This document outlines Chatham County's emergency fuel management plan. It describes procedures for ensuring an adequate fuel supply to support emergency response operations during local incidents or catastrophic events. The plan covers fuel supply, direction and coordination, determining need, requesting and procuring fuel, distribution, accountability, recovery, communications, and responsibilities of key personnel. It also includes several appendices with supporting information like fuel contracts, checklists, consumption rates, and storage/distribution details.
This document outlines Chatham County's emergency fuel plan. It discusses how fuel will be procured and distributed to support emergency response operations during local emergencies or catastrophic events when normal fuel infrastructure may be limited or unavailable. The plan assumes fuel management will be coordinated through the Emergency Operations Center and that emergency fuel operations may last for many days until local services and fuel sites are restored. It provides details on fuel supply, requests, storage, distribution, and accountability procedures to help ensure an adequate fuel supply for responders.
This annual progress report summarizes the activities and results of the Climate Smart Agriculture Project in Cambodia between December 2013-2014. It provides context on climate change impacts in Cambodia and the objectives of the CSA project. The report then describes the various activities conducted over the year, including on-farm trials of fertilizers and cassava, climate change awareness campaigns, studies on water use efficiency, and workshops. It concludes by outlining the project's achievements in terms of outputs, outcomes and impacts, as well as lessons learned and recommendations.
This document discusses visual management and its benefits. It notes that visual management can increase trust and a feeling of influence within meetings. It also helps reduce micromanagement and makes work more fun and energetic. The document highlights kanban and taskboards as tools for visual project management and data selection. It provides tips for using colors and tags effectively with visual boards and tools.
David Greaves is a technology solutions sales professional with 9 years of experience at Intel Corporation and 1 year as a sales engineer at a software company. His goals are to be a top producer, exceed all goals, become a valuable team player, and advance within the business. He has a proven track record of accomplishments including business MVP awards and exceeding sales and training goals for the past 10 years.
This 4.944 acre commercially-zoned property located on Ridge Road in Wadsworth, Ohio is listed for sale at $289,000. The land has 168 feet of road frontage and a depth of 1,343 feet. Notable features include a gas well that provides free gas and the potential to assemble additional adjacent acreage. The listing agent is Mark Stacy of Cummins Commercial Real Estate Services.
This document provides information about preparing workplaces for an influenza pandemic. It discusses the potential impact of a pandemic on workers and businesses. It outlines the steps employers should take to reduce exposure risks, including conducting risk assessments, implementing infection control measures, communicating with employees, and training workers. Resources from OSHA and other organizations are recommended to help employers develop pandemic preparedness plans.
The document discusses sound, audio, and podcasting for training purposes. It covers common audio file formats like wav and mp3, and explains why audio is useful for training. It also discusses streaming audio, podcasting, using audio in training, and options for creating and publishing podcasts and other audio content, including free and open source tools like Audacity.
The document provides an overview of the inside and outside of the iPhone system. It describes the iPhone OS architecture including the core OS layer, services layer, media layer, and Cocoa Touch layer. It also discusses the App Store model and examples of apps from CJ E&M and YES24. Issues addressed include whether Apple will open the iPhone and the future of the iPhone platform compared to Android. On the outside, it covers usability compared to other phones, the iPhone's influence on the mobile market, and opportunities for the iPhone in Korea.
This document outlines Chatham County's emergency fuel plan. It discusses how fuel will be procured and distributed to support emergency response operations during local emergencies or catastrophic events when normal fuel infrastructure may be limited or unavailable. The plan assumes fuel management will be coordinated through the Emergency Operations Center and that emergency fuel operations may last for many days until local services and fuel sites are restored. It provides details on fuel supply, requests, storage, distribution, and accountability procedures to help ensure an adequate fuel supply for responders.
This annual progress report summarizes the activities and results of the Climate Smart Agriculture Project in Cambodia between December 2013-2014. It provides context on climate change impacts in Cambodia and the objectives of the CSA project. The report then describes the various activities conducted over the year, including on-farm trials of fertilizers and cassava, climate change awareness campaigns, studies on water use efficiency, and workshops. It concludes by outlining the project's achievements in terms of outputs, outcomes and impacts, as well as lessons learned and recommendations.
This document discusses visual management and its benefits. It notes that visual management can increase trust and a feeling of influence within meetings. It also helps reduce micromanagement and makes work more fun and energetic. The document highlights kanban and taskboards as tools for visual project management and data selection. It provides tips for using colors and tags effectively with visual boards and tools.
David Greaves is a technology solutions sales professional with 9 years of experience at Intel Corporation and 1 year as a sales engineer at a software company. His goals are to be a top producer, exceed all goals, become a valuable team player, and advance within the business. He has a proven track record of accomplishments including business MVP awards and exceeding sales and training goals for the past 10 years.
This 4.944 acre commercially-zoned property located on Ridge Road in Wadsworth, Ohio is listed for sale at $289,000. The land has 168 feet of road frontage and a depth of 1,343 feet. Notable features include a gas well that provides free gas and the potential to assemble additional adjacent acreage. The listing agent is Mark Stacy of Cummins Commercial Real Estate Services.
This document provides information about preparing workplaces for an influenza pandemic. It discusses the potential impact of a pandemic on workers and businesses. It outlines the steps employers should take to reduce exposure risks, including conducting risk assessments, implementing infection control measures, communicating with employees, and training workers. Resources from OSHA and other organizations are recommended to help employers develop pandemic preparedness plans.
The document discusses sound, audio, and podcasting for training purposes. It covers common audio file formats like wav and mp3, and explains why audio is useful for training. It also discusses streaming audio, podcasting, using audio in training, and options for creating and publishing podcasts and other audio content, including free and open source tools like Audacity.
The document provides an overview of the inside and outside of the iPhone system. It describes the iPhone OS architecture including the core OS layer, services layer, media layer, and Cocoa Touch layer. It also discusses the App Store model and examples of apps from CJ E&M and YES24. Issues addressed include whether Apple will open the iPhone and the future of the iPhone platform compared to Android. On the outside, it covers usability compared to other phones, the iPhone's influence on the mobile market, and opportunities for the iPhone in Korea.
Este documento proporciona información sobre dos herramientas para crear nubes de palabras, Tagxedo y Tag Crowd. Con Tagxedo se puede crear nubes de palabras personalizadas con diferentes opciones de formato, mientras que con Tag Crowd se genera una nube a partir de texto ingresado o de una página web. Ambas herramientas son útiles para el análisis de discurso.
This document provides an introduction to examining the chest, lungs, heart, and cardiovascular system during a clinical skills examination. It covers evaluating the chest externally including landmarks, muscles, and surface anatomy. Techniques for examining the lungs are described, including inspection, palpation, percussion, and auscultation. The heart and cardiovascular system are also discussed, such as heart sounds, murmurs, arterial pulses, blood pressure, and jugular vein pressure. The document provides guidance on recording clinical findings.
The CHEMPACK program provides nerve agent antidotes to state and local governments through pre-positioned containers in order to improve their response capabilities. The program was established in 2002 with a pilot in three states. It aims to address the shortcomings of the Strategic National Stockpile's 12-hour response time by placing antidote supplies closer to emergency sites. The program supplies containers of antidotes to storage locations while monitoring the containers and rotating supplies to ensure they remain effective. It works with state and local partners to maintain the containers and aims to expand to additional project areas.
Points of distribution (PODs) are temporary locations established following a disaster to distribute life-sustaining supplies to the affected population. PODs are set up when commercial infrastructure is damaged and unable to support the population. They are closed as commercial resources are restored. The number of PODs needed depends on remaining infrastructure, population size, and jurisdiction's distribution capabilities. POD planning requires large, hard surfaces that can accommodate supply trucks and areas for unloading, traffic flow, stockpiles, and public access. Locations like schools, airports, and athletic fields are often used. Staffing PODs requires government agencies, non-profits, volunteers, and civic groups to operate effectively. Thorough training is also required on
The document outlines the hurricane communications planning process at the state level which involves:
1) Identifying current communication means and how providers will support disaster response as well as identifying communication needs for agency functions and hurricane response.
