Agenda Packet September 11 2017PERSON COUNTY
BOARD OF COUNTY COMMISSIONERS
MEETING AGENDA
304 South Morgan Street, Room 215
Roxboro, NC 27573-5245
336-597-1720
Fax 336-599-1609
September 11, 2017
7:00pm
CALL TO ORDER………………………………………………. Chairman Kendrick
INVOCATION
PLEDGE OF ALLEGIANCE
DISCUSSION/ADJUSTMENT/APPROVAL OF AGENDA
RECOGNITION:
ITEM #1
September 11, 2001 Proclamation ………………………………. Chairman Kendrick
ITEM #2
Resolution of Appreciation ………………………………………. Chairman Kendrick
County Retiree, Randy Long
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 #3
DISCUSSION/ADJUSTMENT/APPROVAL OF CONSENT AGENDA
A. Approval of Minutes of August 7, 2017,
B. Approval of Minutes of August 21, 2017,
C. Budget Amendment #4,
D. Budget Amendment #5 Carryforwards,
E. Emergency Operation Plan Update, and
F. A Resolution Amending the Person County Economic Development
Commission for a change in Membership
NEW BUSINESS:
ITEM #4
A Resolution of Support to Dedicate a Section of NC
Highway 57 in Person County to Commemorate the
Service of World War I Veteran, First Lieutenant
Guy J. Winstead …………………………………………………Vice Chairman Powell
ITEM #5
Person County Aging Plan …………………………………………… Maynell Harper
ITEM #6
Sale of Surplus Property: Resolutions Authorizing Upset Bid
Process for Old Senior Center and Old Hotel ……………………………… Sybil Tate
ITEM #7
Person County False Alarm Ordinance …………………………………. Doug Young
ITEM #8
Draft of Transfer Station Request for Proposals …………………………………….
Sybil Tate
CHAIRMAN’S REPORT
MANAGER’S REPORT
COMMISSIONER REPORTS/COMMENTS
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Note: All Items on the Agenda are for Discussion and Action as deemed appropriate
by the Board.
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SEPTEMBER 11, 2001
PROCLAMATION
WHEREAS, the unprovoked attacks of September 11, 2001 upon America by foreign terrorists have thrust the United
States, and other countries, into a war it never envisioned, militarily or diplomatically; and
WHEREAS, the challenges facing all the civilized people of the world as they relate to the war on terrorism will not end until
those fanatics responsible are eliminated or brought to justice; and
WHEREAS, America is fully committed to ensuring our freedoms remain unfettered and sovereign for all generations, now
and forever; and
WHEREAS, world opinion needs to remain focused upon the eradication of these inhuman acts perpetrated around the globe;
and
WHEREAS, on way to accomplish this is to NEVER FORGET that those innocent victims did not die in vain; and
WHEREAS, America can fight back by reminding the world that the deaths of these people will always be remembered and that
they will be forever loved; and
WHEREAS, a noble and appropriate way to accomplish this is through the annual celebration of their living; and
WHEREAS, this commemoration should be conducted each September 11th throughout the land to include:
The promotion of global peace and goodwill;
The demonstration of America’s resolve and perseverance to win the war on terrorism;
The advancement of responsible citizenship;
The encouragement of patriotism and love of country;
The poignant remembrance of those innocent victims who died September 11, 2001 as heroes, one and all.
NOW THEREFORE BE IT RESOLVED, as Mayor of the City of Roxboro and Chairman of the Person County Commissioners,
are jointly issuing this proclamation to memorialize those men, wome and children who lost their lives; and
BE IT FURTHER RESOLVED, that this proclamation be publicized for all to see and know that the citizens of Roxboro and Person
County remember with eternal respect those whose lives were suddenly, without cause and pointlessly taken from them on
September 11, 2001. May they forever rest in peace and abide in our memories.
Respectfully submitted and approved, on the 9th day of September, 2017.
__________________________________ ___________________________________
Mayor Merilyn P. Newell Chairman Tracey Kendrick
City of Roxboro Person County Commissioners
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RESOLUTION OF APPRECIATION
WHEREAS, Randy Long has served the people of Person County
during his tenure working for Person County’s Arts, Parks
& Recreation Department as a Park Maintenance
Technician; and
WHEREAS, Randy Long has served the citizens of Person County with
honor, integrity, sincerity and dedication, providing
accurate, concise services for eight years, May, 2009 –
August, 2017; and
WHEREAS, Randy Long has earned the respect and admiration of all
who have known him and worked with him throughout his
career; and
WHEREAS, the County of Person recognizes the many contributions
Randy Long has made to the County and offers him
sincere best wishes for his retirement.
NOW, THEREFORE, I, Tracey L. Kendrick, Chairman of the Person County
Board of Commissioners, do hereby extend this Resolution of Appreciation
to Randy Long for continually striving to make Roxboro and Person County
a better place to live and work.
Adopted this, the 11th day of September, 2017.
____________________________________
Tracey L. Kendrick, Chairman
Person County Board of Commissioners
Attest:
____________________________________
Brenda B. Reaves
Clerk to the Board
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August 7, 2017
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PERSON COUNTY BOARD OF COMMISSIONERS AUGUST 7, 2017
MEMBERS PRESENT OTHERS PRESENT
Tracey L. Kendrick Heidi York, County Manager
Gordon Powell C. Ronald Aycock, County Attorney
Jimmy B. Clayton Brenda B. Reaves, Clerk to the Board
Kyle W. Puryear
B. Ray Jeffers
The Board of Commissioners for the County of Person, North Carolina, met in
regular session on Monday, August 7, 2017 at 7:00pm in the Commissioners’ meeting
room in the Person County Office Building.
Chairman Kendrick called the meeting to order. Vice Chairman Powell gave an
invocation and Commissioner Jeffers led the group in the Pledge of Allegiance.
DISCUSSION/ADJUSTMENT/APPROVAL OF AGENDA:
Commissioner Jeffers requested an item be added to the agenda for an appointment
to the Board of Adjustment. Chairman Kendrick requested an item be added to the agenda
for a report from the County Attorney related to the appeal of the Board of Adjustment
ruling on Sunrock/Tunnel Creek.
A motion was made by Commissioner Jeffers and carried 5-0 to add to the agenda
an item for an appointment to the Board of Adjustment as well as to add an item to the
agenda for a report by the County Attorney related to the appeal of the Board of Adjustment
ruling on Sunrock/Tunnel Creek and to approve the agenda as adjusted.
RECOGNITION:
PERSON COUNTY’S YOUTH DELEGATE TO ATTEND YOUTHVOICE:
The North Carolina Association of County Commissioners (NCACC) will convene
for an eighth year at the 110th Annual Conference, Aug. 10-12 in Durham County the next
generation of leaders as part of a youth leadership development initiative, YouthVoice.
YouthVoice provides county commissioners with the opportunity to connect with
the next generation of leaders. The event brings together Youth Delegates from 4-H Youth
Development clubs and Boys and Girls Clubs of North Carolina.
YouthVoice, which takes place on Friday and Saturday of the NCACC's Annual
Conference, offers sessions that help youth gain a better understanding of what county
governments do and the role of commissioners as the governing body for counties, and
provides multiple opportunities for youth and county officials to connect.
Commissioner Jeffers told the group that when former Cleveland County
Commissioner Mary Accor was inaugurated as NCACC president in 2009, she told
commissioners that when they reconvened for their next Annual Conference, she wanted
to see the next generation of leaders in attendance as part of a youth leadership development
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initiative. The NCACC has partnered with 4-H Youth Development, a service of N.C.
Cooperative Extension, to coordinate and bring Youth Delegates to YouthVoice since its
inception.
Ms. Michelle Farris, 4-H Youth Development Cooperative Extension Agent
introduced Person County’s Youth Delegate, Ms. Eryn Haynes, who will attend
YouthVoice as Person County’s representative. Ms. Farris noted Ms. Haynes was a rising
senior at Roxboro Community School and started her 4-H journey by showing calves and
goats at the age of seven. At age 11 to present, Ms. Haynes has participated in Electric
Congress and other 4-H programs such as Winterfest, Teen Retreat, 4-H Camp, 4-H
Congress, NC 4-H Citizenship Focus and NCACC Youth Summit.
Ms. Haynes’ shared her story on how 4-H has impacted her life.
PUBLIC HEARING:
REQUEST BY PETE DUTY WITH THE TRI-COUNTY RADIO CONTROL CLUB
FOR A SPECIAL USE PERMIT TO OPERATE A RECREATIONAL RADIO-
CONTROLLED MODEL AIRPLANE FLYING CLUB ON 14.03 ACRES OFF OF
STATE ROAD 1721 MOUNT HARMONY CHURCH ROAD (TAX MAP &
PARCEL A98-191) IN THE RURAL CONSERVATION ZONING DISTRICT:
A motion was made by Commissioner Jeffers and carried 5-0 to open the duly
advertised public hearing for a request by Pete Duty with the Tri-County Radio Control
Club for a special use permit to operate a recreational radio-controlled model airplane
flying club on 14.03 acres off of State Road (SR) 1721 Mount Harmony Church Road (Tax
Map & Parcel A98-191) in the Rural Conservation Zoning District.
The public hearing set to hear a request by Pete Duty with the Tri-County Radio
Control Club for a special use permit to operate a recreational radio-controlled model
airplane flying club on 14.03 acres off of SR 1721 Mount Harmony Church Road (Tax
Map & Parcel A98-191) in the Rural Conservation Zoning District required a quasi-judicial
zoning decision whereby witnesses are to be sworn in and subject to cross examination, no
ex parte communication and requires findings of fact. Chairman Kendrick administered the
Oath of Sworn Testimony to the following individuals who would offer testimony during
the public hearing:
Lori Oakley, Pete Duty, Christopher Silvia, Robert Mann, James Toole,
Ryan Toole, and Donald Meadows
Chairman Kendrick announced that Person County has received one notarized
statement submitted to be entered into the record. Chairman Kendrick asked the group if
there was any opposition to a notarized statement noting the gentleman was out of the
country and could not be present this date. Hearing no opposition, Chairman Kendrick
stated he would enter the notarized statement into record at the appropriate time.
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Planning Director, Lori Oakley stated all state statutes and zoning ordinance
requirements have been met for this public hearing and she submitted the following
presentation and staff report into the record:
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Ms. Oakley made a correction for the third point in above slide: the term
Conditional Use Permit should read Special Use Permit.
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Chairman Kendrick asked Ms. Oakley how many people showed up to make
comments at the Planning Board Public Hearing to which she answered there were five to
six individuals in opposition and eight or so club members in favor of the request.
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Vice Chairman Powell asked Ms. Oakley the 4-0 Planning Board vote was all
inclusive of the two findings 1 and 4 to which she noted the Planning Board voted
unanimously on the basis that it did not meet Findings of Fact #1 that the use will not
materially endanger the public health or safety if located where proposed and developed
according to the plan as submitted and approved and Findings of Fact #4 that the location
and character of the use developed according to the plan as submitted and approved will
be in harmony with the area in which it is to be located and in general conformity with the
Comprehensive Plan.
Chairman Kendrick stated if there were no more questions for Ms. Oakley, he
would move to the public comments for the three individuals that signed up in favor of the
request. He outlined that thirty minutes would be set aside for each side to make comments
which for three people that would be ten minutes each.
Chairman Kendrick called the first individual, Mr. Pete Duty, the applicant of the
request for a special use permit. Mr. Duty stated he had a PowerPoint which would be a
good way for them to start and he wanted another speaker, Christopher Silvia, to present
the PowerPoint and he would speak after Mr. Silvia; he asked if that was okay to which
Chairman Kendrick agreed.
Speaking in favor of the request by Pete Duty with the Tri-County Radio Control
Club for a special use permit to operate a recreational radio-controlled model airplane
flying club on 14.03 acres off of SR 1721 Mount Harmony Church Road (Tax Map &
Parcel A98-191) in the Rural Conservation Zoning District were the following:
Mr. Christopher Silvia of 3105 Broomsedge Way, Durham thanked the Board for
the opportunity to present the club and the nature of the situation. He proceeded to share
the following presentation:
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Mr. Silvia closed his presentation by thanking the commissioners for their time. He
stated he hoped he had made a convincing case for TCRC as an entity to be present and
have addressed the sound issues to the extent that they can and asked the Board to consider
their case favorably.
Commissioner Clayton asked Mr. Silvia in talking about the sound radius, how far
will the planes be off the property with operator control to which Mr. Silvia said that how
far they fly depends upon how the operator allows them to fly with the considerations in
terms of how far they fly and the sound they generate.
Commissioner Jeffers asked Mr. Silvia will they ever get out of sight to which Mr.
Silva stated no. Mr. Silvia stated if they get out of sight, the operator cannot operate them
and TCRC fly in what is called line of sight; Mr. Silvia said you cannot operate out of line
of sight. Mr. Silvia said there are people to own and operate what are called drones that
have cameras on them. Mr. Silvia stated this club does not have nor condone operating
these kinds of drones and do not allow that to occur. Back to the original question of
operation and sound, Mr. Silvia said that when aircraft leaves the ground, it is suggested
by AMA and by the FAA that operators fly under a 400 ft. level. At a 400 ft. level, they
are well above that level beyond the conversation zone and out of earshot according to Mr.
Silvia.
Commissioner Jeffers asked if the access to the property included the property
owners’ home or what was there on the road frontage to which Mr. Silvia said he was not
capable of answering that particular question as he did not have intimate knowledge of that
and one of the other speakers would have to answer.
Commissioner Jeffers asked Mr. Silvia about the benefits of fundraising and what
types of fundraising has TCRC done when you operated before and what was benefited in
Person County. Mr. Silvia said TCRC operated Fire Flight several years in a row, not
operated this year on account of the issues noting it was an invitational event, advertised
in the AMA magazine which comes out to individuals throughout the country. Mr. Silvia
stated people did not come from other states but people would come from within the state.
Typically donations are given, and pilots pay a landing fee as well. TCRC collected
hundreds of dollars, had raffles, etc. per Mr. Silvia; those donations are collected and the
club gives to volunteer fire departments that are in the area, i.e., Caswell County. Mr.
Silvia said they invite boy scouts to do the food part of the event and the boy scout troop
was allowed to keep whatever profits made.
Commissioner Jeffers asked of the club’s 55 members, how many are Person
County residents. Mr. Silvia asked Mr. Pete Duty and Mr. Robert Mann, present in the
audience, and Mr. Mann responded roughly 20%. Mr. Silvia noted there are three or four
clubs in this area, geographically disbursed that require relatively large spaces.
Commissioner Jeffers asked where was the closest chartered AMA club(s) to which
Mr. Silvia responded, Mebane, Raleigh and Jordan Lake that moved, hours away; he said
this was the only one in this general area.
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Commissioner Jeffers asked Mr. Silvia if there were set days to fly for when club
members had access to the facility, or this case, the property. Mr. Silvia responded that
whenever people wanted to come noting a number of the club members are retired, some
prefer to come on Saturdays, some come during the weekdays, just depending upon the
members’ schedule; Mr. Silvia said many come on Sundays however because there was a
church nearby, the club will not be flying during the early mornings on Sundays and not
starting until after 9:00am or 10:00am and may only fly electric which was quiet, during
those times. Mr. Silvia stated the club wanted to be considerate of folks during that period
of time. Mr. Silvia said that night flying was also done so members may come in the
evenings.
Commissioner Puryear asked Mr. Silvia to confirm that there were no drones to
which he said people do have drones (an aircraft that has some sort of video onboard to
which people can look through a video receiver to watch what the aircraft is doing; these
are very common and can be bought at the grocery store these days) and were allowed to
fly drones recreationally to fly around the field but what is not permitted is to fly without
a spotter. Mr. Silvia said the AMA has a very significant and serious set of rules of how
they are allowed to fly these things, so they are allowed to fly them with someone with you
and those individually have to be able to see that drone at all times within the line of sight.
Mr. Silvia said if there are video issues and the operator may lose contact with the drone,
the spotter has to be able to tell the operator where it is and be able to bring it back at all
times. Mr. Silvia explained these were the rules under which a drone is permitted to be
operated. Mr. Silvia said they would not permit individuals to come onto the field, set up
and start flying without a spotter and operated out of line of sight.
Commissioner Puryear asked Mr. Silvia the average scale from the range of tiny
foam planes to large scaled war birds to which he responded the average aircraft will have
a three foot wing span with a some having a wing span of four to five feet and a number of
older flyers have aircraft that have two feet to two and one-half feet.
Vice Chairman Powell said Mr. Silvia spoke of a learning curve for noise factor
and flight patterns and asked if it was fair to assume that there were concerns and
complaints at the former location and they were not addressed. Mr. Silvia said when the
club was first formed back in the 1980’s and 1990’s there was a different place and time
with a different set of individuals and different world in which we lived; the location was
an active crop dusting airport and the people that flew there were flying smaller airplanes
with technology limited and since then, there has been a technological revolution in model
aircraft and a lot of people are flying larger aircraft with different kinds of motors and
different electronics noting things have changed. Mr. Silvia said that particular location
has become less active from a crop duster perspective; the technology, the electronics and
the people who fly have all changed. Mr. Silvia said the area has changed, people have
moved in, houses built, the club size has changed from a handful of guys flying on a Sunday
morning to 55 people flying at all hours of the day and the club outgrew the field and they
still thinking of flying as they did in the 1990’s and early 2000’s. Mr. Silvia stated the club
should have learned a lesson early on and reached out to the community more than was
done to change how they were flying today.
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Mr. Pete Duty of 301 Continental Drive, Durham, and the applicant of the request
for a special use permit said he was going to skip past talking about noise and spoke about
safety as one of the issues brought up. Mr. Duty said that their airplanes would not be over
the properties of the surrounding residents and the church. Mr. Duty said there was 1,700
plus feet from the center of his property to the nearest residence or the church. Mr. Duty
noted it was determined at another meeting that the 30-some odd years that the club was
flying over at Hurdle Mills at the Whitfield Airfield that there wasn’t a resident that had
any damaged property or injury from their aircraft.
Mr. Duty said on the noise issue, their strongest and loudest critics have been the
hunters on both sides of the property, he pulled up the DB rating on a 30-06 rifle as 150
decibels, way over the level from their aircraft. Also on the safety issues, Mr. Duty said
he worried more of a stray bullet than a model airplane flown on his property noting he
was biased in that regard as he was shot out of a sandbox when he was three as someone
was shooting at a rabbit and got him. When it comes down to it, Mr. Duty said they were
talking about the safety, the noise, and issues like that. He asked wouldn’t it be better for
the flying to be supervised and governed by the club with the backing of AMA. Mr. Duty
said he could not come up with any reason that would make sense to not issue a permit.
Mr. Duty noted the club was backed by $2.5M of insurance through AMA, should there be
an accident. Mr. Silvia said they have backlog of coverage and asked if the neighbors have
anything like that.
Commissioner Jeffers asked Mr. Duty if he was the property owner to which he
responded affirmatively.
Mr. Duty clarified an earlier question about flying in the boundaries to which he
noted was their responsibility to fly on the property that they have and only can overfly
other property if they have the permission of the other property owners.
Commissioner Clayton asked Mr. Duty if there was another tract of land between
his property and where the church was located to which Mr. Mann and Mr. Duty answered
affirmatively. Commissioner Jeffers asked Mr. Mann of 2715 Brown Road, Hurdle Mills,
how the Duty property was accessed and he said they would turn beside the church onto a
50 ft. easement that nine properties share for access. Mr. Mann stated that the Person
County GIS indicates that the center of the church was just over 1,900 ft. from the center
of the Duty property which was the closest residence around the property noting they are
in the middle of nothing.
Commissioner Jeffers asked Mr. Duty if this was the only tract that he owned to
which he responded affirmatively. Mr. Mann added that the neighboring tracts to the Duty
parcel are all vacant, woodlands. Commissioner Jeffers asked if the parcel was being
farmed currently to which Mr. Mann stated no. Mr. Mann said there are two tracts the
timber hasn’t been cut but everything else has been cut and grown up. Mr. Mann stated
the Duty property was previously cut in 2013 according to GIS and that hay will be raised
on the property and a grass runway maintained outside of the parking lot that they were
told they had to have which will be in stone.
