08.27.2020 Agenda Packet.pdf - City of Port Wentworth

CITY OF PORT WENTWORTH CITY COUNCIL

AUGUST 27, 2020

Council Meeting Room Regular Meeting 6:30 PM

7224 GA HIGHWAY 21 PORT WENTWORTH, GA 31407

City of Port Wentworth Generated: 8/27/2020 9:17 AM

1. CALL MEETING TO ORDER

2. PRAYER AND PLEDGE OF ALLEGIANCE

3. ROLL CALL - CLERK OF COUNCIL

4. APPROVAL OF AGENDA

5. RECOGNITION OF SPECIAL GUESTS

6. ELECTIONS & APPOINTMENTS

A. Recommendation for Johnathan Gaskin as Port Wentworth Chief Judge

7. ADOPTION OF MINUTES

A. City Council - Regular Meeting - Jul 23, 2020 6:30 PM

8. COMMUNICATIONS & PETITIONS

9. COMMITTEE REPORTS

A. Committee Reports

10. CONSENT AGENDA

11. UNFINISHED BUSINESS

12. NEW BUSINESS

A. Chatham County Emergency Operations Plan (EOP)

B. Alcoholic Beverage License Application Beer / Wine & Sunday Sales 2 Magnolia Blvd

➢Public Hearing ➢Action

13. RESOLUTIONS/ORDINANCES/PROCLAMATIONS

A. Resolution No. 20-01, CARES Act Grant Funding

B. Resolution No. 20-02, Relocatable Easement For Ingress and Egress

C. Resolution No. 20-03, Perpetual Utility Easement

D. Resolution No. 20-04, Fifty (50) Foot Drainage Easement

Agenda City Council August 27, 2020

City of Port Wentworth Generated: 8/27/2020 9:17 AM

14. EXECUTIVE SESSION

A. Litigation

15. PUBLIC COMMENTS - REGISTERED SPEAKERS

16. ADJOURNMENT

City Council Meeting: 08/27/20 06:30 PM 305 South Coastal Highway Department: City Administrator Port Wentworth, GA 31407 Category: Appointment Prepared By: Shanta Scarboro

SCHEDULED Department Head: Phil Jones

AGENDA ITEM (ID # 2322) DOC ID: 2322

Updated: 8/21/2020 3:10 PM by Shanta Scarboro Page 1

Recommendation for Johnathan Gaskin, Georgia Bar No. 143084, as Chief Judge for the City of Port Wentworth

Issue/Item: Recommendation for Johnathan Gaskin, Georgia Bar No. 143084, as Chief

Judge for the City of Port Wentworth.

Background: Honorable Derek White, Former Chief Judge for the City of Port Wentworth,

offers his personal and professional recommendation for Attorney Johnathan Gaskin for the

unoccupied position.

Judge White says in his closing remarks "I do not know what the City of Port Wentworth will

be facing in the future. But, I do know what this country is facing and what it needs. It

needs more leaders like Mr. Gaskin who are willing to defend the Constitution of this great

country and give more of himself to the betterment of others."

Recommendation:

Appointment. ATTACHMENTS:

• Recommendation Letter for Johnathan Gaskin (PDF)

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CITY OF PORT WENTWORTH CITY COUNCIL

JULY 23, 2020

Council Meeting Room Regular Meeting 6:30 PM


City of Port Wentworth Generated: 8/24/2020 10:19 AM Page 1


Mayor Gary Norton called the meeting to order.


Reverend Paul Mongin, Pastor of First Baptist Church of Port Wentworth, led in Prayer and Mayor Gary Norton led in the Pledge of Allegiance.

3. ROLL CALL - CLERK OF COUNCIL

Attendee Name Title Status Arrived

Gary Norton Mayor Present

Linda Smith Mayor Pro Tem Present

Donald Hodges Council Member Present

Mark Stephens Council Member Remote

Lynwood Griner Council Member Present

Glenn Jones Council Member Present

Thomas Barbee Council Member Remote

James L. Coursey City Attorney Present

Phil Jones City Administrator Present

Shanta Scarboro Clerk of Council Present

Brian Harvey Director of Development Services Remote

Lance Moore Chief of Fire Operations Remote

Yolanda Irizarry Director of Human Resources Remote

Tiffany Lancaster Director of Leisure Services Remote

Matt Libby Chief of Police Present

Chris Lee Project Manager Remote


Council Member Glenn Jones made a motion to approve the agenda. Seconded by Council Member Lynwood Griner. Vote was unanimous.

5. RECOGNITION OF SPECIAL GUESTS

There were none to report.

6. ELECTIONS & APPOINTMENTS



A. City Council - Regular Meeting - Jun 25, 2020 6:30 PM

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Minutes City Council July 23, 2020


RESULT: ACCEPTED [UNANIMOUS]

MOVER: Donald Hodges, Council Member

SECONDER: Lynwood Griner, Council Member

AYES: Smith, Hodges, Stephens, Griner, Jones, Barbee

8. COMMUNICATIONS & PETITIONS

Council Member Glenn Jones thanked the Port Wentworth Police, Fire/EMT Departments for a

great job responding to emergency calls.

9. COMMITTEE REPORTS

A. Committee Reports

Mayor Pro Tem Linda Smith made a motion to approve and dispense with the reading of the Committee Reports and make them part of the minutes. Seconded by Council Member Donald Hodges. Vote was unanimous.

RESULT: APPROVED [UNANIMOUS]

MOVER: Linda Smith, Mayor Pro Tem

SECONDER: Donald Hodges, Council Member


10. CONSENT AGENDA

A. Pay Request No. 11 for the Mobley Park Drainage Improvements Phase 2

Council Member Glenn Jones made a motion to approve the Consent Agenda as listed. Seconded by Council Member Donald Hodges. Vote was unanimous.

11. UNFINISHED BUSINESS

There was none to report.

12. NEW BUSINESS

A. Petition To Rename A Street Submitted by Juerlene Williams

Waverly P. Jones, City Administrator, was present to speak on this agenda item. Also, Juerlene Williams was present on the meeting teleconference call to answer any questions of Mayor and Council.


MOVER: Mark Stephens, Council Member

SECONDER: Thomas Barbee, Council Member


B. Quitclaim Conveyance of 1 Acre "Boardman" Tract on Highway 30

James L. Coursey, Jr., City Attorney, was present to speak on this agenda item and answer any questions of Mayor and Council.

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MOVER: Donald Hodges, Council Member



C. 742 Highway 30 Well Permit Application

Waverly P. Jones, City Administrator, was present to speak on this agenda item and

answer any questions of Mayor and Council.


MOVER: Glenn Jones, Council Member



D. 748 Highway 30 Well Permit Application

Waverly P. Jones, City Administrator, was present to speak on this agenda item and answer any questions of Mayor and Council.


MOVER: Glenn Jones, Council Member



E. Subdivision Application Rice Creek Tract C-2 Ph III Final Plat

Jessica Vick, Roberts Civil Engineering, LLC, was present on the meeting teleconference call to speak on this agenda item and answer any questions of Mayor and Council.





13. RESOLUTIONS/ORDINANCES/PROCLAMATIONS

A. ORDINANCE NO. 20-03, Millage Rate, First Reading

RESULT: APPROVED [5 TO 1]



AYES: Smith, Hodges, Stephens, Griner, Jones

NAYS: Barbee

B. ORDINANCE NO. 20-03, Millage Rate, Second Reading

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RESULT: APPROVED [5 TO 1]



AYES: Smith, Hodges, Stephens, Griner, Jones

NAYS: Barbee

14. EXECUTIVE SESSION


15. PUBLIC COMMENTS - REGISTERED SPEAKERS


16. ADJOURNMENT

There being no further business, Council Member Donald Hodges made a motion to adjourn.

Seconded by Council Member Lynwood Griner. Vote was unanimous. .

________________________________________________ Mayor Gary Norton The foregoing minutes are true and correct and approved by me on this ________ day of ____________________________________, 2020. ATTEST: _________________________________________ Shanta M. Scarboro, Clerk of Council

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City Council Meeting: 08/27/20 06:30 PM 305 South Coastal Highway Department: All Port Wentworth, GA 31407 Category: Report Prepared By: Shanta Scarboro

SCHEDULED Department Head: Brian Harvey



Committee Reports

ATTACHMENTS:

• Development Services Monthly Report July 2020 (PDF)

• Fire Department Monthly Report July 2020 (PDF)

• Leisure Services Department Monthly Report August 2020 (PDF)

• Police Department Monthly Report August 2020 (PDF)

• ClearWater Solutions, LLC Monthly Report July 2020 (PDF)

• Port Wentworth Chamber of Commerce Standard PL Report July 2020 (PDF)

• Port Wentworth Chamber of Commerce Detail PL Report July 2020 (PDF)

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DEVELOPMENT SERVICES MONTHLY REPORT / JULY 2020

INSPECTIONS / P&Z

Building Permits Issued: 38

Building Estimated Cost: $1,743,589.57

Permit Fees Paid: $96,000.40

Inspections Completed: 237

Plan Reviews Completed: 38

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To: Mayor Norton

From: Chief Lance Moore

Date: August 18, 2020

Ref: Committee Report

Sir,

The following is a summary of the incident responses and activity for the Fire Department between

the dates of July 1, 2020 and August 1, 2020.

1 building fire

4 vehicle fires

98 emergency medical calls

25 motor vehicle collisions

1 carbon monoxide investigations

5 public service

12 dispatched and cancelled in route

18 fire alarms

1 open area fires

1 hazardous material related

0 elevator rescue

1 power line related

Total: 167

Crews are in the process of annual hydrant maintenance. The City has approximately 445 hydrants that

we maintain on a yearly basis. This will be complete within the next two weeks.

The department hired Lieutenant Ronald Hendry as our training officer. Lieutenant Hendry has 13 years

of experience in the fire service and a plethora of certifications and knowledge.

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August 2020 LEISURE SERVCIES DEPARTMENT REPORT 8.10.2020 Leisure Service Programs and Events for August - September:

• Last day will be August 18th of our daily serving from the front of the P.B. Edwards Jr. Gym Emergency Feeding for children 18 and under we pass out a cold breakfast and a hot lunch daily from 11:00-12:30pm. We serve about 50 lunches daily. This is in partnership with the Second Harvest Food Bank of Savannah.

• We will continue to have Grab & Go Boxes from Second Harvest Food Bank on Monday’s and will continue to pass them out on Tuesday’s it is First come first serve. This is not donated product, as this is all coming Fresh from USDA partnership farm to table. 11:00-12:30. The Grab and Go Boxes are not always veggies sometimes it is cheese and may be chicken.

• I’m working with Kids Café/Second Harvest Food Bank on continuing to serve a hot meal and a snack through the year but will start in mid-September.

• Have CAA/SO.GA league meeting on August 5th and August 26th, 2020 to discuss Youth Football / Soccer season.

• We will continue to plan for fall sports but have pushed back game start dates to October 5th such as youth football and youth, soccer. I’m working with GRPA weekly on following new procedures adjusting to our new reality in recreation.

• We will only compete in local games and will not go to district or state competitions this 2020 season.

• Currently we have one 10U Football team that will play this season.

• Currently we have three 6U soccer teams, one 8U soccer team, one 14U soccer team. 6U will start practice September 1st and 8U and 14U started on August 17 & 18th.

Ed Young Senior Center for August and September:

• Looking at a possible re-open date of October 5th week with staggered day’s and times for participants due to social distancing etc.

• Continuing passing out frozen meals and veggie boxes weekly on Tuesday’s. (Senior will drive by and meals will be placed into car trunks or back of cars keeping with in the recommended 6ft requirement. Each Senior will receive a 5-day supply of food).

• Those Seniors that cannot come out by driving to pick up meals the meals will be taken to their house.

• Puzzles, work puzzles and weekly work sheets are provided weekly to encourage seniors to read.

• Repairing AC unit on one side of center as there was a back of water in the electrical closet and will need to replace potions of dry wall.

• Continuing the installation of sound panels in dining hall.

• Installed new treadmill to replace old one. Rearrange fitness center with stretching area and area for wheel chairs for sitting exercises.

• Re-stripe handi-cap parking spaces in mid-September.

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• Set up signs on floor showing 6ft for social distancing and getting center ready for CDC guidelines for re-opening.

• SCI is continuing to do health assessments on Seniors individually as well as calling all members twice a week and checking in on them.

Administrative and Operations for August and September:

• Creating coaches’ notebooks for volunteer football coaches, soccer coaches and reviewing info with them.

• Gathering volunteer forms and reviewing them for proper paperwork completion.

• Order 8 more holiday light pole decorations.

• Update Leisure Service employees on concussions, CPR and First Aide.

• Training for CYSA 3-hour class September 15th certification for NAYS.

• Continue to create, update and import all fall programs into Tyler Parks and Rec online system.

• Continue to create meal count for Children’s Feeding program daily/weekly this ends on August 18th.

• Create work orders for maintenance staff and train new hire Zachary Thomas.

• Continue to gather quotes on a 15-passenger van.

• Continue to complete refunds, transfers of daily payments of summer camp, programs and rentals.

• Create ongoing Leisure Services employee bi-weekly work schedule.

• Keep Leisure Services Facebook page and City web page up to date on social media.

• Continue monitoring daily deposits and credit card import/export for all sports and rentals through our payment portal and Tyler Parks and Rec program.

• Continue to manage the cash and receivables from our Tyler Parks and Rec system. Daily deposits.

• Continue to manage team in maintaining cleanliness of all Leisure Services Departments facilities.

• Reconcile Monthly July 2020 P-card Statement and turn in to accounts payable.

Mobley Park for August and September:

• Paint lines on the football field for practices and games starting August 10th games starting in October.

• Gathering quotes for new Mobley Park sign.

• Clean out inside of concession stand and pick nick area. Pressure wash tables.

• Move all baseball/Softball equipment from park to annex building and take all football equipment to park.

• Moving white and red shed out of Mobley Park and throwing it out.

• Continuing to monitor ants and bees/wasps.

• Re-stripe handi cap parking spaces mid-September.

• Gathering quotes for new fence installed on ball field 1 due to tree falling on it.

• Continue to have all three baseball and softball fields tilled up and drug.

• Keep parking lot at Mobley Park cut and clean.

• Disinfect weekly all playgrounds, benches, pic-nick tables with pressure washer at all parks, concession stands and pavilions.

• Take trash cans in and out of park weekly for pick up.

• Weekly Clean bathrooms and kill ants on all fields.

Armadale Walking Path for August and September:

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• Ordered a new dog station trash can for post and adding another waste station to other side of walking path.

• Continue to cut grass, weed-eat and edge walking path.

• Consistently change out doggie station.

Festival Site and Tommy Thomas Pavilion for August and September:

• Create Soccer fields for 14 and under team, 10U team and 8U team in large area.

• Create Soccer fields in Fenced in area for 6 and under teams and Micro teams.

• Set up and move soccer goals over to Festival site week of August 17th.

• Set up bleachers for spectators to watch practices and games.

• Add social distancing signs and hand washing stations for practices and games only.

• Pressure wash with disinfectant all pic nick tables and pavilion area weekly.

• Continue weekly to add water to the new trees that were planted for Arbor Day at the Tommy Thomas Pavilion.

• Change out dog trash stations.

• Cut grass, weed eat and edge park weekly.

Houlihan Boat Landing for August and September:

• Cut and weed eat boat ramp area and retention ponds.

• Wind up water hoses bi weekly and clean up trash in parking lot bi weekly.