2) Constructing assumptions about communication resources available during a hurricane and which resources will need to communicate.
3) Constructing a matrix to identify communication method commonalities and gaps to be filled, drawing on mutual aid mechanisms like the National Interoperability Field Operations Guide.
Este manual presenta un proceso de Detección de Necesidades de Capacitación (DNC) para empresas. Explica que el DNC permite identificar las áreas de conocimiento en las que el personal requiere capacitación para mejorar su desempeño. Describe las etapas del proceso de DNC, incluyendo la planificación, ejecución, análisis de información y presentación de resultados. El objetivo es que las empresas puedan utilizar este procedimiento para determinar las necesidades de capacitación de su personal de manera efectiva.
The document discusses the rise of mobile internet and smartphones. It covers the evolution from basic phones to smartphones, the various mobile operating systems like Android and iOS, and how mobile platforms are driving new economic opportunities around mobile web, applications, location-based services and more. The future of the mobile economy is increasingly dependent on smartphones and the mobile platforms that power them.
Este documento presenta 13 esquemas relacionados con el diseño y desarrollo de un Diagnóstico de Necesidades de Capacitación (DNC) para una organización. Los esquemas describen conceptos como la alineación del DNC con la misión y visión de la organización, los diferentes niveles de análisis para identificar necesidades (organizacional, del puesto, operacional), técnicas para la recolección y análisis de información, y ejemplos de cómo priorizar las necesidades detectadas. El objetivo general es proveer una guía pr
2015 Preparedness Summit - New York City Emergency Patient SearchTamer Hadi
The New York City Emergency Patient Search (NYCEPS) is a web-based tool that allows simple queries to get real-time encounter data from a Health Information Exchange (HIE). After an emergency, NYCEPS may be used to facilitate family reunification by searching all regional emergency rooms rather than families/friends having to call many hospitals and reporting someone missing. Therefore reducing the burden on hospitals and responder resources and helping the public to find loved ones as quickly as possible.
Preparedness, Prediction and Prevention of Emerging Zoonotic Viruses with Pan...Global Risk Forum GRFDavos
Presentation at 3rd GRF One Health Summit 2015
The One Health Approach for Communicable Diseases
Sylvie VAN DER WERF, Institut Pasteur, France, on behalf of the PREDEMICS consortium
This document provides an introduction to examining the limbs and related systems in clinical skills. It discusses examining the skin, peripheral vascular, neurological and musculoskeletal systems of both the lower and upper extremities. Specific areas that will be covered include embryology, anatomy, health history taking, examination techniques, and health promotion counseling. The document is presented as a teaching guide for clinical skills related to limb examination.
This document outlines the coordinated emergency response plans and procedures between Georgia state and Chatham County agencies for hurricane preparedness and response. It details the operating conditions that guide preparations and response based on the projected timing of tropical storm force winds. As the storm approaches, emergency operations centers are activated, evacuations are coordinated, and post-landfall recovery is planned to protect lives and property.
This document provides an introduction to clinical skills for examining the breast and axillae. It outlines the following topics: embryology, anatomy and physiology of the breast including differences between female and male breasts, components of a health history pertaining to breast issues, health promotion and cancer risk classification, techniques for examining the breast including inspection, palpation of breasts and nipples, breast self-examination, and recording examination findings. Teaching staff and resources including anatomical models and simulated patients are listed.
Figurative language definitions and examplesMona Edwards
1. The document defines and provides examples of various types of figurative language such as metaphor, simile, irony, hyperbole, imagery, onomatopoeia, personification, and allusion.
2. Examples are drawn from various novels and used to illustrate the different figurative language devices.
3. The document serves as a reference for students to understand figurative language devices found in literature.
This document provides an introduction to performing clinical pelvic, genitalia, and groin exams. It outlines the anatomy and techniques for examining the sacrococcigeal area, perineum, rectum, genitalia, and inguinal region. Instructions are given for inspecting, palpating, and documenting findings for each area of the exam for both male and female patients. Health promotion, screening recommendations, and exam requirements are also discussed.
This document is a guide to achieving operational efficiency through best practices in operations and maintenance (O&M). It was prepared by Pacific Northwest National Laboratory for the Federal Energy Management Program. The guide consists of 11 chapters that cover topics such as why O&M is important, O&M management, computerized maintenance management systems, types of maintenance programs, predictive maintenance technologies, commissioning existing buildings, metering for O&M, and O&M ideas for major equipment types. The target audience includes federal O&M and energy managers.
This report summarizes findings from a pilot project between the EPA and Iowa stakeholders to incorporate climate change considerations into local hazard mitigation and community planning. It identifies 9 key findings, including that local governments are on the front lines of climate adaptation, land use planning is critical to adaptation capacity, and climate data needs to be accessible to local planners. The report also discusses challenges of using climate science, opportunities to incorporate it into planning, and case studies of Coralville and Story County that integrated climate adaptation. The overall goal is to help Iowa communities better plan for increasing flood risks and improve resilience to climate impacts.
EPA -- Vapor Intrusion Considerations For Brownfields RedevelopmentHarryONeill
This primer is designed for land revitalization stakeholders concerned about vapor intrusion, including property owners, municipalities, and real estate developers. It provides an overview of the vapor intrusion issue and how it can affect redevelopment. It also summarizes techniques for quickly and cost effectively assessing the potential for vapor intrusion, as well as techniques for mitigating it.
This document provides an overview of vapor intrusion considerations for brownfield site redevelopment. It discusses what vapor intrusion is, why it is a concern, and how it can impact redevelopment. The document also summarizes techniques for assessing the potential for vapor intrusion and mitigating it, including passive and active methods. Key guidance documents and state resources on vapor intrusion are also referenced. The intended audience is land revitalization stakeholders concerned about addressing vapor intrusion in their redevelopment projects.
Este documento proporciona información sobre dos herramientas para crear nubes de palabras, Tagxedo y Tag Crowd. Con Tagxedo se puede crear nubes de palabras personalizadas con diferentes opciones de formato, mientras que con Tag Crowd se genera una nube a partir de texto ingresado o de una página web. Ambas herramientas son útiles para el análisis de discurso.
This document provides an introduction to examining the chest, lungs, heart, and cardiovascular system during a clinical skills examination. It covers evaluating the chest externally including landmarks, muscles, and surface anatomy. Techniques for examining the lungs are described, including inspection, palpation, percussion, and auscultation. The heart and cardiovascular system are also discussed, such as heart sounds, murmurs, arterial pulses, blood pressure, and jugular vein pressure. The document provides guidance on recording clinical findings.
The CHEMPACK program provides nerve agent antidotes to state and local governments through pre-positioned containers in order to improve their response capabilities. The program was established in 2002 with a pilot in three states. It aims to address the shortcomings of the Strategic National Stockpile's 12-hour response time by placing antidote supplies closer to emergency sites. The program supplies containers of antidotes to storage locations while monitoring the containers and rotating supplies to ensure they remain effective. It works with state and local partners to maintain the containers and aims to expand to additional project areas.
Points of distribution (PODs) are temporary locations established following a disaster to distribute life-sustaining supplies to the affected population. PODs are set up when commercial infrastructure is damaged and unable to support the population. They are closed as commercial resources are restored. The number of PODs needed depends on remaining infrastructure, population size, and jurisdiction's distribution capabilities. POD planning requires large, hard surfaces that can accommodate supply trucks and areas for unloading, traffic flow, stockpiles, and public access. Locations like schools, airports, and athletic fields are often used. Staffing PODs requires government agencies, non-profits, volunteers, and civic groups to operate effectively. Thorough training is also required on
The document outlines the hurricane communications planning process at the state level which involves:
1) Identifying current communication means and how providers will support disaster response as well as identifying communication needs for agency functions and hurricane response.