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Chairman Kendrick moved to the individuals that would be addressing the Board
in opposition to the request. He noted as the group had agreed earlier to enter into record
a notarized statement, he read and presented the following:
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Speaking in opposition to the request by Pete Duty with the Tri-County Radio
Control Club for a special use permit to operate a recreational radio-controlled model
airplane flying club on 14.03 acres off of SR 1721 Mount Harmony Church Road (Tax
Map & Parcel A98-191) in the Rural Conservation Zoning District were the following:
Mr. James Toole of 454 Gray Fox Road, Rosman stated he lived five hours from
Person County and had purchased land without any idea that anything like this would be
coming into this community. Mr. Toole said it would not only be the 50 plus members but
two or three people with each of those members so looking at 150 to 200 people in that
area with the noise. Mr. Toole stated he purchased this property to have a place to go
because he works in construction, a home improvement business, dealing with a lot of
stress noting this land was his quiet place to get away, to have a place come bring his sons,
daughter and to hunt on and be 1,500 ft. away from the main road. Mr. Toole said if he
had wanted property in the city, he would have bought in the city but he wanted somewhere
it was quiet. Mr. Toole stated this would really impact that community and not sure that
community really understood what this will do; they will be flying more than four planes
there, and have six or eight on the runway waiting to take off. Mr. Toole asked the Board,
would you want this in your back yard? Mr. Toole said they did not think the residents of
Mount Harmony would noting he has 17 signatures to back that. Mr. Toole said he and his
son were working on a job about three weeks ago, when the first Planning & Zoning
meeting was held noting they took off time from their jobs, just as they took off time to
come to this meeting because it is important. He further noted there was a valley with one
plane that was flying over 440-450 yards away from them and they heard all movements
as it was flying around and around, back and forth, over and back making a lot of racket.
He said if one plane was making that much racket, what would four or five planes going to
be doing. Mr. Toole said if they didn’t stop this, it will tear that little quiet community up.
Mr. Toole stated another problem with the drones. He said what were they are failing to
tell you all was that the President of the Club has a plane with a wing span of 14 ft. wide
with a 100cc motor on it. Can you imagine that 14 ft. plane coming across the top of your
house and losing control and all the fuel in it and the batteries that it keeps it a flight comes
down on your house and probably burn it down. Mr. Toole said they are in a residential
neighborhood that was wooded. Mr. Toole said, in fact, every bit of his 15 acres, on the
south side of the proposed property was wooded timber. What will happen when one of
the planes comes down on my property and sets the woods on fire; there’s going to be a
bunch of neighbors with potential to lose their house. Mr. Toole noted they said it was
1,700 plus feet away from residents, no, as Mr. Luster Harris was 900 ft. from the property
and the church was less than 1,000 ft. the way the crow flies. If you take away the crow
flies or a plane, it is less than 1,000 ft. Mr. Toole said there was another man that lives on
Circle B that was probably less than 1,000 ft.; Mr. Toole said Mr. Blaylock was probably
1,500 ft. to 2,000 ft. Mr. Toole stated the planes would not stay on the 14 acres; there are
going to fly one-half mile to one mile around as long as they can see them or comes out of
the cloud, catch it back and fly as far as it will go. Mr. Toole said he understood about the
traffic and the people that this will generate in this normally quiet neighborhood as it will
be used practically every day, 365 days a year, from day light to dark. Mr. Toole said he
had spoken to Mr. Lurch (Robert Mann) and he said it would only be used on the weekend
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and from everything he researched on the club that was inaccurate and used on a daily basis
by somebody, if not several members of that club.
Mr. Toole said they said they would let the church have Sunday service and start
flying at 9:00am noting his church usually was over about 1:00pm. The complaints from
the people that have been affected at their last location in Hurdle Mills verifies the noise
and trespassing on property to get their planes. Mr. Toole asked if you think they will call
him five hours away to tell him their plane went down on his property, no, they will march
right over there and grab it even if there are no trespassing signs up. Mr. Toole said they
would be trespassing to retrieve their planes and parking on other people’s property, all
issues to be dealt with if this club is allowed to open up on this property. Mr. Toole said
there will be no quiet time anymore as there will be constant noise, constant traffic and
people not known continuously using the 50 ft. access that he put in noting he and his sons
actually built that road in there by hand and a little farm tractor. Mr. Toole said they already
messed the road up by coming in there to clear 14 acres of property without erosion control
except to mess up the road. Mr. Toole said he did not know the members or the people
associated with their members.
Mr. Toole noted that Siloam Baptist Church which was 1,000 to 1,200 ft. away;
would you want to have a wedding there for your daughter or son? Would you want to
have a funeral there with all this going on? Mr. Toole said it was not fair for this
community to be dealt such a blow with what they are trying to do. Mr. Toole noted there
are several dwellings within 1,000 to 1,200 ft. and once a quiet, undisturbed community
but to be turned into a noisy, busy community that will no longer be peaceful. Mr. Toole
said he was planning to put a home on his property to have a place to stay and relax with
his family noting he already has a perc test in and a septic permit on file in the Person
County Environmental Office but he may not do that if he cannot sit on his back porch and
have quiet and peace like he wanted to have the property for in the begin with. Mr. Toole
said the noise level was compared to talking back and forth but he stated that was not a
fact, far from the fact. Mr. Toole asked the Board to consider if they would want this in
their neighborhood or next to your church. Mr. Toole pointed to Mr. Luster Harris who is
a deacon of the church noting Mr. Harris did not want it behind his church and a member
of the community who lives within 900 ft. of the property. Mr. Toole said what they said
about being 1,700 ft. from the center of the property, but they will do all over the whole
valley. Mr. Toole petitioned the Board to deny the request for the simple fact that the
community will be in upheaval, the trash generated, the traffic general and the noise level
that is generated will be intolerable.
Mr. Ryan Toole of 92 Laura Brooke Drive, Penrose, son of Mr. James Toole who
lived almost five hours away. As pointed out, the reason for coming to Person County is
for peace and quiet. Mr. Toole stated he has a daughter that likes to camp, fish, hunt on
his dad’s property and he doesn’t have to worry about her getting shot. Mr. Toole noted
Mr. Duty said he rather have a plane out of control over his piece of property than
somebody shooting a rifle. Mr. Toole said that anyone with weapons training knows better
if there is a residence you don’t shoot that way with or without a buffer. By the state of
NC no firearm can be fired within 100 yards of a residence; even at 200 yards Mr. Toole
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said he would not shoot that way toward someone’s property but as he said a plane go
down. Mr. Toole asked what if his daughter was playing in the yard and they are flying
and a plane goes down; the propeller is still going and if it hits her, it could chop her head
off, so what was the difference. Mr. Toole noted he could have control over a firearm and
if a plane is going down, there was nothing they can do about it. Mr. Toole said there are
55 members in the club with no limit of members so in a few years, how many members
are we looking at, it could double, triple. Mr. Toole stated they proposed a 10 ft. wide
private road on the 50 ft. easement going back there, with 55 people how will it be to pass
people on this road. Mr. Toole asked if they will maintain the road, no, or mess the ditches
up, yes. He said there is a danger for his daughter to get hurt while playing a run after a
ball into the road with so much traffic. Mr. Toole said as stated over half of the members
do not live within the county and asked if the members would spend money in the county
or go back to their home county to eat, get gas, hang out with friends. Mr. Toole said they
visit Person County on a regular basis and spend money within the county buying fuel,
hotels, food, renting equipment, buying gravel to put on the road. Mr. Toole said in the
last meeting that they had a hog trail for a road noting he owns a small business making
money, not a lot of money so they do what they can when they can. Mr. Toole said they
spent over $5,000 on the hog trail of a road putting gravel, coverts, ditches to keep erosion
down which now they have a bulldozer through there and flatten it out to close the ditches
back up so the erosion is going back into the creeks where it shouldn’t be. Mr. Toole stated
the president stood before the Planning & Zoning committee and said they will do whatever
they want to if approved or not as they could not stop them. Mr. Toole asked what does
that say after saying they want to work with the community but that’s not working with the
community. Mr. Toole noted the president said they could not fly in less than 500 ft. of
airspace over anyone else’s land without having permission to do so per their insurance,
and they have said it tonight they could not fly in less than 400 ft. of airspace, so which
one is the truth. Another thing on the church, Mr. Toole said that in the last meeting if the
church got out at 11:00am, they won’t start flying at 11:00am, what if church runs over 10
minutes as he hasn’t been in a church that gets out at 12:00noon or 11:00am on the dot
every Sunday not to mention if they have special events. Mr. Toole said this was their
playtime; they come from surrounding counties, do their thing, go home; they don’t have
to worry about anybody else flying around their homes where they go to relax, sit back and
have quiet home. Mr. Toole said this is their second home, where we come to after working
and being around construction and loud noises to get relaxation and to wind down to get
away from the hustle and bustle of life. Mr. Toole said if they get approved on this, he was
going to lose it as what was the point of coming down here, to drive five hours to listen to
that noise seven days a week, daylight to dark. Mr. Toole noted they said they hardly fly
on weekdays and others say yes they do because some are retired and some work swing
shifts. Mr. Toole said there would not be quiet time so what is the point to come down
here. Mr. Toole said the president told them when they first bought the property they have
to have permission if a plane goes down to get it from someone else’s property, with living
five hours away in the mountains, asked if they would call for permission to get a down
plan or wait five hours for us to come here to get it, no, they will just go get it like nothing
happened. Mr. Toole, a volunteer fireman since he was 16 and now 26, said if the plane
crashes with fuel and batteries, the heat and jet fuel highly flammable as they noted in the
last meeting the heat from a down plane will not combust. Mr. Toole asked the Board to
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deny the request and put some restrictions on the ones that will do what they want to
anyhow.
Mr. Donald Meadows of 8413 Cassam Road, Bahama stated he was 1,000 yards
from the property. He said he had no peace, no quiet and couldn’t walk in the yard. Mr.
Meadows said he couldn’t relax in his home or go to the pond for fishing without flying
planes and asked the Board how they would like it noting he did not like it.
Commissioner Jeffers stated Mr. Luster Harris was pointed out to be from Siloam
Church and wanted to know if he wanted to say something as he missed the signup.
Chairman Kendrick said Mr. Harris did miss the signup but there was some time remaining.
Chairman Kendrick administered the oath of sworn testimony to Mr. Luster Harris.
Mr. Luster Harris of 4554 Mt. Harmony Church Road, Rougemont reinforced what
Mr. Toole and other gentlemen said in opposition to the request noting he had come to the
first meeting and understood what they were saying about the planes. Mr. Harris stated for
fact that they would not stay on the acreage of land that they purchased. Mr. Harris stated
his church’s hours are really from 9:45am until 12:30pm on Sundays which includes
Sunday School and 11:00am service with various times there are programs on Sunday
afternoons. Mr. Harris said he was the closest house to the church.
Commissioner Jeffers asked Mr. Harris if the church has Wednesday services and
if so, what time. Mr. Harris responded the church has Wednesday Bible Study at 12:00noon
until 1:00pm and on Saturdays, the church has choir rehearsals on the 2nd Saturday at
11:00am and on the 4th Saturday at 1:00pm. Mr. Harris noted there were other programs
and funerals not specified on a time.
Commissioner Jeffers asked if he looked up the TCRC Club who would be the
contact to which Mr. Robert Mann of 2715 Brown Road, Hurdle Mills noted he was the
president.
Chairman Kendrick stated someone said earlier that someone had a plane with a 14
ft. wing span and asked if that was true to which Mr. Mann stated it was not true.
Vice Chairman Powell asked if Planning & Zoning rejected this request twice. Ms.
Oakley explained there was two different sites; the first site was the Hurdle Mills site
request for a conditional use permit before the Board of Adjustment and the second site for
this case for a special use permit that went before the Planning Board for recommendation
for the Board of Commissioners.
Commissioner Clayton asked Ms. Oakley how far it is from the church (parcel A98-
20) to the property. Ms. Oakley estimated the distance to be just over 1,000 ft. to the edge
of the property.
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Commissioner Jeffers asked if the easement was graveled to which Mr. Mann stated
it was partially graveled on the 2,200 to 2,500 ft. easement, approximately 5% graveled.
Mr. Toole stated approximately one-third of the easement was graveled noting he had to
use oversized stone due to wet placed in the beginning using 30,000 to 40,000 pounds in
that one area. Mr. Toole noted his property was A98-192 on the southeast side.
Commissioner Jeffers stated A98-109 has a home on it. Mr. Toole said A98-109
was Mr. Luster Harris’ property and approximately 900 ft. from the beginning of A98-191
(Duty parcel).
Commissioner Jeffers asked Ms. Oakley what stops the property owner, Mr. Duty,
from flying his plane to which she stated nothing stops Mr. Duty from flying his personal
plane with friends. Commissioner Jeffers asked Ms. Oakley what stops the property owner,
Mr. Duty, from inviting, his friend Lurch (Mr. Mann) to which Ms. Oakley said nothing.
Commissioner Jeffers said if the Board were to approve the request for a special
use permit, could the Board take it away at any time or could the Board put on the permit
a timeframe for the approval, i.e. permit for one year, two years, five years or once
permitted it is there forever. Ms. Oakley said the attorney may want to answer noting she
has seen conditions placed where there were time periods on previous permits as a
condition. Commissioner Jeffers said as the request was for a permit for a flight club, could
the Board prohibit from flying at certain times to which Ms. Oakley said yes, that could be
made as a condition. Ms. Oakley said her understanding was that the applicant would have
to agree to the condition to which Commissioner Jeffers said that was fine.
Commissioner Jeffers asked Ms. Oakley if staff recommended a gravel parking lot
to which Ms. Oakley responded that the request was for a gravel parking lot under a
provision in the Zoning Ordinance as it would be required for them to do 10 ft. wide gravel
access from Mount Harmony. Commissioner Jeffers said he understood the applicant’s
side to say they were being made to and asked was it a condition by the Planning Board or
did the applicant request a parking lot. Ms. Oakley said they requested gravel noting the
County’s Ordinance actually requires pavement so they requested gravel to come in all the
way 10 ft. wide from Mount Harmony Church Road to their parcel and then have a gravel
parking lot with ten parking spaces with a turnaround. Commissioner Jeffers stated the
Board could say no parking lot and put gravel on the access road to which Ms. Oakley
responded that the Ordinance requires a minimum of ten parking spaces and she did not
think the Board could take away the provision as written in the Ordinance. Commissioner
Jeffers said if the Board could waive from pavement to gravel, the Board would waive to
be nothing. Ms. Oakley understood this was possible.
A motion was made by Vice Chairman Powell and carried 5-0 to close the public
hearing for the request by Pete Duty with the Tri-County Radio Control Club for a special
use permit to operate a recreational radio-controlled model airplane flying club on 14.03
acres off of SR 1721 Mount Harmony Church Road (Tax Map & Parcel A98-191) in the
Rural Conservation Zoning District.
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CONSIDERATION TO GRANT OR DENY REQUEST BY PETE DUTY WITH
THE TRI-COUNTY RADIO CONTROL CLUB FOR A SPECIAL USE PERMIT
TO OPERATE A RECREATIONAL RADIO-CONTROLLED MODEL
AIRPLANE FLYING CLUB ON 14.03 ACRES OFF OF SR 1721 MOUNT
HARMONY CHURCH ROAD (TAX MAP & PARCEL A98-191) IN THE RURAL
CONSERVATION ZONING DISTRICT:
Chairman Kendrick stated he has a record of voting with the County’s Planning and
Zoning Board as the Board puts those people in place to look at the findings of fact as a
quasi-judicial board and they recommended 4-0 decision to deny the request. Vice
Chairman Powell agreed with Chairman Kendrick.
Commissioner Jeffers stated the Planning Board was an appointed board and the
Board of Commissioners, as an elected board, are held accountable by the people and he
liked the Board of Commissioners being the buffer between the people and an appointed
board.
Commissioner Clayton stated his biggest concern was for the church.
Commissioner Jeffers stated the Board of Commissioners were on the verge of
taking away property rights as it has been a practice with the Board for citizens to have a
right to purchase property to do what they wanted to whether it be hunting, fly a plane,
train dogs, etc.
A motion was made by Commissioner Jeffers and failed 1-4 to approve the request
by Pete Duty with the Tri-County Radio Controlled Club for a Special Use Permit to
operate a recreational radio-controlled model airplane flying club on 14.03 acres off of SR
1721 Mount Harmony Church Road (Tax Map & Parcel A98-191) in the Rural
Conservation Zoning District for two years prohibiting them from flying on Sundays from
9:00am to 1:00pm and asked for them to ever so kindly give the church a contact person,
where contact could be made regarding special events, i.e., funerals, with the hope they
would respect the church’s request to not flying during those times, as well as not require
a gravel parking lot but require them to gravel the access road. Commissioner Jeffers said
this motion would give the Board of Commissioners two years to gage if the club was
respectful of the church, and flying over other properties noting when there were issues,
then prohibit. Commissioner Jeffers stated he did not like on the applicant’s slide
presentation indicating that without a public venue, unsupervised model flying would
continue noting he looked up the AMA’s safety rules, which 1B outlined they are restricted
from flying planes where they are prohibited as a charter member of the AMA.
Commissioner Jeffers was the lone vote in support of the motion. Chairman Kendrick,
Vice Chairman Powell and Commissioners Puryear and Clayton voted against the motion.
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A motion was made by Chairman Kendrick and carried 4-1 to deny the request by
Pete Duty with the Tri-County Radio Controlled Club for a Special Use Permit to operate
a recreational radio-controlled model airplane flying club on 14.03 acres off of SR 1721
Mount Harmony Church Road (Tax Map & Parcel A98-191) in the Rural Conservation
Zoning District as recommended by the Planning Board that the request failed to meet
findings of fact for #1 that the use will not materially endanger the public health or safety
if located where proposed and developed according to the plan as submitted and approved;
and #4 that the location and character of the use of developed according to the plan as
submitted and approved will be in harmony with the area in which it is to be located and
in general conformity with the Comprehensive Plan. Chairman Kendrick, Vice Chairman
Powell and Commissioners Puryear and Clayton voted in favor of the motion.
Commissioner Jeffers cast the lone vote against the motion.
REPORT FROM THE COUNTY ATTORNEY RELATED TO THE APPEAL OF
THE BOARD OF ADJUSTMENT RULING ON CAROLINA SUNROCK/TUNNEL
CREEK:
County Attorney, Ron Aycock stated he attended a hearing this date before Judge
Tom Lambeth in Superior Court on the appeal of Tunnel Creek from the decision of the
Board of Adjustment. Mr. Aycock said that Judge Lambeth heard arguments for
approximately 1.5 hours and made no decision because he wanted to read the briefs and
record. Mr. Aycock described the issue being heard was whether or not the Person County
Planning Department made the correct decision when they ruled that Sunrock’s movement
within the area under a special use permit of facilities was a minor variation or a major
variation from the special use permit. If it is a minor variation, then there was no necessity
for an amendment to the special use permit. Mr. Aycock explained the sole question before
the Board of Adjustment was to determine if that was a correct decision. The Board of
Adjustment ruled that the Planning Director and staff made the correct decision therefore
upheld her decision. Mr. Aycock noted Tunnel Creek appealed which went before the
Superior Court Judge this date. A decision from the Judge is forthcoming, without a
timeline, but expected within 10 days per Mr. Aycock. Mr. Aycock said should the
Superior Court Judge rule in favor of Sunrock, confirming the decision of the Board of
Adjustment, there is no further action required or authorization by the Board of
Commissioners. Mr. Aycock said if the Judge rules as a major variation and not a minor
variation, the effect would be that Tunnel Creek would win and Sunrock would be
authorized to ask the Board of Commissioners for an amendment to their special use
permit.
Mr. Aycock surmised that the Board of Commissioners granted a special use permit
in 2005 and 2006 after all the required public hearings. As a legal matter, the Board of
Commissioners have no authority unless Tunnel Creek wins the appeal. Mr. Aycock
further noted that there was some expectation that whomever wins, the losing party will
attempt to appeal to the NC Court of Appeals.
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INFORMAL COMMENTS:
There were no comments from the public.
DISCUSSION/ADJUSTMENT/APPROVAL OF CONSENT AGENDA:
A motion was made by Vice Chairman Powell and carried 5-0 to approve the
Consent Agenda with the following items:
A. Approval of Minutes of July 10, 2017,
B. Budget Amendment #2,
C. Home and Community Care Block Grant Revision FY17-18,
D. Resolution Appointing Review Officers, and
E. NC Education Lottery Applications:
1) Terrazzo Flooring at Person High $54,000,
2) Replace Toilet Partitions at Helena Elem. School $25,000,
3) Replace Exterior Doors at North End Elem. School $25,000,
4) New Filter System at North End Elem. School $4,500,
5) Fire Alarm Replacements at North End, Oak Lane, South and North Elem.
Schools $25,000,
6) ADA Handicap Walkway/Ramp at Person High $45,000,
7) Replace two old Tennis Courts at Person High $125,000,
8) New Windows at South Elem. School $35,000,
9) Replace Toilet Partitions at Southern Middle School $15,000,
10) Replace Carpet Media Center at Stories Creek Elem. School $22,000,
11) Replace Asphalt at Woodland Elem. School $20,000, and
12) Building Renovations at Northern Middle School $100,000
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NEW BUSINESS:
A RESOLUTION OF INTENT TO LEASE PROPERTY AT THE OLD HELENA
SCHOOL TO PIEDMONT CAREER ACADEMY, INC.:
County Attorney, Ron Aycock introduced a Resolution of Intent to Lease Property
at the Old Helena School to Piedmont Career Academy, Inc. to the Board for consideration
noting Dr. Eddy Daniel was available to make his presentation and to answer questions.
