AH City Council 06/24/19 Item #6 EMS mutual aid agreement
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This document discusses an ordinance that would authorize the city manager to execute a mutual aid agreement between the city and United Medevac Solutions, Inc. to provide stand-by EMS assistance to one another in the event of depleted resources. The agreement allows for rapid deployment of additional EMS resources between the agencies.
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AH City Council Meting 12.14.15 -Item #15 - Mutual Aid Agmt Fort Sam Houston ...
AH City Council Meting 12.14.15 -Item #15 - Mutual Aid Agmt Fort Sam Houston ...Marian Vargas Mendoza
The document is a presentation by the Fire Chief to the City Council about renewing a mutual aid agreement with Fort Sam Houston. It summarizes that the city has limited fire and EMS resources and it is cost effective to share resources through mutual aid agreements. The fire chiefs from both agencies have developed a 5-year agreement with an automatic 20-year renewal that provides assistance in large incidents when needed. The city attorney has approved the agreement.Item # 11 - SAPD School Resource Officer Memorandum of Understanding
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Item # 8 - School Resource Officer Agreement Renewal
The Police Chief is requesting approval to renew the Interlocal Agreement between the City of Alamo Heights and Alamo Heights Independent School District for a School Resource Officer (SRO) Program. The current agreement is set to expire on June 30, 2022. Key changes to the proposed renewed agreement include extending the term until June 30, 2025, modifying supervisory authority of the SRO, and expanding the SRO's jurisdiction beyond school campuses. The school district approved renewing the agreement and it requires city council approval to take effect. The cost of the SRO position will continue to be shared 75% by the school district and 25% by the city.
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National Response Framework
i
t
N
ational Response
Fra
mework
Fourth Edition
October 28, 2019
National Response Framework
ii
Execut ive Summary
The National Response Framework (NRF) provides foundational emergency management doctrine for
how the Nation responds to all types of incidents. The NRF is built on scalable, flexible, and adaptable
concepts identified in the National Incident Management System (NIMS) to align key roles and
responsibilities across the Nation. The structures, roles, and responsibilities described in this
Framework can be partially or fully implemented in the context of a threat or hazard, in anticipation of
a significant event, or in response to an incident. Implementation of the structures and procedures
described herein allows for a scaled response, delivery of specific resources and capabilities, and a
level of coordination appropriate to each incident.
Responding to disasters and emergencies requires the cooperation of a variety of organizations; the
larger or more complex the incident, the greater the number and variety of organizations that must
respond. Think of a residential fire: Firefighters are leading the charge; public works may be on scene
providing traffic control; police are providing security; emergency medical services personnel are
triaging, transporting, and redistributing injured to local hospitals; and a local nonprofit or voluntary
organization (e.g., American Red Cross and Salvation Army) may be on hand to assist displaced
residents. For large disasters, such as major hurricanes or earthquakes, the incident complexity is
increased as others—such as states or tribes and, ultimately, the Federal Government—become
involved. Businesses, voluntary organizations, and other elements of the private sector are also key
stakeholders, providing the essential services that must be restored following an incident. The NRF
provides the foundation for how these organizations coordinate, integrate, and unify their response.
The unprecedented scale of recent disasters has spurred continued innovation in response operations
and highlighted the need for further progress to build resilient capabilities to respond to disasters of
increasing frequency and magnitude. This fourth edition of the NRF embraces lessons-learned from
those disasters and shares emerging best practices.
Since publication of the third edition of the NRF in 2016, disaster response operations have
underscored the paramount importance of sustaining essential community lifelines. The Framework
defines community lifelines as those services that enable the continuous operation of critical
government and business functions and are essential to human health and safety or economic security.
If disrupted, rapid stabilization of community lifelines is essential to restoring a sense of normalcy.