2) Constructing assumptions about communication resources available during a hurricane and which resources will need to communicate.
3) Constructing a matrix to identify communication method commonalities and gaps to be filled, drawing on mutual aid mechanisms like the National Interoperability Field Operations Guide.
Este manual presenta un proceso de Detección de Necesidades de Capacitación (DNC) para empresas. Explica que el DNC permite identificar las áreas de conocimiento en las que el personal requiere capacitación para mejorar su desempeño. Describe las etapas del proceso de DNC, incluyendo la planificación, ejecución, análisis de información y presentación de resultados. El objetivo es que las empresas puedan utilizar este procedimiento para determinar las necesidades de capacitación de su personal de manera efectiva.
The document discusses the rise of mobile internet and smartphones. It covers the evolution from basic phones to smartphones, the various mobile operating systems like Android and iOS, and how mobile platforms are driving new economic opportunities around mobile web, applications, location-based services and more. The future of the mobile economy is increasingly dependent on smartphones and the mobile platforms that power them.
Este documento presenta 13 esquemas relacionados con el diseño y desarrollo de un Diagnóstico de Necesidades de Capacitación (DNC) para una organización. Los esquemas describen conceptos como la alineación del DNC con la misión y visión de la organización, los diferentes niveles de análisis para identificar necesidades (organizacional, del puesto, operacional), técnicas para la recolección y análisis de información, y ejemplos de cómo priorizar las necesidades detectadas. El objetivo general es proveer una guía pr
2015 Preparedness Summit - New York City Emergency Patient SearchTamer Hadi
The New York City Emergency Patient Search (NYCEPS) is a web-based tool that allows simple queries to get real-time encounter data from a Health Information Exchange (HIE). After an emergency, NYCEPS may be used to facilitate family reunification by searching all regional emergency rooms rather than families/friends having to call many hospitals and reporting someone missing. Therefore reducing the burden on hospitals and responder resources and helping the public to find loved ones as quickly as possible.
Preparedness, Prediction and Prevention of Emerging Zoonotic Viruses with Pan...Global Risk Forum GRFDavos
Presentation at 3rd GRF One Health Summit 2015
The One Health Approach for Communicable Diseases
Sylvie VAN DER WERF, Institut Pasteur, France, on behalf of the PREDEMICS consortium
This document provides an introduction to examining the limbs and related systems in clinical skills. It discusses examining the skin, peripheral vascular, neurological and musculoskeletal systems of both the lower and upper extremities. Specific areas that will be covered include embryology, anatomy, health history taking, examination techniques, and health promotion counseling. The document is presented as a teaching guide for clinical skills related to limb examination.
This document outlines the coordinated emergency response plans and procedures between Georgia state and Chatham County agencies for hurricane preparedness and response. It details the operating conditions that guide preparations and response based on the projected timing of tropical storm force winds. As the storm approaches, emergency operations centers are activated, evacuations are coordinated, and post-landfall recovery is planned to protect lives and property.
This document provides an introduction to clinical skills for examining the breast and axillae. It outlines the following topics: embryology, anatomy and physiology of the breast including differences between female and male breasts, components of a health history pertaining to breast issues, health promotion and cancer risk classification, techniques for examining the breast including inspection, palpation of breasts and nipples, breast self-examination, and recording examination findings. Teaching staff and resources including anatomical models and simulated patients are listed.
Figurative language definitions and examplesMona Edwards
1. The document defines and provides examples of various types of figurative language such as metaphor, simile, irony, hyperbole, imagery, onomatopoeia, personification, and allusion.
2. Examples are drawn from various novels and used to illustrate the different figurative language devices.
3. The document serves as a reference for students to understand figurative language devices found in literature.
This document provides an introduction to performing clinical pelvic, genitalia, and groin exams. It outlines the anatomy and techniques for examining the sacrococcigeal area, perineum, rectum, genitalia, and inguinal region. Instructions are given for inspecting, palpating, and documenting findings for each area of the exam for both male and female patients. Health promotion, screening recommendations, and exam requirements are also discussed.
This document is a guide to achieving operational efficiency through best practices in operations and maintenance (O&M). It was prepared by Pacific Northwest National Laboratory for the Federal Energy Management Program. The guide consists of 11 chapters that cover topics such as why O&M is important, O&M management, computerized maintenance management systems, types of maintenance programs, predictive maintenance technologies, commissioning existing buildings, metering for O&M, and O&M ideas for major equipment types. The target audience includes federal O&M and energy managers.
This report summarizes findings from a pilot project between the EPA and Iowa stakeholders to incorporate climate change considerations into local hazard mitigation and community planning. It identifies 9 key findings, including that local governments are on the front lines of climate adaptation, land use planning is critical to adaptation capacity, and climate data needs to be accessible to local planners. The report also discusses challenges of using climate science, opportunities to incorporate it into planning, and case studies of Coralville and Story County that integrated climate adaptation. The overall goal is to help Iowa communities better plan for increasing flood risks and improve resilience to climate impacts.
EPA -- Vapor Intrusion Considerations For Brownfields RedevelopmentHarryONeill
This primer is designed for land revitalization stakeholders concerned about vapor intrusion, including property owners, municipalities, and real estate developers. It provides an overview of the vapor intrusion issue and how it can affect redevelopment. It also summarizes techniques for quickly and cost effectively assessing the potential for vapor intrusion, as well as techniques for mitigating it.
This document provides an overview of vapor intrusion considerations for brownfield site redevelopment. It discusses what vapor intrusion is, why it is a concern, and how it can impact redevelopment. The document also summarizes techniques for assessing the potential for vapor intrusion and mitigating it, including passive and active methods. Key guidance documents and state resources on vapor intrusion are also referenced. The intended audience is land revitalization stakeholders concerned about addressing vapor intrusion in their redevelopment projects.
The document provides an overview of environmental regulations and impact assessment procedures in Thailand. It discusses key environmental challenges facing the country and outlines the types of projects that require an Environmental Impact Assessment (EIA), Environmental Health Impact Assessment (EHIA), or Initial Environmental Examination (IEE). Eleven industrial activities are identified that potentially could have detrimental environmental or health effects, including mining, petrochemical plants, metal smelting, waste treatment facilities, ports, dams, and power plants. The roles of different government agencies in the environmental regulatory process are also summarized.
AIGA 039_06 Road transport emergency preparedness_reformated Jan 12.pdfMATSNorthpack
This document provides guidance on road transport emergency preparedness. It outlines an emergency organization structure with defined roles and responsibilities for handling incidents of varying severity levels. A three-level classification system is established based on the potential escalation and impact of incidents. The document also covers establishing emergency equipment and contact lists, media relations procedures, and guidance for the recovery phase after an incident.
The document summarizes a report by the Department of Energy (DOE) on its existing and anticipated long-term stewardship obligations for sites with residual contamination after cleanup. The report finds that DOE expects to conduct long-term stewardship activities at over 100 sites to protect human health and the environment indefinitely. This will include ongoing monitoring, maintenance, and institutional controls. The report provides cost estimates and identifies next steps to better plan long-term management of these sites.
This document provides a summary of the Erosion and Sedimentation Manual published by the U.S. Department of the Interior Bureau of Reclamation in November 2006. The manual contains 7 chapters that cover topics such as erosion estimation methods, sediment transport modeling, reservoir sedimentation modeling, sustainable reservoir development and management, and river restoration processes. It is intended to help engineers and scientists study and manage erosion, sedimentation, and reservoir sustainability issues. The document provides an overview of the technical content and organization of the full Erosion and Sedimentation Manual.