Mr. Aycock stated Dr. Daniel requested that the Board of Commissioners to lease the Old
Helena School property to Piedmont Career Academy Charter School as he moves forward
with his application to the state for a charter school. Mr. Aycock explained the resolution
noted the Board’s general intent to lease the property at the Old Helena School to Piedmont
Career Academy for the purpose of a special charter school emphasizing work readiness.
The Property is currently being used only to store some excess county property.
Commissioner Clayton asked Dr. Daniel about the new charter’s board and funding
to which Dr. Daniel stated there are six board members with all being local to Person
County (one member resides in Northern Durham but a native of Person County). Dr.
Daniel explained that the state must approve the charter school and the school must open
before the state will release its funding to the school.
Commissioner Jeffers asked Dr. Daniel how he proposed to fund the renovations
prior to opening and receiving the state funding. Dr. Daniel stated the new charter school
would partner with Charter Success, Inc. of Durham, a business with a market for charter
schools to seek out, set up and manage the financial aspects of the programs. Dr. Daniel
explained that new startups are located in existing schools or new facilities are built. He
noted he was not planning to build a new facility although financing was available should
that be the decided path but it was not their first choice.
Dr. Daniel said the state does not require a new charter to have a designated space
upon application but it helps the case to have secured an intent for the space to move
forward.
Vice Chairman Powell asked the County Attorney how binding was the language
in the resolution before the Board of Commissioners to which Mr. Aycock noted it was not
legally binding to which Dr. Daniel understood that if approved, gives a gentlemen’s
agreement to move forward.
Commissioner Clayton stated his preference to hear from the Board of Education
noting its new leadership may have ideas for use of that space. Chairman Kendrick noted
he had recently met with Dr. Rodney Peterson, the new Superintendent for Person County
Schools and there was no agreement or interest for using the subject space. He said Dr.
Daniel was providing the County with an opportunity to have someone use this facility that
has sat empty for a number of years, by funding the needed renovations; additionally,
language would protect the taxpayers of the County should for any reason the charter
school did not thrive, the property would revert back to the County. Dr. Peterson, present
in the audience told the group that there was possibility for the schools to use the site for a
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STEM (Science, Technology, Engineering and Mathematics) academy, an extension to
their support services with a lending library or a preschool. He added that there were
various financing opportunities available for them to utilize the site.
Commissioner Jeffers noted he had not been told any ideas for use of the space and
he was not in support to let go of that property as it was located in an area projected to
grow.
Vice Chairman Powell questioned the need for a work readiness program noting
there was already a Career and Technical Education program at both the two middle
schools and at the high school. He supported the idea to hear from Board of Education
stating a proposal should be brought to the Board sooner versus later as there was someone
interested in the facility.
Commissioner Puryear stated support to hear from the Board of Education as soon
as possible.
A motion was made by Commissioner Clayton and carried 4-1 to table
consideration to adopt a Resolution of Intent to Lease Property at the Old Helena School
to Piedmont Career Academy, Inc. Chairman Kendrick cast the lone dissenting vote.
CONSIDERATION TO CHANGE THE NOVEMBER 13, 2017 REGULAR
SCHEDULED BOARD MEETING TO NOVEMBER 20, 2017 TO
ACCOMMODATE LOCAL GOVERNMENT DAY:
Person County Schools’ Director of Secondary Education, Jenna Regan notified
staff of the dates slated for local government during fiscal year 2017-2018. The dates are
November 20, 2017 and March 19, 2018, both to begin at 9:00am.
Chairman Kendrick requested the Board to take action to change its November 13,
2017 meeting to November 20, 2017 at 9:00am to accommodate participation in the Local
Government Day event held by Person County Schools. The location of the Local
Government Day Board meeting will be in the County Office Building Auditorium.
A motion was made by Commissioner Jeffers and carried 5-0 to change the
November 13, 2017 regular scheduled board meeting to be held on November 20, 2017 at
accommodate local government day with Person High School.
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APPOINTMENT(S) TO THE BOARD OF ADJUSTMENT:
Commissioner Jeffers nominated Mr. Kenneth Perry to fill a vacancy on the Board
of Adjustment.
A motion was made by Commissioner Jeffers to appoint Mr. Kenneth Perry to the
Board of Adjustment.
Ms. Lori Oakley, Director of Planning stated there were currently two vacancies on
the Board of Adjustment and that the alternate representative, Mr. Jim Tomlinson had
shown interest in being appointed as a full-voting member (thereby leaving the alternate
position vacant).
An amended motion was made by Commissioner Jeffers and carried 5-0 to
appoint Mr. Kenneth Perry and Mr. Jim Tomlinson to the Board of Adjustment, each for a
3-year term.
CHAIRMAN’S REPORT:
Chairman Kendrick reported of an upcoming conference call with the Economic
Development Director on August 11, 2017 at 1:00pm for an update with economic
development projects. County Manager, Heidi York stated she would share the email with
the instructions to join in the conference call should the Board desire to do so.
Chairman Kendrick noted that the National Night Out event was a huge success
due to the community’s participation as well as the many volunteers who worked the event.
MANAGER’S REPORT:
County Manager, Heidi York reported staff had set up meeting with each of the
volunteer fire departments’ fire chief and board president noting Vice Chairman Powell
was unable to attend therefore leaving an opportunity for one commissioners to join
Chairman Kendrick, Doug Young and herself. These meetings are set up to start
discussions related to the funding needs of the VFDs and a funding formula in advance of
the next fiscal year budget.
Ms. York stated the NC Association of County Commissioners’ annual conference
will be held on August 10-12, 2017 in Durham County.
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COMMISSIONER REPORT/COMMENTS:
Commissioner Jeffers extended an invitation to the group to attend an ice cream
party at 3:00pm on August 30, 2017 for the Dept. of Social Services’ employees hosted by
the DSS Board.
Commissioner Clayton had no report.
Commissioner Puryear had no report.
Vice Chairman Powell had no report.
ADJOURNMENT:
A motion was made by Commissioner Jeffers and carried 5-0 to adjourn the
meeting at 9:09pm.
_____________________________ ______________________________
Brenda B. Reaves Tracey L. Kendrick
Clerk to the Board Chairman
(Draft Board minutes are subject to Board approval).
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August 21, 2017
1
PERSON COUNTY BOARD OF COMMISSIONERS AUGUST 21, 2017
MEMBERS PRESENT OTHERS PRESENT
Tracey L. Kendrick Heidi York, County Manager
Gordon Powell C. Ronald Aycock, County Attorney
Jimmy B. Clayton Brenda B. Reaves, Clerk to the Board
Kyle W. Puryear
B. Ray Jeffers
The Board of Commissioners for the County of Person, North Carolina, met in
regular session on Monday, August 21, 2017 at 9:00am in the Commissioners’ meeting
room in the Person County Office Building.
Chairman Kendrick called the meeting to order. Vice Chairman Powell gave an
invocation and Commissioner Puryear led the group in the Pledge of Allegiance.
DISCUSSION/ADJUSTMENT/APPROVAL OF AGENDA:
Chairman Kendrick requested to add an item to the agenda for a requested easement
by Duke Energy and to also add a Closed Session to discuss the acquisition of real property.
A motion was made by Commissioner Jeffers and carried 5-0 to add to the agenda
an item for a requested easement by Duke Energy as well as add an additional Closed
Session to discuss the acquisition of real property and to approve the agenda as adjusted.
RECOGNITION:
RESOLUTION OF APPRECIATION:
Chairman Kendrick read and presented a Resolution of Appreciation to Person
County Retiree, Beverly Berned.
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INFORMAL COMMENTS:
There were no comments from the public.
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. Budget Amendment #3, and
B. Tax Adjustments for August 2017
a. Tax Releases
b. NC Vehicle Tax System pending refunds
NEW BUSINESS:
RURAL OPERATING ASSISTANCE PROGRAM ALLOCATIONS FISCAL
YEAR 2017-2018:
Person Area Transportation System Manager, Kathy Adcock presented the Fiscal
Year 2017-2018 Rural Operating Assistance Program (ROAP) application for approval.
Ms. Adcock stated the ROAP assists in three areas, Rural Operating Program (RGP),
Employment (EMPL) and Elderly and Disabled Transportation (EDTAP). Ms. Adcock
said the ROAP is a state appropriation totaling $147,128 with no local funding needed.
Ms. Adcock noted the below summary of the disbursement of ROAP funds to other
departments and Person Area Transportation. Person County has been allocated $147,128
by the state to assist with these transportation programs.
Agency Allocation
Person Area Transportation
RGP $72,666
EDTAP $33,165
EMPL $ 8,000
Person County Senior Center
EDTAP $12,000
Person Industries
EDTAP $16,000
EMPL $ 3,297
Person County Group Homes
EDTAP $ 2,000
TOTAL $147,128
A motion was made by Commissioner Jeffers and carried 5-0 to approve the Rural
Operating Assistance Program Application and the disbursement allocations as presented.
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RESOLUTION AUTHORIZING PERSON COUNTY TO ENTER INTO AN
AGREEMENT WITH NC DEPT. OF TRANSPORTATION FOR A FISCAL YEAR
2018 CAPITAL GRANT:
Person Area Transportation System Manager, Kathy Adcock requested Board
approval of a Resolution authorizing Person County to enter into an agreement with NC
Department of Transportation for a Fiscal Year 2018 Capital Grant in the amount of
$123,000. Ms. Adcock stated this grant was for the replacement of two vehicles that have
reached their limited mileage.
Ms. Adcock presented the grant agreement included 80% Federal funding in the
amount of $98,400, 10% State funding in the amount of $12,300 and 10% Local Share or
county funding in the amount of $12,300 for a grand total of $123,000. Ms. Adcock stated
the local share was budgeted with the Public Transportation Grant that has been approved;
this would break-out the funds from the Administration Budget to show up in the Capital
Budget.
Ms. Adcock said the replacement vehicles would be two high-top vans.
A motion was made by Commissioner Puryear and carried 5-0 to adopt a
Resolution authorizing Person County to enter into an agreement with NC Department of
Transportation for a Fiscal Year 2018 Capital Grant.
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SALE OF SURPLUS PROPERTY UPDATE:
Assistant County Manager, Sybil Tate reminded the Board that at its July 2017
meeting, the Board requested the sale of the following surplus properties:
1. “Old Senior Center building and green space”- .54 acres, record number 16471
2. “Old Hotel lot”- .49 acres, record number 10534
Ms. Tate updated the Board to on the bids received to date. She said one bid from
Vice Chairman Kendrick was received for the “Old Senior Center building and green
space” in the amount of $500.00 Staff has received two bids for the “Old Hotel lot” 1) in
the amount of $1 from Hayden Newell and 2) in the amount of $1,000 from John Dixon.
Ms. Tate noted the Board had a couple of options: 1) proceed with the upset bid
process to adopt a resolution at the Board’s next meeting as the method to sale the surplus
property, advertise as required for additional offers until no more offers are received, or 2)
combine the two lots for sale together, instead of separately. As both properties currently
have a bid, Ms. Tate further noted option #2 may not be a needed option.
Chairman Kendrick offered to recuse himself from discussions and action of the
Board as it was a conflict of interest.
A motion was made by Commissioner Puryear and carried 4-0 to recuse Chairman
Kendrick from the discussion and vote taken by the Board due to his submittal of an offer
presenting a conflict of interest as well as Vice Chairman Powell to take over leading the
meeting during this agenda item.
County Attorney, Ron Aycock stated there was a statutory procedure for the upset
bid process which includes publication in the newspaper and waiting for the required
period, i.e. 30 days and when there are no further bids, the sale can be confirmed.
Ms. Tate confirmed there was no minimum bid set by the Board and the Board has
the right to refuse any offer.
Commissioner Puryear suggested to keep the surplus property separate as there
were current bids on both parcels and to proceed with the upset bid process, advertise as
necessary and follow the state mandated time period, i.e., 30 days, to keep as transparent
and public as possible. It was the consensus of the Board to follow Commissioner
Puryear’s suggestion.
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REQUESTED EASEMENT BY DUKE ENERGY:
Chairman Kendrick requested Board approval for an easement requested by Duke
Energy noting Person County plans to install a Public Safety Tower on County property
known as the Bushy Fork Ball Park. Once the tower is erected and approved, Duke Energy
will need an easement to install a buried electrical power cable from an existing power pole
in the parking lot to the tower site on the northwest end of the property with the buried line
to be located between the gym and small field to the tower location.
Chairman Kendrick said the presented easement was a standard agreement that
Duke Energy uses with individuals as well as municipalities and corporations.
Commissioner Puryear asked if the Chairman should recuse himself as he was an
employee of Duke to which the County Attorney, Ron Aycock stated there was no
requirement unless Chairman Kendrick owns more than 10% of the Duke stock.
A motion was made by Commissioner Puryear and carried 5-0 to approve an
easement as requested by Duke Energy as presented.
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August 21, 2017
10
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August 21, 2017
11
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August 21, 2017
12
CHAIRMAN’S REPORT:
Chairman Kendrick thanked all workers, volunteers and individuals that adopted
pets on August 19, 2017 in response to the “Clear the Shelter” event held at Animal
Services. He also added that if there were any individuals interested in serving on the
Animal Services Advisory Committee to contact the Clerk to the Board, Brenda Reaves as
there has been low participation this past year at the meetings.
MANAGER’S REPORT:
County Manager, Heidi York reported she and Chairman Kendrick concluded their
last meeting with volunteer fire departments last week with her notes will be forthcoming
highlighting the recurrent themes.
Ms. York stated the Research Triangle Regional Partnership was hosting a meeting
next Thursday in Henderson noting a group of the Economic Development Commission
will plan to attend; should any Board members be interested to let her know.
Ms. York said the Economic Development Commission will hold its first meeting
on August 30, 2017 starting at 8:00am.
COMMISSIONER REPORT/COMMENTS:
Commissioner Jeffers reminded the group of the ice cream social hosted by the
Dept. of Social Services (DSS) Board for DSS employees to be held on Wednesday,
August 30, 2017 at 3:00pm.
Commissioner Jeffers stated that on September 14, 2017 Semora Fire Department
will hold an engine dedication at 2:00pm.
Commissioner Clayton reported he had a photo of the Person County 4-H
participant from Person County attending the NC Association of County Commissioners
annual conference in Durham County.
Commissioner Puryear reported he had met with Piedmont Community College’s
new President, Dr. Pamela Senegal. He said the Chamber of Commerce’s Personality
event would be held on Friday from 5:00 to 9:00pm and all day on Saturday.
Vice Chairman Powell thanked Manager York and Chairman Kendrick for holding
the volunteer fire departments in his absence.
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August 21, 2017
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CLOSED SESSION#1
A motion was made by Commissioner Vice Chairman Powell and carried 5-0 to
enter into Closed Session per General Statute 143-318.11(a)(5) at 9:19am to establish, or
to instruct the public body's staff or negotiating agents concerning the position to be taken
by or on behalf of the public body in negotiating the price and other material terms of a
contract or proposed contract for the acquisition of real property by purchase, option,
exchange, or lease with the following individuals permitted to attend: County Manager,
Heidi York, Clerk to the Board, Brenda Reaves, County Attorney, Ron Aycock, Assistant
County Manager, Sybil Tate, IT Director, Chris Puryear and 911 Communications
Manager, Brett Wrenn.
Closed Session #1 was called to order by Chairman Kendrick at 9:20am.
A motion was made by Commissioner Jeffers and carried 5-0 to return to open
session at 9:34am.
CLOSED SESSION#2
A motion was made by Commissioner Jeffers and carried 5-0 to enter into Closed
Session per General Statute 143-318.11(a)(5) at 9:35am to establish, or to instruct the
public body's staff or negotiating agents concerning the position to be taken by or on behalf
of the public body in negotiating the price and other material terms of a contract or
proposed contract for the acquisition of real property by purchase, option, exchange, or
lease with the following individuals permitted to attend: County Manager, Heidi York,
Clerk to the Board, Brenda Reaves, County Attorney, Ron Aycock, and Assistant County
Manager, Sybil Tate.
A motion was made by Vice Chairman Powell and carried 5-0 to return to open
session at 10:11am.
A motion was made by Commissioner Jeffers and carried 3-2 to direct staff to
issue a Request for Proposal to inquire with a business to operate a transfer station at the
old landfill site. Vice Chairman Powell and Commissioners Clayton and Jeffers voted in
favor of the motion. Chairman Kendrick and Commissioner Puryear cast the dissenting
votes.
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August 21, 2017
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CLOSED SESSION#3
A motion was made by Vice Chairman Powell and carried 5-0 to enter into Closed
Session per General Statute 143-318.11(a)(6) at 10:13am for the purpose to discuss
personnel with the following individuals permitted to attend: County Manager, Heidi York,
and Clerk to the Board, Brenda Reaves.
A motion was made by Commissioner Jeffers and carried 5-0 to return to open
session at 10:35am.
A motion was made by Commissioner Jeffers and carried 5-0 to approve a 3%
merit pay increase to the Manager’s salary based on the County’s Manager’s evaluation.
CLOSED SESSION#4
A motion was made by Commissioner Jeffers and carried 5-0 to enter into Closed
Session per General Statute 143-318.11(a)(5) at 10:36am to consider the acquisition or
lease of real property with the following individuals permitted to attend: County Manager,
Heidi York, and Clerk to the Board, Brenda Reaves.
A motion was made by Commissioner Puryear and carried 5-0 to return to open
session at 10:43am.
ADJOURNMENT:
A motion was made by Vice Chairman Powell and carried 5-0 to adjourn the
meeting at 10:43am.
_____________________________ ______________________________
Brenda B. Reaves Tracey L. Kendrick
Clerk to the Board Chairman
(Draft Board minutes are subject to Board approval).
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9/11/2017
Dept./Acct No.Department Name Amount
Incr / (Decr)
EXPENDITURES General Fund
Human Services 12,414
Public Safety 92,000
Culture and Recreation 14,643
REVENUES General Fund
Intergovernmental Revenues 26,911
Charges for Services 25,643
Fund Balance Appropriated 66,503
EXPENDITURES Emergency Telephone System Fund 28,845
REVENUES Emergency Telephone System Fund
Fund Balance Appropriation 28,845
EXPENDITURES Airport Capital Construction Fund
2014 FAA NPE (34,745)
RW-6 TERPS Obstruction Clearing 34,745
REVENUES Airport Capital Construction Fund
Federal-2014 FAA NPE-Grant (31,270)
Federal-RW-6 TERPS Obstruction Clearing 31,270
Local-2014 FAA NPE (3,475)
Local-RW-6 TERPS Obstruction Clearing 3,475
Explanation:
BUDGET AMENDMENT
Appropriating fund balance ($66,503) and recognizing federal and state funds received ($14,497) in the LEC
Restricted Fund for safety equipment needs; increase Animal Services spay and neuter expenditure budget
based on anticipated revenue collection ($11,000); receipt of fees for Recreation trip to Cape Cod ($14,643);
receipt of Medical Reserve Corps grant for Public Health ($12,414); appropriate fund balance in the Emergency
Telephone System Fund for purchase of new generator ($28,845); transfer available funds from the 2014
Airport federal grant (-$31,270) requiring a local match (-$3,475) to cover initial engineering fees ($34,745) that
will determine the scope of obstruction clearing work for Runway 6 at the Person County Airport.
BA 4 66
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AGENDA ABSTRACT
Meeting Date: September 11, 2017
Agenda Title: Emergency Operation Plan Update:
Department of Emergency Services, Office of Emergency Management
Summary of Information:
The County is required to have a current All Hazards Emergency Operations Plan that outlines
the coordinated actions to be taken by the County Officials and volunteer organizations to
protect lives and property in natural or man-made disasters.
The County’s Office of Emergency Management has reviewed and updated the county’s plan to
meet State and Federal regulations, including all Federal grants / funding to Person County.
Recommended Action:
Approval from the Board of Commissioners and signature from the Chairman.
Submitted By: Doug Young, Director of Emergency Services
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Annex 1: Emergency Operations Center (EOC)
The Person County Emergency Operations Center (EOC) is located in the Person County Emergency Services
Building at 216 W Barden Street, Roxboro, NC. From this EOC, key County and Municipal officials exercise
direction and control in emergencies, whether manmade or natural. The EOC is a centralized location for
information gathering, decision-making, and the providing of information to the public. This Annex provides
instruction for activation and operation of the EOC. The Incident Command System structure is utilized to
coordinate EOC operations.
