10-21-2019 Agenda Packet BOCPERSON COUNTY
BOARD OF COUNTY COMMISSIONERS
MEETING AGENDA
304 South Morgan Street, Room 215
Roxboro, NC 27573-5245
336-597-1720
Fax 336-599-1609
October 21, 2019
9:00am
CALL TO ORDER………………………………………………….. Chairman Newell
INVOCATION
PLEDGE OF ALLEGIANCE
DISCUSSION/ADJUSTMENT/APPROVAL OF AGENDA
INFORMAL COMMENTS
The Person County Board of Commissioners established a 10-minute segment
which is open for informal comments and/or questions from citizens of this
county on issues, other than those issues for which a public hearing has been
scheduled. The time will be divided equally among those wishing to comment.
It is requested that any person who wishes to address the Board, register with
the Clerk to the Board prior to the meeting.
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ITEM #1
DISCUSSION/ADJUSTMENT/APPROVAL OF CONSENT AGENDA
A. Approval of Minutes of October 7, 2019,
B. Budget Amendment # 8
C. Person Area Transportation System Request to Approve Updated Policies:
a. Public Transportation System Safety,
b. Continuity of Operations Plan,
D. Tax Adjustments for October 2019,
a. Tax Releases
b. NC Vehicle Tax System pending refunds
E. Consideration of Approval of Late Exemption Applications
NEW BUSINESS:
ITEM #2
2020 Census Partnership Resolution and Appropriation of
Funds to support an accurate population count ……... Sallie Vaughn & Lori Oakley
ITEM #3
A Resolution Authorizing Support For & Recognition of the
Efforts to Secure and Rebuild Adequate Fire Protection in the
Woodsdale Community …………………………………………………….. Heidi York
CHAIRMAN’S REPORT
MANAGER’S REPORT
COMMISSIONER REPORTS/COMMENTS
Note: All Items on the Agenda are for Discussion and Action as deemed appropriate
by the Board.
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October 7, 2019
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PERSON COUNTY BOARD OF COMMISSIONERS OCTOBER 7, 2019
MEMBERS PRESENT OTHERS PRESENT
David B. Newell, Sr. Heidi York, County Manager
Gordon Powell
Jimmy B. Clayton Brenda B. Reaves, Clerk to the Board
Kyle W. Puryear
B. Ray Jeffers via telephone
The Board of Commissioners for the County of Person, North Carolina, met in
regular session on Monday, October 7, 2019 at 7:00pm in the Commissioners’ meeting
room in the Person County Office Building.
Chairman Newell called the meeting to order. Commissioner Powell offered an
invocation and Commissioner Puryear led the group in the Pledge of Allegiance. Vice
Chairman Jeffers was present via telephone conference call. County Attorney, Ron
Aycock was absent.
DISCUSSION/ADJUSTMENT/APPROVAL OF AGENDA:
A motion was made by Commissioner Puryear and carried 5-0 to approve the
agenda.
RECOGNITION:
PROCLAMATION FOR RACE UNITY WEEK:
Chairman Newell read and presented a Proclamation declaring October 6-13, 2019
as Race Unity Week in Person County to Doug Mabe and others present in the audience
on behalf of Brothers and Sisters in Conversation (BASIC).
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October 7, 2019
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October 7, 2019
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PUBLIC HEARING:
TEXT AMENDMENT (TA-02-19) REQUEST BY THE PERSON COUNTY
PLANNING DEPARTMENT STAFF TO AMEND ARTICLES 1 – 6 OF THE
FLOOD DAMAGE PREVENTION ORDINANCE OF PERSON COUNTY:
A motion was made by Commissioner Powell and carried 5-0 to open the duly
advertised public hearing for a Text Amendment request by the Person County Planning
Department staff to amend Articles 1-6 of the Flood Damage Prevention Ordinance of
Person County.
Planning Director, Lori Oakley stated all state statutes and ordinance requirements
were met for this public hearing.
Ms. Oakley stated the County’s Flood Damage Prevention Ordinance was adopted
in 1990 and revised in 2007. In June 2019, Ms. Oakley said staff were notified by FEMA
and the NC Department of Public Safety – Risk Management/Emergency Management
Department that several minor modifications needed to be made to the Flood Damage
Prevention Ordinance of Person County prior to the revised Flood Insurance Rate Maps
that are effective on December 6, 2019. Ms. Oakley said staff have worked with the
planners at the NC Department of Public Safety to ensure that all proposed text changes
met the specific guidelines required by FEMA. If the proposed text amendment is not
adopted by December 6, 2019, citizens in Person County who own property located within
a floodplain will not be eligible to participate in National Flood Insurance Program or
purchase flood insurance. Ms. Oakley noted there are currently 16 property owners in the
County who purchase flood insurance. Of those 16 property owners, two have structures
that lie within a floodplain with 14 are not in a floodplain but are very close that they choose
to be insured.
Ms. Oakley stated staff incorporated the exact revisions that were handed down
from FEMA to the state. She added that all local government flood damage prevention
ordinances across the state are being revised, including the municipalities, including the
City of Roxboro noting the Roxboro City Council reviewed the revisions at their September
meeting.
Ms. Oakley said the Planning Staff recommended approval of a Text Amendment
to amend Articles 1-6 of the Flood Damage Prevention Ordinance of Person County. She
added the proposed text amendment has been reviewed by the state and compliant with all
federal flood regulation guidelines and the text amendment request was consistent with the
Comprehensive Plan and future planning goals of Person County as well as reasonable and
in the public interest as it will provide clear and concise regulations in the Flood Damage
Prevention Ordinance and ensure Person County remains compliant with federal guidelines
and enable at-risk properties to participate in the National Flood Insurance Program.
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October 7, 2019
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Ms. Oakley stated the Planning Board, at its meeting on September 12, 2019, voted
unanimously (5-0) to recommend approval of TA-02-19 and included the Reasonableness
and Consistency Statement.
Commissioner Puryear asked Ms. Oakley about the requirement of an elevation
certificate to which she confirmed an elevation certification has been a requirement if
located near a floodplain. However, Ms. Oakley indicated that following a discussion with
state officials, the state only requires an elevation certificate if located within a floodplain.
Ms. Oakley requested the Board of Commissioners to approve, approve with
modifications or deny the requested proposed text amendment as well as address the
Statement of Reasonableness and Consistency as required by the NC General Statutes.
There were no individuals appearing before the Board to speak in favor of or in
opposition to the Text Amendment request by the Person County Planning Department
staff to amend Articles 1-6 of the Flood Damage Prevention Ordinance of Person County.
A motion was made by Commissioner Puryear and carried 5-0 to close the public
hearing for a Text Amendment request by the Person County Planning Department staff to
amend Articles 1-6 of the Flood Damage Prevention Ordinance of Person County.
CONSIDERATION TO AMEND ARTICLES 1 – 6 OF THE FLOOD DAMAGE
PREVENTION ORDINANCE OF PERSON COUNTY:
A motion was made by Commissioner Puryear and carried 5-0 to approve the text
amendments to Articles 1-6 of the Flood Damage Prevention Ordinance of Person County,
as presented, and to include the Reasonableness and Consistency Statement that the text
amendment request was consistent with the Comprehensive Plan and future planning goals
of Person County and reasonable and in the public interest as it will provide clear and
concise regulations in the Flood Damage Prevention Ordinance and ensure Person County
remains compliant with federal guidelines and enable at-risk properties to participate in the
National Flood Insurance Program.
The adopted Flood Damage Prevention Ordinance of Person County follows:
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INFORMAL COMMENTS:
The following individual appeared before the Board to make informal comments:
Mr. James Currier of 404 Longwood Terrace, Roxboro spoke in support for the
Board to build a YMCA in Person County.
DISCUSSION/ADJUSTMENT/APPROVAL OF CONSENT AGENDA:
A motion was made by Commissioner Puryear and carried 5-0 to approve the
Consent Agenda with the following items:
A. Approval of Minutes of September 23, 2019,
B. Budget Amendment #7, and
C. Authorization for a Contract with FourSquare Research, Inc. for a Market Study to
Assess Opportunities for a YMCA
NEW BUSINESS:
APPROVAL OF CONTRACT FOR ENERGOV PROJECT OVERSIGHT
CONSULTANT SERVICES:
Interim Assistant County Manager, Laura Jensen presented to the Board a contract
for consultant services for the Energov permitting software system. Ms. Jensen noted the
County is beginning to implement the Energov permitting software system for our
development services group, as approved in the FY2020 Capital Improvement Plan (CIP)
noting this is a huge undertaking for staff. Ms. Jensen said Energov recommended having
a full-time project manager for a smooth and successful implementation. Due to an
increase in workloads and being short-staffed in these departments, Ms. Jensen said there
was a need for an experienced project oversight consultant to help the implementation
teams with communication, change management, risk identification and mitigation,
testing, training, and go-live readiness assessment.
Ms. Jensen stated the County approached three consulting groups, however only
one responded to her request for proposals. She said a proposal was received from
BerryDunn, a management consulting firm who has assisted with Energov implementation
in eleven municipalities and counties, including the City of Wilmington. The total cost of
the project oversight contract is $107,856, which includes travel costs for on-site meetings
and assistance over the next twelve months. Ms. Jensen noted funding for this contract is
already available in the CIP. Ms. Jensen requested the Board to approve the project
oversight consulting contract and to authorize County Manager to enter into a contract with
BerryDunn for these services.
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A motion was made by Commissioner Clayton and carried 5-0 to approve the
project oversight consulting contract for the Energov permitting software system and to
authorize County Manager to enter into a contract with BerryDunn for these services as
well as to fund $107,856 from CIP, as presented.
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PATS TRANSPORTATION FOR MENTAL HEALTH COMMUNITY
OUTREACH PROGRAM:
Interim Assistant County Manager, Laura Jensen stated that in FY2020, Person
County provided funding for a qualified mental health professional to provide case
management services to Person County inmates upon release through Freedom House
Recovery Center. Ms. Jensen said this professional identified transportation as a barrier for
clients to make and attend health appointments, and asked if the county would provide one-
time funding in FY2020 for these clients.
Ms. Jensen said the estimated cost of providing transportation was $10,000 with
funds available in the Mental Health budget for this program. She asked the Board to
approve $10,000 in mental health funding to be used to provide PATS transportation to the
clients of the Mental Health Community Outreach Program.
A motion was made by Commissioner Clayton and carried 5-0 to approve $10,000
in mental health funding to be used to provide PATS transportation to the clients of the
Mental Health Community Outreach Program.
CHAIRMAN’S REPORT:
Chairman Newell did not have a report.
MANAGER’S REPORT:
County Manager, Heidi York reported an update on the Woodsdale Volunteer Fire
Department (WVFD) noting its board had filed an appeal with the state. In addition, there
was a community called meeting that formed a new board. She added that the County
Attorney would be bringing to the Board’s next meeting a resolution for that transition.
Chairman Newell stated the appeal process has kept the 9s rating in place. Commissioner
Powell asked Ms. York about the backup plan to which she affirmed that the WVFD are
still able provide fire services and that the County already has in place mutual aid
agreements with the other districts and the City of Roxboro to cover calls in the event that
the WVFD cannot respond.
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COMMISSIONER REPORT/COMMENTS:
Commissioner Clayton thanked the County Manager, Heidi York for welcoming
the group at the recent Kerr Tar Regional Council of Government (COG) Annual Awards
Banquet that was held in the Festival House of the Homestead Steakhouse. Commissioner
Clayton said that there were representatives from Person, Granville, Vance, Warren and
Franklin Counties as well as the municipalities that lie within those counties. He added
that valuable programming is administered by the COG, i.e., Workforce Development job
training, Transportation services, and senior services.
Vice Chairman Jeffers and Commissioners Powell and Puryear had no comments.
ADJOURNMENT:
A motion was made by Commissioner Powell and carried 5-0 to adjourn the
meeting at 7:18pm.
_____________________________ ______________________________
Brenda B. Reaves David B. Newell, Sr.
Clerk to the Board Chairman
(Draft Board minutes are subject to Board approval).
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10/21/2019
Dept./Acct No.Department Name Amount
Incr / (Decr)
EXPENDITURES General Fund
Public Safety 13,506
Economic and Physical Development 10,298
REVENUES General Fund
Intergovernmental 6,753
Fund Balance Appropriation 17,051
Explanation:
BUDGET AMENDMENT
Carryforward of purchase order from FY19 for Economic Development ($10,298); receipt of 2019 Bulletproof
Vest Partnership Award for Sheriff's department ($6,753), with local match from the LEC Restricted Fund
($6,753).
BA-839
AGENDA ABSTRACT
Meeting Date: October 21, 2019
Agenda Title: Person Area Transportation System Request to Approve Updated Policies:
Public Transportation System Safety Plan and Continuity of Operations Plan
Summary of Information:
Both of these policies are being updated as required by the FTA & NCDOT. The update to the
Continuity of Operations Plan (COOP) is job title changes of the current administrative staff. The
System Safety Plan (SSP) is reviewed every three years by NCDOT and the most recent version
is required to be approved by the Board of Commissioners prior to the review in early 2020. After
NCDOT reviews the latest version, the Board of Commissioners may have to approve again should
revisions be made.
Recommended Action: Approve policies as written.
Submitted By: Glen LaBar Jr. Public Transportation Director
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Person Area Transportation System
PUBLIC
TRANSPORTATION
SYSTEM SAFETY PLAN (SSP)
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THE SIX PLANS
1. Emergency Action Plan
2. Fire Prevention Plan
3. Preventive Maintenance Plan
4. Drug & Alcohol Policy
5. Security Plan
6. Continuity of Operations Plan
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INTRODUCTION:
This document is a plan to prepare for workplace emergencies. By auditing the workplace, training employees,
obtaining and maintaining the necessary equipment, and by assigning responsibilities, human life and company
resources will be preserved. The intent of this plan is to ensure all employees a safe and healthy workplace.
Those employees assigned specific duties under this plan will be provided the necessary training and equipment
to ensure their safety. This plan applies to emergencies that could be reasonably expected in our workplace
such as fire/smoke, tornadoes, bomb threats, leaks, etc.
EMERGENCY PLAN COORDINATORS:
Building/Department Name/Title Phone #
Transit & Development
Building
Rhonda Long, Transportation
Coordinator
336-330-2208
Coordinators are responsible for the proper inventory and maintenance of equipment. They may be contacted
by employees for further information on this Plan.
PLAN OUTLINE/DESCRIPTION
I. Means of Reporting Emergencies: All fires and emergencies will be reported by one or more of the
following means as appropriate:
EMERGENCY ACTION PLAN
(Ref: 1910.38)
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a. Verbally to the Coordinator during normal working hours.
b. Via telephone if after hours/weekends.
c. Via the building alarm system.
Note: The following emergency numbers will be posted throughout the facility:
FIRE: Roxboro Fire Department (Call 911 or Person County 911 at 336-597-0545)
LOCAL LAW ENFORCEMENT: Roxboro Police Department (Call 911 or Person County 911 at 336-597-
0545)
AMBULANCE: Person County EMS (Call 911 or Person County 911 at 336-597-0545)
MEDICAL FACILITY: Person Memorial Hospital (336-599-2121)
*Alarm System Requirements: Alarm system requirements for notifying employees during an
emergency are as follows:
a. Provides warning for safe escape.
b. Can be perceived by all employees.
c. Alarm is distinctive and recognizable.
d. Employees have been trained on the alarm system.
e. Emergency phone numbers are posted.
f. Emergency alarms have priority over all other communications.
g. Alarm system is properly maintained.
III. Sounding the Alarm: The signal for immediate evacuation of the facility will
be at fire alarm pull stations. The alternate means of notification will be dialing 1236 on the phone
system.
IV. Evacuation Plans: Emergency evacuation escape route plans (see Appendix A) are posted in key areas of
the facility. All employees shall be trained on primary and secondary evacuation routes.
V. Employee Accountability: In the event of an evacuation, all occupants shall promptly exit the building
via the nearest exit. Go to your designated assembly point and report to your supervisor. Each
supervisor (or designee) will account for each assigned employee via a head count. All supervisors shall
report their head count to the Director, who will be located within the office or designated assembly
area and accessible via cell phone at 336-583-1307.
VI. Building Re-Entry: Once evacuated, no one shall re-enter the building. Once the Fire Department or
other responsible agency has notified us that the building is safe to re-enter, then personnel shall return
to their work areas.
VII. Hazardous Weather: A hazardous weather alert will come through the phone system utilizing the
county ALL CALL system initiated by Communications (911).
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When a hazardous weather alert if made, all employees shall immediately report to the
closest tornado refuge area (see Appendix A). Stay in this area until given the all-clear sign is given by
Communications (911).
VIII. Training: The personnel positions listed below have been trained to assist in the safe and orderly
emergency evacuation of employees.
Task Building/Department Name/Title/Phone#
Fire Extinguisher/Hoses Transit & Development
Building
Any Employee
Evacuation Assistant Transit & Development
Building
Any Administrative Employee
Employee training should be provided when:
this Program is initiated
the responsibilities of essential employees’ changes
when the Program is revised
when new employees are hired.
Subjects addressed include:
a. Emergency escape procedures/routes
b. Fire extinguisher locations and proper use
c. Head count procedures
d. Major facility fire hazards
e. Fire prevention practices
f. Means of reporting fires/emergencies (use of alarm systems)
g. Names/titles of Coordinators
h. Availability of the plan to employees
i. Housekeeping practices
j. No smoking areas
k. Hazardous weather procedures
l. Special duties as assigned to Coordinators and those listed above.
Written records shall be maintained of all Emergency Action Plan training.
The Emergency Action Plan for the Transit & Development Building is attached to this plan.
*For further information on Employee Alarm Systems, see 1910.165.
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I. Policy
It is the policy of Person Area Transportation System to provide to employees the safest practical workplace free
from areas where potential fire hazards exist. The primary goal of this Fire Prevention Plan is to reduce or
eliminate fire in the workplace by heightening the fire safety awareness of all employees. Another goal if this
Plan is to provide all employees with the information necessary to recognize hazardous conditions and take
appropriate action before such conditions result in a fire emergency.
This Fire Prevention Plan complies with the requirements of 29 CFR 1910.39.
This Plan details the basic steps necessary to minimize the potential for fire occurring in the workplace.
Prevention of fires in the workplace is the responsibility of everyone employed by the company, but must be
monitored by each supervisor overseeing any work activity that involves a major fire hazard. Every effort will
be made by the company to identify those hazards that might cause fires and establish a means for controlling
them.
The Fire Prevention Plan will be administered by the Transportation Coordinator who will compile a list of all
major workplace fire hazards, the names or job titles of personnel responsible for fire control and prevention
equipment maintenance, names or job titles of personnel responsible for control of fuel source hazards and
locations of all fire extinguishers in the workplace. The Plan administrator, or safety officer, must also be
familiar with the behavior of employees that may create fire hazards as well as periods of the day, month, and
year in which the workplace could be more vulnerable to fire.
FIRE PREVENTION PLAN
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This Plan will be reviewed annually and updated as needed to maintain compliance with applicable regulations
and standards and remain up-to-date with best practices in fire protection. Workplace inspection reports and
fire incident reports will be maintained and used to provide corrections and improvements to the plan.
This Plan will always be available for employees to view during normal working hours.
II. CLASSIFICATION
Fire is a chemical reaction involving the rapid oxidation or burning of a fuel. It needs four elements to occur as
illustrated below in the tetrahedron. This is described by the following illustration:
Heat
Oxygen Fuel
Chemical Reaction
The first component of the tetrahedron is fuel. Fuel can be any combustible material such as: solid (such as
wood, paper, or cloth), liquid (such as gasoline) or gas (such as acetylene or propane). Solids and liquids
generally convert to gases or vapors before they will burn.
Another component of the tetrahedron is oxygen. Fire only needs an atmosphere with at least 16% oxygen.
Heat is also a component of the tetrahedron. Heat is the energy necessary to increase the temperature of the
fuel source to a point in which sufficient vapors are emitted for ignition to occur.
The final side of the tetrahedron represents a chemical chain. When these components are brought together in
the proper conditions and preparations, fire will develop. Take away any one of these elements, and the fire
cannot exist or will be extinguished if it was already burning.
Fires are classified into four groups per sources of fuel: Class A, B, C, and D based on the type of fuel source.
Table 1 below describes the classifications of fire which can be used in making hazard assessment.
Class A Ordinary combustible materials such as paper, wood, cloth and some rubber and plastic
materials.
Class B Flammable or combustible liquids, flammable gases, greases and similar materials, and some
rubber and plastic materials
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Class C Energized electrical equipment and power supply circuits and related materials.
Class D Combustible metals such as magnesium, titanium, zirconium, sodium, lithium and potassium.
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III. DETERMINING FIRE HAZARDS
This section consists of two steps: first, identifying the existing fire hazards in the workplace and, second, acting
to resolve them. The inspection checklist, in Appendix A, provides a guide for precise fire-safe practices that
must be followed. The location of these major fire hazards are denoted in Appendix C. Also included in Appendix
C is a listing of the personnel responsible for the maintenance of the equipment and systems installed to
prevent or control fires.
Material hazards shall be identified, as evident on the specific Material Safety Data Sheets (MSDS), and labeled
on containers as soon as they arrive in the workplace. The identification system shall also include incorporation
into the company’s hazard communication program.
OXYGEN-ENERGIZED ATMOSPHERES
Oxygen-enriched atmospheres involve operating rooms and anesthesia machines, oxygen tents as used by
ambulances, fire and police or rescue squads; hospitals and laboratory supply systems; cutting and welding. If
practical, nonflammable anesthetic agents will be used. To prevent dangerous adiabatic heating of flammable
anesthetic gases, the cylinder valves will be opened very slowly to allow the gradual introduction of the high-
pressure gas downstream from the cylinder valve. This will permit a slow buildup of pressure and hence
temperature. An aid to the identification of hazards associated with medical agents and gases in NFPA 704,
Standard Systems for the Identification of the Fire Hazards of Materials.
INDUSTRIAL TRUCKS
The type of industrial truck being used shall be approved for use within any building storing hazardous
materials. All refueling operations shall be conducted outside and away from storage of flammable materials.
Areas that are used for maintenance and battery charging of electrical trucks should be separated from storage
areas.
IV. STORAGE AND HANDLING PROCEDURES
The storage of material shall be arranged such that adequate clearance is maintained away from heating
surfaces, air ducts, heaters, flue pipes, and lighting fixtures. All storage containers or areas shall prominently
display signs to identify the material stored within. Storage of chemicals shall be separated from other materials
is storage, from handling operations, and from incompatible materials. All individual containers shall be
identified as to their contents.
Only containers designed, constructed, and tested in accordance with the U. S. Department of Transportation
specifications and regulations are used for storage of compressed or liquefied gases. Compressed gas storage
rooms will be areas reserved exclusively for that purpose with good ventilation and at least 1 hour fire
resistance rating. The gas cylinders shall be secured in place and stored away from any heat or ignition source.
Pressurized gas cylinders shall never be used without pressure regulators.
ORDINARY COMBUSTIBLES
Wooden pallets will not be stacked over 6 feet tall. If feasible, extra pallets will be stored outside or
in separate buildings to reduce the risk of fire hazards.
Piles of combustible materials shall be stored away from buildings and located apart from each other
sufficiently to allow firefighting efforts to control an existing fire.
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FLAMMABLE MATERIALS
Bulk quantities of flammable liquids shall be stored outdoors and away from buildings. Smaller
quantities are subsequently brought into a mixing room where they are prepared for use. The mixing
room shall be located next to an outside wall equipped with explosion relief vents. The room shall
also have sufficient mechanical ventilation to prevent the accumulation of flammable vapor
concentration in the explosive range.
Small quantities (limited to amount necessary to perform an operation for one working shift) of
flammable liquids shall be stored in, and dispensed from, approved safety containers equipped with
vapor-tight, self-closing caps, screens or covers.
Flammable liquids shall be stored away from sources that can produce sparks.
Flammable liquids shall only be used in areas having adequate and, if feasible, positive ventilation. If
the liquid is highly hazardous, the liquid shall only be used in areas with a local exhaust ventilation.
Flammable liquids shall never be transferred from one container to another by applying air pressure
to the original container. Pressurizing such containers may cause them to rupture, creating a serious
flammable liquid spill.
When dangerous liquids are being handled, a warning sign will be posted near the operation,
notifying other employees and giving warning that open flames are hazardous and are to be kept
away.
The storage and usage areas will include fire-resistive separations, automatic sprinklers, special
ventilation, explosion-relief valves, separation of incompatible materials, and the separation of
flammable materials from other materials.
V. POTENTIAL IGINITION SOURCES
Ensure that utility lights always have some type of wire guard over them.
Don’t misuse fuses. Never install a fuse rated higher than specified for the circuit.
Investigate any appliance or equipment that smells strange. Space heaters, microwave ovens, hot
plates, coffee makers and other small appliances shall be rigidly regulated and closely monitored.
The use of extension cords to connect heating devices to electric outlets shall be prohibited.
If a hot or under inflated tire is discovered, it should be moved well away from the vehicle. As an
alternative, the driver should remain with the vehicle until the tire is cool to the touch, and then
make repairs. If a vehicle is left with a hot tire, the tire might burst into flames and destroy the
vehicle and load.
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Table 2 below lists common sources of ignition that cause fires in the workplace, gives examples in each case,
and suggests preventive measures.
Sources of Ignition Examples Preventive Measures
Electrical equipment electrical defects, generally due Use only approve equipment. Follow
to poor maintenance, mostly in National Electrical Code. Establish
wiring, motors switches, lamps and regular maintenance.
hot elements.
Friction Hot bearings, misaligned or broken Follow a regular schedule of
machine parts, poor adjustment. inspection maintenance and
lubrication.
Open flames Cutting and welding torches, gas Follow established welding pre-
oil burners, misuse of gasoline cautions. Keep burners clean and
torches. properly adjusted. Do not use open
flames near combustibles.
Smoking and matches Dangerous near flammable liquids Smoke only in permitted areas. Make
and in areas where combustibles are sure matches are out. Use appropriate
stored or used. receptacles.
Static electricity Occurs where liquid flows from pipes. Ground equipment. Use static
eliminators. Humidify the atmosphere.
Hot surfaces Exposure of combustibles to Provide ample clearances, insulation, air
Furnaces, electric
lamps or irons circulation. Check heating apparatus prior to leaving it unattended.
WELDING AND CUTTING
Welding and cutting will not be permitted in areas not authorized by management.
If practical, welding and cutting operations shall be conducted in well-ventilated rooms with a fire-resistant
floor. If this practice is not feasible, staff should ensure that the work areas have been surveyed for fire hazards;
the necessary precautions taken to prevent fires; and issue a hot permit. This hot permit shall only encompass
the area, item and time which is specified on it.
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If welding is to be performed over wooden or other combustibles type floors, the floors will be swept clean,
wetted down, and covered with either fire-retardant blankets, metal or other noncombustible coverings.
Welding will not be permitted in or near areas containing flammable or combustible materials (liquids, vapors,
or dusts). Welding will not be permitted in or near closed tanks that contain or have contained flammable
liquids unless they have been thoroughly drained, purged and tested free from flammable gases or vapors.
Welding shall not begin until all combustible materials have been removed at least 35 feet from the affected
areas, or if unable to relocate, covered with a fire- resistant covering. Openings in walls, floors, or ducts shall be
covered if located within 35 feet of the intended work area. Welding will not be permitted on any closed
containers.
Fire extinguishers will be provided at each welding or cutting operation. A trained watcher will always be
stationed during the operation and for at least 30 minutes following the completion of the operation. This
person will assure that no stray sparks cause a fire and will immediately extinguish fires that do start.
OPEN FLAMES
No open flames will be permitted in or near spray booths or spray rooms. If indoor spray-painting work needs
to be performed outside of standard spray-painting booths, adequate ventilation will be provided. All potential
ignition sources will also be eliminated.
Gasoline or alcohol torches shall be place so that the flames are at least 18 inches away from wood surfaces.
They will not be used in the presence of dusts, vapors, flammable combustible liquids, paper or similar
materials. Torches shall never be left unattended while they are burning.
The company has a specific policy regarding cigarette/cigar/pipe smoking in the workplace. Smoking and no-
smoking areas will be clearly delineated with conspicuous signs. Rigid enforcement will be maintained at all
times. The plan administrator will enforce observance of permissible and prohibited smoking areas for
employees and outside visitors to the workplace. Fire-safe, metal containers will be provided where smoking is
permitted. No-smoking areas will be checked periodically for evidence of discard smoking materials.
STATIC ELECTRICITY
The company recognizes that it is impossible to prevent the generation of static electricity in every situation, but
the company realizes that the hazard of static sparks can be avoided by preventing the buildup of static charges.
One or more of the following preventive methods will be used: grounding, bonding, maintaining a specific
humidity level (usually 60-70 percent), and ionizing the atmosphere.
Where a static accumulating piece of equipment is unnecessarily located in a hazardous area, the equipment
will be relocated to a safe location rather than attempt to prevent static accumulation.
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VII. HOUSEKEEPING PREVENTATIVE TECHNIQUES
The following are housekeeping techniques and procedures to prevent occurrences of fire.
Keep storage and working areas free of trash.
Place oily rags in covered containers and dispose of daily.
Do not use gasoline or other flammable solvent or finish to clean floors.
Use noncombustible oil-absorptive materials for sweeping floors.
Dispose of materials in noncombustible containers that are emptied daily.
Remove accumulation of combustible dust.