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The document is a presentation by the Fire Chief to the City Council about renewing a mutual aid agreement with Fort Sam Houston. It summarizes that the city has limited fire and EMS resources and it is cost effective to share resources through mutual aid agreements. The fire chiefs from both agencies have developed a 5-year agreement with an automatic 20-year renewal that provides assistance in large incidents when needed. The city attorney has approved the agreement.Item # 11 - SAPD School Resource Officer Memorandum of Understanding
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The document summarizes an interlocal agreement between the cities of Alamo Heights, Olmos Park, and Terrell Hills to renew their emergency medical services contract. The proposed resolution would authorize the city manager to execute a renewal of the EMS agreement between the three cities from October 1, 2020 through September 30, 2023. The contract would continue the existing cost sharing structure based on each city's percentage of total EMS calls over the previous three years.
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The document discusses renewing an interlocal agreement between the cities of Alamo Heights, Olmos Park, and Terrell Hills to provide emergency medical services (EMS). The current agreement expires on September 30th, 2020. If adopted, the new agreement would authorize the city manager to execute a 3-year renewal through September 30th, 2023. The cost sharing arrangement between the cities has been renegotiated for the new term based on historical call volumes.
Item # 8 - School Resource Officer Agreement Renewal
The Police Chief is requesting approval to renew the Interlocal Agreement between the City of Alamo Heights and Alamo Heights Independent School District for a School Resource Officer (SRO) Program. The current agreement is set to expire on June 30, 2022. Key changes to the proposed renewed agreement include extending the term until June 30, 2025, modifying supervisory authority of the SRO, and expanding the SRO's jurisdiction beyond school campuses. The school district approved renewing the agreement and it requires city council approval to take effect. The cost of the SRO position will continue to be shared 75% by the school district and 25% by the city.
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ational Response
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mework
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The National Response Framework (NRF) provides foundational emergency management doctrine for
how the Nation responds to all types of incidents. The NRF is built on scalable, flexible, and adaptable
concepts identified in the National Incident Management System (NIMS) to align key roles and
responsibilities across the Nation. The structures, roles, and responsibilities described in this
Framework can be partially or fully implemented in the context of a threat or hazard, in anticipation of
a significant event, or in response to an incident. Implementation of the structures and procedures
described herein allows for a scaled response, delivery of specific resources and capabilities, and a
level of coordination appropriate to each incident.
Responding to disasters and emergencies requires the cooperation of a variety of organizations; the
larger or more complex the incident, the greater the number and variety of organizations that must
respond. Think of a residential fire: Firefighters are leading the charge; public works may be on scene
providing traffic control; police are providing security; emergency medical services personnel are
triaging, transporting, and redistributing injured to local hospitals; and a local nonprofit or voluntary
organization (e.g., American Red Cross and Salvation Army) may be on hand to assist displaced
residents. For large disasters, such as major hurricanes or earthquakes, the incident complexity is
increased as others—such as states or tribes and, ultimately, the Federal Government—become
involved. Businesses, voluntary organizations, and other elements of the private sector are also key
stakeholders, providing the essential services that must be restored following an incident. The NRF
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increasing frequency and magnitude. This fourth edition of the NRF embraces lessons-learned from
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underscored the paramount importance of sustaining essential community lifelines. The Framework
defines community lifelines as those services that enable the continuous operation of critical
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The document discusses a request to amend an existing interlocal agreement between the City of Alamo Heights and Alamo Heights Independent School District to add two additional school resource officers. The amendment would add SROs at Cambridge Elementary and Alamo Heights Junior High, with costs shared between the city and district. It provides details on the SRO program operations, responsibilities of each party, costs and cost sharing structure. Approval of the amendment would authorize the city manager and police chief to execute the updated agreement.
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• Develop and share plans and programs for improving public awareness and for identifying disaster risks as noted in the DM Law
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• Draft legal instruments that allocate national finances to the entire disaster cycle from preparation to rehabilitation
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Item #s 8 & 9 - EMS & Dispatch Agreements
The Resolutions authorize the City Manager to renew inter-local agreements between Alamo Heights, Olmos Park, and Terrell Hills for Emergency Medical Services (EMS) and Emergency Dispatching/911 services through September 30, 2026. The agreements will supersede prior contracts and take effect on December 22, 2023, expiring concurrently on September 30, 2026. The agreements are binding to one another and each city has the right to terminate in any 12 month period.