• New dock was added to old dock.

• Add benches leading to dock.

Houston Church for August and September:

• Cleaned bathroom doors as condensation from AC inside bathrooms created mold. Cut AC down in bathrooms.

• Received results from Brockington and Associates, Inc on GPR of Cemetery they have completed work and the City Administrator, and I will be reviewing outcomes.

• Cut and weed-eat Houston Church weekly.

• Clean, dust and mop church monthly.

Warren Drive Playground and Park for August and September:

• Need to replace bench at playground as soon as it comes in.

• Continue to disinfect playground area bi weekly.

• Continue to cut grass, weed eat, edge weekly.

Della Steel Park for August and September:

• Pressure wash Della Steel sign.

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• Cleanout doggie station.

• Disinfect playground area, picnic tables and pavilion area.


• Clean parking lot and pull trash cans to front of park.

• Pressure wash playground and pavilion area.

• Clean out grills etc.

P.B. Edwards Jr. Gym for August and September:

• Having to install a new AC unit in the back side of the gym that cools the bathrooms, concession stand area, snack area and offices.

• Gathering football helmets, pads, footballs etc. for practices.

• Gathering soccer balls, and equipment for coaches.


• Continue to find a door to gym concession stand and then install it (It’s a unique size and hard to find).

• Continued to buff and clean gym floor as needed

• Set up Daily from 10:30am – 1:00pm serving station for giving out cold breakfast and hot lunches to average of 50 people in partnership with Second Harvest Food and Feeding Program.

• Cut, weed-eat and edge around gym and annex building weekly.

Community House for August and September:

• Marylyn Youmans will start youth dance program on August 31st on Monday’s at 5:00-8:00.

• Elegant Dolls on Tuesday and Thursday 5:00-7:00.

• Continue to manage Leisure services team in cutting, weed eating, edging and blowing grass and maintain the gym/annex/senior center/warren drive park/ Dela Steel Park/Houston Church and Community House.

• Continue to weekly clean bathrooms, kitchen, main area and check on AC etc.

Fountain for August and September:

• Pressure wash, Sand and repaint railing of fountain and fountain bottom.

• Add benches to fountain area.

• Trim bushes, cut grass, pull weeds at fountain every other week.

• Refill fountain with water when it drops weekly.

• Planting flowers around the fountain in August.

• Place youth sports registration banner up.

Annex Building for August and September:

• Remove baseball equipment and put out football equipment.

• Start checking light bulbs on Christmas tree and on holiday decorations.

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Port Wentworth Police Department 323 Cantyre Street

Port Wentworth, Georgia 31407 Matthew W. Libby Telephone: (912) 964-4360 Chief of Police Fax: (912) 966-7405

1

Monthly Training Report

July 16th, 2020 – August 19th, 2020

Chief Libby,

This month, the training unit completed or coordinated 20 training classes, trained 32 students on

various topics, and provided a total 426 hours of training.

Training Classes Completed

a. 07July2020

i. TRU Training (5 Hour)

1. 7 Students

b. 20July2020-31July2020

i. Defensive Tactics Instructor (80 Hour)

1. 1 Student

c. 27July2020

i. AXON Taser Instructor (16 Hours)

1. 1 Student

d. 30July2020

i. TRU Training (5 Hours)

1. 6 Student

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Port Wentworth Police Department 323 Cantyre Street

Port Wentworth, Georgia 31407 Matthew W. Libby Telephone: (912) 964-4360 Chief of Police Fax: (912) 966-7405

2

e. 03August2020-07August2020

i. Crime Analysis (36 Hours)

1. 1 Student

f. 10August2020-14August2020

i. Supervision Level 1 (40 Hours)

1. 2 Students

g. 16July2020-19August2020

i. ONLINE GPSTC TRAINING COURSES (13 Hours Total)

1. 2 Students

h. 16July2020-19August2020ONLINE VIRTUAL ACADEMY CLASSES (136 Hours Total)

1. 11 Students

Sgt. Nathan Jentzen

Training Unit

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The monthly stats for the period 07/17/20 – 08/18/2020.

Responded to 3740 calls for service.

Conducted 1832 business / residential checks.

Conducted 1074 traffic stops.

Stopped and interviewed 59 suspicious vehicles and persons.

Conducted 131 walk and talks.

Responded to 76 traffic collisions.

Responded to 74 EMS calls.

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Code Violations

Code Enforcement Cases

July 15- August 18 2020

Address Status

106 Gordon Street GRASS C

112 South Coastal Grass C

209 Cantyre Street Driveway C

831 Crossgate Yard O

106 Turnbery Grass O

122 Turnberry Grass O

104 Turberry Grass O

102 Cantyre Grass/Trash O

200 Clifton Trash O

314 Osteen Grass O

317 Osteeen Grass O

102 Commonwealth Safety /Tree O

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07/01/2020

07/31/2020

STARTING DATE:

ENDING DATE:

POLICE CALLS DISPATCHED BY DAY OF THE MONTH

BY AGENCY

CHATHAM 911 COMMUNICATIONS SERVICES

25

7

38

33

32

14

20

6

9

11

8

5

15

16

24

4

13

19

16

15

18

20

12

20

26

31

13

9

2

3

12

496

386

355

423

425

325

423

355

475

362

376

333

322

306

350

270

290

371

352

295

367

373

289

365

282

358

353

346

312

480

420

412

11,151

40

43

43

53

40

42

36

49

52

42

70

64

57

40

72

64

83

71

63

60

70

60

77

134

152

94

62

87

35

45

80

1,980

70

80

76

56

53

81

58

47

60

101

94

72

75

88

106

86

75

83

60

75

70

63

65

78

66

61

49

55

53

62

61

2,179

115

107

125

131

116

82

78

112

128

94

121

114

115

119

102

119

115

105

112

105

105

131

132

108

116

139

126

94

96

102

116

3,480

788

871

1,090

1,219

965

710

775

1,002

765

772

774

626

882

1,059

734

781

923

838

737

803

819

910

856

964

864

715

910

940

929

859

868

26,748

6

12

9

9

9

8

3

5

11

7

6

4

10

2

6

3

4

3

4

5

11

2

7

4

6

5

10

15

8

5

15

214

1,430

1,475

1,804

1,926

1,540

1,360

1,325

1,696

1,387

1,403

1,406

1,207

1,460

1,674

1,314

1,347

1,584

1,471

1,287

1,430

1,466

1,475

1,514

1,590

1,588

1,398

1,516

1,512

1,603

1,496

1,564

46,248TOTAL

07/31/2020

07/30/2020

07/29/2020

07/28/2020

07/27/2020

07/26/2020

07/25/2020

07/24/2020

07/23/2020

07/22/2020

07/21/2020

07/20/2020

07/19/2020

07/18/2020

07/17/2020

07/16/2020

07/15/2020

07/14/2020

07/13/2020

07/12/2020

07/11/2020

07/10/2020

07/09/2020

07/08/2020

07/07/2020

07/06/2020

07/05/2020

07/04/2020

07/03/2020

07/02/2020

07/01/2020

TOTALTBSPPWPLGCCCBL

*NOTE: Excludes calls where Animal Services was primary responder

9.A.d

Packet Pg. 22

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Port Wentworth, Ga Monthly Operating Report

July 2020

Water Distribution: Hydrant Flushing program:

• Established a flushing program to obtain a safe and stable water supply.

• Volume of flushing since the beginning of month has been stabilized due to an established and consistent flushing program.

• Maintaining continuous flushing in Rice Hope Subdivision with lines coming from water meters on Moonlight Trail and at the Mossy Oak sample point.

• Residuals have continued to maintain levels towards end of month with minimal flushing.

• Week of the 6th flushed for 15 mins per day



• Week of the 27nd flushed for 15 mins per day Ground Water Withdrawal: 914,700 Gallons Purchase Water from Savannah I&D: 38,181,101 Gallons Compliance:

• Took monthly Micro-Biological samples and sent to lab. (Results: Passed)

• All monthly reports turned into EPD. Maintenance:

• Repaired water leak at 6 Crutcher St.

• Repaired water leak at 109 Phillips Ave.

• Flushed water lines on North side of city due to Savannah conducting Chlorine Burn to water system.

• Replaced curb stop and lock due to customer breaking and cutting at 908 Barnsley Rd.

• Pulled meter due to nonpayment & cutting lock off of curb stop (also relocked curb stop) at 37 Tiller Way.

• Re-set meter and restored services due to making a full payment at 37 Tiller Way.

Wastewater Collection:

• Checked all lift stations (17) at least twice a week and performed routine maintenance.

• Cleaned probes, transducers, and floats as needed.

• Pulled pump at Ride Share Lift Station due to mop head stuck in pump.

• Buried sewer lateral 2 feet to avoid illegal connection at 307 Dogwood Circle.