Don’t refuel gasoline-powered equipment in a confined space, especially in the presence of equipment
such as furnaces or water heaters.
Don’t refuel gasoline-powered equipment while it is hot.
Follow proper storage and handling procedures.
Ensure combustible materials are present only in areas in quantities required for the work operation.
Clean up any spill of flammable liquids immediately.
Ensure that if a worker’s clothing becomes contaminated with flammable liquids, these individuals
change their clothing before continuing to work.
Post “No Smoking” caution signs near the storage areas.
Report any hazardous condition, such as old wiring, worn insulation and broken electrical equipment, to
the supervisor.
Keep motors clean and in good working order.
Don’t overload electrical outlets.
Ensure all equipment is turned off at the end of the work-day.
Maintain the right type of fire extinguisher available for use.
Use the safest cleaning solvents (nonflammable and nontoxic) when cleaning electrical equipment.
52
Ensure that all passageways and fire doors are unobstructed. Stairwell doors shall never be propped
open, and materials shall not be stored in stairwells.
Periodically remove over spray residue from walls, floors, and ceilings of spray booths and ventilation
ducts.
Remove contaminated spray booth filters from the building as soon as replaced or keep immersed in
water until disposed.
Don’t allow material to block automatic sprinkler systems, or to be piled around fire extinguisher
locations. To obtain the proper distribution of water, a minimum of 18 inches of clear space must be
maintained below sprinkler deflectors. If there are no sprinklers, a 3-foot clearance between piled
material and the ceiling must be maintained to permit use of hose streams. These distances must be
doubled when stock is piled higher than 15 feet.
Check daily for any discard lumber, broken pallets or pieces of material stored on site and remove
properly.
Reptile immediately any pile of material which falls into an aisle or clear space.
Use weed killers that are not toxic and do not pose a fire hazard.
FIRE PROTECTION EQUIPMENT
Every building will be equipped with an electrically managed, manually operated fire alarm system. When
activated, the system will sound alarms that can be heard above the ambient noise levels throughout the
workplace. The fire alarm will also be automatically transmitting to the fire department. Any fire suppression or
fire detection system will automatically actuate the building alarm system.
The automatic sprinkler system, if applicable, will adhere to NFPA 13, Standard for the Installation of Sprinkler
Systems. The sprinkler system and components will be electrically supervised to ensure reliable operation. This
includes gate valve tamper switches with a local alarm at a constantly attended site when the valve is closed. If
a single water supply is provided be a connection to the city mains, a low-pressure monitor is included. If
pressure tanks are the primary source of water, air pressure, water level, and temperature shall be supervised. If
fire pumps are provided to boost system pressure, supervision will monitor loss of pump power, pump running
indication, low system pressure, and low pump suction pressure.
In hospitals, every patient sleeping room will be provided with an outside window or door that can be opened
from the inside; this will allow venting of products of combustion if there is a fire. A specially designed smoke
control system can be a substitute for an outside window.
Portable fire extinguishers are placed in a building. Fire extinguishers must be kept fully charged and in their
designated places. The extinguishers will not be obstructed or obscured from view. A map indicating the
locations of all fire extinguishers for this company is in Appendix E. The fire extinguishers will also be inspected
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by the Person County General Services Department, at least monthly, to make sure that they are in their
designated places, have not been tampered with or actuated, and are not corroded or otherwise impaired.
Attached inspection tags shall be initialed/dated each month.
The location of all hydrants, hose houses, portable fire extinguishers, or other fire protective equipment should
be properly marked with arrows and signs painted on the pavement.
VII. TRAINING
All employees shall be instructed on the locations and proper use of fire extinguishers in their work areas.
Employees shall also be instructed as to how to operate the building’s fire alarm system and be familiar with
evacuation routes. The training of all employees shall include the locations and types of materials and/or
processes which pose potential fire hazards. The training program shall also emphasize the following:
1. Use and disposal of smoking materials
2. The importance of electrical safety
3. Proper use of electrical appliances and equipment
4. Unplugging heat-producing equipment and appliances at the end of each workday
5. Correct storage of combustible and flammable materials
6. Safe handling of compressed gases and flammable liquids (where appropriate)
Initial training and ongoing training shall include regularly scheduled fire drills. Training documentation shall be
place in Appendix D.
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Appendix A
FIRE PREVENTION CHECKLIST
This checklist should be reviewed regularly and kept up to date.
ELECTRICAL EQUIPMENT
_ No makeshift wiring _ Fuse and control boxes clean a closed
_ Extension cords serviceable _ Circuits properly fused or otherwise protected
_ Motors and tools free of dirt and grease _ Equipment approved for use in hazardous areas
(if required)
_ Lights clear of combustible materials _ Safest cleaning solvents used
FRICTION
_ Machinery properly lubricated _ Machinery properly adjusted and/or aligned
SPECIAL FIRE-HAZARD MATERIALS
_ Storage of special flammable isolated _ Nonmetal stock free of tramp metal
WELDING AND CUTTING
_ Area surveyed for fire safety _ Combustible removed or covered
_ Permit issued
OPEN FLAMES
_ Kept away from spray rooms and booths _ Portable torches clear of flammable surfaces
_ No gas leaks
PORTABLE HEATERS
_ Set up with ample horizontal and overhead clearances _ Safely mounted on noncombustible surfaces
_ Secured against tipping or upset _ Use of steel drums prohibited
_ Combustibles removed or covered _ Not used as rubbish burners
HOT SURFACES
_ Hot pipes clear of combustible materials _ Soldering irons kept off combustible surfaces
_ Ample containers available and serviceable _ Ashes in metal containers
SMOKING AND MATCHES
_ “No smoking” and “smoking” areas clearly marked _ No discarded smoking materials in prohibited areas
_ Butt containers available and serviceable
SPONTANEOUS IGNITION
_ Flammable waste material in closed, metal containers _ Piled material, dry, and well ventilated
_ Flammable waste material containers emptied frequently _Trash receptacle emptied daily
STATIC ELECTRICITY
_ Flammable liquid dispensing vessels grounded and bonded _ Proper humidity maintained
_ Moving machinery grounded
HOUSEKEEPING
_ No accumulation of rubbish _ Premises free of unnecessary combustible materials_ Safe storage of
flammables _ No leaks or dripping of flammables and floor free
of spills
_ Passageways clear of obstacles _ Fire doors unblocked and operating freely
_ Automatic sprinklers unobstructed
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FIRE PROTECTION
_ Proper type of fire extinguisher _ Extinguishing system in working order
_ Fire extinguisher in proper location _ Service date current
_ Access to fire extinguishers unobstructed _ Personnel trained in use of equipment
_ Access to fire extinguishers clearly marked _ Personnel exits unobstructed and maintained
_ Fire protection equipment turned on
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APPENDIX B
INSPECTION LOGS AND FIRE INCIDENT REPORTS
Insert fire incident reports and inspection records behind in this section.
57
APPENDIX C
IDENTIFIED FIRE HAZARDS AND RESPONSIBLE PERSONNEL
HAZARD IDENTIFICATION
Type Location Control Extinguisher
Location
Responsible
Personnel
58
TRAINING RECORD
Employee Department Name of Training Date of Training
59
APPENDIX E
FIRE EXTINGHISHER/FIRE PULL STATION/EXIT LOCATIONS
60
Preventive maintenance is a term used to describe the performance of regularly scheduled maintenance
procedures of a vehicle to prevent the possibility of malfunctions. It is this agency’s policy to follow that
minimum required maintenance set forth by the manufacturer standards. All preventative maintenance will be
reported/completed in a timely manner.
MAINTENANCE
Each vehicle is assigned a number by the Department which is affixed to each vehicle in a visible location (driver
side front under the headlight, on the cover for the gas tank and the back-passenger side above the brake light.
The phone number and facility name is put on the vehicles when purchased.
Every transit driver is responsible for ensuring that periodic maintenance is performed on the vehicle assigned
to him/her. The transit driver will indicate on the Pre-Trip Inspection Form when the vehicle is within 500 miles
of the next scheduled service. Administrative staff also watch the mileage and lift count on a daily basis.
PREVENTATIVE MAINTENANCE
PLAN
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All requests for service and maintenance must be given to the Transportation Coordinator. Repairs are posted
on the Maintenance Repair form generated by the AssetWorks program. A copy of the form must be taken
with the vehicle to the maintenance provider and a copy of the form is filed with the coordinator and posted in
the Vehicle Maintenance Log.
In the event of a mechanical failure while the vehicle is in service, the driver will call the Dispatch Center to
report the need for service. The Transportation Coordinator will contact the maintenance provider during
normal business hours or the wrecker service at other times.
Preventative Maintenance Schedule
Be alert and ready to make schedule alterations per your specific needs. When making alterations, be sure to
document any changes and update this list for reference.
Wash vehicle interior and exterior – determine need by the amount of use and
road conditions. (Salt used for clearing roads and chloride compounds used to
control dust on unpaved roads may require more frequent washes.
Clean the windshield wiper blades as required.
Replace:
Alternator
Starter motor
Windshield wiper motor
Windshield wiper blades
Exhaust components: muffler, manifolds, pipes, hangers and clamps,
headlamps, turn signal bulbs, brake lights and marker lights.
Vehicle interior fittings, seat materials
Wheelchair lift components
Wheelchair restraint components
Flush radiator
Replace coolant
Service air conditioner
Regularly
Unscheduled
Every Year
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Replace all hoses; more often if necessary.
Replace battery
* In dusty areas, the air filter should be replaced every
10,000 miles.
** PVC value and brake pad replacements and engine tune-ups may need to be performed more often than suggested in this schedule.
6,000 Change oil, oil filter, lubricate outer tie rod ends, rotate tires, check transmission fluid level, check
coolant level, hoses and clamps, inspect exhaust system and brake hoses, inspect CV joints (if
equipped) and front suspension components.
12,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires, check
transmission fluid level, check coolant level, hoses, and clamps, inspect exhaust system and brake
hoses.
18,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate front suspension ball joints, rotate
tires, check transmission fluid level, check coolant level, hoses, and clamps, inspect exhaust
system, brake hoses and brake linings, inspect CV joints (if equipped) and front suspension
components, inspect front wheel bearing, clean and repack if required.
24,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires, Check
transmission fluid level, check coolant level, hoses and clamps, inspect exhaust system and brake
and brake hoses, inspect CV joints (if equipped) and front suspension components.
30,000 Change oil, oil filter, lubricate outer tie rod ends, replace engine air cleaner filter, replace spark
plugs, rotate tires, check transmission fluid level and fill plug condition, check coolant level, hoses
and clamps, check transfer case fluid level, inspect exhaust system and brake hoses, inspect the
CV joints (if equipped) and front suspension components.
36,000 Change oil, oil filter, flush and replace engine coolant regardless of mileage, lubricate outer tie
rod ends, lubricate front suspension ball joints, lubricate steering linkage, rotate tires, check
transmission fluid level, check coolant level, hoses, and clamps, inspect exhaust system, brake
hoses and brake linings, inspect CV joints (if equipped) and front suspension components, inspect
front wheel bearing, clean and repack if required.
Every 2 Years
Every 2 Years
Mileage Specific
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42,000 Change oil, oil filter, lubricate outer tie rod ends, rotate tires, check transmission fluid level, check
coolant level, hoses, and clamps, inspect exhaust system and brake hoses. Inspect CV (if
equipped) and front suspension components.
48,000 Change oil, oil filter, flush and replace engine coolant, lubricate out tie rod ends, lubricate
steering linkage, rotate tires, check transmission fluid level, check coolant level, hoses, and
clamps, inspect exhaust system and brake hoses, inspect CV joints (if equipped) and front
suspension components.
54,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate front suspension ball joints, rotate
tires, check transmission fluid level, check coolant level, hoses, and clamps, inspect exhaust
system, brake hoses and brake linings, inspect CV joints (if equipped) and front suspension
components, inspect front wheel bearings, clean and repack if required.
60,000 Change oil, oil filter, flush and replace engine coolant, replace ignition cables, replace ignition
cables, replace engine air cleaner filter, replace spark plugs, lubricate steering linkage, rotate
tires, check transfer case fluid level, check transmission fluid level, and fill plug condition, check
coolant level, hoses and clamps, inspect exhaust system and brake hoses, inspect the CV joints (if
equipped) and front suspension components, inspect PCV valve, replace as necessary, inspect
auto tension drive belt and replace if required.
66,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires, check
coolant level, hoses and clamps, inspect exhaust system and brake hoses, inspect CV joints (if
equipped).
72,000 Change oil, oil filter, lubricate steering linkage, rotate tires, lubricate outer tie rod ends, lubricate
front suspension ball joints, check transmission fluid level, check coolant level, hoses and clamps,
inspect exhaust system, brake hoses and brake linings, Inspect CV joints (if equipped) and front
suspension components, inspect front wheel bearings, clean and repack if required, inspect and
replace auto tension drive belt if required.
78,000 Change engine oil, oil filter, flush and replace engine coolant, lubricate outer tie rod ends, rotate
tires, check transmission fluid level, check coolant level, hoses and clamps, inspect CV joints (if
equipped) and front-end suspension components.
84,000 Change oil, and filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires, check
transmission fluid level, check coolant level, hoses and clamps, inspect exhaust system and brake
hoses, inspect CV joints (if equipped) and front suspension components.
90,000 Change oil, oil filter, Drain and refill transfer case fluid, lubricate front suspension ball joints,
lubricate outer tie rod ends, replace ignition cables, replace engine air cleaner filter, replace spark
plugs, rotate tires, check transmission fluid level and fill plug condition, check coolant level, hoses
and clamps, inspect exhaust system, brake hoses and brake linings, inspect the CV joints (if
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equipped) and front suspension components, inspect PCV valve, replace if necessary, inspect
auto tension drive belt and replace if required, inspect front wheel bearings, clean and repack if
required, inspect auto tension drive belt and replace if required.
96,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires, check
transmission fluid level, check coolant level, hoses and clamps, inspect exhaust system and brake
hoses, inspect CV joints (if equipped) and front suspension components.
100,000 Change oil, oil filter, lubricate outer tie rod ends, rotate tires, check transmission fluid level, check
coolant level, hoses and clamps, inspect exhaust system and brake hoses, inspect CV joints (if
equipped) and front suspension components.
Drain and fill automatic transmission fluid, change filter, and adjust bands, flush and replace
engine coolant, flush and replace power steering fluid.
106,000 Change oil, oil filter, lubricate outer tie rod ends, rotate tires, check transmission fluid level, check
coolant level, hoses and clamps, inspect exhaust system and brake hoses, inspect CV joints (if
equipped) and front suspension components.
112,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires, check
transmission fluid level, check coolant level, hoses, and clamps, inspect exhaust system and brake
hoses.
118,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate front suspension ball joints, rotate
tires, check transmission fluid level, check coolant level, hoses, and clamps, inspect exhaust
system, brake hoses and brake linings, inspect CV joints (if equipped) and front suspension
components, inspect front wheel bearing, clean and repack if required.
124,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires, Check
transmission fluid level, check coolant level, hoses and clamps, inspect exhaust system and brake
and brake hoses, inspect CV joints (if equipped) and front suspension components.
130,000 Change oil, oil filter, lubricate outer tie rod ends, replace engine air cleaner filter, replace spark
plugs, rotate tires, check transmission fluid level and fill plug condition, check coolant level, hoses
and clamps, check transfer case fluid level, inspect exhaust system and brake hoses, inspect the
CV joints (if equipped) and front suspension components.
136,000 Change oil, oil filter, flush and replace engine coolant regardless of mileage, lubricate outer tie
rod ends, lubricate front suspension ball joints, lubricate steering linkage, rotate tires, check
transmission fluid level, check coolant level, hoses, and clamps, inspect exhaust system, brake
hoses and brake linings, inspect CV joints (if equipped) and front suspension components, inspect
front wheel bearing, clean and repack if required.
142,000 Change oil, oil filter, lubricate outer tie rod ends, rotate tires, check transmission fluid level, check
coolant level, hoses, and clamps, inspect exhaust system and brake hoses. Inspect CV (if
equipped) and front suspension components.
65
148,000 Change oil, oil filter, flush and replace engine coolant, lubricate out tie rod ends, lubricate
steering linkage, rotate tires, check transmission fluid level, check coolant level, hoses, and
clamps, inspect exhaust system and brake hoses, inspect CV joints (if equipped) and front
suspension components.
154,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate front suspension ball joints, rotate
tires, check transmission fluid level, check coolant level, hoses, and clamps, inspect exhaust
system, brake hoses and brake linings, inspect CV joints (if equipped) and front suspension
components, inspect front wheel bearings, clean and repack if required.
160,000 Change oil, oil filter, lubricate outer tie rod ends, rotate tires, check transmission fluid level, check
coolant level, hoses and clamps, inspect exhaust system and brake hoses, inspect CV joints (if
equipped) and front suspension components.
166,000 Change oil, oil filter, flush and replace engine coolant, replace ignition cables, replace ignition
cables, replace engine air cleaner filter, replace spark plugs, lubricate steering linkage, rotate
tires, check transfer case fluid level, check transmission fluid level, and fill plug condition, check
coolant level, hoses and clamps, inspect exhaust system and brake hoses, inspect the CV joints (if
equipped) and front suspension components, inspect PCV valve, replace as necessary, inspect
auto tension drive belt and replace if required.
172,000 Change oil, oil filter, lubricate steering linkage, rotate tires, lubricate outer tie rod ends, lubricate
front suspension ball joints, check transmission fluid level, check coolant level, hoses and clamps,
inspect exhaust system, brake hoses and brake linings, Inspect CV joints (if equipped) and front
suspension components, inspect front wheel bearings, clean and repack if required, inspect and
replace auto tension drive belt if required.
178,000 Change engine oil, oil filter, flush and replace engine coolant, lubricate outer tie rod ends, rotate
tires, check transmission fluid level, check coolant level, hoses and clamps, inspect CV joints (if
equipped) and front-end suspension components.
184,000 Change oil, and filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires, check
transmission fluid level, check coolant level, hoses and clamps, inspect exhaust system and brake
hoses, inspect CV joints (if equipped) and front suspension components.
190,000 Change oil, oil filter, Drain and refill transfer case fluid, lubricate front suspension ball joints,
lubricate outer tie rod ends, replace ignition cables, replace engine air cleaner filter, replace spark
plugs, rotate tires, check transmission fluid level and fill plug condition, check coolant level, hoses
and clamps, inspect exhaust system, brake hoses and brake linings, inspect the CV joints (if
equipped) and front suspension components, inspect PCV valve, replace if necessary, inspect
auto tension drive belt and replace if required, inspect front wheel bearings, clean and repack if
required, inspect auto tension drive belt and replace if required.
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196,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires, check
transmission fluid level, check coolant level, hoses and clamps, inspect exhaust system and brake
hoses, inspect CV joints (if equipped) and front suspension components. Drain and fill automatic
transmission fluid, change filter, and adjust bands, flush and replace engine coolant, flush and
replace power steering fluid.
202,000 Change oil, oil filter, lubricate outer tie rod ends, rotate tires, check transmission fluid level, check
coolant level, hoses and clamps, inspect exhaust system and brake hoses, inspect CV joints (if
equipped) and front suspension components.
Wheelchair Lift Maintenance Schedule
Perform lift maintenance at scheduled intervals according to number of cycles or elapsed time, whichever comes
first. Correct any potentially dangerous situations at once.
Daily Inspections
Pre/Post-trip inspections are crucial to the success of every agency’s Preventative Maintenance Program. Each
driver will inspect his or her vehicle before leaving the parking area by completing the Pre-Trip Vehicle
Inspection Form. With the execption of the Roxboro Shuttle, all vehicles will complete their Pre/Post-trip
inspections in the CTS Software system. The Roxboro Shuttle will continue to do paper inspection sheets. The
completed checklist must be submitted to the Transportation Coordinator at the end of the driver’s shift so that
necessary maintenance can be noted and scheduled accordingly. Drivers must sign each checklist for each
vehicle used that day.
PRE-TRIP INSPECTION
Under the Hood
Check for problems under the hood at the beginning of the inspection before starting the engine. It is easier
and safer when the engine is cool.
Check the oil, radiator and battery fluid levels. If low, list this on the inspection checklist. If any fluids are below
the safe level, see the Transit Coordinator for assistance.
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Also, check hoses for cracks or possible leaks and belts for any visible damage. Report any wear on the checklist,
as soon as it begins to show.
Vehicle Interior
Since the will need to remain started while you conduct the inspection, best practices encourage placing chocks
behind the wheels prior to starting the motor.
First, engage the parking brake.
Second, start the vehicle.
Next, check the oil pressure, fuel and alternator gauges.
If the oil pressure light remains on or the gauge shows the oil pressure to be dangerously low, turn the motor off
until the problem can be corrected. Alert the Transit Coordinator and document this information on the pre-trip
inspection form.
If the alternator or generator light stays on, the battery may not be charging. To guard against the possibility of
becoming stranded along the route by a dead battery, have the problem located and corrected right away.
Check the windshield wipers to make sure they are working and not worn or stripped.
Vehicle Exterior
Turn on all exterior lights. With the vehicle in park and the emergency brake still on, begin the exterior check
from the front of the vehicle.
During the exterior inspection, be sure to note and report any evidence of fresh damage to the vehicle.
Reporting such damage now may save you a lengthy and difficult explanation or report later. Space is provided
for you on the Daily Vehicle Inspection Checklist to note and describe any exterior damage.
Check the all lights (clearance, head, tail, signal and emergency flashers) to make sure they are working. (You
may need a co-worker’s assistance).
Check the left front tire for any signs of road damage or under-inflation.
Check the air pressure with an air pressure gauge.
Take care to maintain your tires at the recommended pressure.
A soft tire is very susceptible to severe road damage.
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An over-inflated tire causes a bumpier and less comfortable ride,
Especially for elderly or disabled passengers.
Check the condition of the side marker light.
Move to the back of the vehicle and inspect the rear left tire or duals for obvious damage.
Check the air pressure with an air pressure gauge.
While at the back of the vehicle, check the taillights, the brake lights, turn signal lights, emergency flashers and
any other clearance lights, reflectors or signs. (This will require assistance).
Make sure tires are free of mud and dirt buildup.
Store a cloth to clean any dirty lights, which may be hard to see even after dark.
Check the right rear tire. If there are any other lights or outside signs for your boarding doors or lifts, make sure
they are in place and clean.
Next, look under the vehicle. Make sure there are no foreign or unfamiliar objects hanging down or wedged
underneath.
Also, check to see if there are any puddles of vehicle fluids under the vehicle. If the vehicle is leaking fluid,
report it to the Transit Coordinator.
Move to the front of the vehicle and examine the right front tire in the same manner as the left tire and check
the condition of the side marker light.
Adjust each mirror so that you can see what you need to see from your normal driving position. When adjusting
mirrors, keep in mind what you want to be able to see within your safety zone.
Test the horn to make sure it works.
Turn the steering wheel gently to make sure it is not loose.
Depress the brake pedal. If the tension feels spongy or soft, note this on your checklist, the brakes may need to
be adjusted.
Check the blower fan to verify it works so the heater, defroster or air conditioner can all be utilized.
Check the interior lights. If any lights are not working, note this on the checklist.
Note on your checklist anything in the interior of the vehicle that needs attention.
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Safety Equipment
Check your emergency equipment to make sure it is in the right location and in working order.
Emergency equipment should include:
A properly charged fire extinguisher
Warning devices such as cones, triangles, flares
A first aid kit
Extra fuses
A flashlight with fresh batteries
Blood Borne Pathogens Kits
Look around the inside of your vehicle to make sure it is clean. Clear out trash, debris or loose items. Trash or
debris left in the vehicle can be tossed about by careless passengers and can cause slips, falls and fires. A clean
vehicle presents a professional image.
Check any special accessibility equipment if your vehicle is so equipped.
Examine tie downs for signs of damage or excessive wear. Make sure they can be properly secured to the floor.
Check all lifts and ramps by operating them through one complete cycle. Make sure they are functioning
properly. (You may have to move the vehicle to ensure proper clearance while performing this part of the
inspection.)
Make sure all doors and emergency exits are functional and unobstructed.
The Pre-Trip & Post Trip Inspection Form is attached to this plan.
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Vehicles Operated by Contractor
or Services Outsourced
PREVENTATIVE MAINTENANCE
Preventive maintenance is a term used to describe the performance of regularly scheduled maintenance
procedures of Person Area Transportation System vehicles to prevent the possibility of malfunctions.
Melton Trucks Sales will maintain all Person Area Transportation System vehicles and wheelchair lifts in the best
possible operational condition. This will be accomplished by adhering to and/or exceeding the manufacturer’s
recommended minimum maintenance requirements.
MAINTENANCE SCHEDULE
Each Person Area Transportation System vehicle is assigned a number by the Public Transportation Director,
which is affixed to each vehicle in a visible location along with the phone number of the Person Area
Transportation System office.
Preventative Vehicle Maintenance Schedule
All vehicles will have a preventative maintenance service and inspection at established intervals. (See
attachment 1, Vehicle Preventative Maintenance Service Schedule)
Wheel Chairlift Preventative Maintenance Schedule
All wheelchair lifts will have a preventative maintenance service and inspection at established intervals. (See
attachment 2, Wheelchair Lift Preventative Maintenance Service Schedule)
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Unscheduled Vehicle Maintenance
First Transit will ensure all maintenance is performed to meet manufacturer’s specification. (See attachment 3,
Vehicle/Wheelchair Lift Maintenance Request)
DAILY INSPECTION
Pre/Post-Trip inspections are crucial to the success of the each transit system’s Preventative Maintenance
Program. Each driver will inspect his or her vehicle before leaving the parking lot by completing the Pre-Trip
Vehicle Inspection Form. The completed checklist must be submitted to the Transportation Coordinator at the
end of the driver’s shift to maintain a record inspection. At the end of each driver’s assigned shift, the driver
must also complete a Post-trip Inspection Sheet, found on the back of the Pre-trip Inspection Sheet. Drivers
must sign each Pre-trip and Post-trip checklist for each vehicle used that day. The Transportation Coordinator
will review each Pre-trip and Post-Trip inspection sheets daily, schedule any required or necessary maintenance,
and sign off on each sheet. (See attachment 4, Pre/Post-Trip Checklist)
MANAGEMENT REVIEWS
There must be an effective mechanism to monitor and document the contractor’s maintenance activities. An
acceptable program would consist of periodic written reports on maintenance activities submitted by the
contractor to the grantee, supplemented by periodic inspections by the grantee. The grantee must provide
oversight in order to verify the contractor’s compliance with FTA and NCDOT regulations and polices.
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The most recent Drug & Alcohol Policy (May 13, 2019) is attached to this policy.
URITY PLAN
DRUG AND ALCOHOL
POLICY
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Table of Contents
PREFACE ............................................................................................................................................................... 35
1. MISSION DEFINITION ...................................................................................................................................... 36
1.1 INTRODUCTION – ESTABLISHING THE PARAMETERS OF THE PLAN .................................................................................... 36
1.2 SYSTEM OVERVIEW – WHO WE ARE AND WHAT WE DO ............................................................................................. 38
2. PREPARATION ................................................................................................................................................ 40
2.1 OVERVIEW .......................................................................................................................................................... 40
2.2 HAZARD AND THREAT ASSESSMENT .......................................................................................................................... 41
2.3 COMMUNICATING ABOUT RISK: TRANSIT THREAT ALERT SYSTEM .................................................................................. 48
2.4 EMERGENCY PLANNING ......................................................................................................................................... 48
2.5 COORDINATING WITH STAKEHOLDERS ...................................................................................................................... 49
2.6 EXERCISES AND DRILLS ........................................................................................................................................... 52
3. PREVENTION................................................................................................................................................... 53
3.1 OVERVIEW .......................................................................................................................................................... 53
3.2 RISK REDUCTION .................................................................................................................................................. 53
3.3 TRAINING AND DEVELOPMENT ................................................................................................................................ 60
3.4 SECURITY AWARENESS .......................................................................................................................................... 63
3.5 SAFETY DATA ACQUISITION/ANALYSIS PROCEDURES ................................................................................................... 66
The Security Plan is attached to this policy.
SAFETY AND SECURITY PLAN
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PREFACE
Community transportation systems operate in a wide variety of environments including rural, urban and resort
areas. Community transit includes fixed route, shared ride, paratransit and specialized service for the general
public, as well as high-risk passengers such as individuals with disabilities, the elderly and young children.
Safety has always been a priority for local community transportation providers, state Departments of
Transportation and the Federal Transit Administration. As a result of 9/11, and the transit attacks in Spain,
England and India, there are heightened concerns for transit security even in rural communities. The destruction
wrought by Hurricanes Katrina, Rita and other acts of nature have renewed our national awareness for the role
that public transportation can play as a first responder resource.
Every transit system - whether a large fixed-route bus system or a small rural provider – is being asked to
designate safety, security and emergency preparedness as a top priority, and to prepare to manage critical
incidents for the wide array of the hazards that transit faces.
Critical Incidents could include accidents, natural disasters, sabotage, civil unrest, hazardous materials spills,
criminal activity, or acts of terrorism. Regardless of the cause, critical incidents require swift, decisive action to
protect life and property. Critical incidents must be stabilized prior to the resumption of regular service or
activities. Successful resolution of critical incidents typically requires cooperative efforts by a variety of
responding agencies.