Agency Responsibilities
Primary Agency: Person County Emergency Management
Support Agency: Senior Elected Officials
County Manager
Other identified EOC support agencies as needed
Assumptions
1. The Emergency Operations Center will be available during times of emergency or disaster to act as the
central coordinating center for countywide disaster operations.
2. Agency representatives will respond to the Emergency Operations Center understanding their agencies
roles and responsibilities within the Emergency Operations Plan.
3. Agency representatives will collaboratively solve complex problems which may sometimes go beyond
their regular departmental mission or scope for the good of the County.
Concept of Operations:
1. Activation Authority
a. Authority to activate the EOC is vested in the Emergency Services Director, in consultation with
the County Manager and the Chairman of the Board of Commissioners.
2. Warnings and Alerts
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a. Warning/Alerts will normally be received from the National Weather Service, by the 911 Center,
on-scene personnel, or State EOC. However, warnings may be received from any source.
Warnings received from public sources will be verified.
3. Alerting Procedures
a. Upon receipt of a valid warning message, the 911 telecommunicator will alert the Emergency
Services Director by phone, pager or radio.
b. Upon receipt of an authentic warning message, the Emergency Services Director or designee will
notify and consult with the appropriate county or municipal official, the Chairperson of the
County Commissioners, and/or the County Manager to determine need for EOC activation.
c. If the EOC is activated on either a full-scale or limited basis, the appropriate personnel will be
notified by the 911 Center or Emergency Services Director.
d. EOC staff will be responsible for the notification and mobilization of those personnel in their
departments or agencies as necessary to support their function.
4. Activation Procedures
a. The EOC will be considered activated when sufficient personnel for operational activities are
present.
b. The Branch Coordinator and/or the NC Division of Emergency Management Duty Officer will
be informed of activation. Neighboring counties will also be notified.
c. Personnel reporting for duty shall sign the duty roster and complete a registration card if numbers
or personnel have changed.
d. When the EOC is activated, space will be utilized as suits the operation and designated by the
Emergency Services Director.
e. The initial situation briefing will be provided by the Emergency Services Director or designated
designee. Subsequent briefings will be held as needed or as determined by the incident “battle
rhythm”.
5. Activation Levels
Activation
Level
Activation Description Action
Normal
Operations
Normal day-to-day operations.
Staffing 0800hrs – 1700hrs.
Respond and provide resources as
requested. Routine
emergency/911 events.
Monitoring Events or situations exist that may
contribute to a future EOC activation
or require additional assistance to
support partner agencies, e.g., severe
County Public Safety agencies are
notified of an impending threat
and key Public Safety agencies are
requested to make necessary
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ANNEX 1: EMERGENCY OPERATIONS CENTER (EOC)
weather watch, approaching tropical
storms, winter storm
watch/warnings, potential large scale
events, etc.
preparations for a limited or full
scale activation of the County
EOC. Briefings and Press
Releases as appropriate.
Limited
Activation
Events or situations exist that require
EOC activation, but only includes
specific agencies, e.g., winter storm,
localized events, etc.
County Public Safety agencies are
notified of the increasing threat
and the county EOC is staffed
with EOC personnel as needed.
Incident Action Plans and
situation reports are initiated.
Briefings and Press Releases as
appropriate. .
Full Activation Events or situations that require EOC
activation with all major agencies,
e.g., events affecting multiple
jurisdictions, large scale events,
weapons of mass destruction
incidents, etc.
Necessary/Key Public Safety
agencies report to county EOC for
full-scale activation. Life Safety
missions are supported.
6. Reports
a. Situation status and analysis reports, SITREPS, Incident Action Plans (IAPs), and
Demobilization Plans will be developed and maintained by the planning section utilizing current
ICS forms.
b. Financial reports are produced and maintained by the Finance Department.
7. Shift Changes
a. Each EOC staff member is responsible for naming an alternate should the length of the activation
exceed 12 hours, in which a 24-hour staffing pattern will be published.
b. The alternate should arrive 30 minutes prior to shift change for a briefing.
c. Shifts should be arranged in a fashion to allow the primary EOC representatives to conduct
transfer of operations and demobilization.
d. EOC staff should come prepared for an extended stay due to weather/driving conditions. This
includes bringing personal hygiene supplies, sleeping bags or blankets, any special dietary needs,
and clothing for a period of up to 72 hours.
8. EOC Staffing
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a. The Person County EOC will be manned by representatives of county and municipal
governments involved in emergency operations, in addition to volunteers from civic
organizations, liaisons from industry and community groups and other representatives as
appropriate.
b. EOC staffing and organization will be in accordance with and based on the Incident Command
System. The support functions listed are compatible with State and Federal Emergency Support
Functions (ESF).
9. Direction, Control and Functional Organization
a. Direction and Control provides overall coordination of EOC activities. This includes EOC and
field activities, assigning tactical priorities, providing liaison to executive officer and
Policy/Administration Group, conducting EOC briefings, coordination with other counties and
state agencies.
b. Executive/Command Staff personnel are charged with planning, organizing, directing and
supervising emergency operations conducted within the county and responsible for overall EOC
operations. Command Staff positions generally include:
i. EOC Manager: The County Manager, Emergency Management Coordinator, or
designee will serve as the EOC Manager during EOC activations.
ii. Public Information Officer (PIO): Responsible for overall coordination of public
information activities.
iii. Safety Officer: Responsible for ensuring the overall safety of the EOC at all times and
ensuring compliance with OSHA standards.
iv. Liaison Officer: Assists the EOC Manager by serving as a point of contact for agency
representatives who are helping support the operation, providing briefings to and
answering questions from supporting organizations.
c. The Operations Group oversees all activities which are directed toward reducing the immediate
hazard, establishing control and restoring normal county operations. This group is also tasked
with overseeing the overall well-being of the emergency responders and contacting crisis
counseling for emergency responders as the need arises. It consists of those departments or
agencies that are responsible for public safety and carrying out direct field response activities. The
individual agencies receive and evaluate requests for assistance and resources, establish priorities
and relay operational status and information to the Operations Section of the EOC. The overall
responsibility of this group is to set the direction for all field operations.
i. Law Enforcement: The Law Enforcement Group is headed by the County Sheriff or
their representative. The Sheriff is supported as needed by the Police Departments and
the North Carolina Highway Patrol. In addition to normal law enforcement activities,
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the Sheriff is charged in Emergency Operations with providing assistance in warning,
search operations, evacuation, EOC Security, escorts for school buses, traffic control,
and security for evacuated areas.
ii. Fire Service / Fire Marshal: Fire Service within the county is represented in the EOC by
the Person County Fire Marshal and (as necessary) the Chiefs of various Fire
Departments, as appropriate. Additional duties assigned to the Fire Service are many
and varied. These duties are contained in current plans, particularly those involving
hazardous material incidents / emergencies.
iii. Emergency Medical Service and Rescue: The Emergency Medical Service is represented
in the EOC by the Division Chief of Emergency Medical Services. Resources for this
service are those of the Health Department, Rescue Squads, and the Emergency Medical
Service. In addition to services, which would be required of this group in emergencies,
they will support the medical and health requirements of Congregate Care.
iv. Communications and Warning: Communications within the county are under the
operational control of the Division of Emergency Communications. All Emergency
Service agencies utilized within the county are terminated in the center station located at
the EOC. Additional communications, which could be placed in service, are identified
in the Resource Manual or Resource Database.
Warning within the county is provided by the emergency notification system, EAS with
Cable Television interrupting channels and is supplemented by public address systems
mounted in emergency service vehicles. Warning is an assigned responsibility of the
County Warning Point (EOC) and supplemented by the various emergency service
agencies. The direction and control of the warning system is by the Emergency
Management Coordinator.
v. S.E.R.T. (State Emergency Response Team): The SERT representative is responsible for
overall coordination of state and federal response resources and obtaining such resources
from appropriate state and / or federal agencies and shall:
1. Forward requests for assistance and / or resources to the appropriate state
agencies.
2. Keep local officials briefed on the activities of the State.
3. Carry out other duties assigned by the State.
vi. Public Works / Maintenance: Public works and maintenance for the county will be
made up of the personnel and equipment from the General Services Department. It will
be under the direction and control of the Person County General Services Director. This
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group will provide such emergency service as debris clearance, soil removal; refuse
collection and other similar services as needed for the safety and protection of the
population.
vii. Other response forces: Will often include those forces from other jurisdictions that will
assist with initial or intermediate response. These forces may be local, state, or federal
(i.e.: National Guard, Highway Patrol, SBI, FBI, etc.).
d. The Planning Group is responsible for gathering, analyzing, evaluating and disseminating
situation status and technical information then forwarding recommendation(s) to the Emergency
Management Coordinator or EOC Manager. Technical service experts may be needed to assist
with future planning efforts and will be assigned to the Planning Group as the need arises. While
the Operations Section Chief is involved with the immediate response to the emergency, this
group is planning ahead and looking at possible contingencies and alternate means of action.
This group is also responsible for compiling and displaying situation status updates on available
white boards and/or overhead projectors; ensuring documentation is complete and accurate
throughout the event, and developing the Incident Action Plan (IAP) and Demobilization Plans.
i. Hazardous Materials Safety Coordinator: The HMSC has been appointed or will be
appointed by the Emergency Management Coordinator and will serve as the Hazardous
Materials Safety Section Chief. They are responsible for the receipt, evaluation and
reporting of hazardous materials data. The HMSC is also responsible for working with
the Health Director in making recommendations for Emergency Workers. The head of
Environmental Health Division of the Person County Health Department shall assist the
HMSC.
ii. Social Services: In addition to the services provided by these organizations on a routine
basis, they are tasked in emergencies with support operations of Congregate Care Centers
if required. Facilities (schools) to be used as Congregate Care Centers are identified in
appropriate plans. Supporting Congregate Care includes the entire spectrum of mass
care from registering through feeding, bedding, physical hygiene, care of sick, aged,
infirmed, and children, to returning the facility to its pre-shelter condition. The
Department of Public Health and Social Services are responsible for coordinating
Congregate Care to the Special Needs population.
iii. Public Health: Public health is represented in the EOC by the Health Director. He / she
is supported, as needed by members of their staff as required, based upon the nature of
the incident. In addition to normal duties, the Health Director will be responsible for
directing their staff to assist in issues dealing with public health concerns with a specific
focus on radiation contamination during events emanating from the Shearon Harris
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ANNEX 1: EMERGENCY OPERATIONS CENTER (EOC)
Nuclear Facility. The Health Director will also address specific issues concerning food
products, sanitation and population exposure to diseases that may manifest themselves in
times of disaster.
iv. Mental Health: Mental Health is represented in the EOC as required or requested by the
EOC staff and / or the Emergency Services Director. Mental Health will be represented
by the local director or the chief of a mental health agency should a public agency not be
available. The primary function of this person will be to provide assistance in the way of
personnel to shelters when it is determined mental health personnel are needed. They
will support the Department of Public Health, Social Services, and the Red Cross. The
Mental Health position is also responsible for arranging and coordinating CISD (critical
incident stress debriefing) teams for emergency services personnel.
v. Cooperative Extension: Agriculture is represented by the Cooperative Extension Service
Director and is responsible for all issues concerning agriculture including assessing crop,
livestock, and their product damages that may result from the loss suffered in a disaster.
This person will keep the EOC advised regarding agriculture losses or the potential of
such losses. This person is also responsible for the coordination of the removal of dead
farm animals and / or the decontamination of such animals. This person will be
responsible for issuing proper authority to farmers to reenter stricken areas in
coordination with the Sheriff and / or appropriate law enforcement agency. In addition,
this person coordinates assistance to the public by means of public information
concerning the consumption of food products or the preparation of it. This activity is
conducted in a coordinated manner with the Department of Public Health and the Public
Information Officer.
vi. Damage Assessment: The Damage Assessment Section will be manned by the Tax
Assessor/Supervisor who will serve as the Director of Damage Assessment supported by
members of the Tax Department, Cooperative Extension Service, and the Inspections
Department. Rapid and accurate means of developing this information is essential as it
forms the basis for requesting assistance at the State and National level. American Red
Cross, if appropriate or requested, and / or local fire service personnel will provide
assistance. Additional functions may be found in the plan annex, Damage Assessment.
vii. Animal Services: The Animal Services Section will be manned by the Director of
Animal Services and / or their appointed representative. Animal Services will
coordinate all issues dealing with domestic companion animals and assist Cooperative
Extension as much as possible with livestock issues. These include issues of companion
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ANNEX 1: EMERGENCY OPERATIONS CENTER (EOC)
animals at shelters. The Animal Services Section may draw upon whatever resources are
necessary and available to assist them.
viii. Other Technical Support Services: Other technical support services may be necessary
such as representatives of utilities, chemical manufacturers, radiation specialists,
information technology, or other specialists. These persons serve as technical advisors,
liaisons, and technical support within the scope of their expertise.
e. The Logistics Group consists of those departments and agencies that have a primary
responsibility to support the EOC, emergency workers in the field and the public. This includes
managing resources, assessing needs and identifying sources of food, water, ice, sanitation
services, shelter and other mass care resources, and ensuring computer services are available and
operational throughout the EOC activation. To complete these tasks may involve
communication and coordination with private sector organizations and logistical support from
State or Federal agencies.
i. School System: The Person County Schools are represented in the EOC by the
Superintendent of it and / or their respective appointed representative who has the
authority to act on behalf of the schools. The primary function of this person is to
coordinate school related issues such as student evacuations, transportation, and the use
of school facilities as shelters by the American Red Cross. This person works closely
with Red Cross and the Department of Social Services to ensure facilities are adequate
and that the needs of both the public and the schools are met in times of disaster. This
person serves as the primary liaison between the County and the School system.
ii. Red Cross: In addition to the services provided by these organizations on a routine basis,
they will be tasked in emergencies with operations of Congregate Care Centers (shelters)
if required. Facilities (schools) to be used as Congregate Care Centers (shelters) are
identified in appropriate plans. Congregate Care includes the entire spectrum of mass
care from registering through feeding, bedding, physical hygiene, to returning the facility
to its pre-shelter condition. The Department of Public Health and Social Services are
responsible for coordinating Congregate Care to the Special Needs population.
iii. A.R.E.S.: ARES or the Amateur Radio Emergency Service (if available), is represented
by a volunteer, licensed Amateur radio operator and part of the Amateur Radio
Emergency Service network. Person County does not currently have a designated ARES
group, but would make a request through WebEOC and if available, ARES would assign
a liaison to the EOC. This liaison is responsible for all ARES operations and staffing
regardless of the location of ARES operators. The primary function is to perform backup
communications via radio with shelters and messaging from the EOC to outlying
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ANNEX 1: EMERGENCY OPERATIONS CENTER (EOC)
emergency operations and serve as the link between shelter operations and the Red Cross
liaison at the EOC. This person also ensures that all amateur radio equipment used is
functional and within the standards of the service and that all amateur radio personnel
are licensed and members of ARES. ARES is also responsible for updating weather
information in a timely manner, using whatever tools are available and maintaining
contact with NWS and keeping the EOC advised accordingly.
iv. Donations Manager: The Donations Manager is appointed by the Emergency
Management Coordinator or County Manager. This person is responsible for the
management of all donated goods received by the county that will be distributed to the
public or for use by the public and / or the county.
1. All donated monies however are received as follows:
a. Donations marked for use by the county - Finance Officer
b. Donations marked for charitable use - Designated organization (if
undesignated United Way will receive and distribute)
v. Salvation Army: Supports Red Cross and or provides shelter within its guidelines and in
coordination with Red Cross and Social Services. Also provides food / feeding support.
vi. Transportation: The Transportation Director for the county serves in the EOC to
coordinate all public transportation needs and serves as technical advisor regarding
transportation requirements. Coordinates with the school system.
f. The Finance Group consists of those departments that have a primary responsibility for
monitoring and analyzing all financial aspects of the emergency. The Finance Group will
compile and maintain documentation of purchases, acquisition and utilization of emergency
supplies, equipment and other services. The Finance Group is responsible for cost recovery
finances, travel request forms and compensation, and time-keeping of all personnel to be
disseminated to their home agency/department at the completion of the event. This group will
also perform financial and cost analysis to develop conclusions on efficient methods of resolving
and recovering from the emergency/disaster situation. The County Finance Director will serve as
the Finance Section Chief during EOC activations. In the absence of the Finance Director, the
Emergency Management Coordinator will designate a Finance Section Chief.
10. EOC Security
a. The Person County Sheriff’s Office will provide security.
b. Security will carry out the following:
i. Ensure picture IDs are worn or carried at all times and only those persons with proper
identification are admitted to the EOC during operational hours.
ii. Ensure an accurate log is kept of all persons entering or exiting the EOC.
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iii. Ensure authorized visitors are escorted at all times in the EOC.
iv. Perform perimeter security checks and ensure appropriate doors are locked or otherwise
secured.
v. Perform other security functions as directed by the Sheriff, ranking law enforcement
officer or the Emergency Management Coordinator.
11. Termination and Deactivation
a. The EOC Manager will determine termination/deactivation. This may be done gradually or all
at once depending upon the specific incident.
b. The Planning Section Chief will be in charge of developing a demobilization/deactivation IAP to
be carried accordingly by the EOC Manager at the given time.
c. All staff will sign out and account for their personnel.
d. All requested equipment, personnel and supplies will be accounted for and given to EOC
computer operator to be logged into reports.
e. A critique will be held within one week of deactivation.
12. EOC Organizational Chart
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ANNEX 1: EMERGENCY OPERATIONS CENTER (EOC)
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ANNEX 2: DAMAGE ASSESSMENT
Annex 2 – Damage Assessment
This annex details the responsibilities and provision of a damage assessment by Person County and the City of
Roxboro. Person County Emergency Services will implement a system to coordinate damage assessment and
reporting functions, estimate the nature and extent of the damage, and provide disaster recovery assistance. A
planned damage assessment program is essential for effective response and recovery operations
Agency Responsibilities
Primary Agency: Person County Tax Department
City of Roxboro Fire Department
Support Agency: Person County Emergency Management
Person County Inspections Department
All agencies identified within the Emergency Operations Plan
Assumptions
1. The County will continue to be exposed to various hazards resulting in damage to both public and private
property.
2. A significant response of both solicited and unsolicited resources from outside the impacted area can be
expected, and preparations must be made in order to manage this assistance.
3. Emergency public information is a critical tool in immediate post disaster response for informing the
public about actions being taken, and for requesting help from outside the area of impact.
4. Damage to the utility systems and to the communications systems may hamper the recovery process.
5. Routine government agency operations such as delivery of social programs, legal processes, elections and
cultural events may be postponed as a result of the disaster.
6. A major disaster could have a significant long term economic impact on the County.
Concept of Operations:
1. The Person County Tax Administrator will act as the Damage Assessment Officer when activated and
required.
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ANNEX 2: DAMAGE ASSESSMENT
2. If a significant emergency/disaster occurs, a series of damage assessment activities will be required in the
following order:
a. The County Situation Report results in notification to the State EOC, information on the severity
of the problems and the determination of need for further assistance.
b. The State supported Impact Assessment / Damage Assessment results in the identification of
immediate life support needs.
c. Federal/State supported Damage Assessment precedes the delivery of a Presidential Disaster
Declaration and defines the specific needs for long term recovery.
3. Following a significant disaster/emergency occurrence, a multitude of independent damage assessment
activities will be conducted by a variety of organizations including County Damage Assessment Teams,
American Red Cross, Insurance Companies, Utility Companies, Federal Agencies (NPS, Fish and
Wildlife, Coast Guard), etc.
4. Recovery from a significant disaster will be managed in two identifiable phases as follows:
a. Phase One - is the emergency response phase and the implementation of emergency plans.
Actions under this phase include emergency security, debris removal, mass care and restoration
of essential services. The County Emergency Management Agency will assume the lead role in
coordination of this phase.
b. Phase Two - is the long-term reconstruction phase. Actions under this phase include: rebuilding
of damaged public buildings, rebuilding of roadways and bridges, rebuilding of private homes
and private businesses, etc. The lead roles in this phase will be assumed by the County Manager,
the County Building Code Officer, and the County Planner.
5. Damage Assessment operations will initially be coordinated from the County Emergency Operations
Center. Each municipality affected will stay in contact with the Person County EOC.
6. Accurate emergency logs and expenditure records must be kept from the onset of the disaster by each
response agency/organization.
7. The Damage Assessment Officer will coordinate the compilation of damage survey data, prepare damage
assessment reports for the Emergency Management Coordinator and plot damaged areas on local maps.
8. The Damage Assessment Coordinator will coordinate damage assessment teams conducting field surveys
and ensure teams are properly trained and equipped.