9.A.e

Packet Pg. 23

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July 2020

Cold Stream Lift Station Horne Place Lift Station

Date Pump #1 Usage Pump #2 Usage Date Pump #1 Usage Pump #2 Usage

1 1,011.5* 5.3 PULLED - 1 1,024.6* 3.6 - -

2 * - - 2 * - -

3 - - 3 - -

4 - - 4 - -

5 * - - 5 * - -

6 * - - 6 1,028.3* 3.7 - -

7 * - - 7 * - -

8 1,032.8* 21.3 - - 8 1,029.9* 1.6 - -

9 - - 9 - -

10 1,039.3 6.5 - - 10 1,031.1 1.2 - -

11 - - 11 - -

12 - - 12 - -

13 1,048.2 8.9 - - 13 1,033.8 2.7 - -

14 - - 14 - -

15 1,053.9 5.7 - - 15 1,035.1 1.3 - -

16 - - 16 - -

17 1,059.2 5.3 - - 17 1,036.6 1.5 - -

18 - - 18 - -

19 - - 19 - -

20 1,066.1 6.9 - - 20 1,040.5 3.9 - -

21 * - - 21 * - -

22 1,070.4 4.3 - - 22 1,041.9 1.4 - -

23 - - 23 - -

24 1,074.9* 4.5 - - 24 1,042.9* 1.0 - -

25 - - 25 - -

26 - - 26 1,045.5 2.6 - -

27 1,084.8 9.9 - - 27 - -

28 - - 28 - -

29 1,091.0* 6.2 - - 29 1,047.0* 1.5 - -

30 * - - 30 * - -

31 1,100.3* 9.3 - - 31 1,049.0* 2.0 - -

* Or * = Rain Day

9.A.e

Packet Pg. 24

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July 2020

Armadale Lift Station Rideshare Lift Station


1 19,855.0* 20.5 19,908.8* 20.3 1 1,200.5* 28.9 8,084.3* 2.1

2 * * 2 * *

3 3

4 4

5 * * 5 * *

6 19,895.6* 40.6 19,953.2* 44.4 6 1,268.6* 68.1 8,091.0* 6.7

7 * * 7 * *

8 19,914.7* 19.1 19,974.5* 21.3 8 1,272.6* 4.0 8,094.1* 3.1

9 9

10 19,934.1 19.4 19,993.7 19.2 10 1,277.0 4.4 8,096.6 2.5

11 11

12 12

13 19,961.2 27.1 20,020.6 26.3 13 1,288.2 11.2 8,101.0 4.4

14 14

15 19,988.1 26.9 20,039.2 18.6 15 1,298.9 10.7 8,103.2 2.2

16 16

17 20,000.4 12.3 20,060.5 21.3 17 1,312.0 13.1 8,105.5 3.3

18 18

19 19

20 20,030.1 29.7 20,084.6 24.1 20 1,334.6 22.6 8,110.3 4.8

21 * * 21 * *

22 20,036.8 6.7 20,094.2 9.6 22 1,351.8 17.2 8,121.4 11.1

23 23

24 20,056.1* 19.3 20,101.2* 7.0 24 1,374.4* 22.6 8,141.6* 20.2

25 25

26 26

27 20,091.8 35.7 20,117.0 15.8 27 1,398.1 23.7 8,150.7 9.1

28 28

29 20,113.5* 11.7 20,126.0* 9.0 29 1,401.4* 3.3 8,153.5* 2.8

30 * * 30 * *

31 20,121.9* 8.4 20,135.2* 8.8 31 1,404.8* 3.4 8,156.4* 2.9

* or * = Rain Day

9.A.e

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July 2020

Waffle House Lift Station Pine Forest Lift Station


1 15,334.2* 5.0 731.2* 5.2 1 10,811.2* 2.0 12,467.8* 2.1

2 * * 2 * *

3 3

4 4

5 * * 5 * *

6 15,347.7* 13.5 745.0* 13.8 6 10,816.7* 5.5 12,473.1* 5.3

7 * * 7 * *

8 15,352.1* 4.4 750.6* 5.6 8 10,819.1* 2.4 12,475.1* 2.0

9 9

10 15,356.9 4.8 755.7 5.1 10 10,821.6 2.5 12,480.7 5.6

11 11

12 12

13 15,364.2 7.3 763.1 7.4 13 10,825.8 4.2 12,480.7 0.0

14 14

15 15,369.1 4.9 768.3 5.2 15 10,827.2 1.4 12,482.9 2.2

16 16

17 15,373.3 4.2 772.8 4.5 17 10,829.8 2.6 12,485.3 2.4

18 18

19 19

20 15,380.4 7.1 780.2 7.4 20 10,833.8 4.0 12,489.0 3.7

21 * * 21 * *

22 15,384.9 4.5 785.0 4.8 22 10,836.1 2.3 12,491.2 2.2

23 23

24 15,389.5* 4.6 789.6* 4.6 24 10,838.6* 2.5 12,493.7* 2.5

25 25

26 26

27 15,397.5 8.0 798.1 8.5 27 10,842.9 4.3 12,497.7 4.0

28 28

29 15,402.7* 5.2 803.0* 4.9 29 10,845.5* 2.6 12,500.1* 2.4

30 * * 30 * *

31 15,407.8* 5.1 809.6* 5.4 31 10,848.2* 2.7 12,502.7* 2.6

* Or * = Rain Day

9.A.e

Packet Pg. 26

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July 2020

Lakeside Lift Station Cherry St. Lift Station


1 9,371.2* 6.2 10,406.3* 5.7 1 2,000.6* 2.8 3,832.2* 3.5

2 * * 2 * *

3 3

4 4

5 * * 5 * *

6 9,387.2* 16.0 10,423.7* 7.4 6 2,007.3* 6.7 3,839.2* 7.0

7 * * 7 * *

8 9,394.3* 7.1 10,430.5* 6.8 8 2,010.3* 3.0 3,843.5* 4.3

9 9

10 9,401.2 6.9 10,437.5 7.0 10 2,013.2 2.9 3,846.7 3.2

11 11

12 12

13 9,410.8 9.6 10,447.7 10.2 13 2,017.6 4.4 3,851.3 4.6

14 14

15 9,417.2 6.4 10,454.1 6.4 15 2,020.5 2.9 3,855.1 3.8

16 16

17 9,423.5 6.3 10,460.5 6.4 17 2,023.2 2.7 3,857.9 2.8

18 18

19 19

20 9,432.8 9.3 10,470.7 10.2 20 2,027.7 4.5 3,863.2 5.3

21 * * 21 * *

22 9,439.8 7.0 10,477.1 6.4 22 2,030.3 2.6 3,866.2 3.0

23 23

24 9,445.2* 5.4 10,483.8* 6.7 24 2,034.9* 4.6 3,869.1* 2.9

25 25

26 26

27 9,455.8 10.6 10,494.1 10.3 27 2,037.9 3.0 3,874.6 5.5

28 28

29 9,462.6* 6.8 10,500.7* 6.6 29 2,040.6* 2.7 3,877.8* 3.2

30 * * 30 * *

31 9,468.6* 6.0 10,507.6* 6.9 31 2,043.9* 3.3 3,881.6* 3.8

* Or * = Rain Day

9.A.e

Packet Pg. 27

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July 2020

Cold Creek Pass Lift Station Goose Neck Lift Station


1 7,063.2* 4.3 6,479.6* 4.4 1 4,615.0* 3.8 4,330.5* 2.7

2 * * 2 * *

3 3

4 4

5 * * 5 * *

6 7,074.4* 11.2 6,491.4* 11.8 6 4,625.0* 10.0 4,337.8* 7.3

7 * * 7 * *

8 7,078.8* 4.4 6,495.5* 4.1 8 4,629.7* 4.7 4,340.9* 3.1

9 9

10 7,083.5 4.7 6,500.1 4.6 10 4,333.6 3.9 4,343.5 2.6

11 11

12 12

13 7,090.6 7.1 6,506.5 6.4 13 4,640.2 6.6 4,348.3 4.8

14 14

15 7,096.3 5.7 6,510.7 4.2 15 4,644.2 4.0 4,350.8 2.5

16 16

17 7,098.5 2.2 6,514.8 4.1 17 4,647.9 3.7 4,353.4 2.6

18 18

19 19

20 7,105.4 6.9 6,521.5 6.7 20 4,653.5 5.6 4,357.3 3.9

21 * * 21 * *

22 7,110.0 4.6 6,525.9 4.4 22 4,656.6 3.1 4,359.9 2.6

23 23

24 7,114.6* 4.6 6,530.4* 4.5 24 4,660.5* 3.9 4,362.5* 2.6

25 25

26 26

27 7,121.5 6.9 6,537.1 6.7 27 4,666.4 5.9 4,366.8 4.3

28 28

29 7,125.5* 4.0 6,541.1* 4.0 29 4,669.8* 3.4 4,369.4* 2.6

30 * * 30 * *

31 7,129.5* 4.0 6,545.3* 4.2 31 4,673.4* 3.6 4,372.3* 2.9

* Or * = Rain Day

9.A.e

Packet Pg. 28

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July 2020

Amberly Lift Station Lake Shore Lift Station


1 3,050.9* 2.6 3,145.9* 2.1 1 1,555.1* 1.8 1,342.3* 3.0

2 * * 2 * *

3 3

4 4

5 * * 5 * *

6 3,058.2* 7.3 3,151.6* 5.7 6 1,560.3* 5.2 1,348.3* 6.0

7 * * 7 * *

8 3,061.4* 3.2 3,153.6* 2.0 8 1,562.9* 2.6 1,350.4* 2.1

9 9

10 3,064.8 3.4 3,155.7 2.1 10 1,565.3 2.4 1,353.4 3.0

11 11

12 12

13 3,070.0 5.2 3,159.0 3.3 13 1,568.3 3.0 1,357.2 3.8

14 14

15 3,073.5 3.5 3,161.2 2.2 15 1,571.3 3.0 1,359.3 2.1

16 16

17 3,076.3 2.8 3,163.1 1.9 17 1,573.1 1.8 1,362.2 2.9

18 18

19 19

20 3,081.2 4.9 3,166.3 3.2 20 1,576.7 3.6 1,366.1 3.9

21 * * 21 * *

22 3,084.3 3.1 3,168.4 2.1 22 1,578.8 2.1 1,368.5 2.4

23 23

24 3,088.4* 4.1 3,170.7* 2.3 24 1,581.1* 2.3 1,371.6* 3.1

25 25

26 26

27 3,093.4 5.0 3,174.2 3.5 27 1,584.3 3.2 1,375.2 3.6

28 28

29 3,095.8* 2.4 3,176.3* 2.1 29 1,587.3* 3.0 1,377.6* 2.4

30 * * 30 * *

31 3,098.4* 2.6 3,178.4* 2.1 31 1,589.3* 2.0 1,380.2* 2.6

* Or * = Rain Day

9.A.e

Packet Pg. 29

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July 2020

Newport Lift Station Saussy Rd. Lift Station


1 2,403.3* 4.0 1,970.6* 4.2 1 1,354.6* 0.5 2,355.8* 0.5

2 * * 2 * *

3 3

4 4

5 * * 5 * *

6 2,409.2* 5.9 1,976.6* 6.0 6 1,355.3* 0.7 2.356.6* 0.8

7 * * 7 * *

8 2,411.6* 2.4 1,979.2* 2.6 8 1,355.6* 0.3 2,356.9* 0.3

9 9

10 2,413.9 2.3 1,981.5 2.3 10 1,355.9 0.3 2,357.2 0.3

11 11

12 12

13 2,417.5 3.6 1,984.6 3.1 13 1,356.6 0.7 2,357.7 0.5

14 14

15 2,419.6 2.1 1,987.3 2.7 15 1,356.6 0.0 2,358.0 0.3

16 16

17 2,422.0 2.4 1,989.3 2.0 17 1,356.9 0.3 2,358.3 0.3

18 18

19 19

20 2,425.5 3.5 1,992.7 3.4 20 1,357.3 0.4 2,358.7 0.4

21 * * 21 * *

22 2,427.6 2.1 1,994.9 2.2 22 1,357.6 0.3 2,359.0 0.3

23 23

24 2,429.7* 2.1 1,997.0* 2.1 24 1,357.6* 0.0 2,359.3* 0.3

25 25

26 26

27 2,433.4 3.7 2,000.5 3.5 27 1,358.5 0.9 2,359.8 0.5

28 28

29 2,435.5* 2.1 2,002.4* 1.9 29 1,358.7* 0.2 2,360.2* 0.4

30 * * 30 * *

31 2,437.8* 2.3 2,005.1* 2.7 31 1,359.0* 0.3 2,360.6* 0.4

* Or * = Rain Day

9.A.e

Packet Pg. 30

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July 2020

Recommendations for Wastewater Collection System:

• Upgrade Coldstream Lift Station Force Main to 12”

• Upgrade lift station pumps in Rice Hope Subdivision.

Streets & Drainage:

Ditch Mowing 14,490 Ft

Ditches Dug 0 Ft

Ditch Debri Removal 0 Tons

Culverts Cleaned Out 0

Shoulder Mowing 51,900 Ft

Shoulder Litter Picked Up By Hand 7 Bags

Debri Pick Up Tonnage Landfill 0 Tons

Shop Dumpster Tonnage for Shoulder Litter 2.12 Tons

Pot Holes Fixed 3

Street Signs Replaced 6

Sign Pole Replaced 2

Catch Basin Repair 0

Street Sweeping Curbs 0 Ft

Street Sweeping Tonnage 0 Tons

Maintenance:

• Put up new West Appleby Rd. signs

• Replaced Stop Sign and pole at the intersection of Hendley Rd & Monteith Rd. twice.

• Repaired pot holes on Hodgeville Rd.

• Replaced Stop Sign at the intersection of Rice Hope Plantation Rd. & Augusta Rd.

• Cut New City Hall four times.

• Cut Old City Hall twice.

9.A.e

Packet Pg. 31

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July 2020

Solid Waste:

Damaged Trash Cans 0

Trash Cans Picked Up 0

Wastewater Treatment Plant: Maintenance:

• Replaced actuator for filter backwash valve; Filter #1, Valve #3.

• Removed piece of plastic from grit separator cone; now producing grit.

• Changed oil in sludge conveyer gear box on belt press.

• Cleaned & calibrated effluent DO probe.

• No internet – Aired out internet modem due to too much humidity in electronics room; now have internet.

• Clean out UV channel.

• Drained filter basin #1 to clean out debris and walls.

• PM’d Filter #1.

• Drained filter basin #2 to clean out debris and walls.

• PM’d Filter #2.

• Repaired valve stem on SBR #1 decant valve.

• Repaired pressure valve on Reuse Tank.

• Pressure washed belt on belt press.

• Cleaned polymer skid & rotameter.

• Greased side stream pumps and motors.

• Greased sludge pumps.

• Manually cleaned Bar and Stepper Screens Daily and Nightly (Awaiting replacement parts to rebuild.)

9.A.e

Packet Pg. 32

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July 2020

Compliance: Raw Wastewater Treated monthly avg. 1.085 MGD, Total raw waste 33.648 MG

Parameter Monthly Performance

Indicator Discharged from plant

Target or Limit

BOD % Removal 99%

>85%

Suspended Solids % Removal 97%

>85%

Effluent: Total Phosphorous Monthly Avg.

0.47 mg/L

<1.0mg/L

Total Ammonia (as N) Monthly Avg. 0.32 mg/L

<1.0mg/L

Ultimate Oxygen Demand Monthly Avg.

0.0 lbs./day

0.0 lbs./day

Injected Dissolved Oxygen Monthly Avg.

94.5 lbs./day >36 lbs./day/ Million Gallon

Solids Disposal: Sludge, total dry weight in lbs.

34,549 lbs. Report

Rainfall Monthly Total: 4.20”

9.A.e

Packet Pg. 33

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Jul 20Ordinary Income/Expense

ExpenseGeneral and Administrative

Office Equip/Computer Software 131.19Office Rental & Utilities 1,700.00Payroll Taxes 555.86Professional Fees 241.10Salaries & Wages 7,262.50

Telephone/Internet 396.15

Total General and Administrative 10,286.80

Marketing & Creative ServicesAdvertising 6,987.22

Total Marketing & Creative Services 6,987.22

Visitors ServicesWelcome Sign 132.80Visitors Services - Other 302.00

Total Visitors Services 434.80

Total Expense 17,708.82

Net Ordinary Income -17,708.82

Net Income -17,708.82

Port Wentworth Chamber of Commerce, Inc.Profit & Loss

July 2020

Page 1

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Type Date Num Name Memo Class Clr Split Amount Balance

Ordinary Income/ExpenseExpense

General and AdministrativeOffice Equip/Computer Software

Check 07/02/20 ACH Speros, Inc Hotel/M... Renasant B... 118.07 118.07Check 07/03/20 ACH Adobe HANDY CH... Hotel/M... Renasant B... 13.12 131.19

Total Office Equip/Computer Software 131.19 131.19

Office Rental & UtilitiesBill 07/13/20 Augu... Alfred Boyett Ag... Hotel/M... Accounts Pa... 1,700.00 1,700.00

Total Office Rental & Utilities 1,700.00 1,700.00

Payroll TaxesCheck 07/03/20 DD Janice Cantrell Pay Period:... Hotel/M... Renasant B... 10.76 10.76Check 07/03/20 DD Trisha M. Growe Pay Period:... Hotel/M... Renasant B... 100.41 111.17Check 07/10/20 DD Janice Cantrell Pay Period:... Hotel/M... Renasant B... 10.77 121.94Check 07/10/20 DD Trisha M. Growe Pay Period:... Hotel/M... Renasant B... 100.41 222.35Check 07/17/20 DD Janice Cantrell Pay Period:... Hotel/M... Renasant B... 10.76 233.11Check 07/17/20 DD Trisha M. Growe Pay Period:... Hotel/M... Renasant B... 100.41 333.52Check 07/24/20 DD Janice Cantrell Pay Period:... Hotel/M... Renasant B... 10.76 344.28Check 07/24/20 DD Trisha M. Growe Pay Period:... Hotel/M... Renasant B... 100.41 444.69Check 07/31/20 DD Janice Cantrell Pay Period:... Hotel/M... Renasant B... 10.76 455.45Check 07/31/20 DD Trisha M. Growe Pay Period:... Hotel/M... Renasant B... 100.41 555.86

Total Payroll Taxes 555.86 555.86

Professional FeesBill 07/06/20 3770... ABR 377081 Hotel/M... Accounts Pa... 6.51 6.51Bill 07/08/20 A135... Alford Leasing C... A135894 Hotel/M... Accounts Pa... 148.84 155.35Credit Card Ch... 07/09/20 Intuit QuickBooks 246921601... Hotel/M... Credit Card ... 35.00 190.35Check 07/28/20 ACH Payroll Service F... ACH DEBI... Hotel/M... Renasant B... 50.75 241.10

Total Professional Fees 241.10 241.10

Salaries & WagesCheck 07/03/20 DD Janice Cantrell Pay Period:... Hotel/M... Renasant B... 140.00 140.00Check 07/03/20 DD Trisha M. Growe Pay Period:... Hotel/M... Renasant B... 1,312.50 1,452.50Check 07/10/20 DD Janice Cantrell Pay Period:... Hotel/M... Renasant B... 140.00 1,592.50Check 07/10/20 DD Trisha M. Growe Pay Period:... Hotel/M... Renasant B... 1,312.50 2,905.00Check 07/17/20 DD Janice Cantrell Pay Period:... Hotel/M... Renasant B... 140.00 3,045.00Check 07/17/20 DD Trisha M. Growe Pay Period:... Hotel/M... Renasant B... 1,312.50 4,357.50Check 07/24/20 DD Janice Cantrell Pay Period:... Hotel/M... Renasant B... 140.00 4,497.50Check 07/24/20 DD Trisha M. Growe Pay Period:... Hotel/M... Renasant B... 1,312.50 5,810.00Check 07/31/20 DD Janice Cantrell Pay Period:... Hotel/M... Renasant B... 140.00 5,950.00Check 07/31/20 DD Trisha M. Growe Pay Period:... Hotel/M... Renasant B... 1,312.50 7,262.50

Total Salaries & Wages 7,262.50 7,262.50

Telephone/InternetBill 07/01/20 July ... Hargray July 2020 Hotel/M... Accounts Pa... 310.08 310.08Credit Card Ch... 07/20/20 Verizon wireless 246921601... Hotel/M... Credit Card ... 86.07 396.15

Total Telephone/Internet 396.15 396.15

Total General and Administrative 10,286.80 10,286.80

Marketing & Creative ServicesAdvertising

Bill 07/01/20 8156 Travel Host Sav... Invoice 815... Hotel/M... Accounts Pa... 3,000.00 3,000.00Bill 07/01/20 2489... GrowthZone 248942 Hotel/M... Accounts Pa... 130.38 3,130.38Bill 07/02/20 HS0... Great Southern ... Invoice # H... Hotel/M... Accounts Pa... 3,600.00 6,730.38Credit Card Ch... 07/27/20 GoDaddy.com 249064102... Hotel/M... Credit Card ... 19.96 6,750.34Credit Card Ch... 07/27/20 GoDaddy.com 249064102... Hotel/M... Credit Card ... 108.28 6,858.62Credit Card Ch... 07/30/20 GoDaddy.com 249064102... Hotel/M... Credit Card ... 19.96 6,878.58Credit Card Ch... 07/31/20 GoDaddy.com 249064102... Hotel/M... Credit Card ... 108.64 6,987.22

Total Advertising 6,987.22 6,987.22

Total Marketing & Creative Services 6,987.22 6,987.22

Visitors ServicesWelcome Sign

Check 07/08/20 ACH Georgia Power ACH DEBI... Hotel/M... Renasant B... 91.47 91.47Credit Card Ch... 07/20/20 Verizon wireless 246921601... Hotel/M... Credit Card ... 41.33 132.80

Total Welcome Sign 132.80 132.80

Port Wentworth Chamber of Commerce, Inc.Profit & Loss Detail

July 2020

Page 1

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Type Date Num Name Memo Class Clr Split Amount Balance

Visitors Services - OtherCredit Card Ch... 07/13/20 Securecare Self ... 240710501... Hotel/M... Credit Card ... 151.00 151.00Credit Card Ch... 07/13/20 Securecare Self ... 240710501... Hotel/M... Credit Card ... 151.00 302.00

Total Visitors Services - Other 302.00 302.00

Total Visitors Services 434.80 434.80

Total Expense 17,708.82 17,708.82

Net Ordinary Income -17,708.82 -17,708.82

Net Income -17,708.82 -17,708.82

Port Wentworth Chamber of Commerce, Inc.Profit & Loss Detail

July 2020

Page 2

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City Council Meeting: 08/27/20 06:30 PM 305 South Coastal Highway Department: City Administrator Port Wentworth, GA 31407 Category: Agreement Prepared By: Shanta Scarboro




Chatham County Emergency Operations Plan (EOP)

Issue/Item: Chatham County Emergency Operations Plan (EOP).