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A N D S O L U T I O N S F O R L O C A L G O V E R N M E N T M A N A G E R S
VOLUME 42/NUMBER 5 2010
S T R A T E G I E S
In
Making Smart Choices about Fire
and Emergency Medical Services
in a Difficult Economy
Despite encouraging indicators in some sec-tors, city and county leaders are still facing
tough choices about supplying core services,
including police, fire and emergency medical
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2 ©2010 ICMA
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expanding demand for emergency services. U.S. Fire Administration officials estimate that
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In many communities, public safety funding comes from general revenue sources that
may rely heavily on property taxes, and many fire and ambulance districts are funded
exclusively through property tax assessments. Those agencies have been especially
affected by climbing foreclosure rates, falling home prices, and reassessments that reduce
property tax revenues.
Impact of municipal budget cuts on public safety
Many communities are dealing with budget deficits by instituting across-the-board cuts or
incremental expense reductions. In such a scenario, every department, from wastewater
to roads and bridges, might be instructed to cut 5 percent from its budget, with limited
assessment of the impact—and without considering whether some departments may be
better able than others to reduce their budget. Additionally, in many cases, department
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This is true for a number of fire agencies that are using the “brownout” method to
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crews out of service periodically to reduce the cost of providing core services. This
approach is often used with little or no data to logically and systematically just.
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Discussion Question: For this week’s assigned reading, you were to select one of the 16 sector specific plans associates with a critical infrastructure sector of your choosing. For this week's forum report, tell us which critical infrastructure plan you read and explain the vital role the private sector plays carrying out the objectives of this document.
Instructions: Fully utilize the materials that have been provided to you in order to support your response. Your initial post should be at least 350 words. Please respond to at least two other students.
Lesson
Week Six – Critical Infrastructure (Private Sector)
In previous lessons, we have examined how the nation’s 16 critical infrastructure sectors come to bear upon risk at the national and local levels of government. Since the private sector owns and/or operates the vast majority of this infrastructure, no discussion of risk to our nation or to our communities is complete without bringing this tremendous asset into consideration. The private sector plays a tremendous part related to risk, as it can be a contributor to it, as well as an aid in lessening its impact. In addition, the manner in which the private sector withstands and recovers from disaster events is a significant determining factor in the resiliency of our local communities, and of our nation as a whole. This week, we look at the integral role that the private sector plays in the determination of risk. We will do this in light of the six strategic challenges that have been noted previously, and within the parameters of the nation’s 16 critical infrastructure sectors.
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Research showed that “countries that develop policy, legislative, and institutional frameworks for disaster risk reduction… have greater capacity to manage risk and to achieve widespread consensus for, engagement in, and compliance with disaster risk reduction measures across all sectors of society.” Cambodia is a member of the ASEAN Agreement on Disaster Management and Emergency Response (AADMER), therefore Cambodia is legally committed to develop legislation. In July 2015 Cambodia passed the Law on Disaster Risk Management, which was a big step forward. The next step is its implementation. The Joint Action Group on Disaster Risk Reduction (JAG) presented the following recommendations to help further clarify and guide the implementation process:
• Develop and share plans and programs for improving public awareness and for identifying disaster risks as noted in the DM Law
• Draft legal instruments to facilitate implementation of the DM Law
• Draft legal instruments that allocate national finances to the entire disaster cycle from preparation to rehabilitation
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The Resolutions authorize the City Manager to renew inter-local agreements between Alamo Heights, Olmos Park, and Terrell Hills for Emergency Medical Services (EMS) and Emergency Dispatching/911 services through September 30, 2026. The agreements will supersede prior contracts and take effect on December 22, 2023, expiring concurrently on September 30, 2026. The agreements are binding to one another and each city has the right to terminate in any 12 month period.