Report of the Global Environment Facility to the Conference of the Parties Dr Lendy Spires
The document reports on the Global Environment Facility's (GEF) response to guidance from the 20th Conference of Parties to the UNFCCC. It provides an overview of GEF support for climate change mitigation, adaptation, and technology transfer. It also summarizes the results of GEF-funded projects and programs. Key points include:
- GEF has provided over $4.1 billion for climate change projects in over 165 countries since 1991.
- In FY 2014, GEF supported $612 million for 57 new mitigation projects reducing 365 million tons of CO2 equivalent.
- The Least Developed Countries Fund and Special Climate Change Fund have supported over $1.2 billion for adaptation in
This document reports on the Global Environment Facility's (GEF) response to guidance from the 20th Conference of Parties of the UNFCCC. It provides an overview of GEF support for climate change mitigation, adaptation, technology transfer, enabling activities and capacity building. It also reports on results in reducing greenhouse gas emissions, energy savings, adaptation outcomes, and evaluations of climate change impacts. Finally it discusses GEF's initiatives for the 6th replenishment period, the GEF2020 strategy, synergies across focal areas and trust funds, and private sector engagement.
This document reports on the Global Environment Facility's (GEF) response to guidance from the 20th Conference of Parties of the UNFCCC. It discusses GEF support for climate change mitigation, adaptation, technology transfer, enabling activities and capacity building. Key initiatives included GEF-6 replenishment, the GEF2020 strategy, and engagement with the Climate Technology Center and Network. Results reporting showed GHG reductions, energy savings and adaptation benefits from GEF funding. Annexes provided details of approved projects and programs under the GEF Trust Fund and special climate change funds.
The CPUC modified the Self-Generation Incentive Program (SGIP) to conform with Senate Bill 412 and improve program outcomes. Key changes include:
1) Basing eligibility on achieving greenhouse gas reductions instead of financial need or cost-effectiveness.
2) Setting technology-based incentive levels and a hybrid payment structure of upfront and performance-based incentives.
3) Establishing metering, warranty, and other administrative requirements for participating technologies like advanced energy storage.
4) Allocating budgets among eligible wind, fuel cell, gas turbine, and other renewable and efficiency technologies.
This document provides an overview of an FCC unit process. It describes the key components and functions of the reaction section including the feed injection zone, riser, disengager, and stripper. It also describes the regeneration section including the air blower, first and second stage regenerators. The document discusses process variables that affect the FCC unit performance such as feed temperature, riser outlet temperature, contact time, and catalyst activity. It provides details on catalyst characteristics and how catalyst is regenerated in the unit.
Annex a. rfp 2016-771.terms of reference (2)Keziah Gakahu
This document outlines the terms of reference for a project to establish a framework agreement for the field maintenance and repair of UNHCR motorized assets. It discusses UNHCR's need to improve vehicle availability, reduce costs, enhance road safety, and minimize environmental impact through standardized maintenance and repair processes. The potential service provider would be responsible for repair facilities, establishing necessary business processes and skills, and optimizing life-cycle management of spare parts. The objectives are to lower costs, reduce vehicle downtime, and provide transparency into fleet performance and costs. Training may also be provided to UNHCR staff in remote field locations where commercial services are not available.
This document provides an overview of emergency management requirements for the oil and gas industry in British Columbia. It outlines the roles and responsibilities of various levels of government, industry, and organizations in emergency planning and response. The key points are:
- The BC Oil and Gas Commission regulates the oil and gas industry and ensures compliance with the Emergency Management Regulation.
- The regulation requires permit holders to develop emergency response programs, plans, and conduct training/exercises. It aims to protect public safety and the environment during emergencies.
- Emergency management in BC takes an all-hazards approach and involves coordination between individuals, local authorities, provincial agencies, the federal government, First Nations, and industry, with local authorities leading
This report provides an analysis of the implementation of rules of origin derogations granted to Pacific ACP states under the interim Economic Partnership Agreement with the EU. It examines the PNG canned tuna industry, projected growth, development impacts, management of tuna resources, and impacts on the EU market. Key findings include:
1. PNG's tuna processing sector is expanding significantly due to new investments and the derogation allowing global sourcing. This is projected to greatly increase production, employment, and income for PNG through 2016.
2. The derogation supports the sustainable development of the PNG economy by creating jobs and business opportunities. However, some working conditions and environmental issues require ongoing management.
3
The Safe use of Telehandlers In Construction 110210 AAlan Bassett
Telehandlers (also known as Rough Terrain Telescopic Handlers or Variable Reach
Trucks) make a valuable contribution to the construction process by enabling materials
to be unloaded from delivery vehicles, transported around construction sites and placed
at height (reach). They are versatile machines which can be fitted with a wide range of
attachments such as buckets, skips, work platforms and crane jibs. Unfortunately there
have been a significant number of accidents involving the use of telehandlers, which
have tragically included a number of fatalities.
This document provides a final report on the Terminal Evaluation of the Pacific Adaptation to Climate Change (PACC) and PACC+ projects. The projects aimed to build resilience to climate change in 14 Pacific island countries. Key findings of the evaluation include:
- The projects achieved many of their intended outcomes by strengthening climate change governance, mainstreaming adaptation into national policies and plans, and implementing community-level adaptation measures.
- However, long-term sustainability of results is a risk due to dependence on external funding and lack of national budget allocations for climate change activities in some countries.
- Lessons learned include the need for more focus on national ownership and ensuring adaptation measures directly address communities' priority needs.
Global Warming Mitigation Practitioner’s HandbookZ3P
This document provides guidance on effective emergency interventions. It discusses how assistance can both help vulnerable populations in need while also avoiding creating long-term dependency. The key objectives of assistance are to preserve life, minimize suffering, and foster self-sufficiency and recovery. The document recommends targeting productive assets, strengthening existing coping strategies, and involving local groups. It also notes the problems with just delivering food, and argues for linking relief with longer-term development goals whenever possible. Effective interventions consider the local context and adapt as conditions change.
Similar to Eop support annex d appendix 4 fuel and pol rev0210 (20)
The document discusses changes to Joint Commission standards for emergency management from 2009 to 2010, with an emphasis on planning, hazard vulnerability assessments, community partnerships, and evaluating emergency response plans. It identifies the most problematic standards for hospitals, including maintaining egress, fire protection features, and fire safety equipment. Resources for addressing Joint Commission standards are provided.
Emag chempack region d exercise presentation may 2010Chatham EMA
The document summarizes a full-scale regional exercise held in 2009 to test the Chempack system for responding to a mass casualty chemical incident. The exercise involved multiple hospitals, emergency response agencies, and public health organizations across Region D. Key capabilities that were tested included emergency management planning, communications, safety/security, staff responsibilities, and patient management. Participating organizations provided positive feedback on communication channels and identified opportunities to improve transport protocols and additional training. The regional poison control center also participated and gained experience handling a high volume of exposure calls over a short period during the simulated incident.
This document summarizes a workshop on the Homeland Security Exercise and Evaluation Program (HSEEP). It defines exercises as simulated events that require participants to function as expected in real events. Exercises are used to test plans and improve coordination. HSEEP provides standardized guidance for designing, developing, conducting and evaluating exercises to build emergency management capabilities. It describes a progressive "building block" approach using discussion-based and operations-based exercises of increasing complexity. Organizations must follow HSEEP requirements including developing annual training plans and submitting after-action reports.
The document provides an overview of Chempack, a program that stocks nerve agent antidotes and pesticide treatments. It discusses Georgia's Chempack program, which pre-positions supplies at 37 locations around the state. In the event of a need, first responders can request a Chempack from the Georgia Poison Control Center. The poison control center then coordinates transportation from the storing location to the requesting hospital. The presentation aims to explain Georgia's Chempack process and strategic stockpile program.