9. The Damage Assessment Officer will collect data, prepare damage assessment reports and forward
reports to the Emergency Management Coordinator for review and processing.
10. The Emergency Services Director (ESD) will review, with other appropriate local officials, the damage
assessment reports (residential, business and public / non-profit entities) to determine if any outside
assistance will be necessary to recover from the disaster.
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11. The ESD will forward damage assessment reports and any requests for assistance to the N.C. Division of
Emergency Management, Central Branch Office by the quickest means available.
12. Based upon the local damage assessment reports, the State Emergency Operations Team will determine
what recovery capabilities are available to meet the anticipated requirements.
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Annex 3 – Debris Management
This annex provides organizational structure, guidance and standardized procedures for the clearance, removal
and disposal of debris caused by a major debris-generating event.
The quantity and type of debris generated from any particular disaster will be a function of the location and kind
of event experienced, as well as its magnitude, duration and intensity.
Agency Responsibilities
Primary Agency: Person County Department of General Services
City of Roxboro Public Services
Support Agency: NC Department of Transportation
Assumptions
1. A major natural disaster that requires the removal of debris from public or private lands and waters could
occur at any time.
2. The amount of debris resulting from a major natural disaster probably will exceed local removal and
disposal capabilities.
3. Person County and the City of Roxboro will contract for additional resources to assist in the debris
removal, reduction and disposal process.
4. The City of Roxboro Public Services will provide debris management functions within the City Limits of
Roxboro unless requested through mutual aid agreements by NC DOT or Person County.
5. The Governor may declare a State of Emergency that will authorize State resources to assist in removal
and disposal of debris.
6. The Governor may request a Presidential Disaster Declaration, if the disaster exceeds both local and
State resources.
Roles and Responsibilities
A. Emergency Services Director
The Emergency Services Director is responsible for daily operational control and overall
management of the Emergency Operations Center and its staff. The Emergency Services
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Director will receive current information on the severity of the disaster from many
sources. All requests for debris removal or disposal will be directed to the Debris
Manager. Requests for debris clearing from public facilities and roadways will be
coordinated with the EOC.
B. General Services Director
The General Services Director will be designated as the County Debris Manager. In
addition they will be responsible for, but not limited to, the following with respect to any
and all debris management issues:
Keep the Person County Administration and Emergency Services Director
briefed on the status of the debris clearing, removal and disposal operations.
Assure that Person County is represented at all meetings with other government
and private agencies involved with the debris cleanup operation.
Coordinate with affected the City of Roxboro on all debris clearance, removal
and disposal issues through conference calls.
Convene emergency debris coordinating meetings at the EOC or other location
as appropriate.
Ensure the debris management effort is provided with all available administrative
staff and field support personnel.
During EOC activation the Debris Manager will coordinate debris management
issues from the EOC. The Debris Manager will be responsible for coordinating
all debris clearance and cleanup actions with the EOC. Actions will focus on
keeping track of field site assignments and progress of the initial debris clearance
from public roadways and critical facilities.
The Debris Manager will inform the Emergency Services Director of cleanup
progress and any problems encountered or expected.
The Debris Manager will coordinate debris issues with Roxboro, other
government and private agencies involved with the debris cleanup operation. The
Debris Manager may appoint a field operations coordinator who will be
responsible for daily operational control of the debris sites.
The Debris Manager will supervise the monitoring of Debris Contractors, load
inspections at debris sites and other off site areas and the preparation of Load
Sheets at debris sites or other impacted areas.
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The Debris Manager will coordinate the dissemination of public information
with the EOC Public Information Officer (PIO).
C. Public Information Officer (PIO)
The PIO will develop a proactive information management plan. Emphasis will be
placed on actions that the public can perform to expedite the cleanup process. Flyers,
newspapers, radio and TV public service announcements should be used to obtain the
public's cooperation by separating burnable and nonburnable debris, segregating
household hazardous waste, placing disaster debris at the curbside, keeping debris piles
away from fire hydrants and valves, reporting locations of illegal dump sites or incidents
of illegal dumping and segregating recyclable materials. Pickup schedules will be
disseminated in the local news media and the County Emergency Information system.
D. County Finance Officer
The Person County Finance Officer or their designee, shall serve as reimbursement
coordinator and will provide for the collection and compilation of all labor, equipment
hours, materials/supplies and expenditures related to disaster response and recovery.
The reimbursement coordinator will also manage the receipt and submission of all debris
contractor payables through consultation with the Debris Management Consultant and
Debris Manager. Under the direction of the County Finance Officer, the County Debris
Manager will assure that debris management contractors establish and maintain
insurance coverage as required by the contract. In addition, the County Finance Officer,
in cooperation with the Debris Management Consultant, will ensure that the contract
requirements are met by the identified contractors.
E. County Damage Assessment Officer
The County Damage Assessment Officer will be responsible for compiling all damage
reports for County facilities using FEMA's Project Worksheet forms and coordinate the
submission of these forms with the reimbursement coordinator and Debris Manager.
F. Environmental Programs
The Debris Manager shall work with the appropriate state and federal environmental
regulatory agencies to ensure debris sites comply with established guidelines. Site
monitoring will include environmental sampling (well drilling & monitoring sites) and
lab services, as required.
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H. Hazardous Waste Services
The contractor(s) in accordance with established state and federal disposal regulations
should separate household Hazardous Waste (HHW). The contractor (s) shall provide to
the Debris Manager recommendations for dealing with HHW materials. The
contractor(s) shall ensure the coordination of inspections, notifications, and if necessary,
cleanup or mitigation of any hazardous waste releases at identified facilities.
I. Debris Management Consultant(s)
Person County may hire a prime contractor to coordinate debris removal and other
related activities. The contract will be handled as other service contracts are handled
within the scope of County government. The Finance Officer, in cooperation with the
Debris Manager, will make recommendations regarding selection of the vendor, scope of
work, costs and other related issues. The identified prime contractor will hire and
supervise sub contractors within the scope of the contract.
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Concept of Operations:
Pre-Storm Administrative Actions
The County Emergency Services Director will conduct a Debris Management Workshop
with the Contractors, Debris Manager, identified County staff and municipal representatives
to review the Debris Management Plan procedures and to ensure that the debris
management operation works smoothly. Items of discussion will include:
• Contractor responsibility
• Debris Management Site
• Logistical support
• Procedures for call up of Contractor personnel and equipment
• Haul routing
• Contractor vehicle identification and registration
• Debris hauling load ticket administration
• Mobilization and operation of the Debris Management Sites
• Contractor payment request submission, review, and verification
• Special procedures for HHW
• Debris Management site open and closure requirements
3. Pre-storm Activation Actions
a. The Emergency Services Director will notify the Finance Officer, who will in turn notify
the contractor, in order to place them on alert status. They are to be prepared to move
into the Person County area within 12 hours after receipt of a Notice to Proceed from the
County.
b. The County Debris Management Consultant will be notified by the County Finance
Officer upon notice of a Category 1 or above hurricane or other situation that could
generate large volumes of debris. The Debris Management Consultant will establish
presence and coordinate with the County should the situation dictate the activation of
the emergency contract.
4. Debris Management Phases
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A. Phase I
Debris Clearance Operations
The Solid Waste Manager, in cooperation with the County Damage Assessment Officer, is
the lead person responsible for coordinating impact assessment for all public structures,
equipment and debris clearance immediately following a large scale disaster in order to
prioritize the impacted areas and resource needs. Debris clearance from roadways and public
property will be accomplished using volunteer crews and equipment, NCDOT, mutual aid
providers and private contractor resources. The NCDOT has the primary mission to clear
debris from at least one lane on all primary and secondary roads to expedite the movement
of emergency service vehicles such as fire, police and medical responders. These services
may be supplemented by available volunteers from National Guard, Fire Departments and
the NC Forest Service.
Person County Damage Assessment Teams will conduct initial zone by zone windshield
surveys to identify the type of debris and to estimate amounts of debris on the roadways. The
results of the windshield surveys will also be provided to the Debris Manager located at the
EOC.
Priority for debris clearance will be based upon the following criteria:
1. Extricate people
2. Major flood drainage arteries
3. Egress for fire, police and Emergency Operations Center
4. Fire, Police and Municipal Buildings
5. Ingress to hospitals, jail, and special care unit
6. Major traffic routes
7. Egress for fleet, traffic, road and bridge, and designated remote locations
8. Supply distribution points and mutual aid assembly areas
9. Government facilities
10. Public Safety communications towers
11. Person Red Cross shelters
12. Secondary roads to neighbor collection points
13. Access for utility restoration
14. Neighborhood streets
15. Private property adversely affecting public welfare
B: Phase II
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Contractor operations will require County and identified municipalities to provide Field
Monitoring Teams as well as Load Site and Disposal Site Monitors to oversee contractor
operations for quality control purposes.
1. Debris Removal and Disposal Operations
The Debris Manager will coordinate debris removal and disposal operations for all
unincorporated portions of Person County.
Identified contractors will collect and haul mixed debris from their assigned Debris
Management Sites to designated as “Construction and Demolition” or C&D Debris
Management sites or to designated private landfill sites. Clean woody debris will be hauled
to the nearest designated vegetative Debris Management site for eventual burning or
grinding.
Municipality contractors will take all storm debris to the County Landfill or an approved
municipal Debris Management Site. Clean woody debris will be hauled to the nearest
municipal Debris Management Site or approved County vegetative Debris Management
Site.
Mixed debris from unincorporated areas will be hauled to designated C&D Debris
Management Sites or to designated landfill sites. Clean woody debris will be hauled to the
nearest designated vegetative Debris Management Site for eventual burning or grinding.
All vehicles hauling debris and contractor debris haulers will obtain a certified scale ticket
and/or load ticket for each load of debris deposited at a private landfill. The contractors'
scale ticket/load tickets will be turned into their supervisors at the end of each day. The
supervisors will forward the scale tickets daily to the Debris Manager. The scale tickets/load
tickets will be the verification documentation for landfill invoices.
Private haulers will pickup garbage according to current procedures, routes and removal
schedules.
2. Contractor Debris Removal and Disposal Operations
The Finance Officer or his/her authorized representative will be in contact with the firm(s)
holding Debris Removal and Disposal Contract(s) and advise them of impending conditions.
The contract is designed to have a qualified Contractor(s) remove and lawfully dispose of all
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natural disaster generated debris, industrial or commercial hazardous waste. Debris removal
may be limited to unincorporated streets, roads and other public rights of way based on the
extent of the disaster by N. C. Department of Transportation. Debris contract haulers may
be limited to disaster related material placed at, or to debris immediately adjacent to, the
edge of the rights of way by residents within designated Debris Management Sites.
The Contractor, upon Notice to Proceed, will mobilize such personnel and equipment as
necessary to conduct all debris removal and disposal operations as were previously detailed
in the Debris Removal and Disposal Contract. All contractor operations will be subject to
review by Person County Officials.
Person County recognizes the economy of disaster debris disposal through the use of local
vegetative Debris Management Sites designated for volume reduction of clean woody debris.
The County has pre-designated vegetative Debris Management Sites for the sole purpose of
temporarily storing and reducing clean woody debris through either burning or grinding. The
Contractor will operate the Debris Management Sites made available by the County. The
Contractor will be responsible for all site setup, site operations, rodent control, closeout and
remediation costs. The Contractor is also responsible for the lawful disposal of all debris
reduction by products as his/her operations may generate at a Debris Management Site. A
listing of all approved County Debris Management Sites will be provided.
Debris Management Sites will be established for mixed debris. These sites will be centrally
located to handle construction and demolition (C&D) material. These C&D Debris
Management Sites will be used to expedite the removal of mixed and C&D material from
rights of way within the unincorporated portions of Person County. The City of Roxboro
will be allowed to use these sites upon approval of the Person County Debris Manager. A
valid load ticket must accompany all material delivered to a County C&D Debris
Management Site by County contractors. All material deposited at C&D Debris
Management Sites will eventually be taken to a properly permitted landfill for final disposal.
The County Debris Manager may direct contractors to bypass C&D Debris Management
Sites and approve the hauling of mixed C&D debris directly to a properly permitted landfill
for disposal.
The Debris Manager, or their designee, will monitor the Contractor's performance for debris
removal and disposal operations in each Debris Zone. The Debris Manager will supervise
the Field Inspection Teams consisting of County personnel. The Field Inspection Teams will
monitor all Contractor operations. The Contractor will keep the Field Inspection Teams
informed of cleanup progress and any problems encountered or expected.
The Contractor will restore the Debris Management Sites as close to the original condition
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as is practical so that it does not impair future land uses. All sites are to be restored to the
satisfaction of the County with the intent of maintaining the utility of each site.
3. Loading Site and Disposal Site Monitors
All contracted loads will be taken directly to an approved landfill for final disposal. The
contractor should avoid multiple hauling of debris. The contractor shall comply with all
terms of the Contract.
Disposal Site Monitors will be provided by either the County or from identified sources. The
Loading Site Inspectors will be assigned to each Contractor loading site within designated
Debris Management Sites. The Loading Site Monitor will initiate the load tickets that verify
that the debris being picked up is eligible under the terms of the contract. Disposal Site
Monitors will be stationed at all Debris Management Sites and landfills disposal site for the
purpose of verifying the quantity of material being hauled by the Contractor through the use
of load tickets.
The Contractor shall construct and maintain Inspection Stations at each Debris Management
Site and landfill disposal site. The inspection stations will consist of an inspection tower with
furniture and portable sanitary facilities. The Contractor will construct the inspection towers
of pressure treated wood with a floor elevation that affords the Disposal Site Monitor a
complete view of the load bed of each piece of equipment being utilized to haul debris.
A Disposal Site Monitor will be located at each inspection station to verify the load and
estimate the volume in cubic yards. The Disposal Site Monitors will estimate the cubic yards
of debris in each truck entering the Contractor's selected Debris Management Sites or landfill
disposal site and will record the estimated quantity on pre-numbered debris load tickets.
The Contractor will only be paid based on the number of cubic yards of material deposited at
the disposal site as recorded on the debris load tickets.
The Contractor will be paid based on the number of cubic yards of eligible debris hauled per
truckload. One part of the debris load ticket will be given to the truck driver and the other
retained by the Disposal Site Monitor. The truck driver's portion of the load ticket will be
turned in daily to their supervisor. The Disposal Site Monitor's copy will be turned in daily
to the Debris Manager. Payment for hauling debris will only be approved upon presentation
of the duplicate debris load ticket with the Contractor's invoice. Contractor invoices will be
processed by the County in an expeditious manner.
4. Field Inspection Team
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The Debris Manager will appoint Field Inspection Team personnel responsible for
monitoring all Contractor debris removal and disposal operations. The Field Inspection
Teams will periodically inspect each Debris Management Site to ensure that operations are
being followed as specified in the Debris Removal and Disposal Contract with respect to
local, State and Federal regulations and the Debris Management Site Baseline Checklist.
Each Field Inspection Team will submit a daily written report to the Debris Manager
outlining their observations with respect to the following:
• Is the Contractor using the site properly with respect to layout and environmental
considerations?
• Has the Contractor established lined temporary storage areas for ash, household hazardous
wastes and other materials that can contaminate soils and groundwater?
• Has the Contractor established environmental controls in equipment staging areas, fueling
and equipment repair areas to prevent and mitigate spills of petroleum products and
hydraulic fluids?
• Are plastic liners in place under stationary equipment such as generators and mobile
lighting plants?
• Has the Contractor established appropriate rodent control measures?
• Are burn sites constructed and operating according to Environmental checklist for Air
Curtain Pit Burners?
• Has the Contractor established procedures to mitigate:
- Smoke: Are the incineration pits constructed properly and being operated according
to the contract statement of work?
- Dust: Are water trucks employed to keep the dust down?
- Noise: Have berms or other noise abatement procedures been employed?
- Traffic: Does the Debris Management Site have a suitable layout for ingress and
egress to help traffic flow?
Field Inspection reports will also include observations at loading sites and the locations of
any illegal dumping sites.
C. Phase III
1. Debris Management Site Setup and Closeout Procedures
The Contractor will be responsible for preparing and closing out a Debris Management Site
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according to specification in the contract.
2. Private Property Debris Removal
Dangerous structures should be the responsibility of the owner to demolish in order to
protect the health and safety of adjacent residents. However, experience has shown that
unsafe structures will remain because of the lack of insurance or absentee landlords. Care
must be exercised to ensure that the Person County Building Code Enforcement Department
properly identifies structures.
The Debris Manager will coordinate with the Building Code Enforcement Department
regarding:
• Demolition of private structures.
• Removing debris from private property.
• Local law and/or code enforcement agencies.
• Historic and archaeological sites.
• Qualified environmental Contractors to remove hazardous waste such as asbestos and lead
based paint.
• Abandoned vehicles.
• Receipt of Right of Entry Agreements with landowners.
The topography and soil/substrate conditions should be evaluated to determine best site
layout. When planning site preparation, think of ways to make restoration easier. For
example, if the local soils are very thin, the topsoil can be scraped to bedrock and stockpiled
in perimeter berms. Upon site closeout, the uncontaminated soil can be spread to preserve
the integrity of the tillable soils.
The Debris Management Site baseline data checklist should be used to evaluate a site before
a contractor begins operations and used during and after to ensure that site conditions are
properly documented.
3. Debris Management Site Operations
Lined temporary storage areas may be established for ash, household hazardous waste, fuels
and other materials that may contaminate soils and groundwater. Plastic liners should be
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placed under stationary equipment such as generators and mobile lighting plants. These
actions should be included as a requirement in the contract scope of work. If the site is also
an equipment storage area, fueling and equipment repair should be monitored to prevent and
mitigate spills of petroleum products and hydraulic fluids.
Be aware of and lessen the effects of operations that might irritate occupants of neighboring
areas. Establishment of a buffer zone can abate concerns over smoke, dust, noise and traffic.
Consider on site traffic patterns and segregate materials based on planned volume reduction
methods.
Operations that modify the landscape, such as substrate compaction and over excavation of
soils when loading debris for final disposal, will adversely affect landscape restoration.
Debris removal/disposal should be viewed as a multi staged operation with continuous
volume reduction. There should be no significant accumulation of debris at temporary
storage sites. Instead, debris should be constantly flowing to burners and grinders, or
recycled with the residue and mixed construction and demolition materials going to a
landfill.
4. Debris Management Site Closeout Inspection
Each Debris Management Site will eventually be emptied of all material and be restored to
its previous condition and use. The Contractor is required to remove and dispose of all
mixed debris, construction and demolition debris, and debris residue to approved landfills.
Appropriate Person County inspectors will monitor all closeout activities to ensure that the
Contractor complies with the Debris Removal and Disposal Contract. Additional measures
may be necessary to meet local, State and Federal environmental requirements because of
the nature of the Debris Management Sites operation.
5. Debris Management Site Closeout Planning
The Contractor must assure the County that all Debris Management Sites are properly
remedied. There will be significant costs associated with this operation as well as close
scrutiny by the local press and environmental groups. Site redemption will go smoothly if
baseline data collection and site's operation procedures are followed.
Debris Management Site Closeout Steps:
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1. Contractor is responsible for removing all debris from the site.
2. Contractor conducts an environmental assessment with County and landowner.
3. Contractor develops a remediation plan.
4. Remediation plan reviewed by County, landowner and appropriate environmental
agency.
5. Remediation plan approved by the appropriate environmental agency.
6. Contractor executes the plan.
7. Contractor obtains acceptance from County, appropriate environmental agency and the
landowner.
6. Debris Management Site Remediation
During the debris removal process and after the material has been removed from each of the
Debris Management Sites, environmental monitoring will be needed to close each of the
sites. This is to ensure that no long-term environmental contamination is left on the site. The
monitoring should be done on three different media: ash, soil and groundwater.
• Ash. The monitoring of the ash should consist of chemical testing to determine the
suitability of the material for either agricultural use or as a landfill cover material.
• Soil. Monitoring of the soils should be by portable inspection methods to determine
if any of the soils are contaminated by volatile hydrocarbons. The Contractors may
do this if it is determined that hazardous material, such as oil or diesel fuel was
spilled on the site. This phase of the monitoring should be done after the stockpiles
are removed from the site.
• Ground Water. The monitoring of the groundwater should be done to determine
the probable effects of rainfall leaching through either the ash areas or the stockpile
areas.
7. Debris Management Site Closeout Coordination
The Contractor will coordinate the following closeout requirements through the County
Damage Assessment Team (CDAT) staff:
• Coordinate with local and State officials responsible for construction, real estate,
Contracting, project management, and legal counsel regarding requirements and
support for implementation of a site remediation plan.
• Establish an independent testing and monitoring program. The Contractor is
responsible for environmental restoration of both public and leased sites. The
Contractor will also remove all debris from sites for final disposal at landfills prior to
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closure.