Background: The most fundamental function of government is providing for the safety and

welfare of the public. An effective emergency management program is essential to ensuring

Chatham County fulfills this responsibility when our residents and visitors are threatened or

impacted by emergencies or disasters.

The Chatham County Emergency Operations Plan (EOP) establishes the framework the

county will use to organize and coordinate its emergency management activities when

needed to save lives and to protect public safety, health, welfare and property. This EOP is

not intended to address specific emergency responses, scenarios, hazards, or threats.

Functional and hazard specific annexes/guides to this EOP will outline specific response

activities for response organizations.

The Chatham Emergency Management Agency maintains the Chatham County Emergency

Operations Plan and presents the plan to the Chatham County Commission and each

municipal Council for adoption.

This plan supersedes the Chatham County Emergency Operations Plan dated September,

2012.

Recommendation:

Adoption.

ATTACHMENTS:

• Chatham County Emergency Operations Plan (EOP) (PDF)

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Chatham Emergency Management Agency

124 Bull Street, Room 140 Savannah, GA 31401

912-201-4500 ChathamEmergency.org

CHATHAM COUNTY

EMERGENCY OPERATIONS PLAN

JANUARY 2020

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CHATHAM COUNTY EMERGENCY OPERATIONS PLAN BASE PLAN

J A N U A R Y 2 0 2 0 i | P A G E

AUTHORITY LETTER

The most fundamental function of government is providing for the safety and welfare of the public. An effective emergency management program is essential to ensuring Chatham County fulfills this responsibility when our residents and visitors are threatened or impacted by emergencies or disasters. The Chatham County Emergency Operations Plan (EOP) establishes the framework the county will use to organize and coordinate its emergency management activities when needed to save lives and to protect public safety, health, welfare and property. This EOP is not intended to address specific emergency responses, scenarios, hazards, or threats. Functional and hazard specific annexes/guides to this EOP will outline specific response activities for response organizations. This EOP accomplishes the following:

Establishes an incident management organization which will coordinate and support on-scene responses including maintenance of situational awareness, facilitation of effective communication between operations centers are various levels of government, maintain continuity of government, and interaction with public information sources.

Establishes the overall operational concepts associated with the management of incidents, emergencies, crises, disasters, and catastrophes.

Provides a flexible platform for planning and response to all hazards, incidents, events, and emergencies. It is applicable to a wide variety of anticipated incident events including earthquake, wildland fires, floods, and public health issues.

This plan establishes the emergency management responsibilities of county departments and other agencies, and identifies how they will work with the Chatham Emergency Management Agency (CEMA) to ensure Chatham County is prepared to execute a well-coordinated, timely and consistent disaster response. The plan also addresses how the county’s activities will be integrated with state and federal agencies and incorporate organizations from the private sector and non-governmental organizations. This EOP continues Chatham County’s compliance with the National Incident Management System (NIMS), the Incident Command System (ICS), the National Response Framework (NRF), and the National Preparedness Guidelines to include Comprehensive Preparedness Guide 101: Developing and Maintaining Emergency Operations Plans. It facilitates multi-agency and multi-jurisdictional coordination during emergency operations, public information functions, and resource management.

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J A N U A R Y 2 0 2 0 iii | P A G E

APPROVAL AND IMPLEMENTATION

The Chatham Emergency Management Agency maintains the Chatham County Emergency Operations Plan and presents the plan to the Chatham County Commission and each municipal Council for adoption.

The Chatham County Emergency Operations Plan was developed by Chatham Emergency Management Agency in coordination with each municipality within Chatham County, non-governmental organizations and private sector organizations and is aligned with the National Incident Management System as well as the National Response Framework and the National Disaster Recovery Framework. In addition, Chatham Emergency Management Agency modified the Emergency Operations Plan, its appendices, Emergency Support Function Annexes, Support Annexes and Incident Annexes to incorporate lessons learned from exercises, training, incidents and real world events.

This plan supersedes the Chatham County Emergency Operations Plan dated September, 2012.

__________________

Dennis Jones Director Chatham Emergency Management Agency 6/28/2019

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J A N U A R Y 2 0 2 0 v | P A G E

RECORD OF CHANGES

Each update or change to the plan should be tracked. The record of changes, usually in table format, contains, at a minimum, a change number, the date of the change, the name of the person who made the change, and a summary of the change. Other relevant information could be considered.

Change # Date Part Affected Date Posted Who Posted

1 Document re-write Mathews

2 Re-organization of ESF’s, creation of new ESF’s

Mathews

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J A N U A R Y 2 0 2 0 vii | P A G E

RECORD OF DISTRIBUTION

The record of distribution, usually in table format, indicates the title and the name of the person receiving the plan, the agency to which the recipient belongs, the date of delivery, and the number of copies delivered. Other relevant information could be considered. The record of distribution can be used to prove that tasked individuals and organizations have acknowledged their receipt, review, and/or acceptance of the plan. Copies of the plan can be made available to the public and media without SOPs/SOGs, call-down lists, or other sensitive information.

Agency Name, Title Date of Delivery

Copies

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J A N U A R Y 2 0 2 0 ix | P A G E

SIGNATURE PAGE

Jurisdiction Name, Title Signature Date

Chatham County Albert Scott, Chairman

City of Bloomingdale Benjamin Rozier, Mayor

City of Garden City Donald Bethune, Mayor

City of Pooler Rebecca Benton, Mayor

City of Port Wentworth Gary Norton, Mayor

City of Savannah Van Johnson, Mayor

Town of Thunderbolt Beth Goette, Mayor

City of Tybee Island Shirley Sessions, Mayor

Vernonburg Jimmy Hungerpiller, Superintendent

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J A N U A R Y 2 0 2 0 xi | P A G E

TABLE OF CONTENTS

AUTHORITY LETTER ................................................................................................................... i

APPROVAL AND IMPLEMENTATION ........................................................................................ iii

RECORD OF CHANGES .............................................................................................................. v

RECORD OF DISTRIBUTION .................................................................................................... vii

SIGNATURE PAGE ..................................................................................................................... ix

TABLE OF CONTENTS ............................................................................................................... xi

1.0 Introduction ....................................................................................................................... 1

1.1 Purpose ................................................................................................................. 1

1.2 Scope .................................................................................................................... 1

1.2.1 Plan Components ...................................................................................... 2

1.3 Situation Overview / Hazard Analysis ................................................................... 3

1.3.1 Hazards ..................................................................................................... 3

1.3.2 Hazard Preparedness Actions ................................................................... 3

1.4 Planning Assumptions ........................................................................................... 4

2.0 Concept of Operations ...................................................................................................... 6

2.1 General .................................................................................................................. 6

2.2 National Response Framework (NRF) .................................................................. 6

2.3 National Incident Management System (NIMS) .................................................... 7

2.4 Incident Command System (ICS) .......................................................................... 7

2.5 Integrating Federal, State, and local Systems ....................................................... 7

2.6 Phases of Emergency Management ..................................................................... 7

2.6.1 Mitigation ................................................................................................... 8

2.6.2 Preparedness ............................................................................................ 8

2.6.3 Response .................................................................................................. 8

2.6.4 Recovery.................................................................................................. 10

2.7 All Hazards / Comprehensive Emergency Management ..................................... 11

2.8 Operational Objectives ........................................................................................ 11

2.9 Emergency Operations Center ............................................................................ 12

2.9.1 EOC Locations......................................................................................... 12

2.9.2 EOC Activations ....................................................................................... 12

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xii | P A G E J A N U A R Y 2 0 2 0

2.9.3 Activation Levels ...................................................................................... 13

2.10 Levels of Emergencies and Declarations ............................................................ 14

2.10.1 Non-Declared County Emergencies / Disasters ...................................... 14

2.10.2 Emergency Declarations .......................................................................... 15

2.11 Transition from Response to Recovery ............................................................... 15

2.11.1 Recovery Timeframes .............................................................................. 16

2.11.2 Recovery Organization ............................................................................ 17

3.0 Organization and Assignment of Responsibilities ........................................................... 18

3.1 General ................................................................................................................ 18

3.2 Command Policy Group ...................................................................................... 18

3.3 Continuity of Operations / Government ............................................................... 19

3.4 Assignment of Responsibilities (General)............................................................ 19

3.4.1 Individuals and Households ..................................................................... 19

3.4.2 Local Government ................................................................................... 19

3.4.3 State Government.................................................................................... 20

3.4.4 Federal Government ................................................................................ 20

3.4.5 Non-Governmental and Volunteer Organizations .................................... 20

3.4.6 Private Sector .......................................................................................... 20

3.5 Assignment of Responsibilities (Specific) ............................................................ 20

3.5.1 Chairperson of the Chatham County Commission .................................. 20

3.5.2 Municipal Elected Officials ....................................................................... 21

3.5.3 County and Municipal Managers ............................................................. 21

3.5.4 Chatham County Emergency Management Agency Director .................. 21

3.5.5 Emergency Support Functions ................................................................ 22

3.5.6 Emergency Support Functions – Scope and Agency Assignments ......... 22

4.0 Direction, Control, and Coordination ............................................................................... 24

4.1 Authority to Initiate Action .................................................................................... 24

4.1.1 Command Policy Group ........................................................................... 24

4.1.2 Activation of the EOP............................................................................... 24

4.2 Coordination with Other Levels of Government ................................................... 25

4.3 Coordination with Non-Profit and Volunteer Organizations ................................. 25

4.4 Assistance ........................................................................................................... 26

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J A N U A R Y 2 0 2 0 xiii | P A G E

5.0 Information Collection and Dissemination ....................................................................... 26

5.1 WebEOC ............................................................................................................. 26

5.2 Essential Elements of Information (EEI) .............................................................. 27

6.0 Communications ............................................................................................................. 27

6.1 Joint Information System ..................................................................................... 27

6.2 Joint Information Center ...................................................................................... 28

6.3 Public Alerting and Notifications .......................................................................... 28

6.4 EOC Communication Systems ............................................................................ 28

7.0 Administration, Finance, and Logistics ............................................................................ 29

7.1 Documentation .................................................................................................... 29

7.2 Finance ................................................................................................................ 29

7.3 Logistics .............................................................................................................. 29

8.0 Plan Development and Maintenance .............................................................................. 29

8.1 Review and Updates ........................................................................................... 30

8.1.1 Coordination and Approval ...................................................................... 30

8.1.2 Notice of Change ..................................................................................... 30

8.1.3 Distribution ............................................................................................... 30

8.1.4 Redistribution of the EOP ........................................................................ 30

9.0 Authorities and References ............................................................................................. 31

9.1 Legal Authorities .................................................................................................. 31

9.1.1 Federal .................................................................................................... 31

9.1.2 State ........................................................................................................ 31

9.1.3 Local ........................................................................................................ 31

9.2 References .......................................................................................................... 31

9.2.1 Federal .................................................................................................... 31

9.2.2 State ........................................................................................................ 32

9.2.3 Local ........................................................................................................ 32

Acronyms ............................................................................................................ 33

Planning Overview .............................................................................................. 35

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J A N U A R Y 2 0 2 0 1 | P A G E

1.0 Introduction

1.1 Purpose

The Chatham County Emergency Operations Plan (EOP) herein referred to as the “Base Plan” or EOP establishes a framework for the effective coordination of response and initial recovery operations during large-scale or complex emergencies and disasters.

This plan defines roles and responsibilities for emergency management functions, establishes the conditions under which resources are mobilized and describes the organizational concepts and structures used to coordinate actions.

The EOP reflects an all-hazards approach to planning, meaning a similar concept of operations can be applied to all types of emergency situations, regardless of the exact nature of the incident. An all-hazards approach allows for the fact that some incidents have unique planning and response considerations requiring special attention. Incident Annexes to the base plan provide additional direction and guidance for specific type of emergencies or disasters.

1.2 Scope

This EOP provides guidance on response activities to Chatham County’s most likely and demanding emergency conditions. It does not supersede well-established operational policies and procedures for coping with and responding to day-to-day emergencies involving law enforcement, the fire service, medical aid, transportation services, flood control, or other discipline-specific emergency response systems. It is intended as a supplement and compliment to such systems. This EOP does however place emphasis on those unusual and unique emergency conditions that will require extraordinary response beyond the ability of any one or common set of organizations to respond. Neither does this EOP include detailed response level operating instructions or procedures. Each organization identified in this EOP is responsible for, and expected to develop, implement, and test policies, instructions, and standard operating procedures (SOPs) or checklists that reflect the tactical, operational, strategic, and executive mission spaces and incident management concepts contained in this EOP. Coordinated response and support roles must be defined by these organizations to facilitate the ability to respond to and manage any given incident.

This document is not intended to be an overview of the Emergency Operations Center functions, procedures, section responsibilities, or positions specific standard operating procedures.

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2 | P A G E J A N U A R Y 2 0 2 0

1.2.1 Plan Components

Base Plan: The Base Plan serves as the fundamental framework for countywide emergency management. It outlines the county’s hazard vulnerabilities, planning assumptions, and establishes the authorities, responsibilities, operational priorities and general strategies for local emergency operations that apply regardless of the specific type of emergency or disaster.

Emergency Support Function (ESF) Annexes: County Departments, as well as jurisdictional agencies and non-governmental agencies are organized into 19 functional groups called ESFs. Each ESF has an annex to the EOP that defines the ESF purpose, scope, identifies agencies assigned to the ESF, establishes their roles and responsibilities and describes how they will coordinate during an emergency.

Support Annexes: Support Annexes address commonly required emergency functions that do not fall within the scope of ESFs. These Annexes address the plans and coordination required from tasked agencies to support the functional area in an emergency. The Support Annexes are not incident-specific and are intended to be applicable to incident of all types. Examples include Training and Exercise and EOC Staff Manual.

Incident Annexes: While the EOP is an all-hazards plan, some incident types warrant additional attention based on the level of risk they present, unique planning requirements or regulations involved. Incident Annexes are provided for those hazards that require consideration.

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J A N U A R Y 2 0 2 0 3 | P A G E

1.3 Situation Overview / Hazard Analysis

Chatham County, with an approximate population of 289,195 (U.S. Census Bureau 2018 estimate) is the northern-most county on the Georgia Coastline. The county as a whole is approximately 632 square miles, of which 426 square miles is land and 206 square miles is comprised of water.

Hazards addressed in this plan were determined by the Hazard Mitigation Planning Team based on available data and consideration of hazard frequency and potential severity of damage. Where available, hazard frequency based on past occurrence data is used to suggest future probability. Further information regarding the hazards, risks and vulnerabilities can be referenced in the Hazard Mitigation Plan.