Deployed resources hurricane conf 2010 briefChatham EMA
The document discusses turn-key responder base camps that can provide facilities and services for emergency responders during disasters. These include fully equipped camps with food service, showers, laundry, restrooms, water and power systems, billeting accommodations, and operations centers. The camps are designed to be rapidly deployable, self-sufficient, and have minimal environmental impact during setup and takedown. Specific requirements and logistics are outlined for planning camps that can support between 250-1500 personnel.
The document summarizes a presentation given by Scott Minarcine from the Georgia Department of Community Health's Office of Preparedness on coastal evacuation planning. It discusses the mission and initiatives of DCH, provides an overview of the Office of Preparedness and its functions related to emergency response. It acknowledges gaps in Georgia's coastal evacuation planning and proposes next steps to address these gaps through further workshops.
The document outlines Georgia's disaster response plan including establishing a Logistics Staging Area (LSA) to receive, store, and distribute disaster relief supplies to county Points of Distribution (PODs). It details the agencies and partners involved, planning considerations for resource needs over the first three days, and procedures for requesting and reporting on supplies and POD operations. The goal is to have the LSA fully operational within 48 hours of activation to begin receiving, staging, and redistributing relief commodities.
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Eop support annex d appendix 4 fuel and pol rev0210
1. EOP / SUPPORT ANNEX D / APPENDIX 4
EMERGENCY FUEL POL MANAGEMENT PLAN
CHATHAM COUNTY
EMERGENCY
OPERATIONS PLAN
SUPPORT ANNEX D
APPENDIX 4
EMERGENCY FUEL, PETROLEUM,
OIL AND LUBRICANTS
MANAGEMENT PLAN
FEBRUARY 2010
FEBRUARY 2010
2. EOP / SUPPORT ANNEX D / APPENDIX 4
EMERGENCY FUEL POL MANAGEMENT PLAN
THIS PAGE INTENTIONALLY BLANK
FEBRUARY 2010
3. EOP / SUPPORT ANNEX D / APPENDIX 4
EMERGENCY FUEL POL MANAGEMENT PLAN
ACRONYMS
AD Assistant Director
ARES Amateur Radio Emergency Services
CEMA Chatham Emergency Management Agency
CPG Command Policy Group
DO Duty Officer
EOC Emergency Operations Center
EOP Emergency Operations Plan
ESF Emergency Support Function
EPA Environmental Protection Agency
EPD Environmental Protection Division
FY Fiscal Year
GEMA Georgia Emergency Management Agency
GEOP Georgia Emergency Management Plan
IC Incident Command(er)
ICS Incident Command System
LSA Logistical Support Area
MHz Megahertz
NIMS National Incident Management System
NRF National Response Framework
PFC Primary Fuel Coordinator
POL Petroleum, Oils, and Lubricants
SOC State Operations Center
UHF Ultra High Frequency
VHF Very High Frequency
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EMERGENCY FUEL POL MANAGEMENT PLAN
DEFINITIONS
Petroleum: The accepted term for petroleum products used as a fuel. This term
includes but is not limited to Gasoline, Kerosene, Diesel Fuel, Aviation Fuel, and
Heating fuels.
Oils: The accepted term for any thick fatty oil of either petroleum or mineral origin
especially used to lubricate machinery or engines. It is a viscous liquid such as motor
oil, sewing machine oil, etc.
Lubricants: Materials with a higher viscosity than oils (usually a semisolid) designed to
provide lubrication or sealing between two moving items where lubricating oil would not
stay in position. Examples of lubricants are grease, mineral oils, petroleum jellies and
synthetic greases.
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EMERGENCY FUEL POL MANAGEMENT PLAN
TABLE OF CONTENTS
Acronyms and Definitions................................................................................................. i
Table of Contents ............................................................................................................ iii
I. Introduction........................................................................................................... 1
II. Purpose ................................................................................................................ 1
III. Scope ................................................................................................................... 1
IV. Authorities ............................................................................................................ 2
V. Assumptions ......................................................................................................... 2
VI. Implementation ..................................................................................................... 3
VII. Concept of Operations.......................................................................................... 4
A. Supply........................................................................................................ 4
B. Direction and Coordination ........................................................................ 4
C. Determining Need ...................................................................................... 5
D. Request for POL and Procurement............................................................ 6
E. Distribution................................................................................................. 6
F. Accountability............................................................................................. 7
G. Recovery.................................................................................................... 8
H. Communications ........................................................................................ 9
I. Public Information ...................................................................................... 9
J. Training and Exercises .............................................................................. 9
VIII. Responsibilities..................................................................................................... 9
A. CEMA Director........................................................................................... 9
B. CEMA Assistant Director ......................................................................... 10
C. CEMA Duty Officer .................................................................................. 10
D. EOC Logistics Section Chief.................................................................... 10
E. Chatham County Fleet Manager.............................................................. 10
F. Municipal Fleet Managers........................................................................ 10
IX. Annex Management and Maintenance ............................................................... 11
A. Executive Agent....................................................................................... 11
B. Types of Changes.................................................................................... 11
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EMERGENCY FUEL POL MANAGEMENT PLAN
C. Coordination and Approval ...................................................................... 11
D. Notice of Change ..................................................................................... 11
E. Distribution............................................................................................... 11
TABS
Tab A County Emergency Fuel Contract ............................................................ 13
Tab B Emergency Fuel Management Checklists................................................ 15
Tab C Fuel Consumption Rates (2009) .............................................................. 17
Tab D Fuel Storage, Distribution Capacities and Locations Table...................... 19
Tab E Fuel Storage and Distribution Locations Map .......................................... 23
Tab F Fuel Distribution Log ................................................................................ 25
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EMERGENCY FUEL POL MANAGEMENT PLAN
I. INTRODUCTION
A. When a disaster occurs, one of the first items needed to ensure a rapid
response and to begin recovery operations is fuel. Whether it is law
enforcement, search and rescue teams, or other emergency officials,
without the fuel to operate equipment needed to reach those in danger,
and/or to start the repair/rebuild process, the effects of a disaster are
magnified.
B. Following such an emergency event in Chatham County, fuel resources
and the distribution facilities remaining to support recovery efforts may be
limited or unavailable. Despite the conditions, emergency response
personnel will be required to deploy into the affected area and begin
operations. In addition to County responders, the influx of emergency
resources from outside Chatham County to support a long-term recovery
will place additional burdens on the already limited, if nonexistent, County
resources.
II. PURPOSE
A. The purpose of this Appendix is to outline the procedures used by
Chatham County that will ensure a sufficient supply of petroleum, oil, and
lubricant (POL) products are maintained to support emergency response
operations during local emergencies and/or a catastrophic event/major
disaster.
B. This Appendix also outlines procedures used to account for fuel resources
dispensed during an event that provide for inventory control, timely
resupply, and post event cost recovery.
III. SCOPE
A. Fuel management procedures are established as needed during an
emergency event. When available, fuel procurement and distribution
procedures follow established local and County standard operating
procedures (SOP). Local and County Agencies may establish additional
and/or temporary procurement and distribution procedures and facilities as
needed.
B. The provisions of this Appendix apply county-wide and to all hazards and
disasters; natural and/or man made, that call for either a partial or full
activation of the County’s Emergency Operations Plan (EOP). This
Appendix is not intended to replace established jurisdictional emergency
response plans and/or procedures.
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EMERGENCY FUEL POL MANAGEMENT PLAN
IV. AUTHORITIES
A. This Appendix is developed under the authority of the Chairman of the
Board of the County Commission, Chatham County, Georgia; and the
Director of the Chatham Emergency Management Agency (CEMA)
Chatham County, Georgia. This Appendix supersedes all similar and
previous versions to date.