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Let’s say there is a hurricane poised to hit Florida and nearby states in two weeks’ time. The hurricane has been rated on the Saffir-Simpson Hurricane Scale as a category three hurricane with winds liable to hit up to 110 miles per hour, meaning possibly that “structures (may) sustain damage; manufactured housing (is) likely to be destroyed; trees (may) be blown down. Inland and coastal flooding” (Phillips, 2015, p. 13) are completely possible. In this instance, it may be wise for a gubernatorial request to be made before the hurricane hits Florida or the president may move forward and offer assistance even without a request or preliminary disaster assessment (PDA) (Sylves, 2015, p. 114). Requests carried out this way are beneficial as agencies in coordination with the Federal Emergency Management Agency (FEMA) can immediately dispatch anticipated resources needs, set up an Emergency Operations Center (EOC), and begin the process of fully utilizing and supporting emergency management systems up to the national level. However, there are limits on presidential disaster declarations due to the bureaucratic nature of its process. While PDAs can be provided for initial disaster and response needs, declarations appear to be far more concerned with immediate, short-term response and recovery operations rather than long-term recovery, which is where the bulk of assistance is needed to return communities to normalcy. Response must concern itself with strategic objectives rather than just the operational needs of the moment, and while the nation and national government may feel that they have reasonably met the needs of a disaster after the first few weeks, the people and communities need months or even years to progress and move forward personally, socially, and economically into an environment of normalcy and security.
From what I have read, I think disaster declarations are a significant and necessary part of the measure of any functioning emergency management system, and that assistance should always be considered a bottom-up phenomenon.
Mitigation Action Plan
This document outlines the Mitigating Risk plan for Brazos County from 2012-2017. The plan aims to reduce long-term risk from natural disasters by identifying hazards, setting goals like increasing public awareness and coordination, and proposing actions like flood mitigation projects. An open public process was used in developing the plan, which meets federal and state requirements. Adopting the plan would allow the county to pursue hazard mitigation grants and streamline disaster recovery efforts.
A N D S O L U T I O N S F O R L O C A L G O V E R N M E N .docx
A N D S O L U T I O N S F O R L O C A L G O V E R N M E N T M A N A G E R S
VOLUME 42/NUMBER 5 2010
S T R A T E G I E S
In
Making Smart Choices about Fire
and Emergency Medical Services
in a Difficult Economy
Despite encouraging indicators in some sec-tors, city and county leaders are still facing
tough choices about supplying core services,
including police, fire and emergency medical
services (EMS). These core public safety services
typically represent the largest slice of the budget
pie, and thus are an understandable target for
cost reductions. But savings cannot come at the
cost of lost lives. What evidence and benchmarks
exist to help decide what’s appropriate? How
does a public official tell the difference between
facts and opinions? This report frames the
challenges facing local government and offers
guidance on effectively assessing fire and EMS,
implementing changes safely and, ultimately,
effectively communicating these changes to
key stakeholders.
2 ©2010 ICMA
Making Smart Choices about Fire and Emergency Medical Services in a Difficult Economy
Economic reality
The picture for state and local governments is clear: The current economic problems
that took years to evolve will require many years to fix. Even as the economy begins
to rebound, tax revenues will continue to lag, forcing communities to struggle to meet
expanding demand for emergency services. U.S. Fire Administration officials estimate that
once the recovery begins, it will take one to three years for cities to see signs of increas-
ing revenue, with fire agencies experiencing a three- to five-year lag.1
In many communities, public safety funding comes from general revenue sources that
may rely heavily on property taxes, and many fire and ambulance districts are funded
exclusively through property tax assessments. Those agencies have been especially
affected by climbing foreclosure rates, falling home prices, and reassessments that reduce
property tax revenues.
Impact of municipal budget cuts on public safety
Many communities are dealing with budget deficits by instituting across-the-board cuts or
incremental expense reductions. In such a scenario, every department, from wastewater
to roads and bridges, might be instructed to cut 5 percent from its budget, with limited
assessment of the impact—and without considering whether some departments may be
better able than others to reduce their budget. Additionally, in many cases, department
heads are told to do this with limited guidance or direction. What appear to be straight-
forward changes can have significant unintended consequences.
This is true for a number of fire agencies that are using the “brownout” method to
address long-term budget problems. A brownout involves taking stations or response
crews out of service periodically to reduce the cost of providing core services. This
approach is often used with little or no data to logically and systematically just.