To establish the importance of safety, security and emergency preparedness in all aspects of our organization,
Person Area Transportation System has developed this Safety, Security and Emergency Preparedness Plan
(SECURITY PLAN). This SECURITY PLAN outlines the process used by Person Area Transportation System to make
informed decisions that are appropriate for our operations, passengers, employees and communities regarding
the development and implementation of a comprehensive security and emergency preparedness program.
As a result of this program, Person Area Transportation System achieves not only an effective physical security
program, but enhances associations with the local public safety agencies in our service area. Improved
communication increases their awareness of our resources and capabilities, and improves our readiness to
support their efforts to manage community-wide emergencies, including, accidents and incidents, acts of
nature, hazardous materials, criminal activity and terrorism.
In order to be effective for Person Area Transportation System, the activities documented in this SECURITY PLAN
focus on establishing responsibilities for safety, security and emergency preparedness, identifying our
methodology for documenting and analyzing potential safety, security and emergency preparedness issues, and
developing the management system through which we track and monitor our progress in addressing these
issues.
The structure of this SECURITY PLAN focuses first on a description of Person Area Transportation System’s
Mission and a comprehensive overview of the system, then on Preparation – identifying critical assets, threats
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and vulnerabilities to the transit system and the environment in which it operates, along with preparing our
transit staff to manage incidents in concert with external emergency management organizations and first
responders, followed by Prevention – strategies for reducing risk, including training on safety/security
awareness, then on Response – staff responsibilities and emergency protocols, and finally, on Recovery –
putting things back together. The Appendix of this SECURITY PLAN contains forms that we use to ensure
documentation of our SECURITY PLAN activities.
MISSION DEFINITION
1.1 Introduction – Establishing the parameters of the plan
1.1a. - AUTHORITY
The authority for implementing the SECURITY PLAN resides with the Person Area Transportation System.
1.1b. - PURPOSE
This SECURITY PLAN defines our process for addressing safety, security and emergency preparedness as:
System Safety – The application of operating policies and procedures to reduce vulnerability to safety-
related hazards.
System Security – The application of operating policies and procedures to reduce vulnerability to
security threats.
Emergency Preparedness – The system of policies and procedures that assure rapid, controlled, and
predictable responses to a wide variety of safety and/or security incidents.
The SECURITY PLAN supports Person Area Transportation System’s efforts to address and resolve critical
incidents on our property and within our community.
Critical Incidents – Critical Incidents could include accidents, natural disasters, sabotage, civil unrest, hazardous
materials spills, criminal activity, or acts of terrorism. Regardless of the cause, critical incidents require swift,
decisive action to protect life and property. Critical incidents must be stabilized prior to the resumption of
regular service or activities. And successful resolution of critical incidents typically requires cooperative efforts
by a variety of responding agencies.
The overall purpose of the Person Area Transportation System’s SECURITY PLAN is to optimize -- within the
constraints of time, cost, and operational effectiveness -- the level of protection afforded to Person Area
Transportation System’s passengers, employees, volunteers and contractors, and any other individuals who
come into contact with the system, both during normal operations and under emergency conditions.
This SECURITY PLAN demonstrates the Person Area Transportation System’s commitment to do the following:
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Prepare
- Identify assets essential to our mission
- Assess hazards and threats facing our agency and our community
- Train staff how to prevent, respond to and recover from prime risks
- Coordinate with other emergency response organizations
Prevent
- Take steps to eliminate threats where possible
- Institute policies and procedures that reduce the likelihood of incidents occurring
- Take steps that reduce the impact on system assets when incidents do occur
Respond
React quickly and decisively to critical incidents focusing on:
- Life Safety
- Property Protection
- Stabilization of Incident
Recover
- Resume service delivery based on availability of resources
- Repair and replace critical assets
- Assess incident response and make changes based on lessons learned.
1.1c. - GOALS
The SECURITY PLAN provides Person Area Transportation System with a safety, security and emergency
preparedness capability that:
Ensures that safety, security and emergency preparedness are addressed during all phases of system
operation including hiring and training of personnel; procurement and maintenance of equipment;
development of policies and procedures; delivery of service, and coordination with local emergency
management and first responder agencies
Creates a culture that supports employee safety and security through the appropriate use and operation of
equipment and resources
Promotes analysis tools and methodologies that identify changing threat conditions and bolster agency
response capabilities
Ensures that our agency achieves a level of security performance and emergency readiness that meets or
exceeds the operating experience of similarly-sized agencies
Identifies and pursues grant funding opportunities at the state and federal level to support safety, security,
and emergency preparedness efforts
Makes every effort to ensure that, if confronted with a safety or security event or major emergency, our
personnel will respond effectively, using good judgment and building on best practices identified in policies
and procedures and exercised through drills and training
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1.1d. - OBJECTIVES
In this new environment, every threat cannot be identified and eliminated, but Person Area Transportation
System takes steps to be more aware, to better protect passengers, employees, facilities and equipment, and
stands ready to support community needs in response to a critical incident. To this end, our SECURITY PLAN has
five objectives:
1. Achieve a level of security performance and emergency readiness that meets or exceeds the operating
experience of similarly-sized agencies around the nation.
2. Partake in and strengthen community involvement and participation in the safety and security of our
system.
3. Develop and implement a Threat and Vulnerability Assessment program and, based on the results of this
program, establish a course of action for improving physical safety and security measures and emergency
response capabilities.
4. Expand our training program for employees, volunteers and contractors to address safety and security
awareness and emergency management concerns.
5. Enhance our coordination with partner agencies regarding safety, security and emergency preparedness
issues.
1.1e. - DEFINITION
In this SECURITY PLAN, the terms “transit vehicle” or “bus” are used to describe all types of transit surface
conveyances including sedans, mini-vans, vans, body-on-chassis, mini-buses and the wide range of full-size
coaches.
1.2 System Overview – Who We Are and What We Do
1.2a. - ORGANIZATIONAL DESCRIPTION
Person Area Transportation System (PATS) is a public transportation service that operates as a branch of Person
County Government. PATS provides transportation for various human services agencies, the elderly, people with
disabilities and the general public of Person county to anywhere in Person County for a fee.
1.2b. - MISSION STATEMENT
Our mission is to provide safe, friendly and reliable transportation to the citizens and visitors of Person County
utilizing the most efficient manner possible to increase mobility and support a livable community.
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1.2c. - ORGANIZATIONAL STRUCTURE
*Transportation Coordinator assumes direct supervision and decision-making duties in the absence of the Director
1.2d. - SERVICE AREA
Person Area Transportation System serves all of Person County and provides transportation anywhere in Person
County. PATS also provides transportation to Durham, Prospect Hill, Hillsborough and Chapel Hill NC for medical
appointments only.
1.2e. - SERVICE DESIGN
1. Demand Response
2. Deviated Fixed-Route D
3. Subscription
4. Contract
A list of PERSON AREA TRANSPORTATION SYSTEM KEY
PERSONNEL AND SECURITY PLAN RESPONSIBILITIES is found in
the section of this document entitled SECURITY PLAN
SUPPORTING DOCUMENTS at SECTION 7.1.
County Manager
Assistant County
Manager
Transportation
Advisory Board
Public
Transportation
Director
Title VI Coordinator
(Public Transportation
Director)
Transportation
Coordinator*
Administrative
Support Assistant
Transit Specialists
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1.2f. - FUNDING SOURCES
PATS receives federal, state and local funding. PATS receives 5311 Administrative & Capital funding, ROAP
funding, fare revenue, 5310 Operating funding through Kerr Tar Council of Government and local county
funding.
[Identify federal, state and local funding sources.]
1.2g. - VEHICLES AND FACILITIES
PATS had a fleet of 14 vehicles which includes 7 LTV buses and 7 Transit Vans. All 14 vehicles are wheelchair lift
equipped.
PATS operates out of a county owned building located at 303 S Morgan St Roxboro NC 27573. The building is
shared with Economic Development. Our vehicles are parked in a secured lot located in the Roxboro Square
Complex at 355 S Madison Blvd Roxboro NC 27573.
2. PREPARATION
2.1 Overview
While safety addresses the day-to-day issues of transporting passengers in the community safely and without
accident, security deals with the entire transit system and the potential for threats against it. Security also
includes Person Area Transportation System as part of the larger community and the response within the
community to environmental hazards, criminal or terrorist acts, or natural disaster.
The Person Area Transportation System Threat and Vulnerability Assessment provides a framework by which to
analyze the likelihood of hazards and threats damaging critical assets. Included in this assessment are:
Historical analysis
Physical surveys
Expert evaluation
Scenario analysis
The Threat and Vulnerability Assessment offers Person Area Transportation System the ability to identify critical
assets and their vulnerabilities to threats, to develop and implement countermeasures, and to monitor and
improve program effectiveness. This analysis is guided by clear investigation of three critical questions:
1. Which assets can we least afford to lose?
2. What is our responsibility to protect these assets?
3. Where do we assume total liability for risk and where do we transfer risk to others, such as local public
responders, technical specialists, insurance companies, and the state and Federal government?
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2.2 Hazard and Threat Assessment
2.2a. – CRITICAL ASSETS – IDENTIFYING THE IMPORTANT ELEMENTS OF OUR ORGANIZATION REQUIRING
PROTECTION
Overview
In security terms, Person Area Transportation System’s assets are broadly defined as:
People – Passengers, employees, visitors, contractors, vendors, community members, and others who come
into contact with the system
Information – Employee and customer information, computer network configurations and passwords,
ridership, revenue and service statistics, operating and maintenance procedures, vehicle identification
systems
Property – Revenue vehicles, non-revenue vehicles, storage facilities, passenger facilities, maintenance
facilities and equipment, administrative offices, computer systems and communications equipment
Assets are critical when their loss either endangers human life or impacts the Person Area Transportation
System’s ability to maintain service. In reviewing assets, the transportation system has prioritized which among
them has the greatest consequences for the ability of the system to sustain service. These critical assets may
require higher or special protection.
Asset Analysis
In identifying and analyzing critical assets for the entire system, under the full range of operational conditions, a
simple process called “asset criticality valuation” has been performed by Person Area Transportation System.
This process helped Person Area Transportation System management to prioritize the allocation of limited
resources for protecting the most vital elements of its operation. In this asset analysis Person Area
Transportation System considered the following:
Criticality to mission
Asset replacement cost
Severity of impact on public health and safety
Impact on other assets including intangibles such as public trust and employee morale
A completed “CAPABILITIES ASSESSMENT” is found in the section
of this document entitled SECURITY PLAN SUPPORTING
DOCUMENTS at SECTION 7.2.
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For those assets that are mission-critical, steps are taken for risk avoidance (i.e. stop the activity altogether), risk
retention (e.g. accept the risk but take steps to reduce the likelihood or impact of an incident) and risk
transference (e.g. have someone else, like an insurer, assume the risk).
2.2b. – THREAT AND VULNERABILITY ANALYSIS
A threat is any action with the potential to cause harm in the form of death, injury, destruction of property,
interruption of operations, or denial of services. Person Area Transportation System threats include accidents
and incidents, hazardous materials, fires, acts of nature, or any event that could be perpetrated by criminals,
disgruntled employees, or terrorists.
Threat analysis defines the level or degree of the threats by evaluating the probability and impact of the threat.
The process involves gathering historical data about threatening events and evaluating which information is
relevant in assessing the threats against Person Area Transportation System. Some of the questions answered
in our threat analysis include.
How safe are vehicles and equipment?
How secure is the transportation facility?
What event(s) or act(s) of nature has a reasonable probability of occurring?
Have similar-sized agencies been targets of criminal or terrorist acts in the past?
How significant would the impacts be?
A vulnerability is anything that can make an agency more susceptible to a threat. This includes vulnerabilities in
safety/security procedures and practices involving transit facilities, transit equipment and transit staff.
Vulnerability analysis identifies specific weaknesses to threat that must be mitigated.
Threat and Vulnerability Identification
The primary method used by Person Area Transportation System to identify the threats to the transit system
and the vulnerabilities of the system is the collection of historical data and incident reports submitted by drivers
and supervisors and information provided by federal and state agencies and local law enforcement.
Information resources include but are not limited to the following:
Operator incident reports
Risk management reports
Bus maintenance reports
Marketing surveys
Passengers' letters and telephone calls
Management's written concerns
Staff meeting notes
Statistical reports
An Agency “CRITICAL ASSET IDENTIFICATION AND ANALYSIS” is
found in the section of this document entitled SECURITY PLAN
SUPPORTING DOCUMENTS at SECTION 7.3.
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Special requests
Historical data
Information from public safety officials
Person Area Transportation System reviews safety/security information resources and determines if additional
methods should be used to identify system threats and vulnerabilities. This includes a formal evaluation
program to ensure that safety/security procedures are maintained and that safety/security systems are
operable. Safety/security testing and inspections may be conducted to assess the vulnerability of the transit
system. Testing and inspection includes the following three-phase approach:
1. Equipment preparedness
2. Employee proficiency
3. System effectiveness
Scenario Analysis
Scenario analysis is brainstorming by transportation personnel, emergency responders, and contractors to
identify threats to the system and to assess vulnerability to those threats. By matching threats to critical assets,
Person Area Transportation System identifies the capabilities required to counteract vulnerabilities. This activity
promotes awareness and enables staff to more effectively recognize, prevent, and mitigate the consequences of
threats.
For each scenario, the Person Area Transportation System has attempted to identify the potential impacts of
probable threats using a standard risk analysis protocol in which threats are segmented by probability from low
to high and severity of impact from modest to catastrophic.
Scenario-based analysis is not an exact science but rather an illustrative tool demonstrating potential
consequences associated with low-probability to high-impact events. To determine the actual need for
additional countermeasures, and to provide the rationale for allocating resources to these countermeasures,
the Person Area Transportation System uses the scenario approach to pinpoint the vulnerable elements of the
critical assets and make evaluations concerning the adequacy of current levels of protection.
At the conclusion of the scenario-based analysis, the Person Area Transportation System assembled a list of
prioritized vulnerabilities for its top critical assets. These vulnerabilities are divided into the following categories:
lack of planning;
lack of coordination with local emergency responders;
lack of training and exercising; and
lack of physical security
A completed “PRIORITIZED VULNERABILITY REPORT” is found in
the section of this document entitled SECURITY PLAN
SUPPORTING DOCUMENTS at SECTION 7.4.
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Based on the results of the scenario analysis, the Person Area Transportation System identified
countermeasures to reduce vulnerabilities.
2.2c. - IDENTIFIED POTENTIAL TRANSIT SYSTEM THREATS
Person Area Transportation System is committed to focusing on organizational emergency planning activities
and preparing its transit staff to react to any potential threatening event. Person Area Transportation System
understands that threat reaction planning and preparation is a dynamic and ongoing process which requires
constant attention and organizational energy. It is essential to identify each potential threat that a transit
system could face, evaluate those threats in terms of their potential impact on transit system assets and to
analyze transit system vulnerability to those threats. The Person Area Transportation System has done such a
Threat and Vulnerability Assessment for the following potential threats:
ACCIDENTS AND INCIDENTS
Transit vehicle accidents
Can be defined as collisions with other vehicles, objects or persons with the potential for damage to
people and/or property and the possibility of lawsuits and/or criminal charges.
Transit passenger incidents
Involve passenger falls, injuries relating to lift and securement operation, injuries before boarding or
after alighting and passenger illnesses
Employee accidents and incidents
Include injuries within the office, on official travel, while maintaining the equipment, and on-premises,
but not while operating a vehicle for public transport. Such accidents/incidents create the possibility for
loss of workforce, lawsuits and worker’s compensation claims.
ACTS OF NATURE
Floods
Are caused by heavy rain, storm surge, rapid snowmelt, ice jams, dam breaks or levee failures and can
result in loss of life damage to facilities, danger to vehicles on roadways and loss of power and
communications. Such events could require use of transit system assets for evacuation purposes.
Winter weather
Snow and ice storms can cause power failures, make roads dangerous or impassable, cause sidewalk
hazards, and affect the ability to deliver transit service.
Completed “THREAT AND VULNERABILITY ANALYSIS” forms and “THREAT
AND VULNERABILITY ASSESSMENT” forms for each of the below listed
threats are found in the section of this document entitled SECURITY PLAN
SUPPORTING DOCUMENTS at SECTION 7.5.
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Tornado/hurricane
High winds have the potential to cause flying debris, down trees and/or power lines, make roadways
impassable or dangerous, damage facilities or vehicles and threaten the safety of passengers and
employees. Such events could require use of transit system assets for evacuation purposes.
Thunderstorms
May trigger flash flooding, be accompanied by strong winds, hail or lightening, can possibly cause power
or communication system outages, damage facilities and equipment and make roads dangerous or
impassable.
Wildfire
Whether natural or human-caused, are particularly dangerous in drought conditions, can reduce
visibility, impair air quality, and have the potential to damage facilities, equipment and make roadways
impassable. Such an event could require use of transit system assets for evacuation purposes.
Earthquake
Has the potential to cause extensive damage to buildings, water systems power systems,
communications systems roads, bridges and other transportation infrastructure. Such events often
overwhelm first responder resources. In coastal areas, tsunamis, or tidal waves, are a hazard following
major earthquakes and underwater tectonic activity. A transit system’s assets could be used for
evacuation purposes after damage assessment.
Landslide/Avalanche
Has the potential to close roadways, damage vehicles and facilities and injure employees and
passengers.
Dust storm
Usually arrives suddenly in the form of an advancing wall of dust and debris which may be miles long
and several thousand feet high, and usually last only a few minutes. Blinding, choking dust can quickly
reduce visibility, causing accidents. While dust storms may last only a few minutes, they tend to strike
with little warning.
CRITICAL INFRASTRUCTURE
Power outages
Whether short or long in duration, can impact overall ability to operate transit services and limit
functional nature of transit equipment and facilities.
Computer crashes/cyber attacks
Cause loss of critical data and negatively impact the ability to schedule and dispatch services.
Communication system failure
Can have serious effects on the ability to deliver service and keep employees out of harm’s way.
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Supply chain interruption
Transit service is dependent upon a continuous supply of fuel, lubricants, tires, spare parts, tools, etc.
Interruption of material supplies due to weather conditions, roadway closures, acts of terrorism, acts of
war, or loss of supplier facilities can limit your ability to maintain service
Vehicle fires
Cause transit employee and passenger injuries and death and damage or loss of transit equipment and
have the potential for lawsuits.
Facility loss
Loss of administrative, maintenance, or operations facilities– whether caused by structural collapse,
presence of toxic materials, violation of municipal codes, or significant events on neighboring properties
– can hamper the ability to sustain service
Structural Fire
Whether natural or human-caused, can threaten employees and customers and damage facilities and
equipment. Such an event could require use of transit vehicles for temporary shelter, or for evacuation
purposes,
Staff shortage
Caused by labor disputes, poor human resource management, or regional employee shortages. Can
have immediate impacts on ability to deliver service, and longer-term impacts on facility and equipment
resources.
Employee malfeasance
Illegal and illicit behavior by agency employees, particularly when in uniform or on duty, can seriously
damage intangible assets such as organizational image and employee morale.
HAZARDOUS MATERIALS.
Blood borne pathogens
Exposure can put drivers, passengers, maintenance employees and bus cleaners at risk of contracting
disease.
Toxic material spills
Toxic materials fall into four basic categories: blister agents such as solvents; cardio-pulmonary agents
such as chlorine gas; biological agents such as anthrax; and nerve agents such as Sarin. While some of
these materials may be agents of terrorist acts, accidental release is also possible. Additionally, low-level
exposure to maintenance related chemicals and vehicle fluids can pose a risk to employee and
environmental health.
Radiological emergencies
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Could include accidental release of radioactivity from power plants or from materials being transported
through the service area by truck or train. Have the potential to cause danger to human life or the need
for use of transit system assets for evacuation purposes.
Fuel related events
Include accidental release of natural gas and petroleum, rupture of pipelines, and fire and explosion
involving alternative fuel use. Dangers include risk of human life, damage to facilities and vehicles, and
events that may require use of transit system assets for evacuation purposes.
CRIMINAL ACTIVITY
Trespassing
Penetration of organizational security system can increase vulnerability to criminal mischief, theft,
workplace violence, and terrorist attack
Vandalism/Criminal mischief
Includes graffiti, slashing, loitering, or other such events that damage buses, bus stops, shelters, transit
facilities and/or organizational image.
Theft and burglary
Includes loss of assets due to break-in to facilities and into vehicles as well as employee theft, and can
threaten information assets, property assets, and organizational image.
Workplace violence
Includes assaults by employees on employees, passengers on passengers, and passengers on employees
including menacing, battery, sexual assault, and murder.
Commandeered vehicle
The taking of a transit vehicle to perpetrate a crime and the taking of hostages as a negotiating tool.
Puts the lives of transit employees and passengers at risk.
TERRORISM
Dangerous mail
Chemical, biological, radiological and explosive devices delivered through the mail put the lives of
transit employees and occupants of transit facilities at risk, and have the potential for damage of
facilities and equipment.
Suicide bombers
Internationally, transit systems have been common terrorist targets. American transit systems are not
immune. The major inherent vulnerabilities of transit are that transit systems by design are open and
accessible, have predictable routines/schedules, and may have access to secure facilities and a wide
variety of sites, all of which make transit an attractive target.
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Improvised Explosive Devices (IED)
Activities could involve the use of conventional weapons and improvised explosive devices or bombs on
transit vehicles, within transit facilities or within the environment of the transit service area, putting the
lives of transit employees, passengers and community members at risk. Such events could require the
use of transit vehicles in evacuation activities.
Weapons of mass destruction
Use of chemical, biological or radiological weapons could cause massive loss of life involving everyone in
the community and lead to the destruction of transit vehicles and facilities, as well as require the use of
transit vehicles for evacuation purposes.
2.3 Communicating about Risk: Transit Threat Alert System
The Federal Transit Administration has developed a transit Threat Condition Model that parallels that of the
Department of Homeland Security. The FTA model progresses from green through red to indicate threat levels
from low to severe. It also includes purple designating disaster recovery. This model, along with its
recommended protective measures, has been adapted for use by Person Area Transportation System.
2.4 Emergency Planning
2.4a. – INTERNAL CONTACT INFORMATION
Person Area Transportation System maintains accurate and up-to-date internal contact information on key staff
and board members required to respond to safety and security emergencies.
2.4b. – EXTERNAL CONTACT INFORMATION
Person Area Transportation System maintains accurate and up-to-date external contact information on key
community emergency management personnel and first responders to be notified in the case of safety and
security emergencies.
2.4c – EMERGENCY RESPONSE TEAM ROSTER
The PERSON AREA TRANSPORATION SYSTEM SAFETY/SECURITY
ALERT SYSTEM is found in the section of this document entitled
SECURITY PLAN SUPPORTING DOCUMENTS at SECTION 7.6.
Completed Internal and External “CONTACT LISTS” are found in
the section of this document entitled SECURITY PLAN
SUPPORTING DOCUMENTS at SECTION 7.7.
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Person Area Transportation System maintains an accurate and up-to-date roster that includes contact
information of the transit incident management team in advance of any incident. This team is based on the
Incident Command System (ICS) discussed in Chapter 4 and includes representation from each area of the
organization.
2.4d – PHONE TREES
Person Area Transportation System maintains an accurate and up-to-date call tree with staff names and phone
numbers. The call tree enables everyone in the organization to be contacted quickly, with each staff member
having to make no more than a couple of calls. Details on use of the call list are included in Chapter 4 –
Response. Quarterly exercises using the phone tree should be run so that all members of the team are familiar
with its use and application.
2.4c. – DELEGATION OF AUTHORITY
Person Area Transportation System has a plan to ensure continuity of management throughout any emergency
incident. The succession plan provides for automatic delegation of authority in cases where:
The Emergency Response Coordinator (ERC) or other agency incident response personnel are no longer
able to perform incident-related duties due to injury, illness or exhaustion/rest and recuperation.
A member of the incident response team is temporarily unable to perform incident-related duties due to
loss of radio or phone service.
Regular members of the agency incident response team are unavailable due to travel (e.g., vacation,
professional development, etc.)
The succession plan designates the next most senior leader required to manage temporary duties normally
assigned to higher-level personnel.
2.5 Coordinating with Stakeholders
Person Area Transportation System is committed to proactively coordinate with local emergency management,
law enforcement and other first responders in preparing for an integrated response to emergencies and security
A completed “SUCCESSION LIST” reflecting Person Area Transportation
System emergency internal chain of command is found in the section of
this document entitled SECURITY PLAN SUPPORTING DOCUMENTS at
SECTION 7.9.
A Completed “EMERGENCY RESPONSE TEAM ROSTER” is found in
the section of this document entitled SECURITY PLAN
SUPPORTING DOCUMENTS at SECTION 7.8.
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related events. Toward this end Person Area Transportation System meets on a regular basis with local
emergency management staff, local law enforcement and other first responders, and reviews local and transit
agency emergency plans to ensure that transit is integrated into these plans and is prepared to play its defined
role in any emergency.
2.5a. – COORDINATION WITH EMERGENCY MANAGEMENT
Effective emergency response does not happen by accident. It is the result of planning, training, exercising, and
intra/interagency cooperation, coordination and communication. Integration into the local community’s
emergency planning process is central to the success of the Person Area Transportation System SECURITY PLAN
and to the preparedness of the system. Person Area Transportation System coordinates with local community
emergency management to fulfill all SECURITY PLAN functions including threat mitigation, consequence
management planning, exercising and training, and post-incident analysis.
In this SECURITY PLAN, Person Area Transportation System has defined its internal processes for identifying
safety and security events, mitigating consequences and managing or assisting in incident response.
2.5b. – COORDINATION WITH FIRST RESPONDERS
Law Enforcement
Person Area Transportation System management regularly works with the local and state law enforcement to
improve security and emergency/incident preparedness and response capabilities. These activities include:
Maintaining regular communications with law enforcement
Meeting at least once a year to ensure transit issues are understood by law enforcement
Developing an emergency contact list for dispatchers
Communicating regularly on optimal incident reporting methods that will offer law enforcement all the
information they need
Participating in cooperative emergency preparedness training programs
Establishing appropriate methods of communication for continuous coordination during an emergency
Establishing procedures for supplying the unique types of emergency service that may be required in
particular emergency situations
Completed “MEMORANDUM OF UNDERSTANDING” between Person Area
Transportation System and Community Emergency Management is found in
the section of this document entitled SECURITY PLAN SUPPORTING
DOCUMENTS at SECTION 7.10.
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Fire
Person Area Transportation System works with the local fire departments on a regular basis to support
improved security and emergency/incident preparedness and response. This includes the following activities:
Maintaining regular communications with fire services
Establishing the level of service (e.g., equipment and personnel) to be delivered in response to various
types of emergencies
Specifying in advance the level of notification, command and control, and degree of responsibility that
will apply on site
Establishing appropriate methods of communication, and developing procedures for continuous
coordination and transfer of command
Providing training for fire department personnel to familiarize them with transit vehicles and equipment,
including wheel chair lifts and access/egress procedures
Conducting periodic drills in cooperation with the fire department
Scheduling a meeting at least annually to ensure transit issues (e.g., evacuation of transit vehicles,
considerations for persons with disabilities) are understood by fire officials
Identifying any special tools and equipment the firefighters might need to address transit emergencies
(particularly items that they would not normally possess) by inviting firefighters to visit the agency
annually, and walking them through transit vehicles and facilities
Reviewing current fire-related plans and policies
Ensuring fire annunciation and evacuation procedures are part of the standard procedures and training
for operators
Emergency Medical Services
Person Area Transportation System works with the local emergency medical services including hospitals on a
regular basis to support improved medical response. Preparations include the following activities:
Maintaining regular communications with EMS
Scheduling a meeting on transit property or at the offices of EMS at least annually to ensure transit
issues are understood by the organization
Establishing appropriate EMS unit jurisdictions
Establishing the level of service (equipment, personnel, etc.) to be delivered in response to various types
and degrees of emergencies
Establishing appropriate methods of communication for continuous coordination during a response
Familiarizing EMS personnel with transit vehicles and facilities
Conducting periodic drills in conjunction with EMS personnel
Completed “MEMORANDUM OF UNDERSTANDING” between Person Area
Transportation System and First Responders are found in the section of this
document entitled SECURITY PLAN SUPPORTING DOCUMENTS at SECTION
7.11.
91
Training of First Responders on Transit Equipment
Person Area Transportation System holds annual training with local first responders to improve familiarity with
transit fleet, facilities and operations. Key areas covered include:
Vehicle and facility entry - windows, doors and hatches
Hazardous materials
Facility escape routes and safety zones
Equipment shutdown
Emergency dump valves
Battery cut-off switches
Appropriate zones to breach transit vehicles in event of an incident
Communications compatibility
2.6 Exercises and Drills
In crisis management as in sports, the transit agency plays the way it practices. That is why Person Area
Transportation System is committed to testing their emergency preparedness plans through disaster drills and
exercises.
Person Area Transportation System is committed to participating in community emergency response exercises.
This commitment requires the transportation system and community public response agencies to plan and
conduct increasingly challenging exercises over a period of time. Implementation of such a program allows the
collective community to achieve and maintain competency in executing the transportation component of local
emergency response plans.
There are five major types of exercises that comprise this program, each with a different purpose and
requirement. Each step is progressively more sophisticated in nature and will be undertaken in a step-by-step
and long-term implementation plan that is integrated into overall community response.
1. Basic awareness training to familiarize participants with roles, plans, procedures, and resolve questions
of coordination and assignment of responsibilities
2. Operational training to familiarize front-line staff with roles, plans, procedures, and resolve questions of
coordination and assignment of responsibilities.