1.3.1 Hazards

Natural Hazards Technological Hazards Adversarial Hazards Drought Earthquake Extreme Heat Flood Infectious Disease Sea Level Rise Severe Weather Severe Winter Storm Tornado Tropical Cyclone Wildfire

Cyber Attack Hazardous Materials Levee/Dam Failure Mass Casualty

Active Shooter/Threat Mass Casualty Terrorism

1.3.2 Hazard Preparedness Actions

In order prepare the community for these potential events, actions can be taken in each of the five mission areas of preparedness.

Mitigation

Prevention

Protection

Response

Recovery

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Natural Hazards Technological Hazards Adversarial Hazards M

ITIG

AT

E Drainage improvements Structure hardening

Redundant systems Structure hardening

PR

EV

EN

T

Flood zone regulations Land use ordinances Community outreach

Zoning regulations Planning and

coordination with private sector

N/A

PR

OT

EC

T Enhanced warning systems

Preemptive deployment Enhanced warning

systems Community Outreach

Critical infrastructure security

Enhanced warning systems

RE

SP

ON

D Preemptive deployment

Coordinated response Technical response

capabilities Coordinated

response

Tactical response capabilities

Coordinated response

RE

CO

VE

R Coordinated planning

Stakeholder engagement Coordinated planning Coordinated planning

1.4 Planning Assumptions

These identify what the planning team assumes to be facts for planning purposes in order to make it possible to execute the document. During operations, the assumptions indicate areas where adjustments to the plan have to be made as the facts of the incident become known. These also provide the opportunity to communicate the intent of senior officials regarding emergency operations priorities. The following actions can be assumed when activating this plan:

An emergency may occur at any time and may affect single or multiple jurisdictional areas. Some incidents will occur with enough warning to allow for activation and preparation prior to the onset of emergency conditions. Other incidents will be no-notice that occur without warning.

All incidents begin and end locally. Municipalities maintain operational control and responsibility for emergency activities within their jurisdictions, unless otherwise superseded by ordinance, statute or agreement.

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When an emergency exceeds local resource and response capabilities, local governments will request assistance from the County EOC. The County will then request assistance from neighboring jurisdictions and from the State.

Incidents in Chatham County may occur simultaneously to events throughout the United States, constraining resources available and slowing or reducing the amount of outside assistance available to support.

Governments, departments and agencies will develop and maintain the necessary plans, standard operating procedures, contracts and memorandums of understanding to execute emergency responsibilities assigned by the Chatham County EOP.

Employees tasked with emergency duties that live and work within the affected area may be personally impacted by the incident and unable to report to work.

Individuals, community-based organizations and businesses will offer services and support in time of disaster in the form of spontaneous volunteers, supplies and financial donations.

Incidents, including large scale emergencies or events, require full coordination of operations and resources, and may:

a) Require significant information sharing across multiple jurisdictions and between the public and private sectors;

b) Involve single or multiple jurisdictions and/or geographic areas; c) Have significant statewide and/or national impact and may require

significant inter-governmental coordination; d) Involve multiple, highly varied hazards or threats on a local,

regional, statewide or national scale; e) Result in mass casualties, displaced persons, property loss,

environmental damage and disruption of the economy and normal life support systems, essential public services and basic infrastructure;

f) Require resources to assist individuals with access and functional needs;

g) Impact critical infrastructures across multiple sectors; h) Exceed the capabilities of state agencies, local governments,

NGO’s and private sector organizations; i) Attract a sizeable influx of public, private, and voluntary resources,

including independent and spontaneous volunteers; j) Require short-notice asset coordination and response; and k) Require prolonged incident management operations and support

activities for long-term community recovery and mitigation.

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The negative cascading effects from natural disasters may rise due to increased urban development, industrial expansion, traffic congestion and widespread use and transport of hazardous materials. These factors may increase the risk of human-caused emergencies such as hazardous materials accidents, power failures, resource shortages and environmental contamination.

2.0 Concept of Operations

2.1 General

CEMA identifies potential threats to life, property and the environment, and then develops plans and procedures to respond to those threats. These plans and procedures will help to coordinate and support emergency response and recovery activities and will be tested through exercises and validated by the results of actual response. The goal is to maintain a robust incident management organization with strong collaborative ties among governments, community-based organizations, volunteers, public service agencies, and the private sector. Chatham County conforms to, and this EOP complies with NIMS, and ICS guidelines.

2.2 National Response Framework (NRF)

The NRF is based upon the premise that incidents are handled at the lowest jurisdictional level. In the vast majority of incidents, state and local resources and interstate mutual aid will provide the first line of emergency response and incident management support. When state resources and capabilities are overwhelmed, Governors may request federal assistance. The NRF provides the framework for federal interaction with state, local, tribal, private sector and non-governmental entities in the context of domestic incident management to ensure timely and effective federal support.

The NRF is the core operational plan for national incident management, and establishes national-level coordinating structures, processes, and protocols that will be incorporated into certain existing federal interagency incident or hazard-specific plans. The NRF is intended to facilitate coordination among local, state, tribal, and federal governments and the private sector without impinging on any jurisdiction or restricting the ability of those entities to do their jobs. The NRF does not alter or impede the ability of first responders to carry out their specific authorities or perform their responsibilities.

The NRF and NIMS are designed to work in tandem to improve the Nation’s incident management capabilities and overall efficiency. Use of NIMS enables local, state, tribal, and federal governments and private-sector and non-governmental organizations (NGOs) to work together effectively and efficiently to prevent, prepare for, respond to, and recover from actual or potential domestic incidents regardless of cause, size, or complexity.

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2.3 National Incident Management System (NIMS)

NIMS provides a comprehensive, whole community, whole government approach to incident management for all hazards and integrates existing best practices into a consistent nationwide approach to domestic incident management that is applicable to all jurisdictional levels and across functional disciplines. NIMS is based on a balance of flexibility and standardization that allows government and private entities at all levels to work together to manage domestic incidents, regardless of their cause, size, location, or complexity. Five major components make up this system’s approach: preparedness; communications and information management; resource management; command and management; and ongoing management and supporting technologies.

2.4 Incident Command System (ICS)

A primary component of NIMS, ICS is a standardized on-scene emergency management system designed to allow for an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS addresses both organization and process. ICS is used to manage facilities, equipment, personnel, procedures, and communications through the use of a common organizational structure and standardized procedures.

2.5 Integrating Federal, State, and local Systems

Taken together the NRF, NIMS, ICS, and this EOP integrate the capabilities and resources of various governmental jurisdictions, incident management and emergency response disciplines, non-governmental organizations (NGOs), and the private sector into a cohesive, coordinated, and seamless national framework for domestic incident management. It should be understood that field level emergency responders, Emergency Operations Center (EOC) staff, department heads, elected officials, and public information officers all have a vital role in successful comprehensive incident management and make up the Incident Management Enterprise.

2.6 Phases of Emergency Management

Emergency management functions are generally grouped into the four phases of mitigation, preparedness, response, and recovery. The grouping of emergency management functions is useful for classifying and conceptualizing activities. While useful for targeting efforts and resources, the phases of emergency management are not distinct—activities in each phase often overlap with other phases. For example, recovery projects often include elements of mitigation (i.e., rebuilding structures using current building codes) and response often includes recovery measures (i.e., immediate debris removal). The phases are also cyclical in nature—lessons learned from an incident are applied in preparedness efforts for future emergencies and major disasters. The following sections provide examples of the types of activities that take place in each phase.

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2.6.1 Mitigation

Mitigation activities occur before, during, and after incidents. Post-disaster mitigation is part of the recovery process. Eliminating or reducing the impact of hazards that exist within Chatham County and are a threat to life and property are part of the mitigation efforts.

Mitigation tools include:

Detailed plans to mitigate future hazards

Land use planning

Local ordinances and statutes (zoning ordinances, building codes, etc.)

Structural measures

Tax levies or abatements

Public information and community relations

2.6.2 Preparedness

Preparedness activities are taken in advance of an emergency and develop operational capabilities, enact protective measures, and enhance effective responses to a disaster. These activities can include emergency/disaster planning, training and exercises, and public education. Citizen Preparedness activities are key elements in this phase and a significant factor in the success of a community in responding to an emergency. Members of the incident management enterprise and local organization develop EOPs, SOPs, and checklists detailing personnel assignments, policies, notification rosters, and resource lists. Personnel are made familiar with these EOPs, SOPs, and checklists through periodic training in the activation and execution of procedures.

CEMA maintains several contact lists of agencies and personnel critical to emergency operations. Those lists include; city/jurisdiction EOC responders, key contacts within cities/towns and county agencies, state agencies, and other organizational contacts.

2.6.3 Response

The response phase can be further broken down into three types of response—pre-emergency, immediate, and on-going emergency responses.

Pre-Emergency Response (or crisis response): if warning mechanisms exist for a particular hazard then response actions to emphasize protection of life, property, and environment can be anticipated. Typical pre-emergency and crisis response actions may include:

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Alerting necessary agencies, placing critical resources on stand-by

Warning threatened populations of the emergency and apprising them of safety measures to be implemented

Evacuation of threatened populations to safe areas

Identifying the need for mutual aid

Proclamation of a Local Emergency by local authorities

Immediate Emergency Response: during this phase, emphasis is placed on saving lives and property, attempting to establish and maintain control of the situation, and minimizing effects of the disaster. Immediate response is accomplished within the affected area by local government agencies and segments of the private sector. The primary activities are on-scene by first or early responders.

On-Going (or sustained) Emergency Response: In addition to continuing preservation of life and property operations, mass care, relocation, public information, situation analysis, status and, damage assessment operations may be initiated. Ongoing response usually involves many organizations and the activation of the EOC.

Furthermore, CEMA utilizes the NIMS Incident Complexity Typing Guide to determine appropriate responses to incidents.

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2.6.4 Recovery

At the onset of an emergency, actions are taken to enhance the effectiveness of recovery operations. Recovery includes both short-term activities intended to return vital life-support systems to operation, and long-term activities designed to return infrastructure systems to pre-disaster conditions. The recovery phase may also include cost recovery activities. The major objectives of the recovery period include:

Reinstatement of family and community integrity

Provision of essential public services

Restoration of private and public property

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Identification of residual hazards

Preliminary plans to mitigate future hazards

Recovery of costs associated with response and recovery efforts

Coordination of state and federal public and individual assistance

2.7 All Hazards / Comprehensive Emergency Management

Chatham County’s philosophy of emergency management is based upon the NRF, taking an all-hazards, comprehensive approach. This process allows Chatham County to establish a framework of communication, coordination and response no matter what emergency the County is facing. These inter-related actions which comprise the concept of emergency management are designed to:

Prepare, prevents and protect against hazards;

Respond to emergencies that occur;

Recover and restore the community to a new normal; and

Mitigate hazards.

Efforts related to the phases of emergency actions will take place on a continuous and scalable level based upon hazard identification, threat, vulnerability and risk to people, property, critical infrastructure and the environment.

The overall goal is to minimize the impact caused by a disaster or an emergency, creating a more disaster resilient Chatham County. It is important to remember that the emergency management process is cyclical – it is not a one-time task. Preparedness and mitigation begins well before the onset of an emergency or a disaster. Emergency management is a continual and developing process using lessons learned from previous incidents and events to improve Chatham County’s capacity to manage future incidents and events.

2.8 Operational Objectives

The EOP is based on the following operational considerations:

Initially, incidents are appropriately managed at the lowest possible level.

Chatham County will use all available resources to save lives, minimize injury to persons and minimize damage to property and the environment.

Incident management activities will be initiated and conducted using the principles contained in NIMS.

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2.9 Emergency Operations Center

The EOC is a critical link in the emergency response chain, enabling incident commanders to focus on the needs of the incident, serving as an information conduit between incident command and the Command Policy Group (CPG), promoting problem solving at the lowest practical level.

The EOC is the central location from which Chatham County provides interagency coordination and executive decision making in support of incident response and recovery operations. The EOC does not command or control on-scene jurisdictional response efforts but does carry out the coordination functions through:

Developing and maintaining Situational Awareness and a Common Operating Picture for decision makers, Incident Commanders and other emergency responders.

Managing requests, procurement, and utilization of needed resources (to include people).

Documenting and Managing Incident Information.

2.9.1 EOC Locations

The Old County Courthouse EOC is designated as the County’s Primary EOC, The Annex EOC is designated as the County’s Alternate EOC, and the Mobile EOC is designated as the County’s Mobile EOC and will be used by direction only and in some cases will supplement the Primary/Alternate EOC as an on-site resource.

2.9.2 EOC Activations

The EOC may be activated for various reasons based on support requirements of a jurisdiction or organization, the context of a threat, the anticipation of events, or in response to an incident. Circumstances that might trigger activation include but are not limited to:

More than one jurisdiction becomes involved in an incident and/or the incident involves multiple agencies;

The Incident Commander indicates an incident could expand rapidly, involve cascading effects, or require additional resources;

A similar incident in the past required Center activation;

The Emergency Management Agency Director or an elected or appointed official directs the EOC be activated;

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An incident either planned and/or unplanned is imminent. Examples: include but are not limited to: local scheduled special events, predictions/pending and/or forecasted hazardous/severe and tropical weather systems, anticipated river flooding, and other elevated threat levels;

The anticipated need for support requires acquiring additional resources;

The event(s) meet thresholds outlined in the County EOP occur; and/or

Significant impacts to the population for any other reason(s) are anticipated.

2.9.3 Activation Levels

The activation level of the EOC grows in size, scope and complexity in concert with that of the incident. If the incident requires additional support and coordination, additional staff can be activated to involve more disciplines, mobilize resources, inform the public, address media inquiries, involve senior elected and appointed officials, and request outside assistance.

The EOC will function at one of three levels based upon the complexity of the incident and requirements of CEMA management. A normal steady state of the EOC is the default and considered ready for activation at a moment’s notice. During normal operations (steady state), emergency management personnel maintain operational readiness by monitoring and assessing potential threats and hazards; conducting routine and ongoing coordination with other departments and agencies; developing and executing plans, training, and exercises; and maintaining facilities and equipment.

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2.10 Levels of Emergencies and Declarations

There are two basic groups of emergencies, declared and non-declared.

2.10.1 Non-Declared County Emergencies / Disasters

The Chairperson, Chatham County Commissioners, or designee may direct County departments and agencies to respond to emergencies or disasters as outlined in this plan without a formal declaration of an emergency when the expectation is that local resources will be sufficient and that no reimbursement of costs will be requested.

For significant events in Chatham County, the EOC may be activated to monitor the situation, coordinate activities among departments and agencies, and to ensure that the County is positioned to rapidly respond in the event of an incident.

Active MonitoringLevel 3•An event which could impact Chatham County is possible or assistance may be needed in coordinating County resources for an actual event.

•Center is staffed with a few personnel focused on situational awareness.

Elevated ActivationLevel 2•An event which could impact Chatham County is imminent and requires additional coordination of resources or an actual event is expected to escalate to a point where EOC coordination efforts are prudently assumed to be anticipated.

•Center is partially staffed; limited or partial liaison support (Based on the needs of the incident)

Full‐Scale ActivationLevel 1•An event which is anticipated to impact or actually occurring in Chatham where local resources and capabilities will be taxed to the point where County‐wide, Regional or State resources will be required.

•All General Staff positions activated; including applicable liaison positions.

•Operations being conducted on a 24 hour basis.