Developing and Leading Emergency Management Volunteers - Eric Goossens
This document is a capstone project submitted by Eric Goossens to Massachusetts Maritime Academy in partial fulfillment of a Master of Science in Emergency Management. The capstone examines effective methods for developing and leading emergency management volunteers in the United States. It was prepared under the direction of Eric's capstone advisor, Professor Malcolm MacGregor. The capstone contains an abstract, problem statement, literature review, analysis and implications, and recommended solutions regarding volunteer management. It addresses questions around liability, leadership models, volunteer motivation, affiliated organizations, spontaneous volunteers, and technology use.
Graduate School USA Regulatory Drivers Behind the Development of Emergency.docx
Local jurisdictions are responsible for emergency response and have systems in place to coordinate prevention, mitigation, planning and response functions. Responsibilities are divided between various government entities at the local, state and federal level. These include public health departments, emergency services, law enforcement, transportation and others. Non-governmental organizations also play supporting roles in areas like utilities, healthcare and communications. Local emergency planning committees bring together these groups to plan and account for resources.
Graduate School USA Regulatory Drivers Behind the Development of Emergency.docx
Local jurisdictions are responsible for emergency response and have systems in place to coordinate prevention, mitigation, planning and response functions. However, the organization of these systems varies between jurisdictions. Community responders from various government, public and private organizations must work together to save lives, preserve property and rebuild services. Local emergency planning committees bring together representatives from these organizations to plan for chemical emergencies and other disasters. In addition to traditional response entities, there are many additional medical and volunteer resources available to support response. Effective warning systems and containment of disasters are important concepts for local response operations.
Local Implementation of Plan Maryland
The policies of Agenda 21 have been promoted in Cecil County, MD over the last several years by various non-governmental organizations. The land use forums of 2006 brought many individuals together who are now influencing county planning decisions. Their advocacy of "smart growth" is aligned with Plan MD. Whether implemented locally or at the state level, the end result will be the same: erosion of property rights as central planners determine how and where we live. The basis of these plans runs contrary to free market principles and the right to property that our nation was founded upon.
The “Resilient Community” Partnership: Building Disaster Resilient Communities
The “Resilient Community” Partnership: Building Disaster Resilient CommunitiesPartners in Emergency Preparedness Conference
Speaker: Herbert Cole, Emergency Management Consultant; The “Resilient Community” Partnership is a cooperative framework between Government,
Business, and Citizens that is essential to fostering community disaster resilience. At the core of
this partnership is the goal of maintaining economic and social viability within the community
following a disaster. Business and commerce are key factors in how quickly a community returns
to normal. Businesses provide jobs that generate salaries, which in turn drive consumption and
generate taxes that support governments‟ ability to function. In turn, government provides
structure, and services to the overall community that attract businesses and citizens. When
businesses fail to revive or leave after a disaster, the overall economic health and social viability
of a community is threatened. By creating an active and integrated Government, Business,
Citizen Partnership, communities create the foundation for becoming disaster resilient through
focused mitigation, preparedness, response, and recovery activities.The Resilient Community Partnership: Building Disaster Resilient Communities.
The document outlines how to establish a resilient community partnership between government, businesses, and citizens. It recommends identifying key partners and defining their roles and responsibilities through a disaster council. The council would use the emergency management cycle framework for joint planning, with hazard mitigation, emergency response, and recovery plans. Regular training and updates would integrate these partners to leverage their strengths and improve community resilience before, during, and after disasters.
National Disaster management Policy
This document discusses the need for a clearly defined national disaster management policy in Pakistan. It outlines the main elements that should be included in such a policy, including defining the disaster threats, assessing available resources, and outlining organizational arrangements for prevention, preparedness, response, recovery and development. The process of policy definition should consider factors like the disaster threat, likely effects, resources, and how the policy interlocks with other national policies like development and environment protection. The document provides examples of Pakistan's hazards like earthquakes, floods, tsunamis and discusses the country's disaster context due to factors like climate, geography and vulnerability. It outlines Pakistan's pre-2005 and post-2005 disaster management systems and arrangements.