3. Tabletop exercises that simulate emergency situations in an informal, low stress environment. It is
designed to elicit discussion as participants examine and resolve problems based on existing crisis
management plans and practical working experience.
4. Drills that test, develop or maintain skills in a single response procedure (e.g., communications,
notification, lockdown, evacuation procedures, etc.). Drills can be handled within the organization, or
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coordinated with partner agencies, depending upon the drill objective(s). Drills help prepare players for
more complex exercises in which several functions are simultaneously coordinated and tested.
5. Functional exercises are full-scale simulated incidents that tests one or more functions in a time-
pressured realistic situation that focuses on policies, procedures, roles and responsibilities. It includes
the mobilization of emergency personnel and the resources appropriate to the scale of the mock
incident. Functional exercises measure the operational capability of emergency response management
systems in an interactive manner resembling a real emergency as closely as possible.
3. PREVENTION
3.1 Overview
Person Area Transportation System follows the guidelines provided by the Federal Transit Administration’s (FTA)
description of Core Elements addressing Model Bus Safety Programs in our internal focus on safety and the
FTA’s Public Transportation System Security and Emergency Preparedness Planning Guide in our internal focus
on security.
3.2 Risk Reduction
The Person Area Transportation System reviews current methods of threat and vulnerability resolution and
establish procedures to 1) eliminate; 2) mitigate; 3) transfer, and/or 4) accept specific risks. Prioritization of
safety/security remediation measures are based on risk analysis and a course of action acceptable by Person
Area Transportation System management.
Risk reduction/elimination implies changes to equipment, facilities, training or operational implementation in
order to no longer be exposed to the hazard (e.g. moving maintenance facility out of the floodplain). Risk
control/mitigation implies changes in policies or procedures that reduce the likelihood of an event, or reduce its
impact on critical assets (e.g. defensive driver training). Risk transference implies that the risk exposure is borne
by someone else (e.g. hazard and liability insurance).
3.2a. - STRATEGIES TO MINIMIZE RISK
Protocol that Person Area Transportation System employs to reduce vulnerability to unknown hazards and
threats includes:
Involving staff in the identification of hazards and threats
Involving staff in creating strategies that prevent or mitigate unwanted incidents
A Completed “FTA TOP 20 SECURITY PROGRAM ACTION ITEMS FOR TRANSIT
AGENCIES: SELF-ASSESSMENT CHECKLIST” is found in the section of this
document entitled SECURITY PLAN SUPPORTING DOCUMENTS at SECTION
7.12.
93
Providing training that raises staff awareness, across all departments, about agency-specific hazards and
threats
Using tabletop exercises to establish, assess and improve emergency response protocols
Conducting Drills that raise staff proficiency in reacting to unwanted incidents, including proper use of
emergency equipment and communication technologies
Participating in exercises that improve coordination across departments and between responding agencies
for any sort of critical incident
3.2b. - EMERGENCY OPERATIONS POLICIES
Checking Weather and Other Hazardous Conditions
Person Area Transportation System has in place Operations Policies that address responding to emergencies.
Particular attention is given to the following issues:
At Person Area Transportation System management is responsible for checking weather and other reports to
ensure it is safe to send vehicles on the road. This designated individual checks this information before each
shift and at appropriate intervals, especially if severe weather is expected. Drivers performing their routes
continuously assess road conditions, evaluating weather, construction, accidents, and other situations to ensure
it is safe to proceed. Every effort is made to avoid sending drivers on routes if it is unsafe to do so. However, if a
condition arises requiring a driver to abort a route, the dispatcher will contact the driver (or the driver will alert
the dispatcher), and the dispatcher will provide instructions on how to proceed.
Person Area Transportation System uses National Weather Service warnings, forecasts, and advisories available
at www.weather.gov, and weather radios monitored at dispatch site to track real-time information on the
following conditions:
Hazardous weather outlooks High wind warnings
Special weather statements High wind watches
Winter storm watches Wind advisories
Winter storm warnings Gale warnings
Snow and blowing snow advisories Tornado watches and warnings
Winter weather advisories Hurricanes
Heavy freezing spray warnings Flood warnings
Dense fog warnings Flood statements
Fire weather forecasts Coastal flood statements
Person Area Transportation System also maintains a dispatcher log, a narrative description of what occurs
during each shift. This enables the incoming dispatcher to read the previous shift log and know what needs to be
tracked, problem areas of concern, or what is going right and wrong.
Aborting or Changing Route Due to a Hazard
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To the extent possible, Person Area Transportation System avoids sending vehicles out in conditions that might
pose a hazard. It is the responsibility of the management to check weather and other relevant conditions at the
beginning of a shift, and on an ongoing basis, to safeguard the wellbeing of passengers, employees, and others.
If a hazard is encountered that causes it to be unsafe to continue on a route, agency policy is as follows:
If the hazard is noted by the driver, he/she must call the dispatcher, describe the situation, and await
further instruction.
If the hazard is noted by staff other than the driver (e.g., the dispatcher becomes aware that a tornado is
approaching), the dispatcher will contact the driver and provide direction.
Direction may be as follows:
To abort the route, and drive the passengers to the nearest emergency drop point (see policy on
emergency drop points)
To abort the route and return to the agency (particularly if there are no passengers on the vehicle)
To drop off some or all passengers at the next stops and to then abort the route, following the
instructions of the dispatcher (returning to the agency or using an emergency drop point)
With most hazards or emergencies, it is the primary policy of Person Area Transportation System that the driver,
first, communicates with the dispatcher, describes the situation, and awaits instruction. The exception to this is
in the case of an immediate life threatening situation when the driver acts first, then communicates. Policies
are in place for a range of situations.
3.2c. – TRANSIT FACILITY SAFETY AND SECURITY REVIEW
Person Area Transportation System assesses on an ongoing basis the system's physical and procedural security
systems and exposures. Findings from past and current threat and vulnerability assessments are of particular
significance.
The conditions affecting facility security change constantly. Employees come and go, a facility’s contents and
layout may change, various threats wax and wane, and operations may vary. Even such mundane changes as
significant growth of bushes or trees around a facility’s exterior may affect security by shielding the view of
potential intruders. Person Area Transportation System reviews our security measures periodically, as well as
whenever facilities or other conditions change significantly. Person Area Transportation System also does the
following:
updates risk assessments and site surveys;
reviews the level of employee and contractor compliance with security procedures;
considers whether those procedures need modification; and
Establishes ongoing testing and maintenance of security systems including access control, intrusion
detection and video surveillance.
Special attention is given by Person Area Transportation System to:
developing and refining security plans
encouraging personnel to maintain heightened awareness of suspicious activity
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providing special attention to perimeter security and access control
maintaining a proactive effort of facility visitor access and control
verifying the identify of service and delivery personnel
heightening security measures involving buses and other vehicles
securing access to utilities, boiler rooms and other facility maintenance operations
examining and enhancing physical security measures related to outside access to HVAC (heating,
ventilation and air conditioning) systems and utility controls (electrical, gas, water, phone)
securing chemical and cleaning product storage areas and maintaining appropriate records of such items
conducting status checks of emergency communication mechanisms
implementing information security programs including web site access to sensitive information
identifying high risk facilities, organizations and potential targets in the community surrounding the
transit facility
using ID badges for all employees for security purposes
considering using cameras to monitor facilities and/or transit vehicles
ensuring adequate lighting for the facility grounds
considering placing fencing or similar barrier around perimeter of facility and storage areas
developing, reviewing, refining and testing crisis preparedness procedures
Bus Stop Locations
When a decision is made to establish a bus stop, Person Area Transportation System assesses bus stop locations
to ensure that stops are located in the most secure areas possible. Guidelines for this assessment are:
Highly visible
Well lighted
Located in populated areas when possible
Located away from unsafe areas
Co-located with other activity centers if possible
3.2d. - OSHA REQUIREMENTS
Person Area Transportation System periodically inspects its facilities and staff working conditions in order to
ensure that the agency is compliant with all applicable OSHA requirements.
3.2e. – ALTERNATE BUSINESS LOCATIONS
Person Area Transportation System has established plans for alternate facilities, equipment, personnel, and
other resources necessary to maintaining service during crisis, or to resume service as quickly as possible
following disaster.
A Completed “ALTERNATE FACILITY CERTIFICATION CHECKLIST” is found in
the section of this document entitled SECURITY PLAN SUPPORTING
DOCUMENTS at SECTION 7.13.
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Emergency Drop Points
Emergency drop points are pre-designated safe locations that are used by drivers to drop off passengers
whenever instructed to do so by the dispatcher or the designated backup. In the event of an emergency, the
dispatcher ensures that the driver has been contacted and given instructions as to where to drop off passengers,
and the estimated time to drop off.
Decisions on selection of drop points are based on the following:
All points must be manned
Geographic distribution
Physical safety of drop points
Prioritization of passenger needs based on critical factors (i.e., medical needs of persons in the area,
environmental conditions, etc.)
Availability of on-site personnel to address passenger needs
Pre-existing agreements are in place for all drop points and the list of drop points is maintained by Person Area
Transportation System and reviewed on a quarterly basis.
3.2f. – COMPUTER SECURITY
Computer backups of key financial, personnel, dispatching, and other information are performed regularly.
These backups are stored in a fireproof and secured location. Computer backups and duplicate hard copies of
important documents are kept off-site in a secured location with a rotation schedule that is updated daily so
that at no time are all copies on property at the same time.
3.2g. – VEHICLE INSPECTION
Driver’s Vehicle Checklist
Person Area Transportation System drivers complete a vehicle pre-trip inspection checklist when putting a
vehicle into service. This pre-trips inspection includes:
Inspection of the vehicle’s required safety equipment
Inspection of the interior of the vehicle to detect unauthorized objects or tampering
Inspection of the interior lights to make sure they are operational and have not been tampered with
Inspection under the vehicle to detect items taped or attached to the frame
Inspection of the exterior of the vehicle for unusual scratches or marks made by tools; signs of
tampering; unusually clean or dirty compartments; or items attached using magnets or duct tape
Following established policy governing suspicious packages, devices, or substances to determine if an
unattended item or an unknown substance found during inspection is potentially dangerous
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Immediately notifying a supervisor in the case of a potentially suspicious packages(s) or evidence of
tampering. Do not start or move the vehicle or use electronic means of communication.
Periodically throughout the driver’s shift, the above inspections are conducted.
Mechanic’s Vehicle Checklist
Person Area Transportation System contracted mechanics make the following security checks before releasing a
vehicle for revenue service:
Ensures that required safety equipment is on vehicle
Inspects the interior of the vehicle for unknown objects or tampering
Inspects the interior lights to make sure they are operational and have not been tampered with
Inspects under the vehicle for items taped or attached to the frame
Inspects the exterior of the vehicle for unusual scratches or marks made by tools; signs of tampering;
unusually clean or dirty compartments; or items attached using magnets or duct tape
Inspects the gas cap for signs of tampering or unusual items
Inspects the engine compartment and other areas to detect foreign objects or false compartments in the
air filter area or the cold oil filter. Also look for additional wires running to or from the battery
compartment, and take note of unusually clean components and devices
Inspects the fuel and air tanks to detect inconsistent and missing connections
Note: If the mechanic finds an unattended item or an unknown substance while conducting the inspection,
the policy on suspicious packages, devices, or substances to determine whether the package is potentially
dangerous is followed, and a supervisor is immediately notified.
3.2h. - VEHICLE MAINTENANCE
Person Area Transportation System provides proper maintenance of vehicles and equipment critical to the
continued safe operation of the transit system. Unsafe vehicles present unnecessary hazards to the driver,
passengers and other vehicles on the road. Basic vehicle maintenance practices regularly address safety-related
vehicle equipment to ensure that no unsafe vehicles are dispatched for service. Safety-related vehicle
equipment includes:
Service brakes and parking brake
Tires, wheels, and rims
Steering mechanism
Vehicle suspension
Mirrors and other rear vision devices (e.g., video monitors)
Lighting and reflectors or reflective markings
Wheelchair lifts
Most safety-related equipment is inspected during a pre-trip inspection to ensure that the vehicle is fit for
service. Person Area Transportation System has an established formal plan to address the maintenance
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requirements of our vehicles and equipment. The vehicle maintenance program addresses the following
categories:
Daily servicing needs – This relates to fueling, checking and maintaining proper fluid levels (oil, water, etc.),
vehicle cleanliness, pre- and post-trip inspections and maintenance of operational records and procedures.
Periodic inspection – These activities are scheduled to provide maintenance personnel an opportunity to
detect and repair damage or wear conditions before major repairs are necessary. Inspection items include
suspension elements, leaks, belts, electrical connections, tire wear, and any noticeable problems.
Interval related maintenance – This focus is to identify wear, alignment, or deterioration problems of parts
or fluids. Replacement intervals of these items are determined through transit agency experience and
manufacturer recommendations.
Failure maintenance - Regardless of the preventative maintenance activities, in-service failures will occur.
When a failure is encountered that makes the vehicle unsafe or unable to continue operation, the vehicle is
usually removed from service and returned to the garage for repair.
When possible, Person Area Transportation System vehicles are stored in a secured and well- lighted location.
3.2i. – VEHICLE READINESS
It is the policy of Person Area Transportation System to maintain fully stocked first aid kits, biohazard cleanup
packs, fire suppression equipment, vehicle emergency equipment, and emergency instructions in all vehicles.
Battery operated equipment batteries will be replaced semi-annually. The assigned driver inspects the vehicle
daily for the following emergency supplies and documents the results on the pre-trip inspection sheet. In
addition, when a mechanic places a vehicle back in service, he/she ensures the required safety equipment is on
the vehicle. The required safety equipment includes:
First Aid Kit Bio-hazard Kit
Fire Extinguisher Reflective Triangles
Seat Belt Cutter Flashlight
3.2j. – OPERATOR SELECTION
Operator selection is critical to Person Area Transportation System safe transit operations. The driver of a
Person Area Transportation System transit bus is directly responsible for the safety of his or her passengers and
other drivers that share the road with the transit vehicle. The driver selection criterion addresses specific,
safety-related items.
Licensing – The driver is properly licensed and the license is appropriate for the type of vehicle the driver
is assigned. Licensing also considers local jurisdiction requirements.
Driving record – The driver has an acceptable past driving record over a reasonable period of time. The
driving record demonstrates an ability to follow traffic rules and regulations and thus avoid accidents.
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Physical requirements - The driver is physically able to perform the functions associated with the
assignment. These factors include good eyesight with true color perception, good hearing, physical
strength and dexterity to assist disabled passengers (especially in demand responsive/para-transit
assignments), or other factors that may be unique to the service area and/or specific driving
assignments.
Background checks – Person Area Transportation System does background checks on all employees to
protect against hiring personnel with a history of aberrant behavior.
3.2k. - DRUG AND ALCOHOL POLICIES
A critical element of Person Area Transportation System’s commitment to safe operations is ensuring that our
employees are not impaired due to the use of alcohol, illegal drugs, prescription drugs or over-the-counter
medication.
Person Area Transportation System follows the requirements set forth under 49 CFR Part 655 and 49 CFR Part
40 Amended as mandated by the FTA. The bottom line is protection of the riding public and transit employees,
and all efforts are geared toward this end. The Person Area Transportation System’s drug and alcohol program
includes specific policies, procedures and responsibilities, or references the appropriate master document
containing that information.
3.3 Training and Development
3.3a. – VEHICLE OPERATOR/DRIVER TRAINING
Driver Training
Once qualified candidates are identified and hired, Person Area Transportation System provides initial and
ongoing refresher training critical to ensure proper operations and adherence to the transit providers’ rules and
regulations. Person Area Transportation System understands that proper qualification of operating and
maintenance personnel is a vital part of a safe transit environment. Driver training addresses specific safety-
related issues appropriate to the type of vehicle and driving assignment. Special consideration is also given to
crisis management concerns such as fire and evacuation.
Traffic Regulations – Training addresses state and local traffic rules and regulations, traffic signs and signals,
and proper vehicle operations (including proper use of hand signals).
Defensive Driving and Accident Prevention – Training stresses defensive driving principles, collision
prevention, and concepts of preventable accidents as a measure of defensive driving success.
[NAME OF AGENCY] drivers are taught to always drive defensively. This means driving to avoid and prevent
accidents. It means driving with the vehicle under control at all times, within the applicable speed limits, or less
if driving conditions so indicate, and anticipating possible unsafe actions of other drivers. Special attention is
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given in the [NAME OF AGENCY] safety program to hazardous conditions. These hazardous conditions include
but are not limited to:
Winter driving Fog
Rainstorms/thunderstorms Flash flooding
Tornadoes Skids
Intersections Following distance
Backing Passing
Lane changes and turns Pedestrians, bicycles and motorcycles
Railroad crossings Rollovers
Expressways Traffic congestion
Vehicle Orientation and Inspection – Training focuses on the type of vehicle that will be used in service.
Significant differences can exist among different bus models and among different manufacturers, and
equipment may have characteristics that are unique to the service environment.
Behind-the-wheel Training – Training includes all core driving maneuvers for the type of vehicle in service,
including the difficulties in backing maneuvers that can lead to accidents, stopping distance requirements,
and equipment-specific functions such as door opening and closing procedures for passenger boarding and
alighting.
Passenger Sensitivity and Assistance Training – Training covers topics ranging from general customer
service techniques to elderly and disabled sensitivity to technical skills in lift and securement. The following
subjects are included in the training:
Understanding passenger needs
Understanding disabilities
Americans with Disabilities Act (ADA)
Communicating with passengers
Sensitivity to passenger needs
Mobility devices
Lifting and body mechanics
Providing assistance to passengers
Wheelchair management/wheelchair management
Lift and ramp operations
Emergency procedures
Radio Usage
To ensure the safety of our drivers and passengers and to enhance the performance of our operations, all
Person Area Transportation System employees are familiar with two-way radio operations. Basic procedures are
as follows:
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Staff using the two-way radio will follow the standard use practices of the FCC. Profanity, abusive language,
or other inappropriate transmissions are not allowed, and could result in disciplinary action.
All transmissions will be as brief as possible.
All base stations and vehicle units shall be tuned to the appropriate assigned frequency at all times.
Staff will initiate communications by first stating who they are calling, and then who is making the call. At
the completion of the transmission both parties will indicate that the transmission is completed by stating
their call sign and “clear”.
Except in the event of an emergency, all staff will listen for five seconds before transmitting to ensure there
are no transmissions in progress. Other units’ transmissions will not be interrupted unless it is an
emergency.
When an emergency is declared, all non–emergency transmissions will cease until a supervisor clears the
emergency.
In the event of an emergency, establish communications on the primary frequency and immediately shift to
the secondary frequency. State the nature of the emergency and what assistance is required. To ensure
appropriate help arrives promptly, staff will transmit the following items as soon as possible:
- Who they are and their location, in detail,
- What assistance they need,
- How many passengers they have and the nature of their condition(s),
- Staff not involved with the emergency will stay off the radio; communications will be between Dispatch
and the unit requesting assistance.
- After initial contact, emergency communications may also take place between a supervisor and the unit,
or between Dispatch and a supervisor.
Crisis Management Training – Training covers emergencies the driver may face while out on the bus. Topics of
this training range from breakdowns to accidents to fire/evacuation to handling violent perpetrators. The
following subjects are included in the training:
Accidents
Ill and injured passengers
Lift operations
Fire safety
Vehicle evacuation
Blood borne pathogens (bodily fluid spill containment and clean up)
Handling conflict
Basic crisis management steps
Transit security
Securing the vehicle
First Aid
Person Area Transportation System provides basic First Aid training to drivers, including triage procedures,
focusing on:
Clearing air passages
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Controlling bleeding
Blood borne pathogen protection
Handling shock victims
Reacting to seizures
3.3b. – TRAINING OF OTHER PERSONNEL
At a minimum, Person Area Transportation System includes the as part of the training curriculum for agency
personnel not directly involved in revenue service:
Maintenance
Mechanic Skill Development
Defensive Driving
CPR/First Aid/Triage
Incident response protocols
Scheduling and Dispatching
Scheduling and Dispatching Skill development
Customer Relations
Radio Usage
Crisis Management
Incident response protocols
Management and Supervision
Leadership Skills
Coaching, Counseling and Discipline
Crisis Management
Accident Investigation
Crime scene Preservation and evidence collection requirements
3.3c. – TRAINING DOCUMENTATION
The Person Area Transportation System maintains complete and accurate records of all driver training and
certification, as well as the training materials and grading mechanism. Drivers are required to demonstrate skill
and performance competency in the type of vehicle to which they are assigned as a part of training
requirements. Because training transit operations personnel is not a onetime activity Person Area
Transportation System provides ongoing/recurring training necessary to reinforce policies and procedures as
well as to provide a mechanism to brief drivers on new policies, procedures and/or regulations.
3.4 Security Awareness
3.4a. – TRANSIT WATCH
The Person Area Transportation System supports Transit Watch and prepares all its employees to help promote
safety and security within the community, region and nation.
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Transit Watch was developed by the Federal Transit Administration (FTA) and encourages transit employees,
transit riders and community members to be aware of their surroundings and alert to activities, packages or
situations that seem suspicious. If something out of the ordinary and potentially dangerous is observed, it is to
be reported immediately to the proper transit supervisor who may investigate and/or notify law enforcement
authorities.
3.4b. – SUSPICIOUS ITEMS, VEHICLES, PEOPLE AND ACTIVITIES
Person Area Transportation System understands that it has a role to play in being a part of the eyes, ears and
liability of the community and a part of the community’s first line of defense. Therefore, it is vigilant and is
committed to train and encourage all employees to be on the lookout for any suspicious people, activities,
vehicles, packages or substances. Person Area Transportation System employees know their operating
environment, know what is usual and unusual, they are taught to trust their gut reactions and report anything
unusual, out of place or suspicious to dispatch/management who will then immediately pass this information on
to the appropriate authorities.
All Person Area Transportation System employees are “On the Look Out” for and report to the transit agency
the following:
Suspicious Items
Public transportation systems deal with items left unattended in stations and on vehicles all the time. These
unattended packages impose a tremendous burden on security. Although unattended packages are rarely
linked to explosive devices, they all represent a potential threat and need to be examined systematically. If an
unattended package is not deemed suspicious, it will be treated as lost property and handled according to
agency protocol.
Person Area Transportation System trains employees to identify items, packages and devices as suspicious if
they meet any of the following criteria:
• Common objects in unusual locations
• Uncommon objects in common locations
• A threatening message is attached
• Unusual wires or batteries are visible
• Stains, leaks or powdery residue are evident
• Sealed with excessive amounts of tape or string
• Lopsided or lumpy in appearance
• Tanks, bottles or bags are visible
• A clock or timer is attached
• A strange odor, cloud, mist, vapor or sound emanates from it
• Addressed with cut and paste lettering and/or common words misspelled
• Have excessive postage attached
• Abandoned by someone who quickly leaves the scene
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• No one in the immediate area claims it as theirs
• An active attempt has been made to hide it (i.e. Placed in an out-of-the-way locations)
Once an item, package or device is determined to be suspicious
the item is not touched or moved
the area or vehicle is immediately evacuated uphill and upwind
Radio and cell phones should not be used within 300 feet of the suspicious package
system management is notified, and
Appropriate action is taken (i.e., notifying of bomb analysis team).
Suspicious Vehicles
Person Area Transportation System understands that vehicles (cars, trucks, boats, bikes) are frequently used in
criminal or terrorist attacks. Therefore, agency employees are trained to be alert to suspicious vehicles in and
around their work environment. Employees are told to report vehicles to system management and authorities
when they notice any of the following:
• Show signs of forced entry
• Have altered or makeshift company insignia or license plates
• Are located in an unauthorized area or near a potentially catastrophic target
• Contain unusual equipment which could be used in a violent act
• Appear to be overloaded and/or have bulging tires or sagging frames
• Emit unusual odors, leaks or residues
Suspicious People and Activities
Person Area Transportation System teaches its employees to be aware of suspicious people and activities.
Employees are taught to focus on behaviors and not on a person’s color, nationality, ethnicity or religion. The
key concern in determining what is suspicious is always based on 1) where someone is, 2) when he or she is
there, and 3) what he or she is doing. Employees are encouraged to trust their judgment based on their
experience in and around the community, and the transit system, and that it normally is a combination of
factors taking place that will accurately identify a suspicious person or act.
Specific actions that are of concern and may meet the threshold of reporting as suspicious include people
appearing to be:
gathering intelligence
running security tests
attempting infiltration
conducting a dry run/drill
deploying assets
Employees are taught by Person Area Transportation System to determine if a behavior is suspicious based on
the following categories:
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attitude of the person
apparel and accessories
body language (e.g. reaction to uniformed presence)
actions in and around crowds
3.5 Safety Data Acquisition/Analysis Procedures
To Person Area Transportation System, understanding safety data is an important step toward allocating finite
resources to implement safety program elements. Data on safety-related events such as
passenger injuries or claims
passenger complaints
employee injuries
accidents
incidents
EOL’s (End-of-Life: useful life; vehicle replacement)
turnarounds
bus stops
shelters
SECURITY PLAN-KEY CONTROL
Is used to determine trends in system operations. The ultimate goal is to identify and mitigate hazards
before they cause accidents, thus boosting system performance and delivery of service to the riding
public.
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The current COOP is attached to this policy.
CONTINUITY OF
OPERATIONS PLAN
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COOP Plan
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FOREWORD
Local Communities have an ethical responsibility to ensure the safety of their community. They
also have a legal obligation to operate in a prudent and efficient manner, even during an
impending threat or following a disaster.
This continuity of operations (COOP) plan provides guidance for the Person Area Transportation
System to perform its essential functions as part of a COOP capability.
Recommended changes to this document may be addressed, at any time, to the Public
Transportation Director.
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Introduction
Purpose
This continuity of operations (COOP) plan for the Person Area Transportation System, hereinafter
called Community, presents a management framework, establishes operational procedures to
sustain essential functions, and guides the restoration of full functions if normal operations in one or
more of the Community’s locations are not feasible.
This plan was prepared in accordance with Department of Homeland Security (DHS) Headquarters
Continuity of Operations (COOP) Guidance Document, dated April 2004, which provides a structure
for formulating a COOP plan; Presidential Decision Directive–67, “Ensuring Constitutional
Government and Continuity of Government Operations,” which requires all Federal departments
and agencies to have a viable COOP capability; and State of North Carolina requires all local
communities to prepare for emergencies and disasters.
This document focuses on the basic COOP elements: essential functions, critical systems, alternative
facilities, orders of succession, delegations of authority, and vital records. Development of
procedures that address the basic COOP elements and work in concert with business continuity and
disaster recovery plans allows for uninterrupted delivery of the Community’s essential functions.
This document applies to the full spectrum of threats and emergencies that may affect the
Community. Specifically, this COOP plan is based on an event scenario that disrupts the
Community’s essential functions. In this scenario, the Community location is closed for normal
business activities. The most likely causes of such disruption are severe winter storms (i.e., ice or
snow), widespread utility failure, multiple explosions, civil disturbance, or credible threats of actions
that would preclude access to or use of Community facilities. Under this scenario, Community
offices relocate staff and resources to a remote facility identified as the Emergency Relocation Site
(ERS).
Essential functions
This COOP plan is based on the Community’s essential functions. It serves as an operational guide
to facilitate the relocation of Community staff to an ERS and the backup of critical systems and vital
records so that essential functions may continue. The level and manner of support needed to
continue essential functions is dependent on the nature of an event. This plan describes the
processes and procedures needed to support continuation of essential functions identified in the
following table.
Priority Department Essential Functions
1 PATS Assist in any transportation and equipment needs.
2
3
4
5
6
7
8
9
109
A specific Community department oversees each essential function listed above, which, in turn, is
supported by specific critical systems and/or vital records. Therefore, to maintain an operational
status, the Community must support the required department (staff), critical systems, and vital
records at the ERS.
Authorities and References
Authority, support, and justification for continuity of operations (COOP) planning are provided
through the documents listed in Annex A.
Concept of Operations
A COOP plan must be maintained at a high level of preparedness and be ready to be implemented
without significant warning. It should be implemented fully no later than 12 hours after activation
and provide guidance to sustain operations for up to 30-days. The broad objective of this COOP plan
is to provide for the safety and well-being of Community employees. In addition, this plan will
facilitate the execution of the Community’s essential functions during any crisis or emergency in
which one or more Community locations are threatened or not accessible. Specific Community
COOP Plan objectives include the following:
Enable staff to perform essential functions to prepare for and respond to the full spectrum
of possible threats or emergencies including terrorism, technological catastrophes, natural
or manmade disasters, and other crises.
Identify key principals and supporting staff who will relocate.
Ensure that the Emergency Relocation Site (ERS) can support Emergency Relocation Group
(ERG) operations.
Protect and maintain vital records and critical systems.
An emergency, such as an explosion, fire, or hazardous materials incident, may require the
evacuation of one or more Community locations with little or no advance notice. Building
evacuation, if required, is accomplished via implementation of Occupant Emergency Plans for each
location. This COOP Plan is not an evacuation plan, rather it provides for a deliberate and
preplanned movement of selected principals and supporting staff to the ERS.
Following an incident so severe that one or more Community locations are rendered unusable, or if
such an event appears imminent, the Chief Municipal Officer instructs the Emergency Management
Director or Senior COOP Official to activate the Community COOP Plan. The Emergency Management
Director or Senior COOP Official deploys the appropriate members of the ERG.