B. CEMA has primary responsibility for compliance with provisions for the
County’s EOP; and is responsible for ensuring execution of the response
activities outlined in this Appendix and supporting documents. CEMA
maintains a copy of the current contract for the scope of services
described in this document. See Tab A, County Emergency Fuel
Contract.
C. This Appendix is developed in accordance with the following legal
references:
1. FEDERAL:
a. National Response Framework (NRF) October 2008, as
amended
b. Robert T. Stafford Disaster Relief and Emergency
Assistance Act
2. STATE:
a. Georgia Constitution
b. Georgia Emergency Management Act of 1981, as amended
c. Georgia Emergency Operations Plan (GEOP)
3. COUNTY: Chatham County EOP
V. ASSUMPTIONS
A. Appropriate Emergency Declarations are made when warranted.
B. Management procedures outlined in this plan apply to POL products
required by agencies (local and out of area, government and/or
nongovernment), responding to a local or County-wide emergency event.
C. During local emergency events, fuel management and planning is the
responsibility of the responding County and/or municipal agency(s).
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EMERGENCY FUEL POL MANAGEMENT PLAN
D. During local emergency events, established in-ground fuel stores (fixed
sites), in Chatham County remain available and the supply from local
distributors is uninterrupted.
E. Following a catastrophic event and/or major disaster, fuel management in
Chatham County is coordinated through the Emergency Operations
Center (EOC).
F. Following a catastrophic event and/or major disaster, the supply of fuel
from the local refiner to the contracted distributor/vendor is uninterrupted.
G. Following a catastrophic event and/or major disaster, contracted fuel
distributors have sufficient resources to meet local contract requirements.
H. Following a catastrophic event and/or major disaster, responsible
agencies conduct quality checks of in-ground fuel stores prior to
dispensing.
I. Emergency fuel management operations may last for many days or weeks
until local services and fuel sites are restored.
J. This plan does not include provisions to provide fuel to the general
population during or following an emergency event.
K. Both terms fuel and POL are used throughout this document and may be
used when referencing this plan. When necessary, specific products are
identified and additional management requirements noted.
VI. IMPLEMENTATION
A. Implementation of this Appendix is coordinated through the EOC based on
decisions made by the Chatham County Command Policy Group (CPG)
and EOC Manager.
B. Once the decision is made to implement this Appendix, management of
this plan will be coordinated through designated Primary Fuel
Coordinators (PFC) of established County Emergency Support Function
(ESF) Partners, or the EOC Logistics Chief and appropriate logistics units.
The PFC and EOC Manager jointly make determinations necessary for the
required response level to implement the plan. The PFC may include:
1. Chatham County Fleet Operations Manager
2. ESF1 – Transportation Group Supervisor
3. ESF7 – Resources Unit Leader
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EMERGENCY FUEL POL MANAGEMENT PLAN
4. Logistics Section Chief
5. Ground Support Unit Leader
VII. CONCEPT OF OPERATIONS
A. Supply.
1. County and municipal agencies maintain purchase agreements with
fuel vendors and have established policies and procedures to
insure an appropriate supply of POL is maintained for daily
operations. The established daily supply is sufficient to support
“routine” fire response, emergency medical services, and law
enforcement activities. The amount of fuel and other POL require
for daily operations varies from agency to agency, primarily due to
the agencies’ size, non-standard equipment, and the
consumption/burn rates of fuel being used by different equipment.
During a local emergency, if an agency’s fuel resources are
exhausted and supplies through established procedures are
unavailable; additional fuel may be requested through CEMA. See
Tab B, Emergency Fuel Management Checklists (Local Event
Emergency Fuel Management).
2. Fuel management plans put in place during any emergency event
are supplemental to the established local policies and procedures
mentioned above. Chatham County maintains a contract with a
designated vendor that provides for additional emergency deliveries
of gasoline and diesel fuels to the County and all participating
agencies during a catastrophic event and/or major disaster. This
contract is administered by the Chatham County Fleet Operations
Manager, and is reviewed/renewed on an annual basis. During a
significant emergency event, if the supply of fuels from the
contracted vendor are unavailable and/or become exhausted;
required operational fuel resources may be requested from the
state through the County EOC. See Tab B, Emergency Fuel
Management Checklists (Catastrophic Event and Major Disaster
Fuel Management).
B. Direction and Coordination:
1. Local Emergency Events. During a local emergency, fuel
management and planning is conducted by the appropriate County
and/or municipal agency. This includes utilization of mutual aid
agreements and local purchases (if necessary). Once local fuel
resources and mutual aid agreements have been exhausted, the
4 FEBRUARY 2010
11. EOP / SUPPORT ANNEX D / APPENDIX 4
EMERGENCY FUEL POL MANAGEMENT PLAN
availability of additional fuel resources may be coordinated through
CEMA.
2. Catastrophic Events/Major Disasters. The scope of a catastrophic
event or major disaster will quickly overwhelm and deplete local
fuel resources at all levels. During these types of events, the
County activates the EOC. Within the EOC functional sections,
designated ESF Partners are available to assist County and
municipal agencies in coordinating a fuel management plan for the
incident.
C. Determining the Need. The size and scope of the emergency response is
driven by the severity of the incident. Fuel availability and the need for
POL planning may not be critical during a local emergency requiring a
minimal response. However, if the response is significant with several
resources involved, the need for fuel and an incident POL plan may
become critical. Whenever any incident of critical significance occurs, the
need for fuel/POL must be determined by considering several factors.
These factors include but are not limited to:
1. The type(s) and number(s) of vehicles and/or equipment involved in
the response. County and municipal agencies are equipped with
several vehicle makes and models along with a variety of
specialized equipment utilized both on a daily basis and during
emergency events.
2. The anticipated duration of the response. Fuel planning must be
considered early during the event in order to keep responders
properly equipped and supplied to do their job.
3. Anticipate POL consumption (burn) rates. POL consumption rates
will differ depending on the equipment being used, hours/time being
used, and type of fuel being used. Weather conditions may play a
role in determining the burn rate. See Tab C, Fuel Consumption
Rates (FY2009).
4. The amount of available POL on hand with the responders. Most
vehicles and equipment supporting an emergency response are
supplied with sufficient amounts of fuel to maintain operations for a
limited amount of time.
5. The location of the center of response activities in relationship to
fuel points. Extended response activities that are not in close
proximity to established fuel points may required planning
additional fuel support, to include use of mobile refueling stations
(tank-wagons).
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EMERGENCY FUEL POL MANAGEMENT PLAN
D. Requests for POL and Procurement.
1. Local Emergency Events. During a local emergency when local
fuel resources and mutual aid agreements are or threatens to be
exhausted, the Incident Commander (IC) may contact the CEMA
Duty Officer (DO) to request additional fuel resources. The DO will
coordinate with the Chatham County Fleet Operations Manager to
determine if support from the County’s POL inventory is available;
and/or the possibility of procuring additional resources through
established purchasing procedures. See Tab B, Emergency Fuel
Management Checklists (Local Event Emergency Fuel
Management).
2. Catastrophic Events/Major Disasters. Fuel management for more
significant events is coordinated by the PFC or the appropriate
functional section working within the County EOC. Upon County
and municipal fuel resources being exhausted, the PFC may
request additional fuel resources through the State Operations
Center (SOC). See Tab B, Emergency Fuel Management
Checklists (Catastrophic Event and Major Disaster Fuel
Management).
E. Distribution: Requested fuel and POL resources are likely to arrive in
Chatham County via a variety of carriers (ground, rail, and air); and in
various forms of bulk packaging (cases, barrels, tank-wagons). The EOC
will coordinate delivery of all incoming fuel to either established fuel points
or to specific temporary locations for distribution. Other bulk POL may be
directed to the County Logistics Staging Area (LSA) or Base Camp for
storage and/or further distribution as needed.