BIO320 CHAPTER 20
The document discusses environmental policy and decision making. It covers the development of environmental policy in the United States and internationally. Key points include: the US system of environmental policy involves legislation passed by Congress that is then implemented by executive agencies like the EPA; international agreements have helped address issues like ozone depletion but barriers remain to global cooperation; the UN has facilitated some global treaties but lacks enforcement powers.
NAMICCongressionalTestimony2003
This document is the statement of the National Association of Mutual Insurance Companies submitted to the US Senate Committee on Commerce, Science & Transportation regarding federal involvement in insurance regulation. It argues that a reformed system of state regulation is superior to federal regulation for the following reasons: states understand local needs better; federal regulation could impose unwanted social policies; and a federal system would increase costs and bureaucracy without clear benefits for consumers. The document advocates for reforms to state regulation, especially related to rate-setting, to create a more competitive, consistent system that benefits both consumers and the insurance industry.
Item # 6 PACE Program Interlocal Agmt w/AACOG
The document is a request for the City Council of Alamo Heights to approve an interlocal agreement authorizing the Alamo Area Council of Governments (AACOG) to administer the City's Property Assessed Clean Energy (PACE) program. The PACE program allows commercial property owners to finance energy efficiency upgrades through assessments on their property taxes. If approved, the agreement would delegate administration of the PACE program to AACOG, including marketing, application processing, and oversight to ensure projects meet requirements. The City would not provide any compensation to AACOG, which would cover costs through fees paid by program participants.
Health Reform Bulletin 133 | Executive Order Directing Modifications to the A...
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A Time to Prepare - FEMA Program - updated 02082017 - JCB final
The document proposes utilizing inland waterways and developing Tri-Modal Service Centers (TMSCs) to address challenges in responding to national disasters and infrastructure deficiencies. Each TMSC would have a dedicated Disaster Relief Staging Center (DRSC) to preposition relief supplies that could be quickly deployed using rail, truck, and barge transportation in the event of a crisis. This approach aims to establish preparedness through prepositioning of supplies while allowing for flexible response strategies depending on the disaster's characteristics. The development of TMSCs is presented as a transformation of the transportation industry that could help meet 21st century needs and provide more effective crisis response capabilities.
Discussion Question For this week’s assigned reading, you were t.docx
Discussion Question: For this week’s assigned reading, you were to select one of the 16 sector specific plans associates with a critical infrastructure sector of your choosing. For this week's forum report, tell us which critical infrastructure plan you read and explain the vital role the private sector plays carrying out the objectives of this document.
Instructions: Fully utilize the materials that have been provided to you in order to support your response. Your initial post should be at least 350 words. Please respond to at least two other students.
Lesson
Week Six – Critical Infrastructure (Private Sector)
In previous lessons, we have examined how the nation’s 16 critical infrastructure sectors come to bear upon risk at the national and local levels of government. Since the private sector owns and/or operates the vast majority of this infrastructure, no discussion of risk to our nation or to our communities is complete without bringing this tremendous asset into consideration. The private sector plays a tremendous part related to risk, as it can be a contributor to it, as well as an aid in lessening its impact. In addition, the manner in which the private sector withstands and recovers from disaster events is a significant determining factor in the resiliency of our local communities, and of our nation as a whole. This week, we look at the integral role that the private sector plays in the determination of risk. We will do this in light of the six strategic challenges that have been noted previously, and within the parameters of the nation’s 16 critical infrastructure sectors.
So what defines or makes up the private sector? According to DHS, it includes “businesses, industries, private schools and universities” that are essential components of our communities, and are expected to carry out a wide range of critical roles (DHS, 2014, p. 91). As mentioned previously, the lion’s share of the nation’s infrastructure is owned or ran by the private sector; and therefore, it is responsible for the immediate security of its facilities, associated property, and for employee safety. In most cases, there is a working relationship that has been established between the private and public sectors; and this can be seen at both the local national levels. This partnership has always existed to one degree or another, oftentimes carried out in a very casual, unstructured manner. Yet, with the introduction of the National Preparedness System in late 2011, the formulation and operation of these relationships has become more structured. Yet, as highlighted in the 2013 National Infrastructure Protection Plan, benefits must be provided to all partners if the relationship is to be an effective one. The value proposition as it relates to government is quite clear, in that coordinating with infrastructure stakeholders has a direct impact upon preserving public safety and ensuring national security. Therefore, it is up to government at all levels to recognize.