Phase I: Activation and Relocation
The extent to which orderly alert and notification is possible depends on the amount of warning
received, whether personnel are on duty at Community locations or off duty at home or elsewhere,
and, possibly, the extent of risk for Community personnel or locations.
Decision Process
Execution of this COOP plan focuses on continuing the Community’s essential functions via the
relocation of select personnel, ERS operations, and critical systems recovery. This COOP plan may be
executed in several phases that are delimited by the time from warning dissemination and the
activities being performed. Depicted below is the Community’s decision process.
Any disaster, whether natural, manmade, or technological, that adversely affects the Community’s
ability to perform essential functions, requires activation of this plan.
110
Alert, Notification, and Implementation Process
Community staff will be contacted with alert and notification information using the following
contact lists.
Department Head & County Official Work/Cell Phone
Community Emergency Telephone Directory
FEMA Regional Office Contact Information
Note: Information and guidance for Community members is normally relayed by network messages,
e-mail, or phone using existing emergency calling plans. All members of the Emergency Relocation
Group (ERG) will be notified initially by phone; however, other Community staff members will be
notified via network alerts and/or public address announcements, as appropriate. Based on the
situation, current information may also available via announcements released to and made by local
radio and TV stations.
Employees should listen for specific instructions and specifically for the words “Emergency
Personnel.” All Community employees should remain either at their office or at home until specific
guidance is received.
Leadership
Orders of Succession
In the event of a vacancy in the position of Public Transportation Director, or the absence of the
incumbent in this position, another individual serving in an acting capacity shall temporarily assume
the duties of the position.
Successor #1: Transportation Coordinator
Successor #2: Administrative Support Assistant
Successor #3: Assistant County Manager
Successor #4: County Manager
Delegation of Authority
The Community and its Chief Municipal Officer are charged with maintaining a comprehensive State -
wide program and task the respective departments with completing any associated duties.
Delegations of authority from the position of Chief Municipal Officer are established to ensure the
ability of Community staff members to perform essential functions while remaining a viable part of
the organization.
Warning ?
Implement
Contingency
Plans
yes
no
0-24 hrs
Evacuate
Location?
Return to
Normal
Operations
yes Event
Monitoring
Location
Accessible ?
0-48 hrs
Activate
COOP Plan
Implement COOP
at ERS
yes
no
Reoccupy
Location
Implement
Occupant
Emergency
Plans
Return to NormalOperations
Implement
Reconstitution
Plans
yes
no
no Reoccupy
Location?
yes
111
Emergency Response Group
Personnel with select knowledge, skills, and abilities are required to perform the tasks associated
with the Community’s essential functions. The following personnel are identified as critical members
of the ERG.
Emergency Personnel
Office/Division Position Duties Number
Office A Director Direction and Control 1
Office A Transportation Coordinator Safety 2
Execution
Departure of ERG Advance Team:
The Community Chief Municipal Officer, or other person with delegated authority, directs the
Emergency Management Director or Senior COOP Official to begin the movement of the ERG.
The Senior COOP Official notifies the Relocation Site Support Official that the ERG has
departed.
ERG members depart with their flyaway kits.
The Senior COOP Official notifies other Community offices outside the affected area and
clients, as appropriate, that the activation of the COOP Plan is in progress.
Departure of Non-ERG Agency Personnel:
At the time of an emergency notification, and in the absence of guidance to the contrary, non-
ERG personnel present at each affected Community location are directed to go home to await
further instructions.
Transition of Responsibilities to the Deployed ERG:
Following arrival at the ERS, the Community Chief Municipal Officer, or designee, orders
the cessation of operations at the affected Community location(s).
The Senior COOP Official notifies other offices outside the affected area that Community
operations have shifted to the ERS.
The Senior COOP Official notifies Community clients that operations have shifted to the
ERS.
As appropriate, the Senior COOP Official, or designated representative, notifies vendors
and other service providers that Community operations have been relocated temporarily
and provides direction to either continue or temporarily suspend provision of service.
Phase II: Alternate Facility Operations
Alternative facilities (i.e., ERSs) must be capable of supporting operations in a threat-free
environment in the event that essential functions and supporting staff are relocated to the site. A
relocation site must have sufficient space and equipment to sustain operations for a period of up to
30-days. An ERS must also have the appropriate physical security and access controls.
The Senior COOP Official, or designated alternate, conducts semiannual reviews of the space
allocations with each ERS Support Official to ensure the adequacy of space and other resources.
Mission Critical Systems
In general, the telecommunication and information system support provided at Community locations
is available independently at the ERS. It is imperative that the Senior COOP Official ensures that 112
unique or critical information system requirements are considered in planning and, if appropriate,
identified as capabilities to be provided by support organizations at the ERS. Community offices shall
maintain all necessary and up-to-date files, computer software, and databases required to carry out
essential functions.
Vital Files, Records, and Databases
One COOP Plan responsibilities is to comply with the U.S. National Archives and Records
Administration Code of Regulations, Subchapter B – Records Management, to ensure the protection
and continuous availability of vital records. Vital records are documents, references, and records,
regardless of media type, that are needed to support essential functions under the full spectrum of
emergencies and disasters.
All vital records must be protected from damage or destruction. Community vital records are stored
in a properly equipped, environmentally controlled facility that is secure but also accessible when
needed for records retrieval. The Senior COOP Official is to make certain that databases and other
references supporting the essential functions of the Community are prepositioned at each ERS,
carried with deploying personnel, or available through a backup process.
Over time, vital records become outdated and require updating through a process called cycling.
Inclusion of cycling procedures in the Vital Records Management Program ensures that vital records
are current and accurate when needed.
Vital File, Record, or
Database
Form of Record
(e.g., hardcopy,
electronic)
Pre-positioned
at Alternate
Facility
Hand Carried to
Alternate
Facility
Backed up at
Third
Location
Previous 5 years
records 2014-2019
Completed
Hardcopy,
Electronic
Uncompleted
No Yes No
Phase III: Reconstitution
Within hours of relocating to the ERS, the Senior COOP Official, with the approval of Federal, State, and
local law enforcement and emergency services, initiates operations to salvage, restore, and recover the
Community location(s). These reconstitution efforts generally begin when the Chief Municipal Officer,
or other authorized person, ascertains, in coordination with Federal, State, and local authorities that the
emergency situation has ended and is unlikely to recur. However, once the appropriate Community
official determines that the emergency has ended; immediate reconstitution may not be practical.
Depending on the situation, one of the following options should be considered for implementation:
Continue to operate from the ERS.
Begin an orderly return to Community locations and reconstitute from remaining Community
offices or other resources
Begin to establish a reconstituted Community in some other facility.
System Name Current Location Other Locations
CTS Software Internet Based
Department Policies & Procedures PATS S Drive Admin Computers
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COOP Planning Responsibilities
Chief Municipal Officer
Provides overall policy direction, guidance, and objectives for COOP planning.
Provides policy direction, guidance, and objectives during an incident for the implementation
of the COOP Plan.
Consults with and advises appropriate officials during implementation of the COOP Plan.
Serves as the principal Community representative to external parties and groups during
implementation of the COOP Plan.
Emergency Management Director or Senior COOP Official
Serves as the Community COOP program point of contact.
Coordinates implementation of the COOP Plan and initiates appropriate notifications inside
and outside the Community during COOP Plan implementation.
Coordinates the COOP Training, Testing, and Exercising Program.
Aids ERG efforts at the ERS.
Initiates recovery of Community, as part of reconstitution.
ERS Support Official
Prepares site support plans to support the implementation of the COOP Plan to facilitate the
smooth transition of direction and operations from the Community location(s) to the ERS.
Provides for the proper storage of backup copies of vital records and other pre-positioned
items.
Designates personnel responsible to assist the arriving ERG Advance Team.
Maintains a current roster of designated site support staff.
Supports periodic coordination visits by Community offices.
Keeps the Senior COOP Official informed of site vulnerabilities or changes in site resources
that may impact the effective implementation of the COOP Plan.
Requests an annual security risk assessment of the ERS by security staff to assist in ensuring
COOP relocation site readiness.
Coordinates appropriate billeting arrangements with the ERS, if appropriate, for employees
who will not commute and need to remain overnight near the ERS.
Conducts periodic coordination visits to the ERS.
Participates in scheduled tests, training, and exercises.
Department Director
Appoints a COOP point of contact for coordination and implementation of the COOP Plan.
Keeps the Senior COOP Official informed of any changes in the designation of the office
COOP point of contact.
Identifies essential functions to be performed when any element of the Community is
relocated as part of the COOP Plan.
Identifies those functions that can be deferred or temporarily terminated in the event the
COOP Plan is implemented.
Maintains a current roster of office personnel designated as ERG members.
Maintains current personnel emergency notification and relocation rosters.
Prepares backup copies or updates of vital records.
Ensures that the time and attendance function is represented on the ERG.
Designates personnel to assist security officials in securing office equipment and files at
Community locations when implementing the COOP Plan.
114
Conducts periodic tests of the office telephone notification cascade(s).
Community Staff
Review and understand the procedures for emergency evacuation of Community locations in
the Occupant Emergency Plan.
Review and understand responsibilities related to COOP support functions and performance
of Community essential functions at a relocation site.
Report to work to perform essential functions as detailed in this COOP plan or as requested.
Provide current contact information to supervisors.
Logistics
Alternate Location
The Community has designated one ERS to support the ERG following an event that disables the
infrastructure supporting Community activities that occur at town hall and/or department offices.
The ERS should be used when town hall and/or department offices. Buildings are closed for normal
business activities. The relocation site has adequate space, the necessary equipment, and the
connectivity to support relocating each ERG responsible for performing essential functions.
Interoperable Communications
The success of Community operations at the Emergency Relocation Site (ERS) depends upon the
availability and redundancy of significant communication systems to support connectivity to internal
organizations, other agencies, critical customers, and the public. Interoperable communication should
provide a capability to correspond with the Community’s essential functions, to communicate with
other Federal agencies, State agencies, and local emergency support personnel, and to access other
data and systems necessary to conduct all activities.
Test, Training, and Exercises
A changing threat environment and recent events emphasize the need for COOP capabilities that enable
the Community to continue its essential functions across a broad spectrum of emergencies. Federal
Preparedness Circular (FPC) 66, in accordance with FPC 65, states that testing, training, and exercising of
COOP capabilities are necessary to demonstrate and improve the ability of agencies to execute their
essential functions. The Community Tests, Training, and Exercises (TT&E) Program incorporates the
three functional areas of testing systems and equipment, training personnel, and exercising plans and
procedures.
Multi-Year Strategy and Program Management
Multiyear Strategy
The Community COOP Plan Multiyear Strategy includes the objectives and key strategies for developing
and maintaining a viable COOP program, including the support for short- and long-term initiatives.
Program Management
The Program Management Plan is a critical element of the Community’s strategic planning activities
because it documents the tactics executed to achieve the initiatives in the multiyear strategy. It
describes the Community’s needs, defines roles and responsibilities, and documents specific program
timelines. In addition, it provides an effective program management tool for oversight, resource
allocation, and progress evaluation. 115
COOP Plan Maintenance
To maintain viable COOP capabilities, the Community is continually engaged in a process to designate
essential functions and resources, define short- and long-term COOP goals and objectives, forecast
budgetary requirements, anticipate and address issues and potential obstacles, and establish planning
milestones. Following is a list of standardized list of activities necessary to monitor the dynamic
elements of the Community COOP Plan and the frequency of their occurrence.
Activity Tasks Frequency
Plan update and certification Review entire plan for accuracy.
Incorporate lessons learned and changes in policy
and philosophy.
Manage distribution.
Annually
Maintain orders of succession and
delegations of authority
Identify current incumbents.
Update rosters and contact information.
Semi-annually
Maintain emergency relocation site
readiness
Check all systems.
Verify accessibility.
Cycle supplies and equipment, as necessary.
Monthly
Monitor and maintain vital records
management program
Monitor volume of materials.
Update/remove files.
On-going
116
Annex A: Authorities and References
Authority, support, and justification for continuity of operations (COOP) planning are provided through
the documents listed below.
Federal Guidance
Executive Order 12148–Federal Emergency Management. EO 12148 establishes Federal policies and
coordinates civil emergency planning, management, and assistance functions. It also establishes the
President’s role in working with State and local governments.
Executive Order 12472–Establishment of the National Communications System. EO 12472 establishes
the National Communication Systems as a Federal interagency group assigned national security and
emergency preparedness telecommunications responsibility throughout the full spectrum of
emergencies. Responsibilities include planning, developing, and implementing enhancements to the
national telecommunications infrastructure to achieve measurable improvements in survivability,
interoperability, and operational effectiveness under all conditions. This is accomplished by effective
management and by using national telecommunication resources to support the Government during
any emergency.
Executive Order 12656–Assignment of Emergency Preparedness Responsibilities. EO 12656 is the
foundation of these mandates. It requires Federal agencies to develop plans and procedures that
ensure the survival of the U.S. Constitution and American Government by enabling them to continue to
provide essential functions and services during and following a disaster or emergency. Executive Order
12656 assigns national security management preparedness responsibilities to Federal departments and
agencies.
Presidential Decision Directive 63. PDD–63 is a national-level effort to ensure the security of the
increasingly vulnerable and interconnected infrastructure of the United States. It requires departments
and agencies to develop a plan for protecting critical infrastructures, including telecommunications,
banking and finance, energy, transportation, and other essential functions and services. The directive
addresses those services provided by Federal, State, and local governments.
Presidential Decision Directive 67. PDD–67 directs the Federal executive branch departments and
agencies to have a viable COOP Plan and capability. Departments and agencies must be able to operate
at their alternative facilities with or without warning no longer than 12 hours after the disaster and to
maintain sustained operations for a minimum period of up to 30-days. The plans identify those
requirements necessary to support the primary functions, such as emergency communications,
establishing a chain of command, and delegations of authority.
Executive Order 13228—Establishing the Office of Homeland Security and the Homeland Security
Council. EO 13228 establishes the Office of Homeland Security in response to the terrorist attacks on
September 11, 2001. Responsibilities of the office include developing and coordinating the
implementation of a comprehensive national strategy to secure the United States from terrorist threats
or attacks. The office shall coordinate the executive branch’s efforts to detect, prepare for, prevent,
protect against, respond to, and recover from terrorist attacks within the United States.
Executive Order 13231—Critical Infrastructure Protection in the Information Age. EO 13231
establishes a protection program that consists of continual efforts to secure information systems for
critical infrastructure that includes emergency preparedness communications. To achieve this policy,
there will be a senior executive branch committee to coordinate that will have cognizance over all
Federal efforts and programs involving continuity of operations, continuity of government, and Federal
department and agency information systems protection.
117
Robert T. Stafford Disaster Relief and Emergency Assistance Act, Amended (U.S. Code Title 42 Section
5121). This act provides for an orderly and continual means of assistance by the Federal Government to
State and local governments for carrying out their responsibilities to alleviate the suffering and damage
that result from disasters. 42 USC 5121 encourages the development of comprehensive disaster
preparedness and assistance plans, programs, capabilities, and organizations by the States and local
governments.
U.S. National Archives & Records Administration (NARA) Code of Federal Regulations. The NARA Code
of Federal Regulations (CFR), Subchapter B, Records Management, provides guidance and prescribes
policies for records management programs relating to record creation and maintenance, adequate
documentation, and proper record disposition.
Homeland Security Presidential Directive–1. The Homeland Security Council (HSC) shall ensure
coordination of all homeland security-related activities among executive departments and agencies and
promote the effective development and implementation of all homeland security policies. The HSC
Principals Committee (HSC/PC) shall be the senior interagency forum under the HSC for homeland
security issues. The HSC Deputies Committee (HSC/DC) shall serve as the senior sub-Cabinet
interagency forum for consideration of policy issues affecting homeland security. HSC Policy
Coordination Committees (HSC/PCC) shall coordinate the development and implementation of
homeland security policies by multiple departments and agencies throughout the Federal Government,
and shall coordinate those policies with State and local government.
Homeland Security Presidential Directive–3. The Homeland Security Advisory System provides
warnings in the form of a set of graduated “Threat Conditions” that would increase as the risk of the
threat increases. At each threat condition, Federal departments and agencies implement a
corresponding set of “Protective Measures” to further reduce vulnerability or increase response
capability during a period of heightened alert. This system is intended to create a common vocabulary,
context, and structure for an ongoing national discussion about the nature of the threats that confront
the homeland and the appropriate measures that should be taken in response. It seeks to inform and
facilitate decisions appropriate to different levels of government and to private citizens at home and at
work.
FEMA Federal Preparedness Circular (FPC) No. 65–Federal Executive Branch Continuity of Operations
(COOP). FPC 65 provides guidance to Federal executive branch departments and agencies for
developing viable and executable contingency plans for continuity of operations. COOP planning
facilitates the performance of department/agency essential functions during any emergency or
situation that may disrupt normal operations. FPC 65 requires that each agency appoint a senior
Federal Government executive as an emergency coordinator to serve as program manager and agency
point of contact for coordinating agency COOP activities. This ensures continuous performance of an
agency’s essential functions during an emergency and protects essential facilities, equipment, records,
and other assets. The actions recommended in FPC 65 will reduce disruptions to operations and loss of
life, and minimize damage and losses. It achieves a timely and orderly recovery from an emergency and
resumption of full service to customers.
Federal Preparedness Circular No. 66–Test, Training and Exercise (TT&E) Program for Continuity of
Operations (COOP). FPC 66 provides guidance to Federal executive branch departments and agencies
for use in developing viable and executable TT&E programs to support the implementation and
validation of COOP plans. These activities are important elements of a comprehensive emergency
preparedness program necessary to improve the ability of agencies to effectively manage and execute
their COOP plans.
Federal Preparedness Circular No. 67–Acquisition of Alternate Facilities for Continuity of Operations
(COOP). FPC 67 provides guidance to Federal executive branch departments and agencies for acquiring 118
alternative facilities to support their COOP. FPC 67 requires agencies to designate alternative operating
facilities as part of their COOP plans and prepare their personnel for the possibility of sudden relocation
of essential functions or COOP contingency staff to these facilities should an emergency necessitate that
action.
State Guidance
North Carolina (N.C.) General Statutes 58-9; 118-38; 143-166.1, 143-507 through
517, 153-A and 160-A
N.C. General Statutes166A
N.C. Executive Order 72.
N.C. General Statutes 115C-242 (6)
N.C. General Statutes Article 36A of Chapter 14
State of North Carolina Executive Order 43, North Carolina Emergency Response
Commission (NCERC), April 7, 1987
North Carolina General Statute, Chapter 95, Article 8, The Hazardous Chemical
Right-To-Know Act
North Carolina Hazardous Materials Right-To-Know Law
119
Annex B: Alternate Location/Facility Information
The Community has designated one primary Emergency Relocation Site (ERS) to support the
Emergency Relocation Group (ERG) following an event that disables the infrastructure supporting
Community activities that occur at town hall and/or department offices buildings. The ERS should be
used when town hall and/or department offices buildings are closed for normal business activities.
The relocation site has adequate space, the necessary equipment, and the connectivity to support
relocating each ERG responsible for performing essential functions.
Emergency Relocation Site Information
Address 304 S Morgan St Roxboro NC 27573
Phone Number 336-597-1700
Relocation Site Official Person County Office Building
Directions Across the street from the current office
120
Annex C: Plan Activation and Notification
The Community has designated one primary Emergency Relocation Site (ERS) to support the Emergency
Relocation Group (ERG) following an event that disables the infrastructure supporting Community
activities that occur at town hall and/or department offices buildings. The ERS should be used when the
headquarters and/or regional office buildings are closed for normal business activities. The relocation site
has adequate space, the necessary equipment, and the connectivity to support relocating each ERG
responsible for performing essential functions.
Emergency
Level
Type of Events COOP Plan Activation
Authority
Notification Method
(Local
Emergency)
(Fire, attack on your
headquarters’, etc.)
Public Transportation
Director or Emergency
Management Director
(Telephone tree)
Refer to Plan (Agency specific
announcement)
(Regional or
National
Emergency)
(Hurricane, flood or other
localized disasters)
Emergency
Management Director
(Telephone tree)
Refer to Local Plan (Medial announcement
addressing Federal government
activities and directing Federal
employees to report to
alternate emergency work
locations)
(National
Security
Emergency)
(Terrorist use of weapons of
mass destruction)
Emergency
Management Director
(Telephone tree)
Refer to Local Plan (Medial announcement
addressing Federal government
activities, if available. If
unavailable, activation is
automatic after 4 hours.)
(Other type of
Emergency)
(Event)
Public Transportation
Director or Emergency
Management Director
(Telephone tree)
(Describe Trigger(s)
that activates plan)
121
Annex D: Definitions and Acronyms
The following terms or phrases are found in this document.
Advance Team. ERG personnel who immediately deploy to the Emergency Relocation Site (ERS) upon
receiving a COOP warning or activation, to initiate actions at the ERS in preparation for the arrival of the
main body of Emergency Personnel. Advance Team plus Emergency Personnel constitute an ERG.
Business Continuity Plan (BCP). The BCP provides procedures for sustaining an organization’s business
functions during and after a disruption. An example of a business function may be an organization’s
payroll process or consumer information process. A BCP may be written for a specific business process or
may address all key business processes.
Business Recovery Plan (BRP). The BRP addresses the restoration of business processes after an
emergency, but unlike the BCP, lacks procedures to ensure continuity of critical processes throughout an
emergency or disruption.
Continuity of Operations (COOP) Plan. An action plan that provides for the immediate continuity of
essential functions of an organization at an alternative facility for up to 30-days in the event an
emergency prevents occupancy of its primary facility.
Disaster Recovery Plan (DRP). The DRP applies to major, usually catastrophic, events that deny access to
the normal facility for an extended period. Frequently, DRP refers to an IT-focused plan designed to
restore operability of the target system, application, or computer facility at a relocation site after an
emergency.
Emergency Personnel. The key principals and staff members of the ERG, responsible for the execution of
essential functions. Advance Team plus Emergency Personnel constitute an ERG.
Emergency Relocation Group (ERG). Predesignated principals and staff who move to a relocation site to
continue essential functions in the event that locations are threatened or incapacitated. The ERG
comprises Advance Team plus Emergency Personnel.
Emergency Relocation Site (ERS). A remote alternative facility to which the ERG moves to continue
essential functions in the event that traditional work sites are incapacitated.
Essential functions. Essential functions are those functions, stated or implied, that are required to be
performed by statute or Executive order, or other functions deemed essential by the heads of principal
organizational elements (i.e., administrators, office directors, and division directors).
Occupant Emergency Plan (OEP). The OEP provides the response procedures for occupants of a facility in
the event a situation poses a threat to the health and safety of personnel, the environment, or property.
Such events include a fire, hurricane, criminal attack, or a medical emergency.
Point of Contact (POC). The designated focal point for actions involving a specific plan, as in “COOP POC.”
Relocation Site (RS) Support Official. Serves as the COOP point of contact at each ERS. Responsible for
the readiness and operational condition of the ERS, as appropriate, including telecommunications,
infrastructure, and equipment; and support the billeting and meal needs of the ERG.
Senior COOP Official. Serves as the COOP point of contact. Responsible for coordinating implementation
of the COOP Plan; initiating appropriate notifications inside and outside the Agency during COOP Plan
implementation; being the point of contact for all COOP training, testing, and exercising; assisting ERG
efforts at the ERS; and initiating recovery of the Agency as part of reconstitution.
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Attached Policies & Files
1) Transit & Development Building Emergency Action Plan (EAP)
2) Pre & Post Trip Sheet
3) Preventive Maintenance Plan
4) Drug & Alcohol Policy
5) Security Policy
6) PATS Phone Tree
7) COOP Plan
123
SIGNATURE AND CERTIFICATION PAGE
The Person County Board of County Commissioners has reviewed each of the Six Plans comprised in the
System Safety Plan (SSP). During this review suggestions were made and the Plan was updated to reflect the
suggestions.
I hereby certify this Plan for Person Area Transportation System on the 21st day of October, 2019.
_____________________________________________________
David B. Newell, Sr. Chairman
Person County Board of County Commissioners
Attest:
_______________________________________________________
Brenda B. Reaves, Clerk to the Board
_________________________________________________________
Glen LaBar Jr. Public Transportation Director
124
PERSON COUNTY TRANSPORTATION/EDC
OFFICE BUILDING
PATS/EDC
303 South Morgan Street
Roxboro, North Carolina 27573
EMERGENCY
ACTION
PLAN
REVISED_____________
_____________
_____________
____________________
125
Person County Transportation/EDC Office Building
EMERGENCY ACTION PLAN/EVACUATION POLICY AND PROCEDURE
General Policy and Information
This policy was written and implemented to insure the safety of employees, clients, and
visitors. The office building will be evacuated in the event of fire, explosion and bomb
threat unless instructed otherwise by emergency officials. In case of inclement weather
conditions such as hurricane, tornadoes and high winds, employees and visitors will be
assisted to a designated safe area. In the event of other catastrophic emergency condition,
please follow these policies unless otherwise instructed by law enforcement personnel.
The Emergency Action Plan has been written by the Building Action Plan Committee for
implementation. The policy will be readily available to all employees. The employee’s
supervisor, or designee, must review this policy with all new employees on the first day
or as soon as possible after employment. This plan and the emergency evacuation
diagram will be reviewed by the Building Action Plan Committee at least annually. If at
any time, during the year it is necessary to revise the policy, all employees will be
notified.
All employees should familiarize themselves with the location of fire extinguishers, fire
alarm pull stations, and evacuation plans in their area. Fire extinguisher training will be
offered annually. There is a fire training video on the Person County Website that can be
used for training new employees until “hands on” training is offered.
Staff should assist clients and visitors in the evacuation of the building or to designated
area of safety depending on the type of emergency.
Staff should close and unlock all doors as they leave rooms or areas.
A staff member is responsible for checking their area; waiting rooms, meeting rooms,
restrooms, etc.
All personnel, clients, and visitors should exit out of the building using the route(s)
specified in the EVACUATION PLANS posted throughout the office building or report
to the designated area of safety depending on type of emergency.
Procedure for Evacuation of the Office Building
The office building is equipped with a fire alarm system which is activated by means of a
fire alarm pull station, smoke detectors and duct detectors.
The alarm will be announced by means of a shrill-sounding alarm. The staff member at
the receptionist desk will call 911. If an employee knows the fire alarm is false, they will
contact the staff member at the receptionist desk, who will then contact Communications
immediately at 911.
In the event the fire alarm does not work, follow the procedure below.
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If the employee spots a fire and the fire alarm is not working, that employee has
the responsibility to contact the staff member at the receptionist desk who will do
an all call on the telephone system announcing that the facility should be
evacuated immediately and call 911.
Notification by the fire department indicates that all is clear and that it is safe to resume
normal activities.
Fire/Evacuation Drill
Fire Drills will be conducted at least once a year at the office building.
The staff will be alerted to the fire drill by the activation of a fire alarm pull station or all
call on the telephone system by dialing 1236.
Evacuation of the office building should be conducted according to the evacuation policy
and procedures.
Announcement by the county fire inspector and/or fire department indicates completion
of the drill and the resumption of normal activities may then take place.
Inclement Weather Procedures for Office Building
Tornadoes/Hurricanes/High Winds
When the weather is severe, all staff will listen for weather reports issued by
Communications on the paging system through the county telephones. If a tornado
warning is issued or any other weather conditions, all employees should be informed
immediately through the county ALL CALL system initiated by Communications (911).
If a tornado warning is issued in your area employees and visitors should take shelter in
inner offices and hallways away from windows and outside exposed walls. Do not use
elevators because the power may fail, leaving you trapped. Protect your head and make
yourself as small a target as possible by crouching down.
All employees and visitors report to the
Interior rooms of the facility
Preparations for the hazard are to be made within each department to protect employees
from injury and to safeguard building & property. Preparations may include: backing up
computers, storing critical documents, removing equipment/paper from areas that may
get wet, etc.
If an injury occurs, emergency response will be addressed immediately by dialing 911. If
property damage has been sustained, appropriate safety measures should be addressed to
ensure the other employees are not injured by debris or other potential hazards. The
damage should be reported to the County Manager or General Services Director.
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Earthquakes
If you feel the ground shake, take the following precautions immediately!
1. DUCK – When the shaking first starts: DUCK or drop to the floor.
2. COVER – Take COVER under a sturdy desk, table or other furniture. If there
is nothing available to take cover under, crouch against an interior wall and
protect your head and neck with your arms. Stay away from windows,
hanging objects, mirrors or anything that might fall over.
3. HOLD – if seeking cover under a piece of furniture, HOLD onto it and be
prepared to move with it during the quake.
Use these tips if you find yourself in any of the following places when an earthquake
strikes:
*High-rise building – Stay near an interior wall. Do not use the elevators
*Outdoors – Move to a clear area, away from trees, signs, buildings or downed electrical
wires and poles.
*Walking along the street – Duck into a doorway to protect yourself from falling bricks,
glass, plaster and other debris.
*In your car – Pull over to the side of the road and stop. Avoid overpasses, power lines,
and other hazards. STAY INSIDE THE VEHICLE UNTIL THE SHAKING IS OVER.
*In a public place – Do not rush for the exits. DO NOT PANIC. Move away from
anything that might fall.
Duties of Office Building Action Plan Committee
Develop and implement an Emergency Action Plan.
Review and if necessary, revise plan annually at a minimum.
Meet within one week after an evacuation (fire drill) to review problems and if necessary,
revise the Emergency Action Plan.