1. Established Fuel Points (fixed sites). There are a number of
County and municipal fuel points in Chatham County that are
equipped with large, in-ground storage tanks. When practical,
incoming fuel resources will be sent directly to these established
fuel points for general distribution. See Tab D, Fuel Storage,
Distribution Capacities and Locations Table; and Tab E, Fuel
Storage and Distribution Locations Map.
2. Temporary Fuel Points (Mobile Capabilities). Temporary fuel points
may be established to distribute fuel directly from tank-wagons.
The gravity fed tank-wagons provide the capability to transport and
dispense bulk fuel resources where they are needed without having
to rely on the established fuel points. Tank-wagons are also an
additional method of storing bulk fuel on a temporary basis (as the
case would be at the LSA or Base Camp). These mobile fueling
6 FEBRUARY 2010
13. EOP / SUPPORT ANNEX D / APPENDIX 4
EMERGENCY FUEL POL MANAGEMENT PLAN
operations may require the end user to consider additional fire
safety and security measures.
F. Accountability:
1. Local Emergency Events. During local emergencies, agencies
follow established procedures for receiving and accounting for fuel
and other POL products. When local fuel resources are expended,
agencies may coordinate for additional resources from Chatham
County either on a one-time need or a temporary support basis.
a. One – Time Need. Once coordinated with CEMA, the
County Fleet Operations Manager may authorize a one-time
distribution of fuel from County resources to local agencies.
The fuel dispensed will be accounted for in accordance with
instructions provided by the County Fleet Operations
Manager as it pertains to the event. The Fleet Operations
Manager then follows established accountability procedures
(per Chatham County Finance Office), to ensure appropriate
cost recovery from the agency and/or agencies for the fuel
issued.
b. Temporary Support. The Fleet Operations Manager may
establish temporary accounts allowing local and/or agencies
from out of the area, temporary access to the County’s fuel
supply. The fuel dispensed will be accounted for
electronically or manually. Electronic accountability will
require County Fleet Operations issue the requesting agency
an electronic key that allows automated access to County
fuel points. Manual accountability will be maintained by
utilizing paper distribution logs at each of the County’s fuel
points. See Tab F, Fuel Distribution Log. The Fleet
Operations Manager then follows established accountability
procedures (per Chatham County Finance Office), to ensure
appropriate cost recovery from the agency and/or agencies
for the fuel issued.
2. Catastrophic Events/Major Disasters. Accountability of fuel and
POL resources during these more significant events is the primary
function of the PFC in the EOC. Fixed and temporary fuel
distribution points, established by the County, will utilize Fuel
Distribution Logs to account for all fuels dispensed.
a. To determine burn rates and remaining available inventories
Fuel Distribution Logs are to be turned-in to the PFC either
daily, at the end of each operational period, or as otherwise
7 FEBRUARY 2010
14. EOP / SUPPORT ANNEX D / APPENDIX 4
EMERGENCY FUEL POL MANAGEMENT PLAN
directed. This information serves as the basis for re-
ordering. See Tab F, Fuel Distribution Log.
b. The PFC provides copies of the Fuel Distribution Logs to the
Resource Unit (if established), for tracking, and the Finance
Section for accountability. The Fuel Distribution Log is one
of the base documents used for post event cost recovery
procedures, and is itemized by the appropriate municipality,
county, state, and federal; department and/or agency.
G. Recovery.
1. Local Emergency Events. Following a local event, responding
agencies follow established local SOPs. All POL products
procured for the emergency response but no longer needed, and
that can not be consumed through normal use, are to be disposed
of in accordance with guidelines established by the Federal
Environmental Protection Agency (EPA) and State Environmental
Protection Division (EPD).
2. Catastrophic Events/Major Disasters. As services and utilities are
restored following a significant event, demobilization of the
fuel/POL program needs to occur. The demands and number of
fuel points for emergency workers will rapidly start being reduced
but there will be fuel and other POL products remaining in the
inventory. The following guidance is provided to assist with the
return/redistribution of POL products:
a. Provide tracking of designated recoverable items (as
appropriate) via the use of EOC Form 409 (Resource
Tracking Form).
b. Fuel remaining in tank-wagons will be distributed to County
and municipal agencies via fuel fill/top off operations.
Remaining bulk fuel in tank-wagons will be distributed to
County and municipal fuel storage facilities.
c. Unopened packaged POL may be recovered and stored at
designated locations for turn-in.
d. All other POL products that are opened and are not
consumed through normal use are to be disposed of in
accordance with established EPA/EPD guidelines.
8 FEBRUARY 2010
15. EOP / SUPPORT ANNEX D / APPENDIX 4
EMERGENCY FUEL POL MANAGEMENT PLAN
H. Communications:
1. General. Communications during any emergency event will be a
challenge. Mass communications networks, along with radio and
land-line communications methods routinely used by both
government and private agencies may or may not be operational or
available. Communications to, from, and between, units/agencies
in the field will add to the level of difficulty. Because of this
possibility, both government and private agencies must maintain
redundant communications capabilities with the County EOC.
2. Communications Methods. Regardless of the location of the
County EOC, available communications resources will be
coordinated through ESF 2 (Communications) and may include:
a. Commercial Land Line Telephone
b. Commercial Satellite Telephone
c. 800 MHz Radio
d. UHF Radio (ARES)
e. VHF Radio (ARES and Public Safety Nets)
f. Internet Connectivity
g. Message Courier
h. Commercial Radio and Television Stations
I. Public Information. All information released regarding the County’s
Emergency Fuel Management Plan during an event will be coordinated
through the Joint Information Center (JIC).
J. Training and Exercises. During exercises and other emergency planning
activities, fuel requirements and resupply should be considered.
VIII. RESPONSIBILITIES
A. CEMA Director: The CEMA Director serves as the primary advisor to the
County Commissioners and the County Manager regarding emergency
management and logistical support requirements in the County. His role
is to insure that the Logistical system and supply management system are
in place to facilitate the response and recovery, and ensure that proper
documentation is being maintained for any cost recovery. The Director
9 FEBRUARY 2010
16. EOP / SUPPORT ANNEX D / APPENDIX 4
EMERGENCY FUEL POL MANAGEMENT PLAN
also has signature authority and responsibility to issue and/or request
support through the County and GEMA.
B. CEMA Assistant Director: The CEMA Assistant Director (AD) is the
Primary Operations Officer and assumes the responsibilities of the
Director in his absence. The CEMA AD determines response actions and
the levels of activation of the EOC. During local events, the CEMA AD
works in close concert with the CEMA Duty Officer in determining the
extent and scope of the response.
C. CEMA Duty Officer: The CEMA Duty Officer (DO) is the primary County
contact for an Incident Commander to request additional resources during
a local emergency event. The DO is responsible to and coordinates with
the CEMA AD to identify the available County resources that meet the
immediate request and projected needs.
D. Primary Fuel Coordinator (Responsible ESF Partner and/or EOC Logistics
Section Chief): Upon activation is responsible for coordinating the event’s
fuel management plan. Based upon available POL resources, estimated
burn rates, and forecasted needs, the PFC makes recommendations to
the EOC Manager to provide fuel as needed, and coordinates those
actions as required.
E. Chatham County Fleet Operations Manager: Maintain the emergency fuel
contract with appropriate fuel vendor(s)/service provider(s) that include
provisions that maintain/continue the supply of fuel to Chatham County
during major disasters.
F. Municipal Public Works and/or Fleet Managers: When required, keep
PFC apprised of municipal POL status to include availability, burn rates,
and forecasted requirements.
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IX. APPENDIX MANAGEMENT AND MAINTENANCE
A. Executive Agent: Chatham Emergency Management Agency (CEMA) is
the executive agent for Appendix management and maintenance. The
Appendix and supporting documents will be updated periodically as
required to incorporate new directives and changes based on lessons
learned from exercises and actual events. This section establishes
procedures for interim changes and full updates of the Appendix.
