authorities is not intended to be a
comprehensive listing of every legal authority applicable to emergency
operations.
Federal
Robert T. Stafford Disaster Relief and Emergency Assistance Act
Post-Katrina Emergency Management Reform Act
Sandy Recovery Improvement Act
Disaster Recovery Reform Act
Americans with Disabilities Act (ADA)
Housing and Economic Recovery Act
42 Code of Federal Regulations Public Health
44 Code of Federal Regulations Emergency Management and
Assistance
Emergency Management Assistance Compact
Emergency Planning and Community Right-to-Know Act
Pets Evacuation and Transportation Standards Act
Executive Orders of the President
HSPD 5 Management of Domestic Incidents
PPD 8 National Preparedness
Executive Order 13347 Individuals with Disabilities in Emergency
Preparedness
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State
Texas Government Code
§ 411.301-307 Power Outage Alert
§ 418 Emergency Management
§ 421 Homeland Security
§ 433 State of Emergency
§ 791 Interlocal Cooperation Contracts
Texas Health and Safety Code
773 Emergency Medical Services
778 Emergency Management Assistance Compact
Local Government Code
§ 616 Emergency Interim Public Office Succession Act
§ 391 Regional Planning Commissions
Texas Water Code
§ 13 Water Rates and Services
Subtitle C §16 Provisions Generally Applicable to Water Development
Executive Orders of the Governor
GA 05 Relating to Emergency Management of Natural and Human-
Caused Events. Emergencies, and Disasters (2018)
RP 16 Relating to the Creation of the Statewide Texas Amber Alert
Network (2002)
RP 40 Relating to the Designation of NIMS as the Incident
Management System for the State of Texas (2005)
RP 68 Relating to the Creation of Blue Alert Program (2008)
RP 69 Relating to the Creation of the Governor's Commission for
Disaster Recovery and Renewal (2008)
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Local Ordinances
Code of Ordinances Part II Chapter 12 Emergency Management
References
- City of Round Rock Hazard Mitigation Plan
- City of Round Rock Emergency Operations Plan 2021-2026
- State of Texas Emergency Management Basic Plan
- State of Texas Executive Guide 2025
- Federal Emergency Management Agency Public Assistance Policy
Guide
- Texas Health and Human Services: Requirements for Written
Emergency Preparedness and Response Plans
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Attachment I: Sample Local Disaster
Declaration
WHEREAS, the [COUNTY OF/CITY OF] on the [DAY] of [MONTH], [YEAR], has
suffered widespread or severe damage, injury, or loss of life or property (or
there is imminent threat of same) resulting from
[BRIEFLY DESCRIBE THE DISASTER SITUATION] and
WHEREAS, the [COUNTY JUDGE/MAYOR] of [JURISDICTION] has determined
that extraordinary measures must be taken to alleviate the suffering of
people and to protect or rehabilitate property,
NOW, THEREFORE, BE IT PROCLAIMED BY THE [COUNTY JUDGE/MAYOR] OF
[JURISDICTION]:
That a local state of disaster is hereby declared for [JURISDICTION] pursuant
to §418.108(a) of the Texas Government Code.
Pursuant to §418.108(b) of the Texas Government Code, the state of disaster
shall continue for a period of not more than seven days from the date of this
declaration unless continued or renewed by the [CITY
COUNCIL/COMMISSIONERS COURT] of [JURISDICTION].
Pursuant to §418.108(c) of the Texas Government Code, this declaration of a
local state of disaster shall be given prompt and general publicity and shall be
filed promptly with the [CITY SECRETARY/COUNTY CLERK] .
Pursuant to §418.108(d) of the Texas Government Code, this declaration of a
local state of disaster activates the [COUNTY/CITY] emergency management
plan.
That this proclamation shall take effect immediately from and after its
issuance. ORDERED this
[DAY] of [MONTH], [YEAR].
[COUNTY JUDGE/MAYOR]
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Attachment II: Acronyms
Acronym Definition
ADA Americans with Disabilities Act
CAPCOG Capital Area Council of Governments
DSO Disaster Summary Outline
EAP Event Action Plan
EMC Emergency Management Coordinator
EOP Emergency Operations Plan
FEMA Federal Emergency Management Agency
HMAP Hazard Mitigation Action Plan
HMGP Hazard Mitigation Grant Program
HSEM Homeland Security and Emergency Management Division
IAP Incident Action Plan
IC Incident Commander
ICP Incident Command Post
iSTAT Individual Assistance State of Texas Assessment Tool
JPDA Joint Preliminary Damage Assessment
NIMS National Incident Management System
PETS Pets Evacuation and Transportation Standards Act
PIC) Public Information Officer
pSTAT Public Assistance State of Texas Assessment Tool
TDEM Texas Division of Emergency Management
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Attachment III: Record of Distribution
The City of Round Rock's Homeland Security and Emergency Management
Division distributes the Emergency Operations Plan to all department
directors within the City and key stakeholders. This document, including all
associated annexes, is maintained by HSEM and are made available
electronically in an internal shared drive. Department directors are
responsible for ensuring the Emergency Operations Plan is distributed to
their personnel as is appropriate.
Date Provided Department Manner of Distribution
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a®
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