This group’s membership consists of: one representative from PATS, one representative
from EDC, one representative from Inspection’s Office (fire inspector), and the County
Safety Committee Chair.
Duties of Department Head and/or Supervisors
Department Heads and/or Supervisors or their designees are responsible for informing
their employees of the location of the emergency action plan, its contents and escape
routes. This individual is responsible for informing new employees on their first day or
as soon as possible. This information will be discussed by the HR/Risk Management
Coordinator in New Employee Safety Orientation.
Duties of Staff Members
Check your areas (bathrooms, conference room, etc.) to be sure all personnel, clients, and
visitors are alerted and have exited to a designated area of safety.
Close and unlock all doors in your area when exiting.
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Exit building to the assigned outside area(s).
Attempt to insure that no one enters the building during the emergency.
Upon notification by the Fire Department, communicate to evacuees that all is clear and
that normal activities may resume.
Report any problem with evacuation to the Office Building Emergency Action Plan
Committee.
Post-Incident Procedures
Department heads will access damage in the building and inform the County Manager
and/or General Services Director of necessary repairs and/or actions required to restore
departmental functioning.
The office building representatives and the County Safety Committee Chair will discuss
any problems and/or revisions to the plan.
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Bomb Threats
Upon receipt of a bomb threat contact 911 immediately. If the threat has been received
by phone, provide the completed Bomb Threat Checklist to the first law enforcement
officer to arrive on the scene. Keep the phone that the call was received on off the hook
so that the call can be traced-if another call comes in afterward this is no longer possible.
Bomb Threat Checklist
Directions: When a bomb threat is received by telephone, fill out this form as soon as
possible, if not during the phone call.
Call taken by: ___________________________ Time: ______am/pm Date:__________
Caller information: Caller ID:_______________________________________________
Any identifying information on the caller (name, address, nickname, etc.):____________
_______________________________________________________________________|
___Male ___Female ___Senior Citizen
___Child ___Adolescent ___Adult
Place a check next to any of these characteristics that applied to the caller’s voice:
___Loud ___Fast ___Slurred ___Raspy
___Soft ___Slow ___Lisps ___Laughing
___High ___Garbled ___Vulgar ___Reading
___Low ___Stutters ___Nasal ___Deliberate
Was there an accent? (Elaborate if possible):____________________________________
What was the manner speech of the caller?_____________________________________
___Soft-spoken ___Well-spoken ___Rational ___Irrational ___Polite
Was the caller emotional? If so please elaborate:________________________________
Describe any background noise your heard:_____________________________________
Bomb information:________________________________________________________
Bomb location:___________________________________________________________
Time bomb will detonate:___________________________________________________
Additional Information:____________________________________________________
Follow instructions of first Law Enforcement Officials on scene if situation allows. If
you are instructed to evacuate the facility follow evacuation plan. Ask the officer if he
wants you to announce the evacuation by word of mouth or telephone from department to
department. If you need to move to another location other than the one stated in your
facilities evacuation plan for safety you will be instructed by the law enforcement officer.
Be sure all employees remain together for accountability.
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Person County Government Severe Measures for Intruder in Area
CODE 300 – Severe Measures
(A full lockdown is a response to an actual emergency situation. This type of lockdown
is used to enhance dramatically and rapidly the level of security in the facility. This type
of lockdown further requires that all employees and visitors seek as much physical safety
from physical assault as possible by using barriers to sight as well as physical barriers.)
*Intruder in vicinity of facility
*Contact all departments by paging CODE 300 over the phone
system by dialing 3000. All county phones will receive this page.
Include in the paged announcement the facility and the most recent
location of the intruder if known. If all phones in the facility are
not on the county system other areas will have to be contacted. If
possible have a co-worker assist with calls.
(All departments should lock down until law enforcement has
confirmed intruder in only one facility. Code 600 will be
announced when facility is cleared.)
*Call 911 immediately after announcing on phone system. Report
any critical information.
*The preference is full lockdown, but if an employee assesses the
situation and determines the best response for them is to get out of
the building the employee should take whatever exit strategy that
he/she believes necessary to insure his/her personal safety. The
employee will need to let their supervisor know at some point after
the incident is secure that they are safe and be accounted for.
*If full lockdown: lock doors, turn off lights, get employees and
visitor into an office, and sit on floor away from door or windows.
You should be quiet and mute your cell phone/darken your cell
phone light.
*Explain situation to visitors.
*Once it is safe to resume normal activity; CODE 600 will be
announced over the phone system by 911.
Accountability – Department heads should account for staff after it is
announced to resume normal activity.
Training – All departments should refresh their staff periodically on this
procedure. A drill should be held at least annually if possible. Drills can
be initiated internally by the department head, law enforcement and/or
County HR/Risk Management Coordinator.
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FIRE EXTINGUISHER INFORMATION AND LOCATION
All fire extinguishers should be checked monthly by the General Services Department.
Fire extinguishers must be checked by a professional fire extinguisher company annually.
Every six (6) years a breakdown check is done and every twelve (12) years a hydrostatic
check is done. It is the responsibility of the Fire Inspector to see that this is completed.
If a fire extinguisher is used for any reason, please contact the Fire Inspector in order for
it to be refilled and/or replaced immediately.
Fire Extinguisher Locations
By Front Entrance
By Rear Entrance
EXITS TO OUTSIDE OF OFFICE BUILDING
Front door (main ent./exit) toward Huck Sansbury walking track
Back door leading to Long Ave.
When exiting from any door meet at the playground area
Note: If employees need to move further from the facility they will be instructed to
do so.
DO NOT BLOCK DRIVE OR PARKING LOT. LEAVE DRIVE OPEN FOR
EMERGENCY VEHICLES.
FIRE ALARM PULL STATION LOCATIONS
Fire alarm pull stations are located at all entrance/exit doors.
Front door (main ent/exit)
Rear entrance
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DEPARTMENT OFFICE BUILDING
Emergency Action Plan
Date Implemented: 07/01/2019_________
Emergency Action Plan Representatives/Department: PATS/EDC
Rhonda Long PATS
Sherry Wilborn EDC
Marianna Long County Safety Committee Chair
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Person Area Transportation System Pre‐Trip Safety Inspection Form
Date: _________________________________ Vehicle No. ___________________ Mileage: ______________________
*Inspect and √ Ok or Problem
Ok Problem Approach Ok Problem Safety Equipment
□□Vehicle Leaning □□Accident Packet/Registration/
Insurance Card
□□ Body damage, signs of tampering □□ BBP Kit
□□Exhaust has signs of tampering □□Fire Extinguisher
or attached objects □□First Aid Kit
□□Oil or other fluid leaks noted □□Rear Door Buzzer Functional
(if applicable)
Ok Problem Underhood □□Safety Triangles
□□Fluid Level Check □□Safety Vest
□□Hoses/Belts □□Seatbelt Cutter
□□Oil Level □□Seatbelt Extenders (at least 2)
Ok Problem Exterior Ok Problem Lift & Securements
□□ Headlights/Taillights □□Cycle Lift/Lift Mechanisms
□□Marker Lights □□Extensions/Quick Straps
□□Mirrors □□Manual Pump
□□Tires □□Shoulder & Lap Belt (2 sets)
□□Turn Signals □□Tie Downs (8 total)
□□ Windshield/Wipers
Ok Problem Interior
□□2 Way Radio Operational
□□Back‐up Alarm Functional
□□Brakes & Parking Brake
□□Fuel Card
□□Gauges (including fuel)
□□Heat/AC
□□ Horn
□□ Internal Lights
□□ Panic Button (Solid Green)
□□ Steering
Driver Signature: _______________________________________________
Reviewed by: ______________________________________________ Date: _________________________
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Person Area Transportation System Post‐Trip Safety Inspection Form
Date: _________________________________ Vehicle No. ___________________ Mileage: ______________________
No. of Lift Cycles: ________________________
*Inspect and √ Ok or Problem
Ok Problem Approach Ok Problem Safety Equipment
□ □ Vehicle Leaning □ □ Accident Packet/Registration/
Insurance Card
□ □ Body damage, signs of tampering □ □ BBP Kit
□ □ Exhaust has signs of tampering □ □ Fire Extinguisher
or attached objects □ □ First Aid Kit
□ □ Oil or other fluid leaks noted □ □ Rear Door Buzzer Functional
(if applicable)
Ok Problem Underhood □ □ Safety Triangles
□ □ Fluid Level Cold Check □ □ Safety Vest
□ □ Hoses/Belts □ □ Seatbelt Cutter
□ □ Oil Level □ □ Seatbelt Extenders (at least 2)
Ok Problem Exterior Ok Problem Lift & Securements
□ □ Headlights/Taillights □ □ Cycle Lift/Lift Mechanisms
□ □ Marker Lights □ □ Extensions/Quick Straps
□ □ Mirrors □ □ Manual Pump
□ □ Tires □ □ Shoulder & Lap Belt (2 sets)
□ □ Turn Signals □ □ Tie Downs (8 total)
□ □ Windshield/Wipers
Ok Problem Interior Ok Problem Final Checks
□ □ 2 Way Radio Operational □ □ All windows and hatches closed
□ □ Back‐up Alarm Functional and secured
□ □ Brakes & Parking Brake □ □ Battery & Stroke Light off
□ □ Fuel Card □ □ No new noted damage
□ □ Gauges (including fuel) □ □ No personal property left on
□ □ Heat/AC vehicle
□ □ Horn
□ □ Internal Lights
□ □ Panic Button (Solid Green)
□ □ Steering
Driver Signature: _______________________________________________
Reviewed by: ______________________________________________ Date: _________________________
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Person Area Transportation Phone Tree Director G. LaBar Transportation Coordinator R. Long Lead Driver M. Crane Admin Support Assistant T. Fox Frankie Clayton Karen Dixon Mark Ellis Brad Isackson John Pulliam Lisa Johnson Tina Haden Henry Johnson Pam Lunsford Edwin Outlaw Joy Bell Luella Winstead Alfreda Perry Connie Dickens McCain Magdaline Thorpe Sheldonna Burton Debora Tillman Andrea Black 200
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County of Person - Person Area Transportation System
Department Policy and Procedures
Section: PATS-600-05 Title: Continuity of Operations Plan (COOP)
Effective Date: 3/18/2019 /Revised: 10/21/2019 Rescinds: COOP (Aug 2010)
Review Date:
Director:
I.Introduction
a.Person Area Transportation System (PATS) has operations that must be performed, or rapidly
and efficiently resumed, in an emergency. While the impact of an emergency cannot be
predicted, planning for operations under such conditions can mitigate the impact of the
emergency on our people, our facilities and our mission. To that end, PATS has prepared a
Continuity of Operations Plan (COOP).
b.This COOP plan establishes policy and guidance to ensure the execution of the essential
functions for PATS in the event that an emergency at the agency or in its service area threatens
or incapacitates operations and/or requires the relocation of selected personnel and functions.
c.COOP planning is a good business practice and is part of the fundamental mission of all
transportation agencies as responsible and reliable public agencies. The changing threat
environment and recent emergencies have shifted awareness to the need for COOP capabilities
that enable transportation agencies to continue their essential functions across a broad
spectrum of emergencies. Also, the potential for terrorist use of weapons of mass destruction
(WMD) has emphasized the need to provide a capability that ensures the continuity of essential
management and technical functions within the transportation organization.
II.Purpose
a.The capability to prepare for, respond to and recover from emergencies affecting PATS’
operations is dependent upon the proficiency and well-being of its employees and the clarity of
its leadership. To ensure the capability to support employees and contractors, system users,
emergency responders, local and regional emergency management agencies, and the general
public during emergencies, PATS has adopted this COOP plan.
b.This COOP plan describes how PATS will sustain the capability to perform essential functions
during and after a disruption in internal operations whether caused by severe weather, other
natural or man-made disasters, or malevolent attack. This COOP plan ensures that PATS:
i. Has the capability to implement the COOP plan both with and without warning;
ii. Is able to perform essential functions no later than 12 hours after activation of the
COOP plan;
iii. Is able to maintain essential functions for up to 30 days;
iv. Includes regularly scheduled testing, training, and exercising of agency personnel,
equipment, systems, processes, and procedures used to support the agency during a
COOP event;
v.Provides for a regular risk analysis of current alternative operating facility(ies);
vi. Supports the location of alternative facility(ies) in areas where the ability to initiate,
maintain, and terminate continuity operations is maximized;
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vii. Supports the identification and documentation of temporary operating procedures
which enable the performance of essential functions; and
viii. Promotes the development, maintenance, and annual review of agency COOP
capabilities.
c. This COOP plan supports the performance of essential functions from alternative locations (due
to the primary facility becoming unusable, for long or short periods of time) and also provides
for continuity of management and decision-making at the transportation agency, in the event
that senior management or technical personnel are unavailable, inaccessible or lost to the
organization.
III. Authorities and References
a. PATS is a department within the Person County Government. PATS will follow the guidance of
the County Manager and the Person County Board of Commissioners in any emergency
situation.
b. The COOP plan has the full endorsement of the Public Transportation Director. The COOP plan
complies with the state requirements, and addresses requirements identified in the FEMA
Continuity of Operations Federal Preparedness Circular.
IV. Scope and Applicability
a. The COOP plan is applicable to all PATS personnel and contractors. This COOP plan describes
the actions that will be taken to activate a viable COOP capability within 12 hours of an
emergency event, and to sustain that capability for up to 30 days. The COOP can be activated
during duty and non-duty hours, both with and without warning.
b. The COOP plan covers all facilities, systems, vehicles, and buildings operated or maintained by
PATS. The COOP plan addresses immediate operational situations to include the performance
of essential functions from alternate locations (due to primary facility becoming unusable, for
long or short periods of time) and also provides for continuity of management and decision-
making at the transportation agency, in the event that senior management or technical
personnel are unavailable.
c. The COOP plan will be reviewed with all employees of PATS. Training will be provided to PATS
personnel with identified responsibilities. The COOP plan has been shared with the Person
County Emergency Services Director and other interested parties.
V. Policy
a. It is the policy of PATS to quickly respond at all levels in the event of an emergency or threat, to
include human, natural, technological, and other emergencies or threats, in order to continue
essential internal operations and to provide support to our customers, emergency management
and response agencies, and other agencies or services that may be affected by the emergency.
b. A viable COOP capability identifies essential functions and consists of plans and procedures,
alternative facilities, and alternative interoperable communications and data support systems,
reinforced by comprehensive training, orientation and exercise programs. COOP capabilities
must be maintained at a high level of readiness, be capable of being activated both with and
without warning, achieve operational status no later than 12 hours after activation, and
maintain sustained operations for up to 30 days or until termination.
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VI. Objectives
a. The objectives of this plan are as follows:
i. Maintain command, control and direction during emergencies;
ii. Reduce disruptions to operations
iii. Protect essential facilities, equipment, records, and other assets;
iv. Assess and minimize damage and losses;
v. Provide organizational and operational stability;
vi. Facilitate decision-making during an emergency;
vii. Achieve an orderly recovery from emergency operations;
viii. Assist affected employees and their families;
ix. Provide for the line of succession to critical management and technical positions;
x. Provide resources and capabilities to develop plans for restoring or reconstituting
regular activities, depending upon the scope, severity, and nature of the incident; and
xi. Fulfill the agency’s responsibilities in local, regional and state emergency operations
plans and agreements with local emergency response and management agencies.
VII. Essential Functions
a. In the transportation environment, emergencies may occur both with and without warning
which result in the:
i. Denial of use of facilities or vehicles;
ii. Loss of power;
iii. Loss of telecommunications;
iv. Suddenly unavailable senior management or technical personnel; and/or
v. Inaccessible information technology systems.
b. When confronting events which disrupt its normal operations, PATS is committed to providing
essential functions, which must be continued even under the most challenging emergency
circumstances. PATS has identified as essential functions only those most critical activities
which ensure the safety and security of system users, employees, contractors, emergency
responders and the general public; support the restoration of internal operations; and facilitate
emergency response operations.
c. During activation of this COOP plan, all other activities will be suspended, to enable the agency
to concentrate on providing the essential functions and building the internal capabilities
necessary to increase and eventually restore operations. Appropriate communications with
regular or expected users of services provided by those suspended services will be a priority.
d. PATS has identified its essential functions and prioritized them by whether they should be
implemented in the first day (FD) or first week (FW) after the emergency event.
e. The key personnel and critical services and equipment necessary to support these essential
functions include drivers, operable vehicles, fuel, service supervisor (dispatcher), cell phones or
two-way radios, maintenance and repair services, and scheduling software.
VIII. Concept of Operations (CONOPS)
a. To implement the COOP plan, the transportation agency has developed a CONOPS, which
describes its approach to implementing the COOP plan, and how each COOP plan element will
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be addressed. In particular, this CONOPS focuses on establishing emergency decision-making
authority and defining a decision process for determining appropriate actions in implementing
COOP plans and procedures. This CONOPS also clarifies the transportation’s agency
assumptions regarding its activities to activate and sustain a viable COOP capability. Finally, the
CONOPS identifies how the transportation agency will address issues associated with
notification and alert, and direction and control.
IX. Planning Scenarios
a. The COOP plan has been developed around a set of scenarios which reflect the PATS’s
assessment regarding the types of events which may result in COOP plan activation. For each
type of scenario, activities have been identified to ensure the activation of the COOP plan and
the continuous capability of PATS to make decisions and take action.
i. Activation of the COOP plan may involve:
1. The deliberate and pre-planned movement of selected key staff and technical
personnel to an alternative operating facility;
2. The implementation of temporary work procedures;
3. The delegation of emergency authorities to successors of senior management
and technical personnel who are unavailable during the emergency; and/or
4. The assignment of COOP teams to perform specific activities necessary to ensure
essential functions.
b. The following six types of scenarios have been identified by PATS as the most likely to trigger
COOP plan activation:
i. Planning Scenario 1: Operations and Administrative Facility Alone Affected. Under
this type of scenario, the main operations and administrative facility is closed for
normal business activities, but the cause of the disruption has not affected
surrounding facilities, utilities, or the transportation network. The most likely cause of
such disruption are fire; system/mechanical failure; loss of utilities such as electricity,
telephone, or water; or explosion (regardless of cause) that produces no significant
damage to any other facilities or systems used by the transportation agency. This type
of event could significantly impact PATS’ communications, transportation monitoring,
and information technology capabilities. Vehicles and maintenance facilities, located
at or adjacent to the operations and administration facility, may be damaged or
destroyed. Senior management, technical and supporting personnel working at the
facility may be lost, injured, or not accounted for.
ii. Planning Scenario 2: Operations and Administrative Facility and Surrounding Area
Affected. Under this scenario, the Operations and Administrative Facility as well as
supporting facilities are closed for normal business activities as a result of widespread
utility failure; massive explosion (whether or not originating in the operations and
administrative facility); severe earthquake; civil disturbance; or credible threats of
action that would preclude access or use of the Operations and Administrative Facility
and surrounding areas. Under this scenario there could be uncertainty regarding
whether additional events (such as secondary explosions, aftershocks, or cascading
utility failures) could occur. During this type of event, the PATS’ primary facilities and
the immediate areas surrounding them are inaccessible.
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iii. Planning Scenario 3: Supporting Facilities Affected. Under this scenario, the
operations and administration facility is left unharmed, but one or more support
facilities is inoperable. These may include vehicle storage facilities, maintenance
facilities, stations, or other systems used by the transportation agency. This type of
event could be the result of a natural disaster, workplace violence, cyber-attack or
other event.
iv. Planning Scenario 4: Local/Regional Area Affected. Under this scenario, the
transportation agency’s service area would be inaccessible for normal business
activities as a result of a major disaster (hurricane, earthquake) or an actual or
threatened use of a weapon of mass destruction such as a chemical, biological,
radiological, or nuclear agent (whether or not directed at the operations and
administrative facility). PATS’ facilities are functional, but cannot be used because of
the nature of the emergency.
v. Planning Scenario 5: Vehicle Availability Affected. Under this scenario, the vehicle
availability is affected due to mechanical issues. During this type of event, PATS would
assess the availability of vehicles and provide essential services only.
vi. Planning Scenario 6: Shortage of Natural Resources. Under this scenario, the shortage
of natural resources is affected by environmental, national or state issues. During this
type of event, PATS would ensure that vehicles are maintained with as much fuel as
possible. The transportation system would conserve fuel by providing only essential
services.
X. Planning Assumptions
a. Assumptions used to support the PATS’ planning for each of these scenarios include the
following elements.
i. Emergencies or threatened emergencies can adversely impact the transportation
agency’s ability to continue to support essential functions and provide support to the
operations of clients and external agencies.
ii. When a COOP event is declared, the transportation agency will implement a
predetermined plan using training and equipped personnel.
iii. Transportation agency and non-agency personnel and resources located outside the
area affected by the emergency or threat will be available as necessary to continue
essential functions.
iv. The transportation agency will provide operational capability within 12 hours of the
event and be able to continue essential operations for 30 days or until termination of
the event, whichever is earlier.
v. Recovery for anything less than complete destruction will be achievable by using the
COOP plan.
vi. Normally available staff members may be rendered unavailable by a disaster or its
aftermath, or may be otherwise unable to participate in the recovery.
vii. Procedures are sufficiently detailed so someone other than the person primarily
responsible for the work can follow them.
viii. Recovery of a critical subset the agency’s functions and application systems will occur
to allow the agency to continue essential functions adequately.
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ix. A disaster may require transportation users, clients and local agencies to function with
limited automated support and some degradation of service, until full recovery is
made.
XI. COOP Execution
a. The Public Transportation Director, or his or her designated successor, may implement this
COOP plan. The COOP plan implemented based on known or anticipated threats and
emergencies that may occur with or without warning. PATS will use a time-phased approach for
implementation whereby critical resources are deployed early and other resources will follow
as needed.
i. Known threated and emergencies (with warning): There are some threats to
operations that may afford advance warning that will permit the orderly alert,
notification, evacuation, and if necessary, the relocation of employees. Situations that
might provide such warning include shortage of natural resources, a hurricane, a
transportation accident resulting in a threat of a release of hazardous material or a
threat of a terrorist incident.
ii. Unanticipated threats and emergencies (no warning) during non-duty hours:
Incidents may not be preceded by warning (ex: critical vehicle mechanical or
availability issues, earthquakes, arson, HAZMAT, or terrorist incidents, and may occur
while the majority of on-site staff are not at work. In these circumstances, while
operations from the primary facilities may be impossible, the majority of our
employees will still be able to respond to instructions, including the requirement to
relocate following proper notification.
iii. Unanticipated threats and emergencies (no warning) during duty hours: Incidents
may also occur with no warning during normal office hours. In these circumstances,
execution of the COOP, if indicated by the circumstances of the event, would begin by
contacting the Person County Emergency Services Director to determine the next
steps, including notification, evacuation and situation assessment.
b. In each of these circumstances, the transportation agency has developed an executive decision
process that allows for a review the emergency situation and determination of the best course
of action for response and recovery. This process uses the decision matrix for implementing the
COOP plan. Careful review of this matrix should avoid premature or inappropriate activation of
the agency COOP plan.
c. The decision matrix is presented below. Potential disruptions resulting from emergency events
are classified in Emergency Levels 1 thorough 5. Using these emergency levels, the Public
Transportation Director, or a duly designated successor will activate or partially activate the
COOP plan.
d. The decision matrix (Table 1) focuses on the way in which the emergency event may impact the
capabilities of the transportation agency to provide its essential functions. To remain flexible to
the variety of situations that could trigger activation or partial activation of the COOP plan, this
matrix provides guidance, and recommended impacts and decisions may be modified based on
the actual events.
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Table 1: Executive Leadership COOP Plan Activation Decision Matrix
Level of Emergency Impact on Agency and COOP Decision
1 Impact: Disruption of up to 12 hours, with little effect on services or impact to
essential functions or critical system.
Example: Major accident on highway or transit system.
Decision: No COOP activation required.
2 Impact: Disruptions of 12 to 72 hours, with minor impact of essential
functions.
Example: Computer virus, small fire or moderate flooding.
Decision: Limited COOP activation, depending on agency requirements
3 Impact: Disruption to one or two essential functions or to a vital system for no
more than three days.
Example: Power outage, heightened Homeland Security Advisory System
Threat Level
Decision: May require partial COOP activation to move certain personnel to an
alternative facility or location in the primary facility for less than a week.
4 Impact: Disruption to one or two essential functions or to the entire agency
with potential of lasting for more than three days but less than two weeks.
Example: Snow/ice storm, hurricane, workplace violence, major
telecommunications failure or major power outage.
Decision: May require partial COOP plan activation. For example, orders of
succession for some key personnel may be required; in addition, movement of
some personnel may be required; in addition, movement of some personnel to
an alternative work site or location in the primary facility for more than a week
may be necessary. Personnel not supporting essential functions may be
instructed not to report to work, or be re-assigned to other activities.
5 Impact: Disruption to the entire agency with a potential for lasting at least two
weeks.
Example: Explosion in/contamination of primary facility, major fire or flooding,
earthquake.
Decision: COOP plan activation. May require activation of order of succession
for some key personnel. May require movement of many, if not all, essential
personnel to an alternative work site for more than two weeks. Personnel not
supporting essential functions may be instructed not to report to work, or be
re-assigned to other activities.
XII. COOP Team
a. In the event of activation or partial activation of the COOP plan, the PATS staff would contact
the County Manager’s office.
b. With guidance from Person County management, the designated PATS staff and their
responsibilities in implement the COOP include:
i. Public Transportation Director
1. Activate or partially activate COOP plan activities
2. Communicate and coordinate with other county departments and contracted
agencies
3. Notify necessary employees regarding COOP plan activation
207
8
4. Prepare critical processes, systems, resources, and records necessary to support
essential functions
5. Ensure safety and security of system users, personnel, contractors, and others
who have come into contact with the system
6. Initiate essential functions from alternative facility or other location
7. Perform situation assessments and determine status of the transportation
system
8. Coordinate necessary activities to manage emergency and administration
functions
9. Coordinate inspections, damage assessments, and emergency repairs
ii. Transportation Coordinator
1. Assist the Director with all their related duties
2. Take over Director responsibilities in implementing the COOP in their absence
3. Assist the Administrative Support Assistant with all their related duties
iii. Administrative Support Assistant
1. Maintain a list of all employee’ current contact information, including home, cell
phone numbers and emergency contacts
2. Inform the public of COOP plan activities when service is impacted, via
notification on social media, calls to customers with scheduled trips, etc.
iv. Drivers
1. Transport system users, personnel and other county staff to safe and secure
location, as needed
c. Table 2 includes the personnel that have been trained in their roles for implementation of the
COOP plan, along with the date of the training.
Table 2: Employee Training
Employee Name Title Type of Training Trainer Date of Training
XIII. Alternative Facilities and Worksites
a. PATS recognizes that normal operations may be disrupted and that there may be a need to
perform essential functions at alternative facilities or worksites. PATS COOP team will
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9
coordinate with the County Manager’s office to determine a suitable alternative facility or work
site to support essential functions.
XIV. Time-Phased Implementation
a. The transportation agency will use a three-phased approach to the activation, management,
and eventual de-escalation of the COOP plan as shown in Table 3.
b. A brief description of PATS’ approach to each phase of activation is provided below.
c. Phase 1: Activation and Relocation
i. Alert and Notification. Depending on the severity of the emergency, the Public
Transportation Director will determine if additional personnel are needed to
implement the COOP plan. The Director will contact the Administrative Support
Assistant who will then call the drivers for assistance, as needed.
ii. Initial Actions. The Public Transportation Director contact County Manager and other
personnel, as needed; secure current office, and move to alternate facility, if
necessary; stage vehicles; notify contracted agencies and non-agency scheduled riders
of pending changes or interruptions to transportation services.
iii. Activation Procedures Duty Hours. PATS will follow the County Manager’s direction
regarding relocation to an alternative facility.
iv. Activation Procedures Non-Duty Hours. The Public Transportation Director will notify
the Administrative Support Assistant who will notify the drivers, of COOP plan
activation and implementation as their roles are required.
v. Deployment and Departure Procedures (Time-Phased Operations). The Public
Transportation Director will determine if the emergency situation requires partial pre-
deployment of any essential functions that are critical to operations; all staff will assist
with implementation as needed.
vi. Transition to Alternative Operations. At a minimum, the Public Transportation Director
will send an email or call all employees to notify them of the emergency situation and
next steps; he or she will also record a message for anyone calling into the office,
apprising callers of the situation. For extended emergency situations, the
Administrative Support Assistant should be available to field calls to the office.
vii. Site-Support Responsibilities. The Public Transportation Director will transport
essential documents on a flash drive or with the assistance of Person County IT
Department be able to access files at alternative locations. Drivers will move vehicles
to alternate facilities, and the Administrative Support Assistant will manage trip
scheduling and communications with contracted agencies and riders.
d. Phase 2: Alternative Operations
i. Execution of Essential Functions. The transportation agency will perform any essential
functions determined to be critical to operations from the alternate facility. These
essential functions include transporting scheduled riders for critical medical purpose;
local government staff or contractors to perform emergency management services;
and local government staff and county residents for emergency evacuations.
ii. Establishment of Communications. The transportation agency will reestablish normal
lines of communication with the agency, to external agencies, and to the public. The
Public Transportation Director will communicate with the County Manager’s office,
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10
other county departments, and the media as needed. The Administrative Support
Assistant, with assistance from the Transportation Coordinator, will contact
contracted agencies and scheduled riders, as needed, and man the PATS phone lines.
iii. Support and Contingency Team Responsibilities. The Public Transportation Director
and Administrative Assistant are responsible for performing essential functions and
implementing the COOP plan.
iv. Augmentation of Staff. As the situation comes under control, drivers and other county
department staff will be activated to provide other services and functions, as
necessary.
v. Amplification of Guidance to Support and Contingency Teams. The Public
Transportation Director will coordinate with the County Manager to provide additional
guidance to all PATS personnel in regards to duration of alternative operations and
include pertinent information on payroll, time and attendance, duty assignments, etc.
vi. Development of Plans and Schedules for Reconstitution and Termination. As soon as
feasible, PATS Administrative staff will begin preparation of communication, vital
records and databases, and other activities to transfer operations back to primary
facility. The Public Transportation Director will work with the County Manager to
determine if circumstances warrant a new primary facility; if so, the Public
Transportation Director will then conduct the search and follow county procedures to
move into the new facility as soon as possible.
e. Phase 3: Reconstitution
i. Reconstitution Process. PATS will end alternate operations and returning to a non-
emergency status at the designated primary facility, when the Public Transportation
Director and County Manager have conferred and determined that the emergency
status is over.
ii. Reconstitution Procedures. PATS staff will ensure a timely and efficient transition of
communications, direction and control, and transfer of vital records and databases to
the primary facility. The Public Transportation Director will oversee movement of
data, equipment, and personnel to the designated primary facility. The Administrative
Support Assistant will notify contracted agencies and riders of the reconstitution
process and its impact on transportation services provided.
iii. After-Action Review and Remedial Actions Plans. After operations have returned to the
designated primary facility, the PATS Administrative staff, with input from the County
Manager and drivers, will assess all phases and elements of the alternate operations
and provide specific solutions to correct any areas of concern.