Migrating Sand Triggers Separate Policy Limits for CGL Policy¹s Personal Inju...
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Cambodia DRR Position Paper 1A Disaster Management Regulations
Cambodia DRR Position Paper 1A Disaster Management Regulations
The federal government, through a series of historical precedents, h.docx
The federal government, through a series of historical precedents, h.docx
A N D S O L U T I O N S F O R L O C A L G O V E R N M E N .docx
A N D S O L U T I O N S F O R L O C A L G O V E R N M E N .docx
Developing and Leading Emergency Management Volunteers - Eric Goossens
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Graduate School USA Regulatory Drivers Behind the Development of Emergency.docx
Graduate School USA Regulatory Drivers Behind the Development of Emergency.docx
Graduate School USA Regulatory Drivers Behind the Development of Emergency.docx
Graduate School USA Regulatory Drivers Behind the Development of Emergency.docx
The “Resilient Community” Partnership: Building Disaster Resilient Communities
The “Resilient Community” Partnership: Building Disaster Resilient Communities
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Health Reform Bulletin 133 | Executive Order Directing Modifications to the A...
Health Reform Bulletin 133 | Executive Order Directing Modifications to the A...
A Time to Prepare - FEMA Program - updated 02082017 - JCB final
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Discussion Question For this week’s assigned reading, you were t.docx
Discussion Question For this week’s assigned reading, you were t.docx
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Migrating Sand Triggers Separate Policy Limits for CGL Policy¹s Personal Inju...
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一比一原版(theauckland毕业证书)新西兰奥克兰大学毕业证成绩单如何办理
原版定制【微信:741003700】《(theauckland毕业证书)新西兰奥克兰大学毕业证学位证成绩单》【微信:741003700】成绩单 、雅思、外壳、留信学历认证永久存档查询，采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份毕业证【Q微信741003700】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【Q微信741003700】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
一比一原版(uoit毕业证书)加拿大安大略理工大学毕业证如何办理
原版一模一样【微信：741003700 】【(uoit毕业证书)加拿大安大略理工大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
办理(uoit毕业证书)加拿大安大略理工大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理(uoit毕业证书)加拿大安大略理工大学毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(uoit毕业证书)加拿大安大略理工大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(uoit毕业证书)加拿大安大略理工大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
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一比一原版英国阿伯丁大学毕业证(AU毕业证书)学历如何办理
退学办理文凭【微信号:176555708】【(AU毕业证书)】【微信号:176555708】《成绩单、外壳、offer、真实留信官方学历认证（永久存档/真实可查）》采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【我们承诺采用的是学校原版纸张（纸质、底色、纹路）我们拥有全套进口原装设备，特殊工艺都是采用不同机器制作，仿真度基本可以达到100%，所有工艺效果都可提前给客户展示，不满意可以根据客户要求进行调整，直到满意为止！】
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信号:176555708】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信号:176555708】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
留信网服务项目：
1、留学生专业人才库服务（留信分析）
2、国（境）学习人员提供就业推荐信服务
3、留学人员区块链存储服务
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：客户在留信官方认证查询网站查询到认证通过结果后付款，不成功不收费！
Milton Keynes Hospital Charity - A guide to leaving a gift in your Will
A forever thank you in your Will to Milton Keynes University Hospital can change lives for years to come.
Bharat Mata - History of Indian culture.pdf
Bharat Mata Channel is an initiative towards keeping the culture of this country alive. Our effort is to spread the knowledge of Indian history, culture, religion and Vedas to the masses.