• Reference appropriate and applicable environmental regulations.
• Prioritize site closures.
• Schedule closeout activities.
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ENVIRONMENTAL CHECKLIST FOR AIR CURTAIN PIT BURNERS
Incineration site inspections will also include an assessment of the environmental controls being used by the
Contractor. Environmental controls are essential for all incineration methods, and the following will be
monitored.
A setback of at least 1,000 feet should be maintained between the debris piles and the incineration area.
Keep at least 1,000 feet between the incineration area and the nearest building. Contractor should use
fencing and warning signs to keep the public away from the incineration area.
The fire should be extinguished approximately two hours before anticipated removal of the ash mound. The
ash mound should be removed when it reaches 2 feet below the lip of the incineration pit.
The incineration area should be placed in an aboveground or below ground pit that is no wider than 8 feet
and between 9 and 14 feet deep. Above ground incineration pits should be constructed with limestone and
reinforced with earth anchors or wire mesh to support the weight of the loaders. There should be a 1 foot
impervious layer of clay or limestone on the bottom of the pit to seal the ash from the aquifer.
The ends of the pits should be sealed with dirt or ash to a height of 4 feet. A 12 inch dirt seal should be
placed on the lip of the incineration pit area to seal the blower nozzle. The nozzle should be 3 to 6 inches
from the end of the pit.
There should be 1 foot high, unburnable warning stops along the edge of the pit's length to prevent the
loader from damaging the lip of the incineration pit.
Hazardous or contaminated ignitable material should not be placed in the pit. This is to prevent contained
explosions.
The airflow should hit the wall of the pit about 2 feet below the top edge of the pit, and the debris should not
break the path of the airflow except during dumping. The pit should be no longer than the length of the
blower system and the pit should be loaded uniformly along its length.
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Construction and Demolition Debris Management Site Operational Guidelines
When local governments are preparing temporary facilities for handling debris resulting from the cleanup
efforts due to storm damage, the following guidelines should be considered when establishing Debris
Management Sites for Construction & Demolition (C&D) debris.
These guidelines apply only to sites for staging/transferring C&D storm debris (roof shingles/roofing
materials, carpet, insulation, wallboard, treated and painted lumber, etc.). Arrangements should be made to
screen out unsuitable materials, such as household garbage, white goods, asbestos containing materials
(ACM's), and household hazardous waste.
Debris Management Sites
Locating Debris Management Sites for staging/transferring C&D waste can be accomplished by evaluating
potential sites and by revisiting sites used in the past to see if site conditions have changed or if the
surrounding areas have changed significantly to alter the use of the site. The following guidelines are
presented in locating a site for "staging/transferring" and are considered "minimum standards" for selecting
a site for use:
1. Sites should be located outside of identifiable or known floodplain and flood prone areas; consult the
Flood Insurance Rate Map for the location in your County to verify these areas. Due to heavy rains
associated with hurricanes and saturated conditions that result, flooding may occur more frequently
than normally expected.
2. Hauler unloading areas for incoming C&D debris material should be at a minimum 100 feet from all
surface waters of the state. "Waters of the state" includes but is not limited to small creeks, streams,
watercourses, ditches that maintain seasonal groundwater levels, ponds, wetlands, etc.
3. Storage areas for incoming C&D debris shall be at least 100 feet from the site property boundaries,
on site buildings/structures, and septic tanks with leach fields or at least 250 feet from off site
residential dwellings, commercial or public structures, and potable water supply wells, whichever is
greater.
4. Materials separated from incoming C&D debris (white goods, scrap metal, etc.) shall be at least 50
feet from site property lines. Other nontransferable C&D wastes (household garbage, larger
containers of liquid, household hazardous waste) shall be placed in containers and transported to the
appropriate facilities as soon as possible.
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5. Sites that have identified wetlands should be avoided, if possible. If wetlands exist or wetland
features appear at a potential site the areas should be flagged and a 100-foot buffer shall be
maintained for all activities on going at the site.
6. Sites bisected by overhead power transmission lines need careful consideration due to large dump
body trucks/trailers used to haul debris, and underground utilities need to be identified due to the
potential for site disturbance by truck/equipment traffic and possible site grading.
7. Sites shall have an attendant during operating hours to minimize the acceptance of unapproved
materials and to provide directions to haulers and private citizens bringing in debris.
8. Sites should be secure after operating hours to prevent unauthorized access to the site. Temporary
measures to limit access to the site could be the use of trucks or equipment to block entry. Gates,
cables, or swing pipes should be installed as soon as possible for permanent access control, if a site is
to be used longer than two weeks.
9. When possible, signs should be installed to inform haulers and the general public on types of waste
accepted, hours of operation and who to contact in case of after hours emergency.
10. Final written approval is required from the Debris Manager in consultation with the County
Emergency Services Director to consider any debris management site to be closed. Closure of
processing/recycling sites shall be within one (1) year of receiving waste. If site operations will be
necessary beyond this time frame, permitting of the site by the Solid Waste Section may be required.
If conditions at the site become injurious to public health and the environment, then the site shall be
closed until conditions are corrected or permanently closed. Closure of sites shall be in accordance
with the closure and restoration of temporary debris management sites guidelines.
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Establishing Debris Management Sites for Burning and Grinding Operations
General
When preparing temporary facilities for handling debris resulting from the clean up efforts due to storm
damage, the following guidelines should be considered when establishing Debris Management Sites for
Burning and Grinding Operations.
These guidelines apply only to sites for grinding or burning vegetative storm debris (yard waste, trees, limbs,
stumps, branches and untreated or unpainted wood). Arrangements should be made to screen out unsuitable
materials.
The two method(s) of managing vegetative and land clearing storm debris are "chipping/grinding" for use in
landscape mulch, compost preparation, and industrial boiler fuel or using an air curtain burner (ACB), with
the resulting ash being land applied as a liming agent or incorporated into a finished compost product as
needed.
Chipping and Grinding Debris Management Sites
Locating Debris Management Sites for chipping/grinding of vegetative and land clearing debris will require
a detailed evaluation of potential sites and possible revisits at future dates to see if site conditions have
changed or if the surrounding areas have changed significantly to alter the use of the site.
The following guidelines are presented in locating a site for "chipping/grinding" and are considered
"minimum standards" for selecting a site for use:
1. Sites should be located outside of identifiable or known floodplain and flood prone areas; consult the
Flood Insurance Rate Map for the location in your County to verify these areas. Due to heavy rains
associated with hurricanes and saturated conditions that result, flooding may occur more frequently
than normally expected.
2. Storage areas for incoming debris and processed material should be at a minimum 100 feet from all
surface waters of the state. "Waters of the state" includes but is not limited to small creeks, streams,
watercourses, ditches that maintain seasonal groundwater levels, ponds, wetlands, etc.
3. Storage areas for incoming debris and processed material shall be at least 100 feet from the site
property boundaries and on site buildings/structures. Management of processed material shall be in
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accordance with the guidelines for reducing the potential for spontaneous combustion in
compost/mulch piles.
4. Storage areas for incoming debris shall be located at least 100 feet from residential dwellings,
commercial or public structures, potable water supply wells and septic tanks with leach fields.
5. Sites that have identified wetlands should be avoided, if possible. If wetlands exist or wetland
features appear at a potential site, the areas shall be flagged and a 100 foot buffer shall be maintained
for all activities on going at the site.
6. Sites bisected by overhead power transmission lines need careful consideration due to large dump
body trucks/trailers used to haul debris, and underground utilities need to be identified due to the
potential for site disturbance by truck/equipment traffic and possible site grading.
7. Sites shall have an attendant(s) during operating hours to minimize the acceptance of unapproved
materials and to provide directions to haulers and private citizens bringing in debris.
8. Sites should be secure after operating hours to prevent unauthorized access to the site. Temporary
measures to limit access to the site could be the use of trucks or equipment to block entry. Gates,
cables, or swing pipes should be installed as soon as possible for permanent access control, if a site is
to be used longer than two weeks. Sites should have adequate access that prohibits traffic from
backing onto public rights of way or blocking primary and/or secondary roads to the site.
9. When possible, signs should be installed to inform haulers and the general public on types of waste
accepted, hours of operation, and who to contact in case of an after hours emergency.
10. Grinding of clean wood waste such as pallets and segregated nonpainted/nontreated dimensional
lumber is allowed.
11. Final written approval is required from the County Emergency Services Director to consider any
debris management site to be closed. Closure of staging and processing sites shall be within six (6)
months of receiving waste. If site operations will be necessary beyond this time frame, permitting of
the site may be required. If conditions at the site become injurious to public health and the
environment, then the site shall be closed until conditions are corrected or permanently closed.
Closure of sites shall be in accordance with the closure and restoration guidelines for Debris
Management Sites.
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Air Curtain Burner Sites
Locating sites that are intended for air curtain burning (ACB) operations is a coordinated effort between the
Solid Waste Authority and local air quality officials for evaluating the surrounding areas and to reevaluate
potential sites used in the past. The following guidelines are presented for selecting an ACB site and
operational requirements once a site is in use:
1. Contact the local fire marshal or fire department for input into site selection in order to minimize the
potential for fire hazards, other potential problems related to fire fighting that could be presented by
the location of the site and to ensure that adequate fire protection resources area available in the
event of an emergency.
2. The requirements for ACB device(s), in accordance with local air quality rules require the following
buffers: a minimum of 500 feet from the AC13 device to homes, dwellings and other structures and
250 feet from roadways. Contact the local office of air quality for updates or changes to their
requirements.
3. Sites should be located outside of identifiable or known floodplain and flood prone areas; consult the
Flood Insurance Rate Map for the location in your County to verify these areas. Due to heavy rains
associated with hurricanes and saturated conditions that result, flooding may occur more frequently
than normally expected. If ACB pit devices are utilized, a minimum two foot separation to the
seasonal high water table is recommended. A larger buffer to the seasonal high water table may be
necessary due to on site soil conditions and topography.
4. Storage areas for incoming debris should be at a minimum 100 feet from all surface waters of the
state. "Waters of the state" includes but is not limited to small creeks, streams, watercourses, ditches
that maintain seasonal groundwater levels, ponds, wetlands, etc.
5. Storage areas for incoming debris shall be located at least 100 feet from property boundaries and on
site buildings/structures.
6. Air Curtain Burners in use should be located at least 200 feet from on site storage areas for incoming
debris, on site dwellings and other structures, potable water supply wells and septic tanks and
leaching fields.
7. Wood ash stored on site shall be located at least 200 feet from storage areas for incoming debris,
processed mulch or tub grinders (if a grinding site and ACB site is located on the same property).
Wood ash shall be wetted prior to removal from the ACB device or earth pit and placed in storage. If
the wood ash is to be stored prior to removal from the site, then rewetting may be necessary to
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minimize airborne emissions.
8. Wood ash to be land applied on site or off site shall be managed in accordance with the guidelines
for the land application of wood ash from storm debris burn sites. The ash shall be incorporated into
the soil by the end of the operational day or sooner if the wood ash becomes dry and airborne.
9. Sites that have identified wetlands should be avoided, if possible. If wetlands exist or wetland
features appear at a potential site it will be necessary to delineate areas of concern. Once areas are
delineated, the areas shall be flagged, and a 100 foot buffer shall be maintained for all activities
ongoing at the site.
10. Sites bisected by overhead power transmission lines need careful consideration due to large dump
body trucks/trailers used to haul debris and the intense heat generated by the ACB device.
Underground utilities need to be identified prior to digging pits for using the ACB device.
11. Provisions should be made to prevent unauthorized access to facilities when not open for use. As a
temporary measure, access can be secured by blocking drives or entrances with trucks or other
equipment when the facilities are closed. Gates, cables, or other more standard types of access
control should be installed as soon as possible.
12. When possible, post signs with operating hours and information about what types of clean up waste
may be accepted. Also include information as to whether only commercial haulers or the general
public may deposit waste.
13. Closure of air curtain burner sites shall be within six (6) months of receiving waste. If site operations
will be necessary beyond this time frame, permitting of the site may be required. If conditions at the
site become injurious to public health and the environment, then the site shall be closed until
conditions are corrected or permanently closed. Closure of sites shall be in accordance with the
guidelines for closure and restoration of Debris Management Sites.
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Guidelines for the Land Application of Wood Ash from Storm Debris Burn Sites
1. Whenever possible, soil test data and waste analysis of the ash should be available to determine
appropriate application rate.
2. In the absence of test data to indicate agronomic rates, application should be limited to 2 to 4 tons
per acre/one time event. If additional applications are necessary, due to the volume of ash generated
and time frame in which the ash is generated, then an ash management plan will be needed.
3. Ash should be land applied in a similar manner as agricultural limestone.
4. Ash should not be land applied during periods of high wind to avoid the ash blowing off the
application sites.
5. Ash should not be land applied within 25 feet of surface waters or within 5 feet of drainage ways or
ditches on sites that are stabilized with vegetation. These distances should be doubled on sites that
are not vegetated and the ash should be promptly incorporated into the soil.
6. Records should be maintained to indicate where ash is applied and the approximate quantities of ash
applied.
7. As an option to land application, ash may be managed at a permitted municipal solid waste landfill
after cooled to prevent possible fire.
8. Assistance in obtaining soil test data and waste analysis of ash should be available through County
offices of the Extension Service.
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ANNEX 3: DEBRIS MANAGEMENT
Guidelines for Reducing the Potential for Spontaneous Combustion in Compost or Mulch Piles
1. When ground organic debris is put into piles, microorganisms can very quickly begin to decompose
the organic materials. The microorganisms generate heat and volatile gases as a result of the
decomposition process. Temperatures in these piles can easily rise to more than 160 degrees
Fahrenheit. Spontaneous combustion can occur in these situations.
2. Spontaneous combustion is more likely to occur in larger piles of debris because of a greater
possibility of volatile gases building up in the piles and being ignited by the high temperatures. If
windrows can be maintained 5 feet to 6 feet high and 8 feet to 10 feet wide, volatile gases have a
better chance of escaping the piles and the possibility of spontaneous combustion will be reduced.
3. Turning piles when temperatures reach 160 degrees can also reduce the potential for spontaneous
combustion. Pile turning provides an opportunity for gases to escape and for the contents of the pile
to cool. Adding moisture during turning will increase cooling. Controlling the amount of nitrogen
bearing (green) wastes in piles will also help to reduce the risk of fire. The less nitrogen in the piles
the slower the decomposition process and consequently the less heat generated and gases released.
4. Large piles should be kept away from wooded areas and structures and should be accessible to fire
fighting equipment, if a fire were to occur. Efforts should be made to avoid driving or operating
heavy equipment on large piles because the compaction will increase the amount of heat buildup,
which could increase the possibility of spontaneous combustion.
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Guidelines for Closure and Restoration of Debris Management Sites
Closure or reapproval of a Debris Management Site should be accomplished within 30 days of receiving the
last load of debris.
Site Closure
Once a site is no longer needed, it should be closed in accordance with the following guidelines. Closure is
not considered complete until the following occurs:
Material Removal
1. All processed and unprocessed vegetative material and inert debris shall be removed to a properly
approved solid waste management site.
2. Tires must be disposed of at a scrap tire collection/processing facility; white goods and other metal
scrap should be separated for recycling.
3. Burn residues shall be removed to a properly approved solid waste management site or land applied
in accordance with the guidelines at Attachment 2.
4. All other materials (unrecoverable metals, insulation, wall board, plastics, roofing material, painted
wood, and other material from demolished buildings that is not inert debris (see #1 above) as well as
inert debris that is mixed with such materials shall be removed to a properly permitted C&D
recycling facility, C&D landfill or municipal solid waste landfill.
Stabilization
Site shall be stabilized with erosion control measures, including establishment of vegetative cover, in
accordance with regulations of Department of Environmental Protection.
Agency Approval
The Department of Environmental Protection reserves the right to review any temporary site to determine if
the provisions outlined herein have been adequately addressed.
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Site Re-approval
Sites that were approved as temporary staging or processing sites will require reapproval for long term
storage, continuing reduction processing, or permanent disposal if site is not closed out in accordance with
guidelines stated here. Sites shall be managed and monitored in accordance with the Department of
Environmental Protection and to prevent threats to the environment or public health.
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APPENDIX 1
SAMPLE DEBRIS LOAD TICKET
PERSON COUNTY
Load Ticket
Ticket Number:
Contract Number:
Contractor's Name:
Date:
Driver's Name & Driver's License Number:
Truck License Number:
Measured Bed Capacity in Cubic Yards:
Pickup Site Location:
Time:
Debris Classification:
Burnable Clean Wood Debris
Non-Burnable Treated Lumber, Metals, C&D
Mixed Burnable and Non-Burnable
Other (Define)
Printed Name of Person County Loading Site Monitor:
Signature:
Debris Disposal Site Location:
Time:
Estimated Quantity of Debris on
Truck:
Cubic Yards:
Printed Name of Person County Disposal Site Monitor:
Signature:
Remarks:
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APPENDIX 2
Person County
Debris Management Plan
Right of Entry Agreement
I/We , the owner(s) of the property commonly identified as,
______________________________ State of __________________________
(Street)
_____________________________________ ________________________________
(City) (County)
do hereby grant and give freely and without coercion, the right of access and entry to said property in the
County of ____________________, its agencies, contractors, and subcontractors thereof, for the purpose of
removing and clearing any or all storm-generated debris of whatever nature from the above described
property. It is fully understood that this permit is not an obligation to perform debris clearance. The
undersigned agrees and warrants to hold harmless the County of _____________________, State of
_____________________________________, its agencies, contractors, and subcontractors, for damage of
any type, whatsoever, either to the above described property or persons situated thereon and hereby release,
discharge, and waive any action, either legal or equitable that might arise out of any activities on the above
described property. The property owner(s) will mark any storm damaged sewer lines, water lines and other
utility lines located on the described property.
I/We (have, have not) (will, will not) receive(d) any compensation for debris removal from any other source
including SBA, ASCS, private insurance, individual and family grant program or any other public assistance
program. I will report for this property any insurance settlements to me or my family for debris removal that
has been performed at government expense.
For the considerations and purposes set forth herein, I set my hand this __________ day of
_______________, 20___.
Witness ________________________________
Owner/Telephone Number/Address ________________________________________________
________________________________________________
Signature of Owner _____________________________________________________________
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Appendix 3
Debris Management Site Baseline Data Checklist
Before activities begin:
1. Take ground or aerial video/photographs.
2. Note important features, such as structures, fences, culverts and landscaping.
3. Take random soil samples.
4. Take random groundwater samples.
5. Take water samples from existing wells.
6. Check the site for volatile organic compounds.
After activities begin:
1. Establish groundwater monitoring wells.
2. Take groundwater samples.
3. Take spot soil samples at household hazardous waste, ash and fuel storage areas.
Progressive updates:
1. Update videos/photographs.
2. Update maps/sketches of site layout.
3. Update quality assurance reports, fuel spill reports, etc.
Site number and location:
1. Date closure complete.
2. Household hazardous waste removed.
3. Contractor equipment and temporary structures removed.
4. Contractor petroleum spills remediated.
5. Ash piles removed.
6. Comparison of baseline information to conditions after the contractor has vacated the temporary site.
Appendices:
• Closure documents.
• Contracting status reports.
• Contract.
• Testing results.
• Correspondence.
• Narrative responses.
Additionally:
• Determine separate protocols for ash, soil and water testing.
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• Develop decision criteria for certifying satisfactory closure based on limited baseline information.
• Develop administrative procedures and contractual arrangements for closure phase.
• Inform local and State environmental agencies regarding acceptability of program and established
requirements.
• Designate approving authority to review and evaluate Contractor closure activities and progress.
• Retain staff during closure phase to develop site specific remediation for sites, as needed, based on
information obtained from the closure checklist shown below.
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ANNEX 4 – DONATED GOODS MANAGEMENT
Annex 4: Donated Goods Management
This annex details the roles and responsibilities of Person County’s management of Donated Goods after a
disaster. Donations are key to address victim needs after the incident. While the need for assistance after a
disaster is high, the provision of unsolicited goods can exceed the county’s capacity to administer donations
appropriately. An organized system of management is essential to successful administration, which is best
accomplished at the local level. The public will be informed of key actions related to donations and the positive
benefit.
Agency Responsibilities
Primary Agency: Christian Help Center of Person County
Volunteer Center of Person County
Support Agency: Person County Emergency Management
Assumptions
1. Persons not directly affected by an emergency/disaster are eager to render aid to disaster victims through
donations of money, goods, and services.
2. Unsolicited donations of goods can be expected including non-useful and unwanted goods.
3. The magnitude of the disaster and the severity of local need will dictate the amount of space and
personnel required for the reception and distribution of donated goods.