210
11
Table 3: COOP Activation Phasing
Phase Time Frame Activity
Phase I- Activation and Relocation 0-12 Hours Contact the County Manager’s
office; discuss relocation
requirements, if needed
Coordinate with other county
departments
Notify employees and
contractors regarding
activation of COOP plan and
their status
Assemble
documents/equipment
required for essential functions
at alternative facility
Order needed
equipment/supplies
Transport documents and
designated communications
Secure original facility
Continue essential functions at
regular facility, if available,
until alternate facility is ready
Phase II- Alternative Facility/Work
Site Operations
12 Hours to Termination of
Emergency
Provide guidance to transit
staff and information to the
public
Identify replacements for
missing personnel (delegation
of authority and order of
succession)
Commence full execution of
operations supporting essential
functions at the alternative
facility
Phase III- Reconstitution Termination of Emergency Inform all personnel that the
threat no longer exists
Supervise return to normal
operating facility
Conduct a review of COOP plan
execution and effectiveness
211
12
XV. Operational Hours
a. During activation of the COOP plan, PATS will determine operation hours after assessing the
severity of the emergency status. If PATS must operate fewer than normal operating hours, due
to lack of facility, utilities, etc., the Public Transportation Director will notify affected employees
and the Administrative Support Assistant will notify riders and contracted agencies. As essential
functions are provided and additional services come one line, these hours will be extended.
XVI. Vital Records and Databases
a. A successful COOP plan provides for the protection, accessibility, and recovery of the agency’s
vital records, systems, and equipment. These are the records, systems, and equipment that if
irretrievable, lost, or damaged will materially impair the agency’s ability to conduct business
and carry out essential functions.
b. PATS will maintain back-up copies of emergency operating records and legal and financial
records, which must be available to support performance of essential functions. The back-up
copies will be stored electronically on the Person County IT Department’s server. PATS will work
with County IT staff as needed to restore vital records, systems, and/or processes.
XVII. Communications
a. Communications is a critical component of a successful transportation COOP capability.
Communications systems must support connectivity to internal organizations, other agencies,
critical customers, and the public. To ensure communications during COOP events, PATS has
identified the primary mode of communications as telephone and alternative modes of
communication include email, two-way radios, in-person visits, and announcements in local
newspapers, television and radio broadcasting.
XVIII. COOP Plan Maintenance
a. PATS has developed an approach to maintaining a viable COOP capability. This approach ensure
the review and update of the COOP plans and its supporting documents; the orientation of
training of both existing and newly hired/appointed personnel; and the testing of the COOP
capability through internal, local, regional, and state exercises (Table 4).
212
13
Table 4: COOP Plan Maintenance
Activity Tasks Frequency
Plan update and certification Review entire plan for accuracy
Incorporate lessons learned
and changes into policy
Manage distribution of plan
updates
Annually
Maintain and update Orders of
Succession
Obtain names of current
incumbents and designated
successors
Update Delegation of
Authorities
As needed
Update roster of all employees Confirm/update contact
information of all employees
Quarterly
Appoint new member of the COOP
team
Qualifications determined by
the Director
Issue appointment letter and
schedule member of
orientation
As needed
Maintain alternative work site
readiness
Ensure back-up of current, vital
records on flash drive
Maintain inventory of
necessary supplies and
equipment to take to
alternative work site
Quarterly
Train new employees in their role
for COOP plan implementation
Provide an orientation and
training class
Schedule participation in all
training and exercise events
Within 30 days of hire
Plan and conduct exercises Conduct internal exercises
Conduct joint exercises with
local, regional, and/or state
agencies
Support and participates in
interagency exercises
Annually or as needed
213
14
XIX. Glossary of Terms
Activation. When a COOP plan has been implemented whether in whole or in part
Agency Head. The highest-ranking official of the transportation agency or a successor or designee selected
by the official.
Alternate facility. A location, other than the normal facility, used to carry out essential functions in a COOP
situation.
Automated Data Processing (ADP) equipment. Equipment that performs data processing largely by
automatic means.
Collateral damage. Injury to personnel or damage to facilities that are not the primary target of attack.
Consumable office supplies. General supplies that are consumed in office use.
COOP Event. Any events that causes the transportation agency to invoke its COOP plans and procedures to
assure continuance of its essential functions.
Critical Infrastructure Protection (CIP). Risk management actions intended to prevent a threat from
attempting to, or succeeding at, destroying or incapacitating the transportation agency’s critical
infrastructures.
Delegation of Authority. Specifies who is authorized to act on behalf of the agency head or other senior
management and technical personnel for specific purposes.
Devolution. The capability to transfer statutory authority and responsibility for essential functions from an
agency’s primary operating staff and facilities to other employees and facilities, and to sustain that
operational capability for an extended period.
Emergency operating records. Records that support the execution of an agency’s essential functions.
Essential functions. Functions that enable the transportation agency to:
Provide vital services;
Maintain the safety and well being of employees, contractors, customers, and the general
public; and
Sustain the economic base in an emergency.
Executive agent. A term used to indicate a delegation of authority by a superior to a subordinate to act on
behalf of the superior. An executive agent may be limited to providing only administration and support or
coordinating common functions or he/she may be delegated authority, direction, and control over
specified resources for specified purposes.
Interagency agreements. A written agreement entered into between agencies that require specific goods
or services to be furnished or tasks to be accomplished by one agency in support of the other.
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15
Interoperability. The ability of systems, personnel, or agencies to provide services to and accept services
from other systems, personnel, or agencies and to use the services so exchanged to enable them to
operate effectively together.
Interoperable communications. Alternative communications that provide the capability to perform
essential functions, in conjunction with other agencies, until normal operations can be resumed.
Legal and financial records. Records that are need to protect the legal and financial rights of the
transportation agency and the persons affected by its actions.
Mission critical data. Information essential to supporting the execution of an agency’s essential functions.
Mission critical systems. ADP equipment essential to supporting the execution of an agency’s essential
functions.
Orders of succession. Provisions for the assumption of senior agency offices during an emergency in the
event that any of those officials are unavailable to execute their legal duties.
Originating facility. The site of normal, day-to-day operations; the location where the employee usually
goes to work.
Reconstitution. The process by which the affected transportation agency resumes normal operations from
the original or replacement primary operating facility.
Risk analysis. The identification and assessment of hazards.
Telecommuting locations. Those locations set up with computers and telephones that enable employees to
work at a location closer to their house than their main office
Test, Training and Exercises (TT&E). Measures to ensure that agency’s COOP program is capable of
supporting the continued execution of its essential functions throughout the duration of a COOP situation.
Virtual offices. A location or environment where an employee performs work through the use of portable
information technology and communication packages.
Vital databases. Information systems needed to support essential functions during a COOP situation.
Vital records. Electronic and hardcopy documents, references, and records needed to support essential
functions during a COOP situation. The two basic categories of vital records are emergency operating
records and legal and financial records.
Weapons of Mass Destruction (WMD). Weapons capable of high order of destruction and/or of being used
in such a manner as to destroy large number of people. Weapons of mass destruction can be high
explosive or nuclear, biological, chemical, and radiological weapons.
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16
Worksheet: Prioritized Listing of Essential Functions
Essential Functions Priority (First Day [FD] or First Week [FW] after
disruption
Contact drivers to operate vehicles FD
Access operable vehicles and fuel FD
Maintain communication with drivers on the road FD
Communicate and coordinate with other emergency
services
FD
Notify riders and contracted agencies of emergency
situation and interruptions to transportation
services
FD
Provide maintenance and repairs to keep vehicles in
service
FD
Maintain electronic copies of vital records of transit
agency
FW
Update riders, contracted agencies and the general
public regarding COOP activities and timeline of
restoring normal service
FW
216
17
Worksheet: Vital Records Inventory
Below is a list of vital records, regardless of media, essential to the continued functioning or reconstitution of
an organization. It should include consideration of securing as many records as possible off-site with regular
backup or provision at alternative facility, or making data portable. Maintenance frequency refers to the
schedule to timetable for checking and/or updating this vital record.
Vital File,
Record or
Database
Forms of Record
(electronic, hard
copy, etc.)
Accessible at
Alternate
Facility
Available from
Original or
Alternative
Source
Stored in
Original Facility
at?
Maintenance
Frequency
Example: Lease
of main facility
Hard copy & pdf
file
No Central office
has copy on file
Finance, 3rd
floor bottom
left drawer of
file cabinet
Annual
Scheduling Data
Electronic &
Hard Copy
Yes electronic
version is
Hard Copy no Storage room at
PATS Office
Annually
217
18
This policy is hereby adopted by the Person County Board of Commissioners on the 18th day of March, 2019.
____________________________________________
David B. Newell, Sr., Chairman
Person County Board of Commissioners.
Attest:
____________________________________________
Brenda B. Reaves, Clerk to the Board
218
AGENDA ABSTRACT
Meeting Date: October 21, 2019
Agenda Title: Tax Adjustments for October 2019
Summary of Information: Attached please find the tax releases and motor vehicle pending
refunds:
1.October 2019 tax releases.
2.October 2019 North Carolina Vehicle Tax System (NCVTS) pending refunds.
Recommended Action: Motion to accept reports and authorize refunds.
Submitted By: Russell Jones, Tax Administrator
219
NAME BILL NUMBER OPER DATE/TIME DISTRICT VALUE AMOUNT
67515301 2019-2014 DY: RP:A23 73 RH 8/9/2019 4:56:58 PM
DEES TIMOTHY A
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 133,790.00 976.67
LISTING ADJUSTED PERSONAL PROPERTY FIREADVLTAX 133,790.00 36.79
per Diane req separate bill for boat see disc rec
200492
TOTAL RELEASES:1,013.46
63656201 2019-39816 DY: PERSONAL PROPERTY MP 8/12/2019 10:58:00 AM
GRIFFIN ERIKA HUTH
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 5,362.00 39.14
LISTING ADJUSTED PERSONAL PROPERTY FIREADVLTAX 5,362.00 1.47
ADJUSTED BOAT VALUE - MOTOR BLOCK
CRACKED
TOTAL RELEASES:40.61
201950296300 2019-502963 DY:18 PERSONAL PROPERTY MP 8/12/2019 2:13:53 PM
WILLIAMS PAUL LAMBERT
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 20,833.00 11.67
LISTING ADJUSTED PERSONAL PROPERTY FIREADVLTAX 20,833.00 0.17
NO GAP - TAG TRANSFERRED - TOTAL RELEASES:11.84
52619201 2019-35463 DY: PERSONAL PROPERTY MP 8/12/2019 3:17:05 PM
CHANDLER STEPHANIE M
DOUBLE CHARGED C ADVLTAX 500.00 3.65
DOUBLE CHARGED C PEN FEE 500.00 0.37
DOUBLE CHARGED FIREADVLTAX 500.00 0.14
DOUBLE CHARGED FIREPEN FEE 500.00 0.01
DOUBLE BILLED TOTAL RELEASES:4.17
7640201 2019-38453 DY: PERSONAL PROPERTY MP 8/13/2019 4:42:30 PM
EDWARDS MARCUS C
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 12,428.00 90.72
LISTING ADJUSTED PERSONAL PROPERTY C PEN FEE 12,428.00 9.07
LISTING ADJUSTED PERSONAL PROPERTY FIREADVLTAX 12,428.00 3.42
LISTING ADJUSTED PERSONAL PROPERTY FIREPEN FEE 12,428.00 0.34
SOLD HOME - MOVED OUT OF PERSON CO TOTAL RELEASES:103.55
28934101 2019-41969 DY: PERSONAL PROPERTY RH 8/14/2019 11:32:55 AM
S & C AVIATION LLC
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 33,833.00 246.98
LISTING ADJUSTED PERSONAL PROPERTY FIREADVLTAX 33,833.00 9.30
ADJ VALU-HAS 1/2 INT TOTAL RELEASES:256.28
58613111 2011-44444 DY: PERSONAL PROPERTY MP 8/14/2019 4:42:31 PM
MCGHEE KRISTY MICHELLE
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 2,669.00 18.68
LISTING ADJUSTED PERSONAL PROPERTY CI50ADVLTAX 2,669.00 16.39
DID NOT OWN - SOLD 2010 TO MH OWNER TOTAL RELEASES:35.07
58613112 2012-45247 DY: RP:9 14 20PU MP 8/14/2019 4:51:03 PM
MCGHEE KRISTY C
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 2,669.00 18.68
LISTING ADJUSTED PERSONAL PROPERTY CI50ADVLTAX 2,669.00 16.39
LISTING ADJUSTED PERSONAL PROPERTY C PEN FEE 2,669.00 1.87
LISTING ADJUSTED PERSONAL PROPERTY CI50PEN FEE 2,669.00 1.64
LISTING ADJUSTED PERSONAL PROPERTY C OTHRFEE 2,669.00 30.00
DID NOT OWN - SOLD 2010 TO MH OWNER TOTAL RELEASES:68.58
RUN DATE: 10/11/2019 10:42 AM RELEASES REPORT
Person County
220
NAME BILL NUMBER OPER DATE/TIME DISTRICT VALUE AMOUNT
58613113 2013-45830 DY: RP:9 14 20PU MP 8/14/2019 4:51:42 PM
MCGHEE KRISTY MICHELLE
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 2,015.00 14.11
LISTING ADJUSTED PERSONAL PROPERTY CI50ADVLTAX 2,015.00 12.70
LISTING ADJUSTED PERSONAL PROPERTY C PEN FEE 2,015.00 1.41
LISTING ADJUSTED PERSONAL PROPERTY CI50PEN FEE 2,015.00 1.27
DID NOT OWN - SOLD 2010 TO MH OWNER TOTAL RELEASES:29.49
58613114 2014-48163 DY: RP:9 14 20PU MP 8/14/2019 4:52:23 PM
MCGHEE KRISTY MICHELLE
LISTING ADJUSTED PERSONAL PROPERTY C GARNFEE 2,015.00 30.00
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 2,015.00 14.11
LISTING ADJUSTED PERSONAL PROPERTY CI50ADVLTAX 2,015.00 13.30
LISTING ADJUSTED PERSONAL PROPERTY C PEN FEE 2,015.00 1.41
LISTING ADJUSTED PERSONAL PROPERTY CI50PEN FEE 2,015.00 1.33
LISTING ADJUSTED PERSONAL PROPERTY C OTHRFEE 2,015.00 30.00
DID NOT OWN - SOLD 2010 TO MH OWNER TOTAL RELEASES:90.15
62533201 2017-39987 DY: RP:9 14 20PU MP 8/15/2019 3:26:39 PM
MARSHALL GINO & CARROLL DARLEN
LISTING ADJUSTED PERSONAL PROPERTY C ADVTFEE 2,648.00 3.00
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 2,648.00 18.54
LISTING ADJUSTED PERSONAL PROPERTY CI50ADVLTAX 2,648.00 17.74
LISTING ADJUSTED PERSONAL PROPERTY C PEN FEE 2,648.00 1.86
LISTING ADJUSTED PERSONAL PROPERTY CI50PEN FEE 2,648.00 1.77
SWMH BURNED TOTAL RELEASES:42.91
62533116 2016-53793 DY: RP:9 14 20PU MP 8/15/2019 3:44:11 PM
MARSHALL GINO & CARROLL DARLEN
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 2,648.00 18.54
LISTING ADJUSTED PERSONAL PROPERTY CI50ADVLTAX 2,648.00 17.74
LISTING ADJUSTED PERSONAL PROPERTY C PEN FEE 2,648.00 1.86
LISTING ADJUSTED PERSONAL PROPERTY CI50PEN FEE 2,648.00 1.77
SWMH BURNED 2015 TOTAL RELEASES:39.91
28675301 2019-38383 DY: PERSONAL PROPERTY RH 8/19/2019 12:16:10 PM
TUCK BRIAN M
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 1,000.00 7.30
LISTING ADJUSTED PERSONAL PROPERTY FIREADVLTAX 1,000.00 0.28
DELETE 2 BOATS ONLY OWNS 1 TOTAL RELEASES:7.58
54835112 2012-45014 MOTOR VEHICLE: N SITUS: /2012 BSG 8/21/2019 2:30:51 PM
LEMMONS JENNIFER MARIE
BANKRUPTCY DISCHARGE PER COURT C ADVLTAX 24,930.00 174.51
BANKRUPTCY DISCHARGE 5/19 TOTAL RELEASES:174.51
201950365000 2019-503650 DY:18 PERSONAL PROPERTY SRJ 8/27/2019 3:39:26 PM
PERSON COUNTY GROUP HOMES INC
EXEMPTION ADDED C ADVLTAX 800.00 5.13
EXEMPTION ADDED CI50ADVLTAX 800.00 4.91
TOTAL RELEASES:10.04
12846201 2019-40145 DY: PERSONAL PROPERTY MP 8/29/2019 3:26:40 PM
OLIVER LISA
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 2,075.00 15.15
RUN DATE: 10/11/2019 10:42 AM RELEASES REPORT
Person County
221
NAME BILL NUMBER OPER DATE/TIME DISTRICT VALUE AMOUNT
LISTING ADJUSTED PERSONAL PROPERTY CI50ADVLTAX 2,075.00 13.90
ADJUSTED SWMH VALUE 2015-2018
VALUED 1987 RATHER THAN 1986
TOTAL RELEASES:29.05
67788301 2019-12914 DY:0RP:A97 120 SRJ 8/30/2019 3:56:30 PM
FINK JUDY ROGERS
STORMWATER FEE ADJUSTMENT SW30FFEEFEE 0.00 8.00
NO IMPERVIOUS-VACANT TOTAL RELEASES:8.00
67834301 2019-28569 DY: PERSONAL PROPERTY MP 9/4/2019 11:36:43 AM
BUTCHER MARLISE
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 2,404.00 17.55
LISTING ADJUSTED PERSONAL PROPERTY FIREADVLTAX 2,404.00 0.66
SWMH LISTED TWICE TOTAL RELEASES:18.21
44744301 2019-26309 DY: PERSONAL PROPERTY MP 9/10/2019 9:32:37 AM
DICKEY PAULLETT JR
DOUBLE CHARGED C ADVLTAX 67,433.00 492.26
DOUBLE CHARGED FIREADVLTAX 67,433.00 18.54
DWMH REAL PRPERTY ON A51 202 TOTAL RELEASES:510.80
66413102 2019-14840 DY:0RP:60 11 1 RH 9/10/2019 9:55:24 AM
SAP PROPERTIES LLC
APPRAISER ADJUSTED BUILDING C ADVLTAX 27,683.00 202.09
APPRAISER ADJUSTED BUILDING FIREADVLTAX 27,683.00 7.61
HSE CAN NOT BE REPAIRED/ADD CNDF
F19
TOTAL RELEASES:209.70
6182110 2019-38372 DY: PERSONAL PROPERTY MP 9/10/2019 3:17:50 PM
GENTRY LILLIE MORRIS
DOUBLE CHARGED C ADVLTAX 1,280.00 9.34
DOUBLE CHARGED FIREADVLTAX 1,280.00 0.35
LISTED ON 2019-8000 TOTAL RELEASES:9.69
45369301 2019-23504 DY: RP:A62 150 P MP 9/18/2019 4:55:51 PM
PITTMAN KENT EARL ESTATE
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 27,687.00 202.12
LISTING ADJUSTED PERSONAL PROPERTY FIREADVLTAX 27,687.00 7.61
DWMH REPOED BY VANDERBILT 9/18/2018
---- SOLD TO JANICE CLAYTON 6/7/2018
TOTAL RELEASES:209.73
31917112 2012-45089 MOTOR VEHICLE: N SITUS: /2012 BSG 9/20/2019 10:31:01 AM
NELSON TRACEY VAUGHN
BANKRUPTCY DISCHARGE PER COURT C ADVLTAX 0.00 75.79
BANKRUPTCY DISCHARGE TOTAL RELEASES:75.79
46624101 2019-35232 DY: PERSONAL PROPERTY RH 9/27/2019 9:38:54 AM
CANON FINANCIAL SERVICES INC
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 3,588.00 26.19
LISTING ADJUSTED PERSONAL PROPERTY CI50ADVLTAX 3,588.00 24.04
ADJ CITY VALUE (ADD 3588 TO COUNTY
BILL)
TOTAL RELEASES:50.23
8975301 2019-28552 DY: PERSONAL PROPERTY MP 10/1/2019 11:05:32 AM
KNOTT BETSY JO BOWES
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 973.00 7.10
RUN DATE: 10/11/2019 10:42 AM RELEASES REPORT
Person County
222
NAME BILL NUMBER OPER DATE/TIME DISTRICT VALUE AMOUNT
LISTING ADJUSTED PERSONAL PROPERTY CI50ADVLTAX 973.00 6.52
SEE 2019-11960 TOTAL RELEASES:13.62
55677101 2019-41771 DY: PERSONAL PROPERTY RH 10/9/2019 11:28:40 AM
ICING ON THE CAKERY
LISTING ADJUSTED PERSONAL PROPERTY C ADVLTAX 1,145.00 8.36
LISTING ADJUSTED PERSONAL PROPERTY C PEN FEE 1,145.00 0.84
LISTING ADJUSTED PERSONAL PROPERTY FIREADVLTAX 1,145.00 0.31
LISTING ADJUSTED PERSONAL PROPERTY FIREPEN FEE 1,145.00 0.03
BUSINESS CLOSED IN 2018 TOTAL RELEASES:9.54
NET RELEASES PRINTED:3,072.51
TOTAL TAXES RELEASED 3,072.51
RUN DATE: 10/11/2019 10:42 AM RELEASES REPORT
Person County
223
C ADVLTAX - County Tax
TAX
YEAR
RATE
YEAR
REAL VALUE
RELEASED
PERS VALUE
RELEASED
TOTAL VALUE
RELEASED
REAL TAX
RELEASED
PERS TAX
RELEASED
MV VALUE
RELEASED
MV TAXES
RELEASED
TOTAL VALUE
RELEASED
TOTAL TAXES
RELEASED
2011 2011 0 2,669 2,669 0.00 18.68 0 0.00 2,669 18.68
2012 2012 2,669 0 2,669 18.68 0.00 24,930 250.30 27,599 268.98
2013 2013 2,015 0 2,015 14.11 0.00 0 0.00 2,015 14.11
2014 2014 2,015 0 2,015 14.11 0.00 0 0.00 2,015 14.11
2016 2016 2,648 0 2,648 18.54 0.00 0 0.00 2,648 18.54
2017 2017 2,648 0 2,648 18.54 0.00 0 0.00 2,648 18.54
2019 2018 0 21,633 21,633 0.00 16.80 0 0.00 21,633 16.80
2019 2019 27,683 293,498 321,181 202.09 2,142.53 0 0.00 321,181 2,344.62
DIST TOTAL 39,678 317,800 357,478 286.07 2,178.01 24,930 250.30 382,408 2,714.38
C ADVTFEE - ADVERTISING FEE
TAX
YEAR
RATE
YEAR
REAL VALUE
RELEASED
PERS VALUE
RELEASED
TOTAL VALUE
RELEASED
REAL TAX
RELEASED
PERS TAX
RELEASED
MV VALUE
RELEASED
MV TAXES
RELEASED
TOTAL VALUE
RELEASED
TOTAL TAXES
RELEASED
2017 2017 2,648 0 2,648 3.00 0.00 0 0.00 2,648 3.00
DIST TOTAL 2,648 0 2,648 3.00 0.00 0 0.00 2,648 3.00
C GARNFEE - GARNISHMENT FEE
TAX
YEAR
RATE
YEAR
REAL VALUE
RELEASED
PERS VALUE
RELEASED
TOTAL VALUE
RELEASED
REAL TAX
RELEASED
PERS TAX
RELEASED
MV VALUE
RELEASED
MV TAXES
RELEASED
TOTAL VALUE
RELEASED
TOTAL TAXES
RELEASED
2014 2014 2,015 0 2,015 30.00 0.00 0 0.00 2,015 30.00
DIST TOTAL 2,015 0 2,015 30.00 0.00 0 0.00 2,015 30.00
C OTHRFEE - C OTHRFEE
TAX
YEAR
RATE
YEAR
REAL VALUE
RELEASED
PERS VALUE
RELEASED
TOTAL VALUE
RELEASED
REAL TAX
RELEASED
PERS TAX
RELEASED
MV VALUE
RELEASED
MV TAXES
RELEASED
TOTAL VALUE
RELEASED
TOTAL TAXES
RELEASED
2012 2012 2,669 0 2,669 30.00 0.00 0 0.00 2,669 30.00
2014 2014 2,015 0 2,015 30.00 0.00 0 0.00 2,015 30.00
DIST TOTAL 4,684 0 4,684 60.00 0.00 0 0.00 4,684 60.00
C PEN FEE - County Late List
TAX
YEAR
RATE
YEAR
REAL VALUE
RELEASED
PERS VALUE
RELEASED
TOTAL VALUE
RELEASED
REAL TAX
RELEASED
PERS TAX
RELEASED
MV VALUE
RELEASED
MV TAXES
RELEASED
TOTAL VALUE
RELEASED
TOTAL TAXES
RELEASED
2012 2012 2,669 0 2,669 1.87 0.00 0 0.00 2,669 1.87
2013 2013 2,015 0 2,015 1.41 0.00 0 0.00 2,015 1.41
2014 2014 2,015 0 2,015 1.41 0.00 0 0.00 2,015 1.41
2016 2016 2,648 0 2,648 1.86 0.00 0 0.00 2,648 1.86
2017 2017 2,648 0 2,648 1.86 0.00 0 0.00 2,648 1.86
2019 2019 0 14,073 14,073 0.00 10.28 0 0.00 14,073 10.28
DIST TOTAL 11,995 14,073 26,068 8.41 10.28 0 0.00 26,068 18.69
CI50ADVLTAX - City of Roxboro
TAX
YEAR
RATE
YEAR
REAL VALUE
RELEASED
PERS VALUE
RELEASED
TOTAL VALUE
RELEASED
REAL TAX
RELEASED
PERS TAX
RELEASED
MV VALUE
RELEASED
MV TAXES
RELEASED
TOTAL VALUE
RELEASED
TOTAL TAXES
RELEASED
2011 2011 0 2,669 2,669 0.00 16.39 0 0.00 2,669 16.39
2012 2012 2,669 0 2,669 16.39 0.00 0 0.00 2,669 16.39
2013 2013 2,015 0 2,015 12.70 0.00 0 0.00 2,015 12.70
2014 2014 2,015 0 2,015 13.30 0.00 0 0.00 2,015 13.30
2016 2016 2,648 0 2,648 17.74 0.00 0 0.00 2,648 17.74
2017 2017 2,648 0 2,648 17.74 0.00 0 0.00 2,648 17.74
2019 2018 0 800 800 0.00 4.91 0 0.00 800 4.91
2019 2019 0 6,636 6,636 0.00 44.46 0 0.00 6,636 44.46
DIST TOTAL 11,995 10,105 22,100 77.87 65.76 0 0.00 22,100 143.63
RUN DATE: 10/11/2019 10:42 AM RELEASES REPORT
Person County
224
CI50PEN FEE - CI50PEN FEE
TAX
YEAR
RATE
YEAR
REAL VALUE
RELEASED
PERS VALUE
RELEASED
TOTAL VALUE
RELEASED
REAL TAX
RELEASED
PERS TAX
RELEASED
MV VALUE
RELEASED
MV TAXES
RELEASED
TOTAL VALUE
RELEASED
TOTAL TAXES
RELEASED
2012 2012 2,669 0 2,669 1.64 0.00 0 0.00 2,669 1.64
2013 2013 2,015 0 2,015 1.27 0.00 0 0.00 2,015 1.27
2014 2014 2,015 0 2,015 1.33 0.00 0 0.00 2,015 1.33
2016 2016 2,648 0 2,648 1.77 0.00 0 0.00 2,648 1.77
2017 2017 2,648 0 2,648 1.77 0.00 0 0.00 2,648 1.77
DIST TOTAL 11,995 0 11,995 7.78 0.00 0 0.00 11,995 7.78
FIREADVLTAX - Fire District Tax
TAX
YEAR
RATE
YEAR
REAL VALUE
RELEASED
PERS VALUE
RELEASED
TOTAL VALUE
RELEASED
REAL TAX
RELEASED
PERS TAX
RELEASED
MV VALUE
RELEASED
MV TAXES
RELEASED
TOTAL VALUE
RELEASED
TOTAL TAXES
RELEASED
2019 2018 0 20,833 20,833 0.00 0.17 0 0.00 20,833 0.17
2019 2019 27,683 286,862 314,545 7.61 78.87 0 0.00 314,545 86.48
DIST TOTAL 27,683 307,695 335,378 7.61 79.04 0 0.00 335,378 86.65
FIREPEN FEE - Fire LateList
TAX
YEAR
RATE
YEAR
REAL VALUE
RELEASED
PERS VALUE
RELEASED
TOTAL VALUE
RELEASED
REAL TAX
RELEASED
PERS TAX
RELEASED
MV VALUE
RELEASED
MV TAXES
RELEASED
TOTAL VALUE
RELEASED
TOTAL TAXES
RELEASED
2019 2019 0 14,073 14,073 0.00 0.38 0 0.00 14,073 0.38
DIST TOTAL 0 14,073 14,073 0.00 0.38 0 0.00 14,073 0.38
SW30FFEEFEE - Stormwater
TAX
YEAR
RATE
YEAR
REAL VALUE
RELEASED
PERS VALUE
RELEASED
TOTAL VALUE
RELEASED
REAL TAX
RELEASED
PERS TAX
RELEASED
MV VALUE
RELEASED
MV TAXES
RELEASED
TOTAL VALUE
RELEASED
TOTAL TAXES
RELEASED
2019 2019 0 0 0 8.00 0.00 0 0.00 0 8.00
DIST TOTAL 0 0 0 8.00 0.00 0 0.00 0 8.00
GRAND TOTALS:112,693 663,746 776,439 488.74 2,333.47 24,930 250.30 801,369 3,072.51
RUN DATE: 10/11/2019 10:42 AM RELEASES REPORT
Person County
225