B. Types and Changes: Changes include additions of new or supplementary
material and deletions. No proposed change should contradict or override
authorities or other plans contained in statute, order, or regulation.
C. Coordination and Approval: Any department or agency with assigned
responsibilities within the Appendix may propose a change to the plan.
CEMA is responsible for coordinating all proposed modifications to the
Appendix with primary agencies, support agencies and other
stakeholders. CEMA will coordinate review and approval for proposed
modifications as required.
D. Notice of Change: After coordination has been accomplished, including
receipt of the necessary signed approval supporting the final change
language, CEMA will issue an official Notice of Change. The notice will
specify the date, number, subject, purpose, background, and action
required, and provide the change language on one or more numbered and
dated insert pages that will replace the modified pages in the Emergency
Operations Plan (EOP), Annex, or supporting documents. Once published,
the modifications will be considered part of the EOP for operational
purposes pending a formal revision and re-issuance of the entire
document. Interim changes can be further modified or updated using the
above process.
E. Distribution: CEMA will distribute the Notice of Change to all participating
agencies. Notice of Change to other organizations will be provided upon
request. Re-issuance of the individual Appendix or the entire EOP will
take place as required. Working toward continuous improvement, CEMA is
responsible for an annual review and update of the EOP to include related
Appendices, and a complete revision every four years (or more frequently
if the County Commission or Georgia Emergency Management Agency
deem necessary). The review and update will consider lessons learned
and best practices identified during exercises and responses to actual
events, and incorporate new information technologies. CEMA will
distribute revised EOC documents for the purpose of interagency review
and concurrence.
11 FEBRUARY 2010
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EMERGENCY FUEL POL MANAGEMENT PLAN
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12 FEBRUARY 2010
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EMERGENCY FUEL POL MANAGEMENT PLAN
TAB A: COUNTY EMERGENCY FUEL CONTRACT
INSERT COPY OF CONTRACT
13 FEBRUARY 2010
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14 FEBRUARY 2010
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EMERGENCY FUEL POL MANAGEMENT PLAN
TAB B: EMERGENCY FUEL MANAGEMENT CHECKLISTS
LOCAL EVENT EMERGENCY FUEL MANAGEMENT
(Assumes one-time request / need)
• DO receives agency request for fuel resource(s).
• DO verifies local fuel resources are expended/unavailable.
• DO notifies AD of request and status of known available fuel resources.
• DO contacts Chatham County Fleet Operations Manager to arrange fuel support.
• Chatham County Fleet Manager provides fuel for a one-time request/need, or
establishes temporary agency account(s) using electronic keys and/or fuel logs.
• Chatham County Fleet Manager follows established accountability procedures (per
Chatham County Finance Office) to ensure appropriate cost recovery for fuel issued.
CATASTROPHIC EVENT AND MAJOR DISASTER FUEL MANAGEMENT
(Assumes EOC has been established and appropriate declarations have been made)
• PFC is established within the EOC structure as appropriate to coordinate an
Emergency Fuel Management Plan for the event.
• The PFC maintains an inventory of available fuel and POL resources for the
operational period.
• A request for fuel/POL is received at the EOC.
• The incoming request is routed to the PFC.
• The PFC determines availability from County fuel/POL resources:
• If resources are available, the PFC coordinates delivery to the appropriate agency.
• If resources are not available, the PFC completes the appropriate requests and
submits it to either the EOC supply unit or directly to the GEMA SOC. The PFC
maintains a copy of the request for tracking purposes.
• When practical, incoming bulk POL is delivered directly to a location designated by
requesting/receiving agency, or to established County fuel storage/distribution sites.
• Upon delivery, the requesting/receiving agency conducts an inventory and provides
the information to the PFC for accountability.
• During each operational period (or as otherwise designated), all fuel storage and/or
distribution sites provide the PFC with an inventory of on-hand POL; and/or a copy
of the Fuel Distribution Log covering the designated period. This information is
provided to the EOC Finance Section for cost recovery purposes.
• The PFC develops fuel management objectives as a part of the Transportation
Management Plan that is included in the overall Incident Action Plan (IAP) for each
operational period.
15 FEBRUARY 2010
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16 FEBRUARY 2010
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EMERGENCY FUEL POL MANAGEMENT PLAN
TAB C: FUEL CONSUMPTION RATES (FY2009)
ANNUAL AVERAGE DAILY
AGENCY
DIESEL GASOLINE DIESEL GASOLINE
Bloomingdale 6,000 22,000 16 60
Chatham
572,000 213,000 584 1,567
County
Garden City 8,942 83,385 25 289
Pooler 25,000 75,000 68 205
Not Available Not Available Not Available Not Available
Pt. Wentworth at Time of at Time of at Time of at Time of
Production Production Production Production
Savannah 582,554 1,015,960 1,596 2,783
Savannah
Airport 52,000 40,659 142 111
Commission
Sav–Chatham
1,050,000 100,000 2,877 274
Schools
Thunderbolt 4,500 14,705 12 40
Tybee Island 1,300 33,000 36 90
NOTE: All Quantities Displayed in Gallons
17 FEBRUARY 2010
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18 FEBRUARY 2010
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EMERGENCY FUEL POL MANAGEMENT PLAN
TAB D: FUEL STORAGE, DISTRIBUTION CAPACITIES AND LOCATIONS TABLE
MAP
FACILITY ADDRESS X Y GAS DIESEL OTHER
REF
CHATHAM COUNTY
1 Fleet Ops 7235 Sallie Mood -81.30365 31.99799 10,000 1,600 None
Mosquito Av / Jet
2 65 Billy B Hair -81.19216 32.11795 4,000 4,000
Control 6,000
3 BOE 2219 Gamble -81.14862 32.04465 12,000 36,000 None
4 Sheriff’s Office 1050 Carl Griffin -81.16667 32.06146 20,000 N/A None
5 Southside Fire 2225 Norwood -81.0724 31.98665 N/A 2,000 None
6 Strickland Oil 142 Pine Barren -81.22402 32.10037 8,000 10,000 None
CITY OF SAVANNAH
7 City Lot 1100 W Gwinnett -81.11245 32.0724 20,000 20,000 None
8 Police HQ 201 Habersham -81.08877 32.07526 10,000 N/A None
9 Vehicle Maint 6900 Sallie Mood -81.08947 32.00488 20,000 20,000 None
CITY OF BLOOMINGDALE
10 City Maint 7 Adams Road -81.30365 32.13411 4,000 2,000 None
CITY OF POOLER
11 Public Works 1095 S Rogers -81.25258 32.10686 8,000 4,000 None
CITY OF THUNDERBOLT
12 Fire Dept 2702 Mechanics -81.05307 32.03389 600 600 None
CITY OF TYBEE ISLAND
13 Public Works 78 Van Horne -80.85252 32.02338 10,000 2,000 None
OTHER POTENTIAL LOCATIONS (TEMPORARY SITES)
County Base McKenna Drive
Tank Tank
14 (Designated Sav-HH Int’l -81.202139 32.12758 None
Wagon Wagon
Location) Airport
Southwest Tank Tank
15 6030 Ogeechee -81.2615 31.99983 None
Middle-Alt LSA Wagon Wagon
W Chatham Tank Tank
16 800 Pine Barren -81.25892 32.09374 None
Middle-LSA Wagon Wagon
NOTE: All Quantities Displayed in Gallons
19 FEBRUARY 2010
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20 FEBRUARY 2010
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TAB E: FUEL STORAGE AND DISTRIBUTION LOCATIONS MAP
21 FEBRUARY 2010
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22 FEBRUARY 2010
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TAB F: FUEL DISTRIBUTION LOG
23 FEBRUARY 2010
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24 FEBRUARY 2010