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2.10.2 Emergency Declarations

There are three levels of emergency declarations that may apply to a disaster or emergency depending upon the scope and magnitude of the event:

County / Local Declaration: A local emergency declaration automatically activates the Chatham County EOP, the EOC and provides for the expeditious mobilization of County resources to respond to a major incident or event.

State Declaration: A declaration of an emergency by the Governor of Georgia that includes Chatham County provides the County access to the resources and assistance of the departments and agencies of the State, including the National Guard, in the event local resources are insufficient to meet the needs. These requests for assistance are coordinated by GEMA/HS after submittal by the County EOC.

Federal Declaration: The Governor of Georgia may request a federal emergency or major disaster declaration. In the event that Chatham County is declared a federal disaster area, the resources of federal departments and agencies are available to provide resources and assistance to augment those of the County and State. The state will coordinate state and federal assistance to Chatham County and the EOC will coordinate assistance throughout the County.

2.11 Transition from Response to Recovery

The recovery process is best described as a sequence of interdependent and often concurrent activities progressively advancing a community toward a successful recovery. Decisions made and priorities set early in the recovery process, by a community, will have a positive cascading effect on the nature and speed of the recovery progress. In fact, decisions made before a disaster can also positively impact recovery. Additional information can be found in the Disaster Recovery Plan (DRP).

Figure 1 on the next page indicates how preparedness, response, and recovery functions are related.

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The transition from response to recovery is a gradual process, the pace and timing of which will depend on the circumstances. As response activities diminish, recovery activities will increase.

If the scope of the disaster dictates, a Recovery Committee will be established to manage recovery operations. The EOC Manager and Planning Section Chief will assess the need for a separate recovery organization based on the impacts of the incident, in collaboration with the other ESFs, and will make a recommendation to the CEMA Director to activate the Recovery Plan. The CEMA Director will then make a recommendation to the Command Policy Group who will activate the Recovery Plan.

2.11.1 Recovery Timeframes

Since emergency management is a cycle, there will be overlap between response and recovery operations. Additionally, recovery operations for multiple events may take place simultaneously.

Recovery includes short-term, intermediate-term, and long-term phases.

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Short-term recovery concerns include managing and containing immediate impacts of an event on community systems and beginning to return these systems back to operating standards.

Intermediate-term recovery involves returning individuals and families, critical infrastructure, and essential government or commercial services back to a functional state, although not necessarily to a pre-disaster state.

Long-term recovery works to return to “near normal” conditions after a disaster or emergency, including restoring economic activity and rebuilding community facilities and housing. Long-term recovery can take several months or years.

2.11.2 Recovery Organization

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3.0 Organization and Assignment of Responsibilities

3.1 General

County agencies and response organizations may have various roles and responsibilities throughout a major emergency or disaster’s duration. Therefore, it is particularly important that the local command structure be established to support response and recovery efforts and maintain a significant amount of flexibility to expand and contract as the situation changes. Typical duties and roles may also vary depending on the incident’s size and severity of impacts, as well as the availability of local resources. Thus, it is imperative to develop and maintain depth of qualified staff within the command structure and response community.

The response organization of any local government is the responsibility of the jurisdiction’s Chief Elected Official (CEO). It consists of all agencies and resources of that local government and applicable volunteer and private resources. The CEO may use the jurisdiction's resources and employees as necessary and alter functions of departments and personnel as necessary in response to an emergency event. The CEO maintains direction and control of all activities within that jurisdiction.

Upon activation of a Local State of Emergency, the Chatham County Emergency Operations Plan becomes active as do prudent emergency protective ordinances. The CEMA Director will coordinate actions between local governments and agencies as necessary and the direct response actions as determined by the CPG. In situations where local resources to contend with an emergency do not exist or have been depleted, the CPG, in coordination with the CEMA Director, will request state assistance.

3.2 Command Policy Group

During disaster situations, the CEMA Director may request the assembly of jurisdiction CEOs to discuss incident information. This unified assembly is known as the Command Policy Group. The CPG will coordinate with the CEMA Director on all emergency event information, direction and coordination. The CEMA Director has the responsibility to lead the response effort through guidance and direction of the CPG.

The Command Policy Group consists of:

Chairperson of the Chatham County Commission

County Manager

Municipal Chief Elected Officials

Municipal City Managers

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Superintendent of the Savannah-Chatham County Public Schools

Chief Judge

Chatham County Sheriff

US Coast Guard Captain of the Port

CEMA Director

3.3 Continuity of Operations / Government

Succession of County elected officials is outlined in the Continuity of Government (COG) Plan. Each jurisdiction is encourage to have an authorized COG plan that clearly states the orders of succession, limitations to authority and activation policy.

In the event of an incident within Chatham County, it may be necessary for county departments to activate their Continuity of Operations Plans (COOP). During COOP activations, agencies and departments should focus on limiting the interruption of services outlined in their mission essential functions.

3.4 Assignment of Responsibilities (General)

This section describes responsibilities or capabilities of in general terms other entities beyond direct jurisdictional control that are known to support, or are capable of supporting, disaster response or recovery within the jurisdiction.

3.4.1 Individuals and Households

Taking proper protective actions is necessary during emergencies. It is the responsibility of individuals and households to:

Be aware of the different types of warning systems and how you may be notified of an emergency situation.

Prepare to evacuate or shelter in place.

Develop a family reunification plan.

3.4.2 Local Government

Local governments, whether cities, towns or the county are central organizations in emergency management since local government has the primary responsibility for public safety, including emergency response following an emergency or disaster.

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The local government maintains control of all assets used in the response and recovery efforts, regardless of the source of those assets. Local governments must plan and prepare for this role with the support of the State and Federal governments.

3.4.3 State Government

The primary role of GEMA/HS is to support local emergency management activities through local EMA directors. GEMA/HS provides routine assistance to local EMAs regarding grants, hazard mitigation projects, Citizen Corps Programs, Emergency Management Performance Grant funding, planning, training, exercise and technical guidance. Additionally, GEMA/HS assists local jurisdictions by coordinating with federal officials on behalf of local jurisdictional needs.

3.4.4 Federal Government

When a disaster strikes and is so severe that the local governments and the State governments together cannot provide the needed resources, then the Federal government becomes the source for those resources. The Federal Emergency Management Agency (FEMA) is the Federal agency that coordinates the activation and implementation of the Federal Response Plan, so the States work with FEMA to access Federal programs and support.

3.4.5 Non-Governmental and Volunteer Organizations

Volunteer agencies, such as the American Red Cross, local church/synagogue congregations, and assistive organizations, such as the Salvation Army, are available to give assistance with sheltering, feeding, and other issues, as necessary.

3.4.6 Private Sector

Private sector organizations within the jurisdiction may assist with a wide variety of tasks based on their capabilities.

3.5 Assignment of Responsibilities (Specific)

3.5.1 Chairperson of the Chatham County Commission

Consult with the CEMA Director and declare a Local State of Emergency, as needed.

Consult with the CEMA Director and order evacuations, as needed.

Enact necessary Emergency Protective Ordinances.

Serve as, or designate a spokesperson for the emergency.

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Coordinate with other elected officials at the local, state and federal level.

3.5.2 Municipal Elected Officials

Enact necessary Emergency Protective Ordinances.

Address policy level issues and participate in meetings/briefings as appropriate.

3.5.3 County and Municipal Managers

Ensure government departments respond appropriately, activating COOP plans as needed.

Ensure all response/recovery actions are in line with current policies and procedures.

Ensure all departments and agencies document activities, time and finances accordingly for potential reimbursement.

Remain aware of the financial situation.

Direct and reallocate municipal assets and resources during an emergency.

3.5.4 Chatham County Emergency Management Agency Director

Coordinate EOC staffing and functioning

Ensure Interoperable Communications

Operations of the shelter system in conjunction with the American Red Cross

Facilitate emergency public information

Coordinate alert and warning systems

Coordinate assistance from other jurisdictions, the State and Federal governments

Manage emergency control and use of resources

Oversee rumor control

Manage community damage assessments

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3.5.5 Emergency Support Functions

The EOP applies a functional approach that groups the capabilities of municipal and county departments and some volunteer and non-government organizations into ESFs to provide the planning, support, resources, program implementation, and emergency services that are most likely to be needed during disaster or emergency incidents. The County response to actual or potential disasters or emergencies is typically provided through the full or partial activation of the ESF structure as necessary. The ESFs serve as the coordination mechanism to provide assistance to municipal governments or to County departments and agencies conducting missions of primary County responsibility.

Each ESF is comprised of primary and support agencies. The EOP identifies primary agencies on the basis of authorities, resources, and capabilities. Support agencies are assigned based on resources and capabilities in a given functional area. The resources provided by the ESFs reflect categories identified in the NIMS. ESFs are expected to support one another in carrying out their respective roles and responsibilities. Additional discussion on roles and responsibilities of ESF primary agencies, and support agencies can be found in the introduction to the ESF Annexes.

Note that not all disaster or emergency incidents result in the activation of all ESFs. It is possible that an incident can be adequately addressed by agencies through activation of certain EOP elements without the activation of ESFs. Similarly, operational security considerations may dictate that activation of EOP elements be kept to a minimum, particularly in the context of certain terrorism prevention activities.

3.5.6 Emergency Support Functions – Scope and Agency Assignments

The ESFs incorporated into the EOP and their respective concepts of operations are summarized below and explained in detail in the ESF Annexes to the EOP. Please note, this is not an exhaustive list of responsibilities.

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ESF Scope Coordinating Entity

1 – Transportation

Situational awareness for highway, aviation and marine systems

Damage assessment of critical transportation systems in disaster

Restoration and recovery of transportation infrastructure

Evacuation and re-entry coordination

Chatham County Department of Engineering

2 – Communications Coordination with telecom and IT industries Restoration/repair of telecom infrastructure Support of deployable communications

Chatham County Information & Communication Systems

3 – Public Works / Engineering

Debris clearance, removal and disposal coordination

Chatham County Public Works

4 – Firefighting Support firefighting operations Chatham Emergency Services

5 – Planning / Emergency Management

Maintain Situation Awareness and develop Common Operating Picture

Develop Center Action Plans Facilitate reports to local, State and

Federal agencies

CEMA

6 – Mass Care & Sheltering

MASS CARE: Sheltering, feeding, bulk distribution

HUMAN SERVICES: Implementation of disaster assistance programs for non-housing losses

HOUSING: Short/intermediate-term housing

Chatham County DFCS

7 – Logistics

Resource support (transportation, facilities, supplies, equipment, personnel)

Coordination of mutual aid agreements Procurement

CEMA

8 – Health & Medical Hurricane Registry Evacuation Healthcare and medical response support Environmental Health & Safety

Chatham County Health Department

9 – Search & Rescue Search & Rescue operations Pooler Fire Department 10 – Hazardous Materials Hazardous Materials response Savannah Fire Rescue

11- Agriculture / Food & Water Animal & plant disease response Identify, secure & distribute food

Chatham County Health Department / CEMA

12 – Energy / Utilities Energy infrastructure and resource

assessment, repair, and restoration Utility coordination

Chatham County Public Works

13 – Law Enforcement Public safety/security support Support to access, traffic and crowd control Facility and resource security

Chatham County Police Department

14 – Private Sector Private sector support and coordination CEMA / SEDA 15 – External Affairs Emergency public information and

protective action guidance Media and community relations

Chatham County Public Information Office

16 – Community Alerting Provide warnings, alerts and notifications to stakeholders

CEMA

17 – Damage Assessment Infrastructure assessment, protection and emergency repair (PA DA)

Private property assessment (IA DA) CEMA / OSRM / BSRS

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ESF Scope Coordinating Entity 18 – Animal Services Animal response Chatham County Animal Services 19 – Cultural and Historical Properties

Natural & cultural resources and historic property protection and restoration

Savannah Heritage Emergency Response

4.0 Direction, Control, and Coordination

The emergency response is coordinated utilizing NIMS/ICS, which provides a flexible, adaptable and expandable response organization to address all-hazards of varying magnitude and complexity. An EOC is activated to support field operations and ensure continuity of government when an incident threatens government services, requires additional resources beyond the capacity of the responding agency, or when resources exceed that which is available from within the jurisdiction as a whole. Communications between the field response and the EOC are established when the EOC is activated in support of field operations.

During multiple-incident situations within the county, an area command may be established to provide for the ICs at separate locations. Unified Command is an application of ICS and may be established at the field response level when more than one agency has jurisdictional responsibilities. Agencies work together through the designated members of the Unified Command to establish their designated ICs at a single ICP. Under Unified Command, entities develop a common set of objectives and strategies which provides the basis for a single Incident Action Plan.

4.1 Authority to Initiate Action

The Chairperson of the Chatham County Commission is responsible for declaring a local state of emergency, based on the recommendation from the CPG and the CEMA Director. Declaration of a local state of emergency automatically implements the EOP.

4.1.1 Command Policy Group

In a large disaster that involves multiple agencies and complex issues, the CEMA Director may convene a CPG meeting to deliberate and advise on policy issues that arise during the event, address legal issues and resolve conflicting policies, procedures and authorities among involved jurisdictions and agencies. The CPG does not employ command authority or make tactical decisions regarding field level operations.

4.1.2 Activation of the EOP

The authority to activate the EOP is not limited to any one County leadership position, but may vary depending on an incident and authority over the incident. Therefore, the decision to implement the EOP may be made by any of the indicated positions, or their authorized designee:

County Manager

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Assistant County Manager

CEMA Director

Implementation of the EOP is scalable and is dependent upon variable disaster conditions, phase of operations and resource coordination needs. The level of activation of County resource through ESFs and the staffing levels of the EOC are also flexible.

Additional EOP implementation circumstances include:

When the Governor has declared a State of Emergency affecting Chatham County or a local jurisdiction.

A Presidential declaration of a National Emergency.

4.2 Coordination with Other Levels of Government

Chatham County has identified the jurisdictions, private non-profit (PNP) organizations, and volunteer agencies within the geographical boundaries of the county that may have an emergency response role during an emergency or disaster. Their emergency roles have been identified and provisions for coordination with each of them made. CEMA will also work with GEMA/HS to ensure they are integrated into coordination of emergency operations as appropriate.

4.3 Coordination with Non-Profit and Volunteer Organizations

CEMA recognizes the valuable assistance and resources provided by NGO organizations and the importance of organizations that perform voluntary services in the community. As a result, CEMA continues to cultivate relationships with PNP organizations and has established an extensive trained volunteer base to support emergency response operations within Chatham County. The EOC will generally be a focal point for coordination of response activities with many PNPs and volunteer groups.

During an emergency, the EOC may establish communication with PNP agencies and volunteer groups through an agency representative, volunteer coordinator, or other authorized personnel. Coordination, activation, and deployment of these members may be incident driven and will follow the appropriate organization response guidelines that have been established for the specific PNP organization or volunteer group.

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4.4 Assistance

If the jurisdiction’s own resources are insufficient or inappropriate to respond to the emergency situation, a request may be made for assistance from other jurisdictions, the State, or Federal government. Resource Requests should be submitted via WebEOC to ensure proper resource tracking and demobilization procedures.

5.0 Information Collection and Dissemination

A primary objective of the EOC is the timely gathering of accurate, accessible, and consistent information during an emergency and sharing vetted intelligence to ensure coordinated timely emergency response and continuity of government. WebEOC status boards and other technologies for tracking emergency activities will be utilized. All EOC sections should maintain and display current status information so that other sections can quickly comprehend what actions have been taken, what resources are available, and to track damage status across the county. Situation reports develop a common operating picture and will be used to inform the operational objectives, priorities and strategies.