4. Suitable facilities, equipment, space, and personnel that are convenient are needed for the management of
donated goods. Churches, fire stations, EMS stations, the community college, and other volunteer
agencies in Person County have served as collection points for donated goods.
5. Monetary donations, staple goods, and those items specifically requested best serve the needs of victims.
6. The distribution of donated goods must be coordinated with the identification of un-met needs.
7. People unaffected by the disaster will seek to receive donated goods.
8. Some donors will seek to bypass the distribution system established by the County.
9. Citizens and businesses of Person County will elect to donate money and goods to disaster victims
elsewhere; they will need and seek guidance on methods of participation.
10. Transportation will be available to ship donated goods from the County to other destinations.
11. There will be an excess of donated goods that will require disposal.
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Concept of Operations:
Agency Responsibilities
1. The Christian Help Center will coordinate with other relief agencies working on the disaster to ensure
needs are met without duplication of effort.
2. Operational personnel will be solicited from the Volunteer Coordinator's list of available personnel
resources, which is managed by the Volunteer Center of Person County. Volunteers will be screened and
divided into functional groups that will await assignment by the EOC. Convergent volunteers will be re-
directed to the Volunteer Center and discouraged by aggressive public information disseminations.
3. Person County Social Services through ESF-06 will work to connect residents with unmet needs with the
appropriate distribution center or coordinating organization.
Receipt of Donated Goods
1. A central reception and sorting center for donated goods should be established and separate locations
convenient to the affected areas of the County should be utilized as distribution centers.
2. Person County Social Services and the ESF-06 team will coordinate with other relief agencies working on
the disaster to ensure needs are met without duplication of effort.
3. Operational personnel will be solicited from the Volunteer Coordinator's first of available personnel
resources.
4. The Public information regarding distribution sites, needed goods, volunteers, and other pertinent
matters will be coordinated by the Public Information Officer and the ESF-15 team.
5. Upon receipt, donated goods must be sorted and packaged in a manner suitable for distribution.
6. When identifiable, unwanted goods should be refused.
7. Surplus donated goods will be disposed of in a manner consistent with the donor's apparent intent or
established guidelines
Collection and Distribution of Donated Goods outside of Person County
1. An attempt will be made to identify the needs of the intended destination prior to collection of goods.
2. A systematic method will be established for collection of the donated goods to be transported.
3. Goods will be sorted and packaged in an appropriate manner prior to transport.
4. Transportation of donated goods will be coordinated with the receiving destination prior to departure.
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5. Suitable means of transport will be arranged for delivery of the goods in a timely manner.
6. When appropriate, transportation of donated goods should be coordinated with the NC Division of
Emergency Management, Central Branch Office or the State EOC.
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ANNEX 5: UNMET NEEDS
Annex 5: Unmet Needs
This annex details the roles and responsibilities and coordination of how Person County will address the unmet
needs of individuals displaced by a disaster. Unmet needs may include financial assistance, housing, food,
transportation, furnishings, medical, etc. that cannot be met by either government or non-governmental service
organization like Salvation Army or Social Services. The Person County Unmet Needs Committee includes
representatives from Emergency Management, County Commissioners, Mayors, and the Department of Social
Services.
Agency Responsibilities
Primary Agency: Person County Department of Social Services
Support Agency: Person County Emergency Management
Assumptions
1. There will be people with unmet needs following an emergency/disaster.
2. There are many sources of assistance available to be utilized through church groups, civic groups,
individual contributions and others.
3. The Committee will work with all available sources to identify those people with needs and all victims
will be identified.
4. Assistance will be available to help with unmet needs.
5. All victims will be returned to pre-disaster levels.
Concept of Operations:
1. The Committee will meet in concert with the ESF-6 team following an emergency/disaster and start
assessing the needs, monitoring assistance and creating files on the victims and their needs.
2. The Committee will coordinate with other relief agencies to eliminate duplication of aid.
3. Pre-disaster situations of victims will be determined on a case-by-case basis.
4. Assistance other than the normal Federal, State and local programs will be identified and utilized in
meeting needs.
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5. Standards will be established and communicated for agencies to follow when providing services to
victims.
6. The Committee will maintain a presence in the Disaster Application Center.
7. The committee will coordinate needs with agencies managing the donated goods process or other
mechanisms for the distribution of commodities or donated items.
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ANNEX 6: EVACUATION AND REPATRIATION
Annex 6: Evacuation & Repatriation
This annex provides guidance for Person County as it relates to the activities of evacuation and repatriation as the
result of an emergency. Person finds itself at risk of multiple threats that could result in evacuation. There are
numerous highways and other roads allowing for evacuation, however Person does not have any commercial
public transportation.
Agency Responsibilities
Primary Agency: Person County Sherriff’s Department
Support Agency: Person County Emergency Management
Person County Airport
Assumptions
1. Emergency situations may require evacuation of all or part of the County. Small-scale, localized
evacuations may be needed as a result of a hazardous materials incident, major fire, or other incident.
Large-scale evacuations may be needed in the event of an impending hurricane.
2. Sufficient warning time will normally be available to evacuate the threatened population.
3. Traffic control resources must be in place prior to the public release of an evacuation order.
4. Evacuation and re-entry information will be made available to the public by all available means.
5. If there is significant potential threat, some residents will evacuate prior to being advised to do so by
public officials.
6. Most evacuees will seek shelter with relatives or friends rather than accept public shelter.
7. Some residents may refuse to evacuate regardless of warnings.
8. Some people will lack transportation. Others who are ill or disabled may require vehicles with special
transportation capabilities.
9. Debris or damage to the roadway could hamper re-entry.
10. Effective evacuation should be completed during daylight hours.
11. A delayed evacuation order could endanger lives and result in civil disorder.
12. Evacuation from Person County will impact adjacent counties.
13. Stranded motorists could present significant problems during an evacuation situation.
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ANNEX 6: EVACUATION AND REPATRIATION
Concept of Operations:
General
1. The ultimate responsibility for ordering a county-wide evacuation or repatriation rests with the
Policy/Administration Group. If Roxboro is to be evacuated, the Mayor will issue the order. If the
evacuation or repatriation involves more than one jurisdiction, or an area outside of a municipality, the
Chairperson of the County Commissioners, or his/her designated representative will issue the order.
2. Evacuation orders will be executed in accordance with any existing declarations.
3. Public information concerning the Policy/Administration Group's evacuation or re-entry orders will be
released through all available media.
4. The Incident Commander (IC) and/or Emergency Management Coordinator at the scene of an
emergency in Person County have the authority to order an evacuation.
5. Regional coordination of traffic control, shelter/mass care and public information will enhance the total
evacuation and repatriation process. The State Division of Emergency Management will coordinate
regional evacuation activities.
6. Law Enforcement will implement traffic control for evacuation and for repatriation.
Specific
1. Movement Control and Guidance
a. Traffic control points to support a county-wide evacuation have been pre-determined by law
enforcement personnel.
b. The size of the threatened area to be evacuated will be determined by conditions at the time of
the emergency
2. Staging Areas and Pick-up Points and Routes
a. Identified stranded motorists will be assisted by law enforcement officers in reaching a pre-
determined rally point for mass transportation to a location for best available shelter. The
Operations Officer will determine the location of the best available shelter.
b. The County has determined pre-designated staging areas as mobilization points to organize the
emergency response personnel and equipment entering from areas outside the County.
3. Evacuation of Special Populations (Institutions, Facilities, and Special Care Individuals)
a. Institutions and schools within the County must develop procedures for evacuation.
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b. An attempt has been made by the Department of Social Services to identify access and functional
needs populations.
c. Specialty Care Facilities will develop evacuation procedures and pre-determined locations for re-
location of its’ facility.
d. Notification to the at-risk populations will be attempted according to ADA (Part 35.160).
e. Evacuations from jail/prisons will be coordinated and conducted by the Person County Sheriff’s
Office and Department of Corrections utilizing existing plans.
f. The Person County Executive Airport could be utilized for evacuation purposes using private and
/ or military aircraft.
4. Repatriation
a. The decision to allow re-entry to Person County will be made by the Policy/Administration
Group, based on considerations of public safety.
b. The Policy/Administration Group may establish a priority re-entry system for the public.
c. Staging areas will be established; personnel reporting to Person County will be routed to one of
those.
d. Sections of Person County may remain isolated or closed to the public even after repatriation
begins.
e. Re-entry to the affected area will be coordinated with the Person County Policy/Administration
Group.
f. Shelter/mass care operations may need to be implemented depending upon the degree of
destruction in Person County.
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ANNEX 7: TRAINING AND EXERCISE
Annex 7: Training and Exercise
The Training and Exercise Annex covers the below listed programs and identifies the target audiences for each topical
area. Person County Emergency Management will request training records of individual county departments,
the City of Roxboro, law enforcement agencies, fire departments, and EMS/Rescue agencies within the county
on a yearly basis to verify compliance with the NIMS specifications. Records will also be verified by use of
TERMS for all individuals within Person County that are registered users of the program. Each department
should maintain a file of all completed NIMS courses with rosters and/or certificates of completion.
Agency Training
Agencies are responsible for determining the required training for their assigned agency responsibilities listed in
the Emergency Operations Plan. All agencies are required to comply with the National Incident Management
System (NIMS) based on the course descriptions below. Appendix 1 of this document provides a detailed listing
of position types and required NIMS classes. All NIMS classes can be found either online through the FEMA
website or through the NC TERMS website.
NIMS Course Descriptions:
1. ICS 100
Scope
This course introduces the Incident Command System and provides the foundation
for higher level ICS training. This course describes the history, features and principles,
and organizational structure of the ICS. It also explains the relationship between ICS
and the National Incident Management System (NIMS).
Audience
The target audience includes all personnel with a direct role in emergency
preparedness, incident management or response, and recovery efforts. This includes:
entry level first responders and disaster workers, first line supervisors, middle
management, and command/general staff members of an EOC or Incident
Management Team.
2. ICS 200
Scope
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ANNEX 7: TRAINING AND EXERCISE
This course is designed to enable personnel to operate efficiently during an incident or
event within the Incident Command System. It focuses on the management of single
resources and initial action incidents. It builds on the ICS-100 course.
Audience
The target audience includes all personnel with a direct role in management of
emergency preparedness, incident management or response, and recovery efforts.
This includes: first line supervisors, middle management, and command/general staff
members of an EOC or Incident Management Team.
3. ICS 300
Scope
This course provides training on and resources for personnel who require advanced
application of the Incident Command System. It is designed to enable personnel to
operate efficiently during an incident or event within the ICS. The course will focus
on management of expanding incidents. This course expands on the information
obtained in the ICS 100 and ICS 200 courses.
Audience
The target audience for this course is for individuals who may assume a supervisory
role in expanding incidents or Type 3 incidents. This includes: middle management
and command/general staff of an EOC or Incident Management Team.
4. ICS 400
Scope
This course is designed for senior personnel who are expected to perform in a
management capacity in an Area Command or multiagency coordination system.
This course expands upon the information covered in ICS 100, ICS 200, and ICS 300.
Audience
The target audience for this course includes those individuals with responsibility as a
command or general staff position in the EOC or as part of an Incident Management
Team.
5. IS 700
Scope
This course introduces and overviews the National Incident Management System
(NIMS). NIMS provides a consistent nationwide template to enable all government,
private-sector, and nongovernmental organizations to work together during domestic
incidents.
Audience
The target audience includes all personnel with a direct role in emergency
preparedness, incident management or response, and recovery efforts. This includes:
entry level first responders and disaster workers, first line supervisors, middle
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management, and command/general staff members of an EOC or Incident
management team.
6. IS 800
Scope
The course introduces participants to the concepts and principles of the National
Response Framework. After completion of this course, the student will understand
the purpose of the National Response Framework, the response doctrine established
by the National Response Framework, the roles and responsibilities of entities as
specified in the National Response Framework, the actions that support national
response, the response organizations used for multiagency coordination, and how
planning relates to national preparedness.
Audience
This course is intended for government executives, private-sector and
nongovernmental organization (NGO) leaders, and emergency management
practitioners. This includes senior elected and appointed leaders, such as Federal
department or agency heads, State Governors, mayors, tribal leaders, and city or
county officials – those who have a responsibility to provide for effective response.
7. Additional Courses
Position specific and tasks-oriented classes are available on-line and in the classroom.
These classes are available to any personnel seeking to enhance their performance in a
specific area for job-related duties or disaster response duties.
Exercises
A. Scope
Person County Emergency Management will develop and maintain a 5-year exercise and training
program calendar. Person County will work with external partners (local, state, and Federal) to
exercise elements of the Emergency Plans’s that allow for the evaluation of the communities
capabilities and planning elements.
B. Concept
The concept of the exercise program is to develop a building block approach to training that will
incorporate multi-discipline facets of public safety to enhance the overall response and recovery
efforts of Person County. The exercise program will utilize scenarios based upon prior events and/or
fictional events that could affect the citizens of Person County. The exercises and scenarios will be
developed around the Emergency Operations Plan and incorporate agency-specific plans as needed.
C. Validation
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Person County Emergency Management may utilize the Homeland Security Exercise and Evaluation
Program process or other coordination tactics that will assist the jurisdiction in evaluating their
capabilities and planning frameworks. Emergency Operations Plans and Standard Operating
Guidelines/Procedures will be validated by use of this standardized program. A copy of the completed
exercise or, at a minimum, a copy of the After Action Report will be maintained at the Person County
EM office for a period of up to 5 years or through the life of any grant fund cycles that are utilized to
conduct the exercise, whichever is greater.
D. Funding
Funding is available through various grants offered through the Division of NC Emergency
Management. These funds may be obtained through the local office of Emergency Management for
use to conduct training and exercises at the local level.
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5 ANNEX 7: TRAINING AND EXERCISE NIMS Class Requirement Appendix Incident Scene Responders IS-700 IS-800 ICS-100 ICS-200 ICS-300 ICS-400 Other First Responder x x Assisting agency employee x x Front Line Supervisor (First responder or assisting agency) x x x Branch Directors, Unit Leaders, etc… x x x x Position Specific Course (as required) Section Chiefs x x x x x Position Specific Course Public Information Officer x x x x x IS-702, Position Specific Course Liaison Officer x x x x x IS-701, Position Specific Course Safety Officer x x x x x Position Specific Course Incident Commanders (Incident Type 5, 4) x x x x x Incident Commanders (Incident Type 3, 2, 1) x x x x x x IS-701, IS-703, Position Specific Course *Incident types defined on the next page Non Scene Responders IS-700 IS-800 ICS-100 ICS-200 ICS-300 ICS-400 Other Emergency Management Staff x x x x x x IS-701, IS-702, IS-703, IS-705, IS-706, G-191, G-775 EOC Management Positions x x See EOC Credentialing Document EOC Agency Representative x x Agency Administrators ICS-402 Elected / Appointed Officials ICS-402 PIO Representatives x x IS-702 Shelter Staff x x 911 Center Staff x x 911 Center Supervisors x x x 126
6 ANNEX 7: TRAINING AND EXERCISE FEMA Incident Type Matrix Type 1 This type of incident is the most complex, requiring national resources for safe and effective management and operation. All command and general staff positions are filled. Operations personnel often exceed 500 per operational period and total personnel will usually exceed 1,000. Branches need to be established. A written incident action plan (IAP) is required for each operational period. The agency administrator will have briefings, and ensure that the complexity analysis and delegation of authority are updated. Use of resource advisors at the incident base is recommended. There is a high impact on the local jurisdiction, requiring additional staff for office administrative and support functions. Type 2 This type of incident extends beyond the capabilities for local control and is expected to go into multiple operational periods. A Type 2 incident may require the response of resources out of area, including regional and/or national resources, to effectively manage the operations, command, and general staffing. Most or all of the command and general staff positions are filled. A written IAP is required for each operational period. Many of the functional units are needed and staffed. Operations personnel normally do not exceed 200 per operational period and total incident personnel do not exceed 500 (guidelines only). The agency administrator is responsible for the incident complexity analysis, agency administration briefings, and the written delegation of authority. Type 3 When incident needs exceed capabilities, the appropriate ICS positions should be added to match the complexity of the incident. Some or all of the command and general staff positions may be activated, as well as division/group supervisor and/or unit leader level positions. A Type 3 IMT or incident command organization manages initial action incidents with a significant number of resources, an extended attack incident until containment/control is achieved, or an expanding incident until transition to a Type 1 or 2 IMT. The incident may extend into multiple operational periods. A written IAP may be required for each operational period. Type 4 Command staff and general staff functions are activated only if needed. Several resources are required to mitigate the incident, including a task force or strike team. The incident is usually limited to one operational period in the control phase. The agency administrator may have briefings, and ensure the complexity analysis and delegation of authority is updated. No written IAP is required but a documented operational briefing will be completed for all incoming resources. The role of the agency administrator includes operational plans including objectives and priorities. Type 5 The incident can be handled with one or two single resources with up to six personnel. Command and general staff positions (other than the incident commander) are not activated. No written IAP is required. The incident is contained within the first operational period and often within an hour to a few hours after resources arrive on scene. Examples include a vehicle fire, an injured person, or a police traffic stop. 127
ANNEX 8: STATE OF EMERGENCY GUIDANCE
Annex 8: State of Emergency Guidance
Person County may elect to declare a State of Emergency based on the impacts, or anticipated impacts from a
natural or man-made emergency or disaster. The following pages have a template for the State of Emergency
Declaration and Termination.
128
PROCLAMATION DECLARING A STATE OF EMERGENCY
PERSON COUNTY, NORTH CAROLINA
WHEREAS, (describe disaster event); and
WHEREAS, as a result of the above-described disaster, I have determined that there is an imminent threat of, or
existing conditions have caused or will cause, widespread or severe damage, injury, or loss of life or property, and
public safety authorities will be unable to maintain public order or afford adequate protection for lives or property; and
WHEREAS, declaring a State of Emergency and imposing the restrictions and prohibitions ordered herein is necessary
to maintain order and protect public health, safety, and welfare, and to secure property.
NOW, THEREFORE, pursuant to the authority vested in me as the Chairperson of the Board of Commissioners of
Person County under Article 1A of Chapter 166A of the North Carolina General Statutes and The Person County
Emergency Management Ordinance:
Section 1. A State of Emergency is hereby declared within the jurisdiction of Person County.
Section 2. The emergency area covered by this state of emergency shall be (choose between the entire
jurisdiction or a specified geographic area within the jurisdiction; if no geographic area is specified, the
entire jurisdiction is covered by default).
Section 3. The following restrictions and prohibitions are imposed:
Evacuation: (indicate whether evacuation is voluntary or mandatory, describe areas of jurisdiction to
be evacuated and state times and dates for evacuation; include categories of essential personnel not
subject to evacuation order)
Curfew: (describe areas of jurisdiction under curfew and specify times during which curfew is in
effect; include categories of essential personnel, if any, not subject to curfew)
Restricted Access: (describe areas of jurisdiction under restricted access or limited entry; include
categories of essential personnel, if any, not subject to restriction)
Business Operations: (describe limitations on operations of businesses and commercial
establishments, such as restricted hours of operation)
Alcohol: There shall be no sale, consumption, transportation, or possession of alcoholic beverages
during the State of Emergency in Person County, except possession or consumption is allowed on a
129
person's own premises. (Describe restrictions on the possession, transportation, sale, purchase, and
consumption of alcoholic beverages)
Dangerous Weapons & Substances: During the State of Emergency, there shall be no possession,
transportation, sale, purchase, storage, and use of dangerous weapons or substances, except that of
lawfully possessed firearms or ammunition defined as a handgun, rifle, or shotgun pursuant to G.S.
14-409.39(2). (Describe restrictions on the possession, transportation, sale, purchase, storage, and
use of dangerous weapons and substances, and gasoline)
Other: (describe any other restrictions or prohibitions on other activities or conditions the control of
which may be reasonably necessary to maintain order and protect lives or property during the state of
emergency)
Section 4. I hereby order all Person County law enforcement officers and employees and all other emergency
management personnel subject to our control to cooperate in the enforcement and implementation of the
provisions of this Declaration, all applicable local ordinances, state and federal laws, and the Person County
Emergency Operations Plan.
Section 5. I hereby order this declaration: (a) to be distributed to the news media and other organizations
calculated to bring its contents to the attention of the general public; (b) to be filed with Clerk to the Board of
County Commissioners; and (c) to be distributed to others as necessary to ensure proper implementation of this
declaration.
Section 6. This declaration shall take effect on (date) at (time), and shall remain in effect until modified or
rescinded.
DECLARED this the (day) day of (month, year) at (time).