Payee NameAddress 3 Refund Type Refund ReasonCreate DateTax Jurisdiction Levy Type Total Change01Tax($2.85)50Tax($2.72)50 Vehicle Fee$0.00$5.5701Tax($13.93)60Tax($0.20)$14.1301Tax($3.10)$3.1001Tax($15.87)50Tax($15.19)50 Vehicle Fee$0.00$31.0601Tax($21.26)60Tax($0.31)$21.5701Tax($4.06)50Tax($3.88)50 Vehicle Fee$0.00$7.9401Tax($3.63)60Tax($0.05)$3.6801Tax($128.46)60Tax($1.83)$130.2901Tax($27.81)60Tax($1.05)$28.8601Tax($11.20)60Tax($0.16)$11.3601Tax($12.46)60Tax($0.18)$12.64BUTNER, BRYSON CARTER TIMBERLAKE, NC 27583 Proration Vehicle Sold 08/22/2019BUTNER, BRYSON CARTER TIMBERLAKE, NC 27583 Proration Vehicle Sold 08/22/2019BRAY, JAMES PERRY ROXBORO, NC 27574 Proration Vehicle Sold 10/03/2019BRAY, JAMES PERRY ROXBORO, NC 27574 Proration Vehicle Sold 08/13/2019BRADSHER, JARET THOMAS ROXBORO, NC 27574 Proration Vehicle Sold 09/04/2019BLACKWELL, BYRD BURLEY ROXBORO, NC 27573 Proration Vehicle Sold 10/08/2019BARRYS ELECTRICAL SERVICEINC HURDLE MILLS, NC 27541Proration Tag Surrender10/01/2019BAKER, KAYLA KIERRA ROXBORO, NC 27573 Proration Vehicle Sold 08/15/2019ASHLEY, BURNICE WARREN TIMBERLAKE, NC 27583 Proration Vehicle Sold 08/28/2019ANDERSON, HALEY MARIE ROXBORO, NC 27574 Proration Vehicle Sold 09/19/2019Vehicle Sold 10/10/2019 ROXBORO, NC 27573 ProrationALLEN, SUSAN KNOTT226
Payee NameAddress 3 Refund Type Refund ReasonCreate DateTax Jurisdiction Levy Type Total Change01Tax($15.97)50Tax($15.29)50 Vehicle Fee$0.00$31.2601Tax($60.65)50Tax($55.67)50 Vehicle Fee$0.00$116.3201Tax($50.00)$50.0001Tax($37.64)$37.6401Tax($22.21)60Tax($0.31)$22.5201Tax$0.0050Tax($53.21)60Tax$0.79$52.4201Tax($187.75)60Tax($2.68)$190.4301Tax($11.71)50Tax($11.21)50 Vehicle Fee$0.00$22.9201Tax($11.37)60Tax($0.17)$11.5401Tax($33.23)60Tax($0.47)$33.7001Tax($36.19)60Tax($0.52)$36.71HICKS, WALTER LEWIS ROXBORO, NC 27574 Proration Vehicle Totalled08/15/2019GILL, MARK ANTHONY ROXBORO, NC 27574 Proration Vehicle Totalled09/11/2019GARRETT, VALERIE GLYNN ROXBORO, NC 27574 Proration Vehicle Sold 08/28/2019FENNELL, REGINA MAE ROXBORO, NC 27573 Adjustment < $100Mileage 09/20/2019EMMERT, MARCUS LONG ROXBORO, NC 27574 Proration Vehicle Sold 08/22/2019DEES, TIMOTHY ALAN HILLSBOROUGH, NC 27278Adjustment < $100Situs error 08/09/2019COTHRAN, YVONNE BONE TIMBERLAKE, NC 27583 Proration Vehicle Sold 08/21/2019COLE, LINDA RUSSELL ROXBORO, NC 27574 Proration Reg . Out of state08/20/2019COATES, GARY DAN ROXBORO, NC 27573 Proration Vehicle Sold 08/28/2019CARVER, CARLA KAY ROXBORO, NC 27573 Proration Vehicle Totalled09/30/2019CARVER, CARLA KAY ROXBORO, NC 27573 Proration Vehicle Totalled09/30/2019227
Payee NameAddress 3 Refund Type Refund ReasonCreate DateTax Jurisdiction Levy Type Total Change01Tax($2.87)60Tax($0.04)$2.9101Tax($25.67)60Tax($0.37)$26.0401Tax$0.0050Tax($57.29)50 Vehicle Fee ($20.00)60Tax$0.86$76.4301Tax$0.0050Tax($88.91)50 Vehicle Fee ($20.00)60Tax$3.65$105.2601Tax$0.0050Tax($103.98)50 Vehicle Fee ($20.00)60Tax$1.55$122.4301Tax$0.0050Tax($48.78)50 Vehicle Fee ($20.00)60Tax$0.73$68.0501Tax($41.79)60Tax($0.59)$42.3801Tax($115.22)60Tax($1.65)$116.8701Tax($17.59)60Tax($0.25)$17.84LAKNOU LLC LEASBURG, NC 27291 Proration Vehicle Sold 09/25/2019KING, BARBARA JEANNE ROUGEMONT, NC 27572 Proration Vehicle Sold 09/23/2019JACOBSEN, CARL ERNEST II TIMBERLAKE, NC 27583 Proration Vehicle Sold 08/22/2019JACOBS, JOSEPH WOODY ROXBORO, NC 27574 Adjustment < $100Situs error 09/27/2019JACOBS, JOSEPH WOODY ROXBORO, NC 27574 Adjustment >= $100Situs error 09/26/2019JACOBS, JOSEPH WOODY ROXBORO, NC 27574 Adjustment >= $100Situs error 09/26/2019JACKSON, BRIANNA ELIZABETH ROXBORO, NC 27573 Adjustment < $100Situs error 08/23/2019HORTON, CHARLENE DRAPER HURDLE MILLS, NC 27541Proration Vehicle Sold 10/01/2019HOLT, VICKIE LEE SEMORA, NC 27343 Proration Vehicle Sold 10/02/2019228
Payee NameAddress 3 Refund Type Refund ReasonCreate DateTax Jurisdiction Levy Type Total Change01Tax($35.33)60Tax($0.51)$35.8401Tax($131.16)60Tax($1.87)$133.0301Tax($27.24)60Tax($0.39)$27.6301Tax($12.93)60Tax($0.19)$13.1201Tax($54.86)60Tax($0.79)$55.6501Tax($16.68)$16.6801Tax($119.19)60Tax($1.70)$120.8901Tax($16.90)60Tax($0.24)$17.1401Tax($37.29)60Tax($0.54)$37.8301Tax($218.82)60Tax($3.13)$221.9501Tax($44.06)50Tax($42.17)50 Vehicle Fee$0.00$86.23REESE, CLAUDIA VINCE ROXBORO, NC 27573 Proration Vehicle Sold 08/29/2019PURYEAR, BRYAN WILLIAM ROXBORO, NC 27574 Proration Vehicle Sold 08/26/2019PHILLIPS, DONNA JO TIMBERLAKE, NC 27583 Proration Vehicle Sold 08/15/2019PATEL, BABITA BHATNAGAR ROXBORO, NC 27574 Proration Vehicle Sold 09/23/2019OWEN, DAVID SCOTT ROXBORO, NC 27574 Proration Vehicle Sold 10/09/2019MOORE, CARLY SHEARIN ROUGEMONT, NC 27572 Proration Vehicle Sold 08/28/2019MILLER, CHRISTY DAWN TIMBERLAKE, NC 27583 Proration Vehicle Sold 08/09/2019MERRILL, MARY BURT ROXBORO, NC 27574 Proration Reg . Out of state08/14/2019MCDOWELL-SMITH, SARAH ROXBORO, NC 27574 Proration Vehicle Sold 10/04/2019LEWIS, TIMOTHY ROXBORO, NC 27574 Proration Vehicle Sold 09/17/2019LEVERETT, MARK WALTER HURDLE MILLS, NC 27541Proration Vehicle Sold 10/04/2019229
Payee NameAddress 3 Refund Type Refund ReasonCreate DateTax Jurisdiction Levy Type Total Change01Tax$0.0050Tax($42.88)50 Vehicle Fee ($20.00)60Tax$0.64$62.2401Tax($59.79)60Tax($0.86)$60.6501Tax($31.85)60Tax($0.46)$32.3101Tax($37.52)60Tax($0.54)$38.0601Tax($48.84)60Tax($0.70)$49.5401Tax($27.86)$27.8601Tax($28.49)60Tax($0.41)$28.9001Tax($8.77)60Tax($0.13)$8.9001Tax($29.35)60Tax($1.11)$30.4601Tax($36.17)60Tax($0.52)$36.6901Tax($1.95)60Tax($0.03)$1.98WILKINS, MINNIE PAYLOR ROXBORO, NC 27574 Proration Vehicle Sold 09/25/2019WHITFIELD, GARDNER LEE JR ROXBORO, NC 27574 Proration Vehicle Sold 10/03/2019WASEILEWSKI, STACY LOU ROXBORO, NC 27574 Adjustment < $100Over Assessment09/19/2019TRICKEY, ARTHUR COUCH ROXBORO, NC 27574 Proration Vehicle Sold 08/20/2019TAYLOR, HANK THOMAS TIMBERLAKE, NC 27583 Proration Vehicle Sold 09/30/2019SPENCER, STEVEN SCOTT ROXBORO, NC 27573 Proration Vehicle Sold 08/28/2019SOLOMON, VICKIE PAINTER TIMBERLAKE, NC 27583 Proration Vehicle Sold 09/13/2019SOLOMON, EVA BROOKE SEMORA, NC 27343 Proration Vehicle Sold 09/10/2019SMITH, BETTY HESTER SEMORA, NC 27343 Proration Vehicle Sold 09/04/2019ROBERTS, JEFFREY WAYNE ROXBORO, NC 27574 Proration Vehicle Sold 08/12/2019RICHMOND, TONY LEE HURDLE MILLS, NC 27541Adjustment < $100Situs error 10/07/2019230
Payee NameAddress 3 Refund Type Refund ReasonCreate DateTax Jurisdiction Levy Type Total Change01Tax($35.11)60Tax($0.50)$35.6101Tax($39.19)60Tax($0.56)$39.75YOUNG, BRENDA WINN TIMBERLAKE, NC 27583 Adjustment < $100Mileage 08/09/2019WILKINS, ROBERT DANIEL ROXBORO, NC 27574 Proration Vehicle Sold 09/19/2019231
AGENDA ABSTRACT
Meeting Date: October 21, 2019
Agenda Title: Consideration of Approval of Late Exemption Applications
Summary of Information:
Every year, the tax office receives applications for the Senior, Disabled, Veteran, and Circuit
Breaker exemptions that fail to meet the June 1st deadline.
In an effort to help inform the public of these exemptions, the tax office mailed information
along with our listing forms to 6,264 citizens. We updated our brochures for all three exemption
programs which made these programs easier to understand, and passed out over 350 copies. We
also included information about these exemptions on the county web site that also included
access to an on-line application form. Application information was published in the local
newspaper. A final effort included mailing 10,708 postcards to all property owners that did not
receive a listing form that reminded all citizens of the upcoming tax deadlines.
These efforts resulted in 124 new applications, with 85 approved applications, 18 denied
applications (17 were over the income limit, and 1 did not own their primary residence) along
with 21 late applications.
The 21 late applications that are submitted for your review would have been approved if they had
been received by the tax office by June 1st. These applications met all requirements, however
since these were late, they could not be approved by the tax office.
The Board of Commissioners may approve late applications if they are received by December
31st. Since these applications met all guidelines (other than the application deadline), I would
recommend approval.
I have included a spreadsheet that outlines the tax impact and the reasons for the late
applications. I have not included the applications since they include social security numbers,
medical, and income information.
Currently, we have 822 (increased by 38 properties since 2018) properties that are receiving
benefit from these exemptions, which does not include the 21 applications that are submitted for
approval today.
Recommended Action: Approve applications if appropriate
Submitted By: Russell Jones, Tax Administrator
232
TaxpayerApplication Application Date Reason for Late Application Map Tax Value County Bill Fire Bill City Bill Total Bill Tax Value County Bill Fire Bill City Bill New Bill SavingsCampbell, Gladys TElderly9/26/2019 Unaware of program A82 24 75,844 553.66 20.86574.52 37,922 276.83 10.43287.26 287.26Dickerson, Richard & Barbara Elderly8/6/2019 Unaware of program A32 26 54,793 399.99 15.07415.06 27,397 200.00 7.53207.53 207.52Emery, Charles & Betty Veterans 10/11/2019 Waiting on VAA62 666 121,352 885.87 33.37919.24 76,352 557.37 21.00578.37 340.88Humphries, Barbara AElderly8/5/2019 Unaware of program A91 56 98,997 722.68 27.22749.90 49,497 361.33 13.61374.94 374.96Hunsaker Howard & Cheryl Elderly8/28/2019 Did not know deadline A78 196 127,591 931.41 35.09966.50 66,749 487.27 18.36505.62 460.88Hunt, Tony & Reinaldo Veterans 10/8/2019 Forgot to turn in application 112 107 111,000 810.30743.70 1,554.00 66,000 481.80442.20 924.00 630.00McGhee, PaulDisabled10/1/2019 Waiting on VAA97 42 P 40,870 298.35 11.24309.59 14,235 103.92 3.91107.83 201.76Moore, Dale TElderly7/26/2019 Forgot to turn in application A84 27 48,398 353.31 13.31366.61 23,398 170.81 6.43177.24 189.38Muldrow, GertrudeElderly8/8/2019 Out of town101 29 1 76,085 555.42509.77 1,065.19 38,312 279.68256.69 536.37 528.82Perry, David & Cynthia Elderly8/6/2019 Waiting on doctorA65 227 87,583 639.36 24.09663.44 43,791 319.67 12.04331.72 331.72Pierce, Mary AnnElderly7/23/2019 Unaware of program A11 31 79,728 582.01 21.93603.94 39,864 291.01 10.96301.97 301.97Seris, Delois R Elderly 6/27/2019 Did not know deadline 49 2 124,996 912.47837.47 1,749.94 62,498 456.24418.74 874.97 874.97Stewart, Effie PElderly6/12/2019 Unaware of program A65A 32 85,016 620.62 23.38644.00 46,315 338.10 12.74350.84 293.16Terrell, Elbert & Gracie Elderly7/12/2019 Did not know deadline A17 18 323,667 2,362.77 89.012,451.78 243,884 1,780.35 67.071,847.42 604.36Torain, SignoraElderly7/29/2019 Did not know deadline A67 174 33,588 245.19 9.24254.43 8,588 62.69 2.3665.05 189.38Townsend, Doris EElderly7/24/2019 Unaware of program 115 111 74,975 547.32 20.62567.94 37,487 273.66 10.31283.96 283.97Vickers, Benny R & Janice Veterans 8/16/2019 Unaware of program A80 189 175,322 1,279.85 48.211,328.06 130,322 951.35 35.84987.19 340.88West, Thelma & BillyElderly7/23/2019 Waiting on tax return 51 21 32,590 237.91218.35 456.26 7,590 55.4150.85 106.26 350.00Wheeler, William MElderly9/5/2019 Did not know deadline A20 78A 95,652 698.26 26.30724.56 47,826 349.13 13.15362.28 362.28Williams, WilliamElderly9/10/2019 Unaware of program A35 91 79,716 581.93 21.92603.85 39,857 290.96 10.96301.92 301.93Withrow, William A & Marilyn Elderly10/1/2019 Unaware of program A74 118 208,748 1,523.86 57.411,581.27 107,783 786.82 29.64816.46 764.8115,742.53 498.26 2,309.30 18,550.088,874.37 286.35 1,168.48 10,329.20 8,220.88Total County Tax Saving to Taxpayer6,868.16Total Fire Tax Saving to Taxpayer211.91Total City Tax Saving to Taxpayer 1,140.82Total Saving To Taxpayer 8,220.88Before Exemption After Exemption233
AGENDA ABSTRACT
Meeting Date: October 21, 2019
Agenda Title: 2020 Census Partnership Resolution and Appropriation of Funds to
support an accurate population count
Summary of Information: April 1st, 2020 is Census day. The Decennial US Census is
completed every 10 years to count each person once, and only once, in the correct place.
Results from the Census will be used until 2030 to determine Congressional representation,
guide voting and school districts, disperse Federal funding, assist in economic development, as
well as provide demographic information to planners and policy makers at all levels of
government. Therefore, it is imperative that Person County be counted as accurately as
possible.
In order to increase the likelihood of an accurate Census count in Person County, a Complete
Count Committee (CCC) has been formed. In partnership with federal, state, and regional
agencies, the CCC has developed a public awareness campaign to:
1.Connect interested citizens with employment opportunities with the Census,
2.Utilize local knowledge, influence, and resources to educate Personians about the
Census,
3.Promote the Census through locally based, targeted outreach efforts,
4.Connect Personians with the tools they need to complete their Census forms.
The goal of our CCC is to meet or exceed the 82% response rate obtained during the 2010
Census. To achieve this success, we have developed a multifaceted public education campaign
to engage Personians. We plan to utilize existing media and advertising channels, as well as
develop new ways of reaching people within the County. In order to do so, we are requesting to
transfer $12,000 from undesignated contingency funds to the Governing Body budget. This
funding will be used to advertise in the newspaper, through social media, on the radio, and on
PATS busses as well as produce printed materials, signs, and banners. Funding may also be
used to hold community meetings and provide assistance in filling out Census forms.
Recommended Action: Approve the CCC Partnership Resolution of support and a transfer of
$12,000 from undesignated contingency funds to the Governing Body for census related costs.
Submitted By: Sallie Vaughn and Lori Oakley, CCC Co-Chairs
234
2020 Census Partnership Resolution
WHEREAS the U.S. Census Bureau is required by the U.S. Constitution to conduct a complete count of
the population and provides a historic opportunity to help shape the foundation of our society and play
an active role in American democracy;
WHEREAS Person County is committed to ensuring every resident is counted;
WHEREAS federal and state funding is allocated to communities, and decisions are made on matters of
national and local importance based, in part, on census data and housing;
WHEREAS census data help determine how many seats each state will have in the U.S. House of
Representatives and are necessary for an accurate and fair redistricting of state legislative seats, county
and city councils and voting districts;
WHEREAS information from the 2020 Census and American Community Survey is vital for economic
development and increased employment;
WHEREAS the information collected by the census is confidential and protected by law;
WHEREAS a united voice from business, government, community‐based and faith‐based organizations,
educators, media and others will enable the 2020 Census message to reach more of our residents;
WHEREAS the Census count requires extensive work, and the Census Bureau requires partners at the
state and local level to insure a complete and accurate count;
WHEREAS Person County and its appointed Complete Count Committee will bring together a cross
section of community members who will utilize their local knowledge and expertise to reach out to all
persons of our community;
Now, therefore, BE IT RESOLVED that Person County is committed to partnering with the U.S. Census
Bureau and the State of North Carolina and will:
1. Support the goals for the 2020 Census and will disseminate 2020 Census information;
2. Encourage all County residents to participate in events and initiatives that will raise the overall
awareness of the 2020 Census and increase participation;
3. Provide CCC members and Census advocates to speak to County and Community Organizations;
4. Support census takers as they help our County complete an accurate count; and,
5. Strive to achieve a complete and accurate count of all persons within our borders.
Adopted this the 21st day of October 2019.
__________________________________
David Newell, Sr., Chairman
Person County Board of Commissioners
Attest:
__________________________________
Brenda B. Reaves, NCCMC, MMC
Clerk to the Board of Commissioners
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Census 2020 Preparation
You Count in Person!
Presented at the Board of County Commissioners meeting October 21, 2019
Census 2020 Facts:
•Count everyone once, only once, and in the right place
•Census day is April 1st, 2020
•Responding online is a new option for 2020. May also respond by
mail or phone.
•95% will receive invitations by mail
•Almost 5% will receive invitations when a Census taker drops it off
•Less than 1% will be counted by a Census taker
•Response rate for Person County in 2010 was 82%
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Census 2020 Facts:
•The Census is Confidential
•No release of identifiable information about
individuals, households, or businesses, not even to
law enforcement
•Census information is released for historical
research in 72 years
•Federal funding for the 2020 Census remains
at 2010 levels
•Responding online new in 2020
Person County Demographics
0
500
1,000
1,500
2,000
2,500
3,000
3,500
Under 55 to 910 to 1415 to 1920 to 2425 to 2930 to 3435 to 3940 to 4445 to 4950 to 5455 to 5960 to 6465 to 6970 to 7475 to 7980 to 8485 andover2010 Population: 39,494
Male
49%
Female
51%
72% Owner Occupied
Housing Units
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Why is an accurate count important?
•Required by the US Constitution
•Determines Congressional representation
•North Carolina may gain an additional seat in both the US House
and Congress
•Set boundaries for voting and school districts
•Results used to guide economic development, policy making, and
planning efforts at all levels of government
Why is an accurate count important?
•Population determines Federal funding allocations
•$1,623 per person per year in North Carolina
•Population-based Federal funding in North Carolina (FY2016):
•Medicaid $8.5 Billion
•Head Start $230 Million
•Title 1 Grants $431 Million Source: Counting for Dollars 2020: The Role of the Decennial Census in the Geographic
Distribution of Federal Funds. George Washington UniversityInstitute of Public Policy.
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Hard to Count Populations
•Young children 5 and under: 5.4%
•Hispanic or Latinx individuals: 4.4%
•Native Americans: 1%
•Black or African Americans: 27.1%
•Renters: 28%
•Migrants: ?
Predicted Mail Non-Response Rate (%), Person County
https://www.census.gov/roam
Person County
ranges from
17% to 27%
Census 2020 Preparation
•GIS Department has completed:
•Boundary Annexation Survey (BAS)
•Added City of Roxboro annexations
•Local Update of Census Addresses (LUCA)
•1,243 addresses added or corrected in Person County
•Participants Statistical Areas Program (PSAP)
•Complete Count Committee
•Planning & Zoning, GIS, Finance
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Complete Count Committee
•NC Counts Coalition
CCC Activities
•Tax Bill insert (17,796 recipients)
•September Water bill insert (approx. 4,800 recipients)
•Personality Festival
•Library Senior Day
•You Count in Person
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CCC Activities
•Community Leader meeting
•Tuesday November 19th, 2pm Auditorium, County Office Building 325 S Morgan St
•Census 2020 display at Library for the month of December
•Additional water bill advertisement
•Newspaper, Radio, and Chanel 10 articles and advertisements
•Social media boosts
•Advertisements on PATS vans
•Yard signs, banners, handouts, etc.
•Events at Library, Senior Center, Parks, etc.
Census 2020 Timeline Highlights
•2018 & 2019: BAS, LUCA, PSAP
•August 2019: On-site address canvassing
•September 2019 – April 2020: Census takers hired
•Mid-March 2020: Invitation to respond to Census online
•April 1st, 2020: Census Day
•April 2020: Census takers visit group housing
•May – July 2020: Non-response home visits
•April 2021: Draft Population Data
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Questions?
•NC Counts Coalition: nccensus.org
•2020 Census: 2020census.gov, 2020census.gov/es.html (Spanish)
•Press Kits: https://www.census.gov/newsroom/press-kits/2018/2020-
census.html
•Print Materials (English and Spanish):
https://www.census.gov/partners/2020-materials.html
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AGENDA ABSTRACT
Meeting Date: October 21, 2019
Agenda Title: Resolution of Support for Adequate Fire Protection in the Woodsdale
Community
Summary of Information:
Person County was notified on August 9, 2019 by the Office of State Fire Marshal, of Woodsdale
Volunteer Fire Department’s failure of inspection for a 9s rating and decertification of the
department. The Woodsdale Volunteer Fire Department (WVFD) retained legal counsel and filed a
timely appeal to the State. This appeal suspends the decertification process until the appeal is ruled
on by the State.
On October 3, 2019 a community meeting was held in Woodsdale with more than 80 community
members in attendance. The group voted unanimously to dismiss the existing board of the WVFD
and to elect 12 new board members. The new board met on October 6th and elected officers,
appointed a fire chief, and also filed an appeal with the State contesting the decertification. Person
County Emergency Services Director has been in attendance at these meetings and reports that the
new board desires recognition and support to resolve the current situation of the WVFD.
The attached Resolution offers recognition and support to the new board of the WVFD. Staff is
requesting the Board to adopt the Resolution which would authorize the following:
1. Recognize the new board of the WVFD as the official governing board for the
WVFD.
2. Authorize the county staff and attorney to be able to provide assistance to this
new board during this transition of the WVFD.
3. Authorize a contract amendment with WVFD where some funding could be
dispersed per individual invoice for payment as needed and coordinated through
the County’s Emergency Services Director, so long as the board is making
progress on the current contract requirements.
Recommended Action: Adopt the Resolution
Submitted By: Heidi York, County Manager; Ron Aycock, County Attorney; and Doug Young,
Emergency Services Director
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A RESOLUTION AUTHORIZING SUPPORT FOR &
RECOGNITION OF THE EFFORTS TO SECURE AND REBUILD
ADEQUATE FIRE PROTECTION IN THE
WOODSDALE COMMUNITY
Whereas, Person County in an effort to assure adequate fire and rescue protection
throughout the County has authorized fire districts throughout its jurisdiction; and
Whereas, the Woodsdale Volunteer Fire Department, Inc (WVFD) has been
designated as the agency to be the primary provider of fire and rescue services in
that district; and
Whereas, Person County has provided financial assistance and obligations specified
in a contract dated July 1, 2018; and
Whereas, the Office of the State Fire Marshal has given Person County notice on
August 9, 2019 that the WVFD will be decertified as of October 8, 2019 pending any
appeals;
Whereas, Person County gave sufficient notice of violation of the County’s Fire
Protection Contract to the WVFD Board President and Fire Chief on September 6,
2019 which was effective as of October 8, 2019;
Whereas, Person County has been informed that the previous board of the WVFD
has retained legal counsel and has filed a timely appeal with the Office of the State
Fire Marshal on October 3, 2019; and
Whereas, a community meeting of members of the WVFD was convened on October
3, 2019 with more than 80 community members in attendance and the community
members voted unanimously to dismiss the existing board of WVFD and elect 12
new board members; and
Whereas on October 6, 2019, the new board elected officers, appointed a fire chief,
and filed an appeal to the Office of the State Fire Marshal contesting their action to
decertify the WVFD; and
Whereas these appeals have the effect of holding the State action in suspension until
final disposition of the appeal; and
Whereas the Person County Emergency Services Director has been present for these
meetings and reports that the new board desires recognition and assistance to
resolve the current situation of the WVFD.
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NOW THEREFORE BE IT RESOLVED BY THE PERSON COUNTY BOARD
OF COUNTY COMMISSIONERS THAT:
1. Recognize the new board of the WVFD as the official governing board
for the WVFD.
2. Authorize the county staff and attorney to be able to provide
assistance to this new board during this transition of the WVFD.
3. Authorize a contract amendment with WVFD where some funding
could be dispersed per individual invoice for payment as needed and
coordinated through the County’s Emergency Services Director, so
long as the board is making progress on the current contract
requirements.
Adopted this 21st day of October.
__________________________________
David B. Newell, Sr., Chairman
Person County Board of Commissioners
Attest:
__________________________________
Brenda B. Reaves, NCMCC, MMC
Clerk of Board
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