To ensure effective intelligence flow, emergency response agencies at all levels must establish communications systems and protocols to organize, integrate, and coordinate intelligence among the responding agencies. Disaster information managed by the Chatham County EOC is coordinated through agency representatives located in the EOC. These representatives collect information from and disseminate information to counterparts in the field.

The flow of situation reports among the levels of government should occur as follows:

Field level reports disseminated to the EOC

The EOC provides a county situation report to GEMA/HS based on field reports, EOC activities and intelligence

5.1 WebEOC

Chatham County uses WebEOC as its primary tool for internal communications and situational awareness during disasters. WebEOC is an online information management and communication tool that allows authorized users to view and update current incident information and request assistance.

The Planning Section of the EOC posts all reports to WebEOC, as well as maintain critical status boards.

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All resource requests should be submitted in WebEOC to allow for thorough equipment tracking. Resources requests are submitted to the EOC and then assigned to the appropriate ESF, or sent to GEMA/HS if the request cannot be fulfilled locally.

5.2 Essential Elements of Information (EEI)

Persons staffing the EOC should utilize position specific job aids to encourage a proactive response effort. EEI’s are listed in each job aid to assist with developing a common operating picture and identify possible future issues. EEI information can also be used to populate information in the Situational Awareness Tool (WebEOC Board) to develop a common operating picture.

6.0 Communications

Per NIMS, public information is coordinated and integrated across jurisdictions and functional agencies; among Federal, State and local agencies; and with private-sector entities and nongovernmental organizations. In order to effectively ensure timely and accurate public information and alert and warning messages are disseminated systems, structures, plans, policies, and equipment must be developed and identified to accomplish these tasks.

6.1 Joint Information System

The Joint Information System (JIS) provides the mechanism to organize, integrate, and coordinate information to ensure timely, accurate, accessible, and consistent messaging across multiple jurisdictions and/or disciplines with nongovernmental organizations and the private sector. It includes the plans, protocols, procedures, and structures used to provide public information.

The JIS structure is used for ensuring that:

Public Information Officer (PIO) functions are coordinated and integrated.

A structure and system for developing and delivering coordinated interagency messages is provided.

Public information plans and strategies on behalf of the incident management leadership can be developed, recommended, and executed.

Leadership is effectively advised on public affairs issues that could affect a response effort, rumors and inaccurate information that could undermine public confidence are controlled and managed.

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Local PIOs and established Joint Information Centers (JICs) are critical supporting elements of the JIS. A robust and competent JIS is integral to an effective and comprehensive incident management capability.

6.2 Joint Information Center

The Joint Information Center is:

A central location that facilitates operation of the Joint Information System.

A location where personnel with public information responsibilities perform critical emergency information functions, crisis communications, and public affairs functions.

6.3 Public Alerting and Notifications

During an emergency, ESF-15 is responsible for the dissemination of information to the public. PIOs disseminate emergency instructions and critical information to affected audiences—including governments, media, and the public—to provide messages that are accessible to all sectors of the community. Several county departments, as well as, PIOs from municipalities, PNP organizations, and private companies share in the responsibility for disseminating complete, coordinated, and correct information to the public.

6.4 EOC Communication Systems

The Chatham County EOC is equipped with multiple redundant communication methods allowing the sharing of situational awareness, resource status, raw intelligence and data, and alert and warning. The communication capabilities are routinely reviewed and updated as technology advances. Current communication resources in the EOC include, but are not limited to:

WebEOC

Land-line based phones

Cell phones

Satellite phones

Radio systems

Internet enabled computers

Emergency Alert System

Fax machines

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7.0 Administration, Finance, and Logistics

7.1 Documentation

Documentation is an administrative process used by a jurisdiction to document the response to and recovery from a disaster.

Individual agencies are responsible for compiling and maintaining their own documentation through their own internal SOP’s.

Information may be compiled in WebEOC during events that require multiple agencies over several operational periods.

7.2 Finance

Each individual department/agency shall document the costs incurred during response and recovery operations (e.g., personnel overtime, equipment used/expended, contracts initiated) in accordance to their own internal SOP’s.

7.3 Logistics

When local resources are exhausted and additional resources are required, resource requests will follow an established process for ordering, tracking, mobilizing, and demobilizing (WebEOC if available). Resource requests originate from municipalities, sent to the EOC, then to GEMA/HS if the resource cannot be acquired via the county EOC.

Maintenance of resources is important throughout all aspects of resource management. Maintenance prior to deployment ensures their availability and capability. Maintenance during the deployment phase ensures continued capabilities (e.g., ensuring adequate fuel supplies during use). Post-operational inspection and maintenance ensures future availability.

8.0 Plan Development and Maintenance

CEMA is the executive agent for EOP management and maintenance. The EOP 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 EOP.

The EOP is developed with input from municipalities, local, state and non-governmental agencies.

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8.1 Review and Updates

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.

8.1.1 Coordination and Approval

Any department or agency with assigned responsibilities under the EOP may propose a change to the plan. Chatham County Emergency Management Agency is responsible for coordinating all proposed modifications to the EOP with primary and support agencies and other stakeholders, as required. Chatham County Emergency Management Agency will coordinate review and approval for proposed modifications as required.

8.1.2 Notice of Change

After coordination has been accomplished, including receipt of the necessary signed approval supporting the final change language, Chatham County Emergency Management Agency 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 EOP in addition to manually logged record of changes on the form at the beginning of this plan titled: Record of Revisions. Once published, the modifications will be considered part of the EOP for operational purposes pending a formal revision and redistribution of the entire document.

8.1.3 Distribution

The primary distribution method of the Basic Plan and Annexes will be electronic. The EOP, ESF Annexes and other Support and Incident Annexes or guides deemed by the CEMA Director to be free of sensitive or confidential information may be publicly available online.

8.1.4 Redistribution of the EOP

Working toward continuous improvement, Chatham County Emergency Management Agency is responsible for an annual review and updates of the EOP and a complete revision every five years, or more frequently if the County Commission or the Georgia Emergency Management Agency deems 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. Chatham County Emergency Management Agency will distribute revised EOP documents for the purpose of interagency review and concurrence.

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9.0 Authorities and References

9.1 Legal Authorities

9.1.1 Federal

The Robert T. Stafford Disaster Relief and Emergency Assistance Act (P.L.93-288, as amended)

The Disaster Mitigation Act of 2000 (P.L. 106-390)

The Sandy Recovery Improvement Act of 2013 (P.L. 113-2) (SRIA)

The Post Katrina Emergency Management Reform Act of 2006 (P.L.109-295)

Presidential Decision Directive - 63, United States Policy on Protecting America’s Critical Infrastructure

Homeland Security Presidential Directive – 5 – National Incident Management System (NIMS), December 2008.

Homeland Security Presidential Directive – 8 – National Preparedness

Presidential Policy Directive/PPD-8: National Preparedness

9.1.2 State

Georgia Emergency Management Act of 1981. As Amended, December 1992

9.1.3 Local

The Code of Chatham County, 2012. Chapter 4, Administration, Article III, Emergency Management

9.2 References

9.2.1 Federal

Comprehensive Preparedness Guide (CPG) 101, Version 2.0. Developing and Maintaining Emergency Operations Plans, Nov. 2010

Homeland Security Exercise and Evaluation Program (HSEEP), February 2007.

National Prevention Framework, May 2013

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National Protection Framework, July 2014

National Recovery Framework, September 2011

National Response Framework, May 2013

Framework for Improving Critical Infrastructure Cybersecurity, National Institute of Standards and Technology (NIST) 2014

National Mitigation Framework, May 2013

National Preparedness Goal (NPG), September 2011

9.2.2 State

Georgia Disaster Recovery and Redevelopment Plan (GDRRP)

Georgia Emergency Operations Plan (GEOP)

9.2.3 Local

Chatham County Emergency Operations Plan

Chatham County Hazard Mitigation Plan

Chatham County Disaster Recovery Plan

Chatham Emergency Management Agency Strategic Plan

Chatham County Continuity of Operations Plan

Chatham County Continuity of Government Plan

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J A N U A R Y 2 0 2 0 33 | P A G E

ACRONYMS

ACRONYMS BSRS Building Safety & Regulatory

Services CEMA Chatham Emergency Management

Agency CEO Chief Elected Official COG Continuity of Government COOP Continuity of Operations CPG Command Policy Group DFCS Department of Family and

Children’s Services DRP Disaster Recovery Plan EEI Essential Elements of Information EOC Emergency Operations Center EOP Emergency Operations Plan ESF Emergency Support Function FEMA Federal Emergency Management

Agency GEMA/HS Georgia Emergency Management

Agency/Homeland Security

IA Individual Assistance ICS Incident Command System JIC Joint Information Center JIS Joint Information Systems MPC Metropolitan Planning Commission NGO Non-governmental Organization NIMS National Incident Management

System NRF National Response Framework OSRM Occupational Safety & Risk

Management PA Public Assistance PIO Public Information Officer PNP Private Non-Profit RSF Recovery Support Function SEDA Savannah Economic Development

Authority SOP Standard Operating Procedures

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PLANNING OVERVIEW

This tab describes all current plans as of resolution of the EOP. Plans may be reviewed, updated, developed or consolidated as needed. The EOP serves as a Base Plan with ESF Annexes, SOG’s, Incident Annexes and Support Annexes underneath the overall umbrella of the EOP.

The Disaster Recovery Plan is a separate “umbrella plan” that provides the overarching framework for recovery, with RSF Annexes and other SOG’s or Annexes as required.

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City Council Meeting: 08/27/20 06:30 PM 305 South Coastal Highway Department: Development Services Port Wentworth, GA 31407 Category: Planning/Zoning Item Prepared By: Melanie Ellis

SCHEDULED Department Head: Brian Harvey


Updated: 8/17/2020 1:59 PM by Melanie Ellis Page 1

Alcoholic Beverage License Application submitted by Deep Patel, Star point 01, LLC., for a Beer / Wine and Sunday Sales License for Star Point 01, LLC., dba StarPoint01 (2 Magnolia Blvd) located in a MPO (Master Plan Overlay) Zoning District

Issue/Item: Alcoholic Beverage License Application submitted by Deep Patel, Star point

01, LLC., for a Beer / Wine and Sunday Sales License for Star Point 01, LLC., dba

StarPoint01 (2 Magnolia Blvd) located in a MPO (Master Plan Overlay) Zoning District

Background: The applicant has submitted this application due to a change in ownership.

Facts and Findings: The applicant, Deep Patel, has properly completed and filed the City

application and paid all applicable fees. Mr. Patel has listed three residents of the City as

references, and he has passed the criminal background check conducted by the Port

Wentworth Police Department.

Funding: N/A

Recommendation: This item will be heard before the City Planning Commission on

Monday, August 10, 2020, at 6:30PM. / UPDATE: THE PLANNING COMMISSION VOTED

UNANIMOUSLY TO APPROVE THIS APPLICATION. ATTACHMENTS:

• ALCOHOLIC BEVERAGE LICENSE APPLICATION BEER.WINE.SUNDAY SALES-2 MAGNOLIA BLVD-JULY 2020 MARKED_1 (PDF)

• Planning Commission Meeting Minutes August 10, 2020 DRAFT (PDF)

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CITY OF PORT WENTWORTH PLANNING COMMISSION

AUGUST 10, 2020

Via Teleconference GoToMeeting Regular Meeting 6:30 PM




Chairman Donna Blalock called the meeting to order.


Commissioner Bright led the Prayer and Pledge of Allegiance.

3. ROLL CALL - SECRETARY

Attendee Name Title Status Arrived

Bill Herrin Planning Commissioner Present

Rufus Bright Planning Commissioner Present

Rosetta Franklin Planning Commissioner Present

Donna Blalock Planning Commission Chairman Present

Wanda Rollf Planning Commissioner Present

Maurice Rahn Planning Commissioner Absent

Lauree Morris Planning Commissioner Absent

CJ Neesmith Planning Commissioner Present

Gabrielle Nelson Planning Commissioner Present

Brian Harvey Director of Development Services Present

Melanie Ellis Permit Technician Present


1. Approval of Agenda

RESULT: ADOPTED [UNANIMOUS]

MOVER: CJ Neesmith, Planning Commissioner

SECONDER: Rufus Bright, Planning Commissioner

AYES: Herrin, Bright, Franklin, Rollf, Neesmith, Nelson

ABSENT: Rahn, Morris


A. Planning Commission - Regular Meeting - Jul 13, 2020 6:30 PM

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Minutes Planning Commission August 10, 2020


RESULT: ACCEPTED [UNANIMOUS]

MOVER: Bill Herrin, Planning Commissioner

SECONDER: Rosetta Franklin, Planning Commissioner



6. ZONING MAP AMENDMENTS (REZONING)

7. ZONING TEXT AMENDMENTS (ORDINANCES)

8. SITE PLAN/SUBDIVISION APPROVAL

A. Alcoholic Beverage License Application submitted by Deep Patel, Star point 01, LLC., for a Beer / Wine and Sunday Sales License for Star Point 01, LLC., dba StarPoint01 (2 Magnolia Blvd) located in a MPO (Master Plan Overlay) Zoning District

Mr. Harvey stated the application was complete. Commissioner Neesmith made a motion to approve. Commissioner Bright seconded the motion to approve. The vote was unanimous.


MOVER: CJ Neesmith, Planning Commissioner

SECONDER: Rufus Bright, Planning Commissioner



9. NEW BUSINESS

10. ADJOURNMENT

A. Adjournment

RESULT: ADOPTED [UNANIMOUS]

MOVER: Bill Herrin, Planning Commissioner



.

________________________________________________ Chairman The foregoing minutes are true and correct and approved by me on this ________ day of ____________________________________, 2020. _________________________________________

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Minutes Planning Commission August 10, 2020


Secretary

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Updated: 8/24/2020 9:46 AM by Shanta Scarboro Page 1

Resolution No. 20-01 CARES Act Grant Funding

Issue/Item: Resolution No. 20-01 CARES Act Grant Funding.

Background: In an effort to mitigate the effects of COVID-19, the United States

government has made available grant funding through the Coronavirus Relief Fund (CRF) to

the State of Georgia, which was established within Section 601 of the Social Security Act, as

added by Section 5001 of the Coronavirus Aid, Relief, and Economic Security Act (CARES

Act).

The Governor’s Office of Planning and Budget (OPB) require formal, official action of the

City's governing authority so that the CRF funding may be disbursed to the City.

Recommendation:

Approval.

ATTACHMENTS:

• Resolution No. 20-01, CARES Act Grant Funding (PDF)

• CARES Act Information (PDF)

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RESOLUTION NO. 20-01

A RESOLUTION OF THE CITY OF PORT WENTWORTH (CITY) TO AUTHORIZE

THE EXECUTION OF THE CORONAVIRUS RELIEF FUND (CRF) TERMS AND

CONDITIONS AGREEMENT; TO AUTHORIZE THE ACCEPTANCE OF GRANT

PAYMENTS, INCLUDING ALL UNDERSTANDINGS AND ASSURANCES

CONTAINED WITHIN SUCH AGREEMENT; TO DIRECT AND AUTHORIZE THE

PERSON IDENTIFIED AS THE OFFICIAL REPRESENTATIVE OF THE CITY, OR

THE DESIGNEE OF THE CITY TO ACT IN CONNECTION WITH THE GRANT

APPLICATION; AND TO PROVIDE SUCH ADDITIONAL INFORMATION AS

MAY BE REQUIRED.