G7 Apulia Leaders Communique, June 2024 (1).pdf
G7 Apulia Leaders Communique, 14th June 2024
"The present Canon of the West"
G7 Apulia Leaders Communique, 14th June 2024
G7 Apulia Leaders Communique, June 2024
" The present Canon of the West"
在线办理美国乔治华盛顿大学毕业证（gwu毕业证书）学历学位证书原版一模一样
原版一模一样【微信：741003700 】【美国乔治华盛顿大学毕业证（gwu毕业证书）学历学位证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Spending in the 340B Drug Pricing Program, 2010 to 2021
Presentation by Rebecca Sachs and Joshua Varcie, analysts in CBO’s Health Analysis Division, at the 13th Annual Conference of the American Society of Health Economists.
在线办理(西班牙UPV毕业证书)瓦伦西亚理工大学毕业证毕业完成信一模一样
学校原件一模一样【微信：741003700 】《(西班牙UPV毕业证书)瓦伦西亚理工大学毕业证》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
在线制作(umich毕业证书)美国密歇根大学毕业证学位证书原版一模一样
原版一模一样【微信：741003700 】【(umich毕业证书)美国密歇根大学毕业证学位证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
一比一原版(Adelaide毕业证)阿德莱德大学毕业证如何办理
原件一模一样【微信：95270640】【阿德莱德大学毕业证Adelaide学位证成绩单】【微信：95270640】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：95270640】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：95270640】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份【微信：95270640】
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
办理阿德莱德大学毕业证毕业证假文凭Adelaide学位证【微信：95270640 】外观非常精致，由特殊纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理阿德莱德大学毕业证Adelaide学位证毕业证假文凭【微信：95270640 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理阿德莱德大学毕业证毕业证假文凭Adelaide学位证【微信：95270640 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理阿德莱德大学毕业证毕业证假文凭Adelaide学位证【微信：95270640 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
2024: The FAR - Federal Acquisition Regulations, Part 42
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Health Insurance Coverage for the U.S. Population, 2024 to 2034
Presentation by Jessica Hale, an analyst in CBO’s Budget Analysis Division, at a press briefing organized by "Health Affairs."
The Power of Community Newsletters: A Case Study from Wolverton and Greenleys...
YOU WILL DISCOVER:
The engaging history and evolution of Wolverton and Greenleys Town Council's newsletter
Strategies for producing a successful community newsletter and generating income through advertising
The decision-making process behind moving newsletter design from in-house to outsourcing and its impacts
Dive into the success story of Wolverton and Greenleys Town Council's newsletter in this insightful webinar. Hear from Mandy Shipp and Jemma English about the newsletter's journey from its inception to becoming a vital part of their community's communication, including its history, production process, and revenue generation through advertising. Discover the reasons behind outsourcing its design and the benefits this brought. Ideal for anyone involved in community engagement or interested in starting their own newsletter.
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AH City Council 06/24/19 Item #6 EMS mutual aid agreement
- 1. FIRE DEPARTMENT Presented by: John Massey Deputy Fire Chief EMS MUTUAL AID AGREEMENT ITEM # 6 JUNE 24, 2019
- 2. SUMMARY This Ordinance would authorize the City Manager to execute a Mutual Aid Agreement between the City and United Medevac Solutions, Inc. to provide stand-by assistance to one another in the event of a depletion of EMS resources.
- 3. BACKGROUND Alamo Heights Fire/EMS has limited resources to include apparatus, equipment and personnel. The City has recognized that it is cost effective to share resources with other agencies. AHFD Medical Director has reviewed and approved of the medical protocols in place by United Medevac Solutions, Inc.
- 4. POLICY ANALYSIS This Ordinance continues existing City policy to assist other agencies and jurisdictions in the area. The agreement provides rapid EMS treatment and transport in the Tri-Cities in the event of a mass casualty incident or depletion of available resources. Rapid deployment of additional resources to both agencies for EMS and rescue related emergencies. Alamo Heights will not deploy assistance unless adequate resources and personnel are available.
- 5. COORDINATION The agreement and ordinance have been reviewed by the Interim City Attorney.
- 6. FISCAL IMPACT This Ordinance is consistent with City efforts to maintain effective and efficient operations. There will be no additional cost incurred with this Ordinance.