WHEREAS, in an effort to mitigate the effects of COVID-19, the United States

government has made available grant funding through the Coronavirus Relief Fund (CRF)

to the State of Georgia, which was established within Section 601 of the Social Security

Act, as added by Section 5001 of the Coronavirus Aid, Relief, and Economic Security Act

(CARES Act);

WHEREAS, Governor Brian P. Kemp has authorized the sharing of CRF allocations and

disbursements in a phased, measure approach with local governments across the State of

Georgia;

WHEREAS, Governor Kemp has acknowledged the critical need that such CRF funding

be released to local governments experiencing immediate need as quickly as possible and

has directed the Governor’s Office of Planning and Budget (OPB) to coordinate with local

governments to achieve allocation and disbursement of such CRF funding;

WHEREAS, OPB has created and will administer a grant management system,

GeorgiaCARES, which local governments, including the City shall utilize in order to

receive allocations and disbursements of CRF funding; and

WHEREAS, the OPB and the State of Georgia, require formal, official action of the City

governing authority so that the CRF funding may be disbursed to the City.

NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF

THE CITY OF PORT WENTWORTH, GEORGIA:

Section 1. Execution of Coronavirus Relief Fund (CRF) Terms and Conditions. The Mayor

and Council hereby authorize the execution, delivery, and performance of the Coronavirus

Relief Fund (CRF) Terms and Conditions (Agreement) in substantially the form attached

hereto as a composite Exhibit A including the acceptance of payments, and all

understandings and assurances contained herein.

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Section 2. Other Actions Authorized. The City hereby directs and authorizes the Mayor of

the City of Port Wentworth or the designee of the Mayor to act in connection with the Grant

application and to provide such additional information as may be required by OPB, federal,

or State government.

Section 3. City Attorney. The City, by and through its governing authority, hereby

acknowledges that its legal counsel has reviewed the Agreement and that the members of

the governing authority itself have reviewed the Agreement and further acknowledge that

any rule of construction and any ambiguities are to be resolved against the drafting party

and shall not be employed in the interpretation of the Agreement.

Section 4. Repeal. All motions, orders, ordinances, bylaws, resolutions, and parts thereof

inconsistent herewith are hereby repealed to the extent of such inconsistency only. This

repeal shall not be construed as reviving any motion, order, ordinance, bylaw, resolution,

or part thereof.

Section 5. Effective Date; Severability. This Resolution shall become effective

immediately, and should the Agreement have been executed by the Mayor or designee

before the effective date of this resolution, then this resolution shall stand as an official act

of the governing authority of the City approving of such execution of the Agreement. If

any section, paragraph, clause, or provision hereof be held invalid or unenforceable, the

invalidity or unenforceability thereof shall not affect the remaining provisions hereof.

PASSED, ADOPTED, SIGNED, APPROVED, and EFFECTIVE this

day of , 2020.

MAYOR AND COUNCIL OF THE CITY OF PORT WENTWORTH

ATTEST:

______________________________

Shanta M. Scarboro, Clerk of Council

____________________________

Gary Norton, Mayor

____________________________

Linda Smith, Mayor Pro Tem

____________________________

Donald Hodges, District 1

____________________________

Lynwood Griner, District 3

____________________________

Thomas Barbee, At-Large

____________________________

Mark Stephens, District 2

____________________________

Glenn Jones, District 4

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STATE OF GEORGIA OFFICE OF THE GOVERNOR

ATLANTA 30334-0090

Brian P. Kemp GOVERNOR

June 29, 2020

Dear City and County Leaders:

These are indeed unprecedented times. Thank you for your continued hard work in protecting the health and safety of the citizens of this state. Responding to and mitigating the COVID-19 pandemic have required close collaboration between all levels of government, our healthcare system, and the many private companies that have dedicated time and resources to defeating the virus. As we continue our fight, we must also look towards recovery.

As you know, Congress passed the Coronavirus Aid, Relief, and Economic Security Act (“CARES” Act) on March 27, 2020 to provide vital resources to governments, businesses, and individuals in combating COVID-19. President Trump signed the Act into law, and his administration continues to provide guidance on the many federal funding streams included in the legislation.

Title V of the CARES Act created the Coronavirus Relief Fund (“CRF”) to provide financial resources to state and local governments. The U.S. Treasury (Treasury) provided Georgia approximately $4.1 billion for coronavirus-related expenses based on the funding formula provided in the CARES Act. Treasury provided that up to 45% of Georgia’s funding could be transferred to local governments if the transfer qualifies as a necessary expenditure incurred due to the public health emergency.

The Governor’s Office, in conjunction with several partners such as the Governor’s Office of Planning and Budget and the State Accounting Office, will manage the disbursement process for the CRF. The plan for CRF allocations and disbursements is a phased, measured approach. It is critical that funding be released to cities and counties experiencing an immediate need as quickly as possible. It is also important that funding be disbursed equitably, but with the knowledge that some of our hardest-hit communities will need more assistance than others. I encourage cities and counties to work together to address expenses or challenges that cross jurisdictional lines.

The local government maximum share of funding is approximately $1.8 billion. Five local governments with populations over 500,000 received direct allocations, leaving approximately $1.23 billion remaining for additional allocations.

The first phase of funding will allocate 30% of the $1.23 billion to local governments that did not receive a direct allocation and are not located in a county that received a direct allocation established on a per capita basis using U.S. Census Bureau’s vintage 2019 sub-county population (“Phase One”). These cities and

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https://www.bing.com/images/search?view=detailV2&ccid=UJEF4hmd&id=8E3758FFF1552F02A87A746C97E7FC4988FA5D1A&thid=OIP.UJEF4hmds_yhFpgnjcve-AHaHi&mediaurl=http%3a%2f%2fmedia.cmgdigital.com%2fshared%2fimg%2fphotos%2f2014%2f11%2f18%2fba%2f05%2fGeorgia_State_Seal_for_DFACS.jpg&exph=1192&expw=1171&q=georgia+state+seal&simid=608030479773076588&ck=FD87C20049402BF06C9B0C8C016CF6C1&selectedIndex=0

counties will have access to and be able to request 30% of Phase One funding immediately once the application portal is available. The remaining 70% will be available on a reimbursement basis. Phase One funding should be used by September 1, 2020, or it may be recalled and reallocated for other uses. Please note that funding can only be used for eligible expenses.

Cities in one of the four counties that received direct funding from Treasury – Cobb, Dekalb, Fulton, and Gwinnett- will be required to go to their county for funding. Treasury made their calculations based on population, and the populations of those cities were accounted for in the Treasury disbursement. Accordingly, these counties are encouraged to allocate funds to the cities within their county borders on the same per capita basis.

As Phase One funding is exhausted, additional program and disbursement criteria for the remainder of the $1.23 billion will be developed and evaluated to ensure that there is flexibility to respond to the ongoing impact of the COVID-19 pandemic.

Phase One will require local governments to apply for the Phase One allocated funds (30% of $1.23 billion). 30% of this allocation will be available for immediate advancement once the application and certifications are processed. Once the advance is received, local governments must begin providing documentation to support qualified expenditures.

The Treasury has provided strict guidelines for funding. States can transfer funds to local governments “provided that the transfer qualifies as a necessary expenditure incurred due to the public health emergency and meets the other criteria of section 601(d) of the Social Security Act,” but “such funds would be subject to recoupment by the Treasury Department if they have not been used in a manner consistent with section 601(d) of the Social Security Act.”

Additionally, the Treasury has instructed that “funds may not be used to fill shortfalls in government revenue to cover expenditures that would not otherwise qualify as an eligible expenditure.” All costs must be incurred before December 30, 2020 to qualify for funding. Additional details on eligible expenses and the timeline for submitting documentation will be provided.

How to Apply: The state, working with our partners, will launch a portal for local governments which did not receive a direct allocation to apply. The designee in each local government will receive an email invitation allowing them to establish logon credentials and to apply. This portal will also be used to submit expenses in support of Phase One funding. This portal information, as well as additional information related to the process, program guidelines, and frequently asked questions, will be shared as soon as it becomes available. The Phase 1 allocations by city and county are attached.

Thank you for your tireless work for the residents in your communities. Georgia is committed to working together to address this recovery phase. We are committed to working through this process with you and our partners. We remain in this fight together.

Sincerely,

Governor Brian P. Kemp

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Recipient Population Phase 1

Allocation

Phase 1 - 30%

Advance

Camden County unincorporated 16,798 $879,336 $263,801

Kingsland city 17,949 $939,589 $281,877

St. Marys city 18,567 $971,939 $291,582

Woodbine city 1,352 $70,774 $21,232

Candler County

Candler County unincorporated 6,598 $345,390 $103,617

Metter city 3,942 $206,355 $61,906

Pulaski town 263 $13,767 $4,130

Carroll County

Bowdon city 2,100 $109,930 $32,979

Bremen city (pt.) 49 $2,565 $770

Carroll County unincorporated 73,616 $3,853,627 $1,156,088

Carrollton city 27,259 $1,426,946 $428,084

Mount Zion city 1,813 $94,906 $28,472

Roopville town 229 $11,988 $3,596

Temple city (pt.) 4,779 $250,170 $75,051

Villa Rica city (pt.) 9,536 $499,188 $149,756

Whitesburg city 611 $31,984 $9,595

Catoosa County

Catoosa County unincorporated 54,210 $2,837,768 $851,330

Fort Oglethorpe city (pt.) 9,740 $509,866 $152,960

Ringgold city 3,630 $190,022 $57,007

Charlton County

Charlton County unincorporated 7,414 $388,106 $116,432

Folkston city 5,037 $263,675 $79,103

Homeland city 941 $49,259 $14,778

Chatham County

Bloomingdale city 2,686 $140,606 $42,182

Chatham County unincorporated 92,422 $4,838,078 $1,451,423

Garden City city 8,713 $456,105 $136,832

Pooler city 25,694 $1,345,021 $403,506

Port Wentworth city 9,641 $504,684 $151,405

Savannah city 144,464 $7,562,356 $2,268,707

Thunderbolt town 2,623 $137,308 $41,192

Tybee Island city 3,063 $160,341 $48,102

Vernonburg town 124 $6,491 $1,947

Chattooga County

Chattooga County unincorporated 17,683 $925,664 $277,699

Lyerly town 514 $26,907 $8,072

Menlo city 456 $23,871 $7,161

Summerville city 4,243 $222,111 $66,633

Trion town 1,893 $99,094 $29,728

Cherokee County

Ball Ground city 2,195 $114,903 $34,471

Canton city 30,528 $1,598,070 $479,421

Cherokee County unincorporated 175,970 $9,211,622 $2,763,487

Holly Springs city 15,442 $808,353 $242,506

Mountain Park city (pt.) 16 $838 $251

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Resolution No. 20-02, Relocatable Easement For Ingress and Egress

Issue/Item: Resolution No. 20-02, Relocatable Easement For Ingress and Egress.

Background: In order to enhance the critical infrastructure of the City of Port Wentworth,

LA Crossgate LLC has offered to convey a Relocatable Easement for Ingress and Egress to

the City.

Recommendation:

Approval. ATTACHMENTS:

• Resolution No. 20-02, Relocatable Easement For Ingress and Egress, LA-Crossgate, LLC (PDF)

• Relocatable Easement For Ingress and Egress, LA-Crossgate, LLC (PDF)

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State of Georgia

City of Port Wentworth, Georgia

RESOLUTION NO. 20-02 A RESOLUTION OF THE CITY OF PORT WENTWORTH TO CONVEY AN

AGREEMENT FOR A RELOCATABLE EASEMENT FOR INGRESS AND EGRESS

FROM LA CROSSGATE, LLC TO THE CITY OF PORT WENTWORTH

WHEREAS, in order to enhance the critical infrastructure of the City of Port

Wentworth, Georgia, LA Crossgate LLC has offered to convey a Relocatable Easement

For Ingress and Egress to the City of Port Wentworth, which is evidenced by Exhibit “A”

attached to this Resolution.

NOW, THEREFORE, BE IT RESOLVED by the Mayor and Council of the City of Port

Wentworth, Georgia, that the City accepts the Relocatable Easement For Ingress and

Egress as set forth in exhibit “A” attached hereto. The Clerk of Council is directed to

properly record the easement in the deed records of the Superior Court of Chatham

County, Georgia.

APPROVED BY MAYOR AND COUNCIL OF THE CITY OF PORT WENTWORTH THIS

______ DAY OF ______________________________, 2020.

__________________________

Gary Norton, Mayor

ATTEST:

____________________________


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Resolution No. 20-03, Perpetual Utility Easement

Issue/Item: Resolution No. 20-03, Perpetual Utility Easement.


Teramore Development, LLC has offered to convey a Perpetual Utility Easement to the City.

Recommendation:

Approval.

ATTACHMENTS:

• Resolution No. 20-03, Perpetual Utility Easement, Teramore Development, LLC (PDF)

• Perpetual Utility Easement - Teramore Development, LLC (PDF)

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State of Georgia


RESOLUTION NO. 20-03 A RESOLUTION OF THE CITY OF PORT WENTWORTH TO CONVEY AN

AGREEMENT FOR A PERPETUAL UTILITY EASEMENT FROM TERAMORE

DEVELOPMENT, LLC TO THE CITY OF PORT WENTWORTH


Wentworth, Georgia, Teramore Development, LLC has offered to convey a Perpetual

Utility Easement to the City of Port Wentworth, which is evidenced by Exhibit “A”

attached to this Resolution.


Wentworth, Georgia, that the City accepts the Perpetual Utility Easement as set forth

in exhibit “A” attached hereto. The Clerk of Council is directed to properly record the

easement in the deed records of the Superior Court of Chatham County, Georgia.


______ DAY OF ______________________________, 2020.

__________________________

Gary Norton, Mayor

ATTEST:

____________________________


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Resolution No. 20-04, Fifty (50) Foot Drainage Easement

Issue/Item: Resolution No. 20-04, Fifty (50) Foot Drainage Easement.


Southern Region Industrial Realty, Inc. has offered to convey a Fifty (50) Foot Drainage

Easement to the City.

Recommendation:

Approval.

ATTACHMENTS:

• Resolution No. 20-04 Southern Region Industrial Realty, Inc (PDF)

• Fifty (50) Foot Easement - Southern Region Industrial Realty, Inc. (PDF)

13.D

Packet Pg. 123

State of Georgia


RESOLUTION NO. 20-04 A RESOLUTION OF THE CITY OF PORT WENTWORTH TO CONVEY A NON-

EXCLUSIVE, PERMANENT EASEMENT OF RIGHT OF WAY BY AND BETWEEN

SOUTHERN REGION INDUSTRIAL REALTY, INC. AND

THE CITY OF PORT WENTWORTH


Wentworth, Georgia, Southern Region Industrial Realty, Inc. has offered to convey a

Fifty (50) Foot Drainage Easement to the City of Port Wentworth, which is evidenced by

Exhibit “A” attached to this Resolution.


Wentworth, Georgia, that the City accepts the Fifty (50) Foot Drainage Easement as set

forth in exhibit “A” attached hereto. The Clerk of Council is directed to properly record

the easement in the deed records of the Superior Court of Chatham County, Georgia.


______ DAY OF ______________________________, 2020.

__________________________

Gary Norton, Mayor

ATTEST:

____________________________


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08.27.2020 Agenda Packet.pdf - City of Port Wentworth

Documents

Transcript of 08.27.2020 Agenda Packet.pdf - City of Port Wentworth