________________________________________________
Chairperson of the County Board of Commissioners
APPROVED AS TO FORM:
_______________________________________________
County Attorney
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TERMINATION OF STATE OF EMERGENCY
PERSON COUNTY, NORTH CAROLINA
WHEREAS, on the (day) day of (month, year) at (time), as Chairperson of the Board of Commissioners of
Person County, I determined and declared that a state of emergency existed within Person County; and
WHEREAS, I have determined that the conditions constituting a state of emergency no longer exists in Person
County.
NOW, THEREFORE, I hereby terminate the above referenced declaration of a state of emergency and all the
restrictions and orders contained therein [Note: If necessary to retain state of emergency and some restrictions
in some portions of the jurisdiction, list specifically the restrictions that remain in effect within the applicable
portions of the jurisdiction).
The proclamation is effective (immediately or date and time).
DECLARED this the (day) day of (month, year) at (time).
______________________________________________
Chairperson of the County Board of Commissioners
APPROVED AS TO FORM:
_______________________________________________
County Attorney
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EMERGENCY
OPERATIONS PLAN
Person County, NC
July, 2017
132
EMERGENCY OPERATIONS PLAN
Administrative Handling Instructions
1. The title of this document is the Person County Emergency Operations Plan.
2. The information outlined in this plan is classified as For Official Use Only and should be handled as
sensitive information not to be disclosed. This document should be safeguarded, handled, transmitted,
and stored in accordance with appropriate security directives.
3. This document is protected from general distribution and dissemination by North Carolina General
Statute §132-1.7. Reproduction of this document, in whole or in part, without prior written approval from
Person County Emergency Services is prohibited.
4. At a minimum, the attached materials will be disseminated only on a need-to-know basis and when
unattended, will be stored in an area offering sufficient protection against theft, compromise, inadvertent
access, and unauthorized disclosure.
5. For more information, please consult Person County Emergency Services:
Person County Emergency Services
216 W. Barden Street
Roxboro, NC 27573
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EMERGENCY OPERATIONS PLAN
Letter of Promulgation
To: County Government
Municipal Governments
Person County Public Safety Partners
Residents of Person County
By virtue of the powers and authority vested in me as the Chairperson, County Board of Commissioners,
I hereby promulgate and issue the Person County Emergency Operations Plan for All-Hazards, revised in ______
of 2017, as regulation and guidance to provide for the protection of the residents of Person County.
This plan outlines the coordinated actions to be taken by the County Officials and volunteer
organizations to protect lives and property in natural or man-made disasters. It identifies forces and resources
available for employment to prevent, minimize and recover from injury, loss of life, and destruction of property
which tragically characterizes disasters.
This plan is effective for planning on receipt and for execution when directed and replaces and supersedes
all previously adopted emergency plans. The Emergency Management Coordinator is responsible for the
maintenance and updating of this plan, as required, in coordination with appropriate participating agencies and
units of government.
Sincerely,
_____________________________________
Chairperson, Person County Board of Commissioners
______________________
Date
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EMERGENCY OPERATIONS PLAN
Plan Concurrence and Distribution
The agencies listed below agree to the responsibilities assigned to their organization in the Person County
Emergency Operations Plan. Person County Emergency Services will maintain a record of signatures and plan
receipt. Future updates to this document will require updated signatures to verify receipt of plan changes.
Person County Departments
Airport
Animal Services
County Manager
Commissioners
Cooperative Extension
Economic Development
Elections
Emergency Services
Emergency Management
Emergency Medical Services
911
Environmental Health
Finance
General Services
Geographic Information Systems (GIS)
Health Department
Human Resources
Information Technology
Inspections
Library
Parks and Recreation
Person Industries
Planning and Zoning
Register of Deeds
Sheriff’s Office
Social Services
Tax
Transportation (PATS)
Veterans Services
City of Roxboro Departments
City Manager
City Council
Fire Department
Police Department
Public Services
Public Works
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EMERGENCY OPERATIONS PLAN
Record of Changes
To maintain the highest level of all-hazard preparedness, it is necessary to review and update this plan, as
required, on a regular basis. Person County Emergency Services will coordinate plan updates and reviews as
required. When minor administrative changes are made to the plan, the chart below will be updated and
distributed to agencies within the plan to identify changed plan elements.
Date Part Affected Item Changed Revised By
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EMERGENCY OPERATIONS PLAN
Table of Contents
Basic Plan 1
ESF-1: Transportation 1
ESF-2: Communications and Warnings 1
ESF-3: Public Works and Engineering 1
ESF-4: Fire Services 1
ESF-5: Emergency Management 1
ESF-6: Mass Care and Human Services 1
ESF-7: Resource Management 1
ESF-8: Health and Medical Services 1
ESF-9: Search and Rescue 1
ESF-10: Hazardous Materials 1
ESF-11: Agricultural and Animal Services 1
ESF-12: Utility Coordination 1
ESF-13: Law Enforcement 1
ESF-14: Recovery 1
ESF-15: External Affairs 1
Annex 1: Emergency Operations Center 1
Annex 2: Damage Assessment 1
Annex 3: Debris Management 1
Annex 4: Donated Goods 1
Annex 5: Unmet Needs 1
Annex 6: Evacuation and Repatriation 1
Annex 7: Training 1
Annex 8: State of Emergency Templates 1
Incident Annex – Terrorism 1
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EMERGENCY OPERATIONS PLAN
Purpose
The Person County Emergency Operation Plan (EOP) describes a comprehensive emergency
management system which provides for a coordinated response to emergencies or disasters within Person
County and the City of Roxboro. This plan predetermines actions that should be taken by the
governmental agencies, non-profit organizations, and private organizations in Person County to reduce
the vulnerabilities of people and property to disaster and to establish capabilities to respond effectively to
the actual occurrence of a disaster.
Scope
The Scope of the Person County Emergency Operations Plan includes all county, municipal, non-profit,
and private sector agencies that may provide services during an emergency or disaster. The plan provides
a listing of responsibilities for agencies to fulfill when an emergency or disaster impacts any area within
Person County.
The Emergency Operations Plan has been developed to address multiple hazards which threaten the
Jurisdiction and has been formatted in an “All Hazards” layout providing responsibilities for
organizations to fulfill regardless of hazard and based on the needs of the jurisdiction during an
emergency or disaster.
It is understood that incident commander(s) generally retain the flexibility to modify procedures or
organizational structures to align as necessary with the operating characteristics of their specific
jurisdictions or to accomplish the mission in the context of a particular hazard scenario, as long as the
deviations do not infringe on other legal or statutory roles, responsibilities or relationships already
designated through this plan or other means. Failure to follow this plan shall not create legal rights in
others.
This plan meets the legal requirements of North Carolina General Statutes, Chapter 166A. It provides the
necessary elements to ensure that local government can fulfill its legal responsibilities for emergency
preparedness
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EMERGENCY OPERATIONS PLAN
Situation and County Overview
Person County is located in the North Carolina Emergency Management Central Branch Area 6, and
Federal Emergency Management Agency Region IV. Its geographic location is the Central Section of the
State on the Virginia border. It is bounded on the East by Granville County, on the South by Durham
and Orange Counties, on the North by Halifax County, Virginia, and on the West by Caswell County.
The current population of the County and the City of Roxboro is approximately 40,000 residents.
Public roadways within Person County are almost exclusively owned and maintain by DOT, Division of
Highways. While most secondary roads are paved, there are still a number of unpaved public roads in
the County.
Hazard Analysis Summary
Person County is exposed to many hazards, all of which have the potential to disrupt the community, cause
damage, and create casualties. The County has experienced many hazards, all of which have, at some
particular time, caused disruption to communities, great amounts of damage and in some cases even created
casualties. Potential hazards (natural, technological, and manmade) for Person County are:
o Aircraft Accidents
o Civil Disorder/Riots
o Dam Failure
o Drought / Extreme Heat
o Earthquake
o Floods
o Forest Fires
o Hazardous Materials
Rail
Highway Accidents
Industry / Fixed Facilities
Pesticide Dealers
Unidentified spills or dumping
activity
o Hurricane (Latent Effects)
o Infrastructure Damage (roads, bridges,
etc)
o Landfill Fires
o Large Structural Fires
o Mass Casualty
o National Security Emergencies
o Pipeline Break/Gas Lines
o Power Failure
o Severe Thunderstorms
o Terrorist Activity
o Tornados
o Waste water spills
o Winter Storms
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EMERGENCY OPERATIONS PLAN
Capability Assessment
Person County and the City of Roxboro offer many governmental services and programs to the residents
and visitors of Person County. The agencies and organizations (public, private, and non-profit) are well
equipped to provide the essential services to Person residents and visitors for day to day emergencies.
Due to the potential for disasters within Person County which would overwhelm the capabilities of the
response system, Person County will utilize mutual aid agreements and private sector partnerships to
increase the capability to respond to widespread disasters within the region. To supplement regional
resources, Person County participates in the Domestic Preparedness Planning Region #5 in North
Carolina and has the ability to share resources with regional partners as needed to supplement its
capabilities.
Mitigation Overview
Person County maintains a separate plan for Hazard Mitigation titled the “Person County Hazard
Mitigation Plan” which assesses the likelihood of all hazards possible in Person County. It addresses
mitigation measures for those hazards that pose a "high" or "moderate" risk where mitigation measures
are possible and easily identifiable.
Planning Assumptions
1. The occurrence of any one or more of the emergency/disaster events previously listed could impact
Person County severely, and include several of the following possibilities:
Loss of electric service.
Loss of water distribution and storage
system.
Loss of part of or all of waste
treatment systems.
Severance of road / highway network,
including bridges.
Evacuation of people from the county.
Necessity for mass care (shelter) and
feeding operations.
Need for debris clearance and
removal.
Mass injuries and fatalities.
Drastic increase in media attention.
Damage to the communications and
telephone networks.
Severe economic impact.
Increased number of vermin.
Need for official public information
and rumor control.
Need for State or Federal assistance.
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EMERGENCY OPERATIONS PLAN
Re-entry of essential personnel and
equipment.
Re-entry of the public into
damaged/evacuated areas.
Damage to vital records.
Need for damage assessment.
Need for auxiliary power.
Coordination of solicited/unsolicited
goods.
Contamination of private wells.
Exhaustion of local resources
(medical, law, fire, rescue).
Lack of depth of staffing.
Loss of facilities vital to maintaining
essential services.
Environmental impact on wildlife
with natural resource destruction.
Need for management in
reconstruction.
Need for coordination of staged
resources.
Damage to historical sites.
Isolation of populations.
Need for increased services for at-risk
populations.
A State or Federal Disaster
Declaration.
2. The occurrence of one or more of the previously listed emergency/disaster events could result in a
catastrophic disaster situation which could overwhelm local and state resources.
3. It is necessary for the County and City to plan for and to carry out coordinated disaster response and
short-term recovery operations utilizing local resources; however, it is likely that outside assistance
would be necessary in most major disaster situations affecting the County.
4. Emergency and disaster occurrences could result in disruption of government functions. This
necessitates that all levels of local government and departments develop and maintain standard
operating procedures to ensure continuity of government. These procedures will address depth of
staffing, line of succession, and mode of operation.
5. Most natural disasters will leave at least some part of the County isolated and on its own for a period of
time. Families should be encouraged to train and prepare for these events and be able to be self-
supportive for at least 72 hours.
6. Officials of the County and City are aware of the threat of a major emergency or disaster and will fulfill
identified responsibilities as needed to the extents possible.
7. Routine government agency operations such as delivery of social programs, legal processes, conduct of
elections and cultural events may be postponed due to an emergency/disaster.
8. All disasters will require some degree of recovery to get back to normal.
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EMERGENCY OPERATIONS PLAN
Concept of Operations
Person County utilizes the four phases of Comprehensive Emergency Management in designing and
implementing the emergency services program. These phases are:
1. Preparedness: Through disaster planning and recognition of hazards likely to affect the area, the
county and municipal agencies prepare for potential disasters. County agencies are offered training in
preparation for a disaster and each department is responsible for seeing that their responders have
adequate training to carry out assigned functions. Many other programs are offered to the residents of
Person County to help them also be prepared such as printed materials and public education
programs. Members of the public are kept informed and urged to prepare for disaster by local media
and the Emergency Management Office.
A. As required by General Statute NCGS 166A-19.1, it is the responsibility of County government
to organize and plan for the protection of life and property from the effects of hazardous events
or disasters.
B. Facilities vital to the operations of county and local government have been identified. These
facilities will receive priority for restoration of services.
C. Records generated by all emergency program stakeholders, functional areas of county
government, and municipal government should be preserved for continuity of government
during times of disaster.
D. Planning and training are necessary and integral parts of emergency and disaster preparation and
are vital to effective emergency operations.
E. Coordination with adjoining jurisdictions is essential when events occur that impact beyond
County or jurisdictional borders.
F. It is the responsibility of the elected officials to ensure that all legal documents of both a public
and private nature, recorded by designated officials, be protected and preserved in accordance
with existing laws, statutes, and ordinances.
G. Records generated by each functional area of the County and Municipal government should be
preserved for continuity of government during times of disaster.
2. Response: When a disaster occurs, the county and municipal agencies respond either as direct
assistance to the disaster area or as a support agency to the first-responders on-scene. The response
agencies will act within their scope of training and will call upon outside resources as needed to
mitigate further damages. Additional resources are coordinated by the Person County Emergency
Operations Center.
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EMERGENCY OPERATIONS PLAN
Emergency Support Functions, Plan Annexes, and information contained within the remainder of
the Basic Plan outline how Person County will operate during the response phase of an incident. All
operations will fall within the scope of NCGS 166A, the North Carolina Emergency Operations Plan
and the National Response Framework.
3. Recovery: After the immediate short-term emergency needs of an area are controlled, the county and
municipal governments begin a recovery process that may take several days to many months or
years. Response agencies will determine what impacts have been made on the community and what
will need to be done to put the community back to pre-disaster conditions. Many times this effort will
overwhelm the jurisdiction and assistance from State and Federal partners will be needed.
4. Mitigation: Through the planning and building inspection programs, the county and municipal
governments use codes and standards to prevent industry from impacting on residential areas and
prevent sub-standard building construction. Education of the public about potential disaster effects
also prevents injury and death from disasters. Public participation in preparedness exercises can also
prevent injury and death from disasters.
Following any major emergency/disaster event, a critique(s) will be held to evaluate the jurisdictions
response to the event. A critique will include the following issues related specifically to recovery:
A. Mitigation of potential problems through use of Hazard Mitigation Grants.
B. Plan revision based on lessons learned.
C. Unmet needs status.
D. Management of donated goods.
E. Interagency Cooperation.
F. Damage survey report process and documentation.
G. Training Needed.
Organization and Assignment of Responsibilities
This section tasks departments within local government with emergency functions in addition to their
normal duties. Each department is responsible for developing and maintaining their own emergency
response and preparedness procedures. Responsibilities for certain organizations, which are not a part of
local government, are also outlined. All agencies are to comply with NIMS regulations and use ICS
during an event.
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EMERGENCY OPERATIONS PLAN
A. Policy/Administrative Group
1. The Person County Emergency Policy/Administration Group consists of the following:
Person County Commission Chairperson
County Manager
County Attorney
Sheriff
Emergency Management Coordinator
Designees as necessary
2. The City of Roxboro Emergency Policy/Administrative Group consists of the:
Mayor
City Manager
Police Chief
Fire Chief
Designees as necessary
B. Emergency Support Functions
1. The Emergency Support Functions will consist of representatives from predetermined
governmental and volunteer agencies as defined within the Person County Emergency
Operations Plan
2. These groups are tasked with the implementation of Policy/Administration Group decisions.
3. Adhoc groups may be formed by the Policy Group as needed to meet the needs of Person
County.
4. Agencies not listed within the Emergency Support Function sections of this plan are still
expected to support the overall county operation during disasters.
C. Assignment Responsibilities
1. Universal Agency and Organizational Responsibilities
a. Develop and maintain standard operating guidelines or procedures for responsibilities listed
within the Emergency Operations Plan.
b. Provide personnel to supplement disaster operations as coordinated by the Emergency
Operations Center.
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EMERGENCY OPERATIONS PLAN
c. Train personnel within the organization on policies and procedures to fulfill the
responsibilities listed in the Emergency Operations Plan.
d. Train personnel in basic NIMS implementation and other roles as outlined in the Training
Annex of the Emergency Operations Plan.
e. Keep accurate documentation of emergency / disaster expenditures for potential
reimbursement.
f. Maintain a process to ensure Continuity of Operations for your organization to ensure that
essential functions can be maintained during emergencies and disasters.
g. Participate in the jurisdictions exercise program to evaluate the effectiveness of the
Emergency Operations Plan and organization plans and procedures.
h. Communicate any potential resource shortfalls that would impede the organization from
meeting its emergency responsibilities with the Emergency Management Agency.
i. Participate in regular reviews and updates of the Emergency Operations Plan.
j. Participate in post incident or exercise after action reviews to continually improve the
readiness of Person County.
k. Maintain and coordinate any required Mutual Aid Agreements, Contracts, or procedures to
utilize outside assistance to fulfill the requirements listed in the Emergency Operations Plan.
l. Provide personnel and regular situational updates to the County Emergency Operations
Center when requested by the Emergency Management Agency.
2. Chairperson, Person County Commissioners or Designee
a. Carry out appropriate provisions of the North Carolina General Statutes, in addition to local
ordinances relating to emergencies.
b. Issue and distribute, as appropriate, a local proclamation declaring a State of Emergency or
terminating a State of Emergency.
c. Execute the Person County Emergency Operations Plan.
d. Implement other measures as necessary to provide for the protection of lives and property,
including orders for evacuation and re-entry.
e. Nominate members for the Local Emergency Planning Committee to the Chairman of the
State Emergency Response Commission.
f. Coordinate emergency response actions with the Elected Officials from adjoining
jurisdictions.
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EMERGENCY OPERATIONS PLAN
g. Maintain all required training in compliance with the adoption of the Resolution by the
Person County Board of Commissioners, the National Incident Management System (NIMS)
on the 11th day of July, 2005.
h. Additional duties are also found in the various Annexes and Procedures.
2. County Manager
a. Implement the County Emergency Management Plan by the authority of the County
Chairperson.
b. Direct County agencies to develop and continually update emergency plans and standard
operating guidelines (SOG’s) to respond to emergencies.
c. Support the Office of Emergency Management in the development of periodic exercises and
test of the emergency systems.
d. Function as the official spokesman and Public Information Officer (PIO) or assure that a
qualified, trained PIO is in place.
e. Authorize the release of emergency public information statements.
f. Coordinate emergency response actions with County Managers from adjoining jurisdiction.
g. Implement direction, control, coordination, and policy-making functions as necessary to
provide for optimum protection of public health and safety within the jurisdiction.
h. Ensure that financial records of expenditures are kept during emergencies.
i. Maintain all required training in compliance with the adoption of the Resolution by the
Person County Board of Commissioners, the National Incident Management System
(NIMS) on the 11th day of July, 2005.
j. Additional duties are also found in the various Annexes and Procedures.
3. Mayors/City Managers
a. Utilize and commit municipal personnel, facilities and equipment resources in support of
Person County emergency/disaster response operations, not to conflict with the city’s needs.
b. Assess needs of the City and request resources through the County Office of Emergency
Management/EOC.
c. Carry out appropriate provisions of the North Carolina General Statutes, in addition to local
ordinances relating to emergencies.
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EMERGENCY OPERATIONS PLAN
d. Chairperson or the designee will declare and rescind a State of Emergency for the
Municipality.
e. Execute the Person County Emergency Operations Plan for the municipality
f. Implement other measures as necessary to provide for the protection of life and property,
including evacuation and re-entry orders.
g. Provide, as requested, municipal personnel and equipment resources to the County or other
jurisdictions to support emergency operations and evacuations.
h. Assure the protection of public documents and public facilities during an emergency.
i. Additional duties are also found in the various Annexes and Procedures.
4. Emergency Management Coordinator
a. Develop and maintain standard operating guidelines for emergency operations for/during
emergency and disaster situations.
b. Perform assigned duties according to state statutes and local ordinances.
c. Develop plans in accordance with Federal and State Guidelines.
d. Coordinate emergency operations within the jurisdiction and develop mutual aid
agreements.
e. Develop and maintain a current notification list of emergency operation personnel.
f. Provide for delivery of programs to properly train the emergency services organization.
g. Maintain a current list of available resources.
h. Coordinate the procurement of resources requested from the City and direct aid to areas
where needed.
i. Coordinate with private industry for use of privately owned resources.
j. Request additional resources through the NCEM Central Branch office in those cases where
County resources cannot meet resource or recovery requirements.
k. Coordinate exercises and tests of the emergency systems within the jurisdiction.
l. Alert and activate, as necessary, the County Emergency Operations Center when informed of
an emergency within the County.
m. Submit necessary emergency information and reports to the proper agencies during
emergency and disaster events.
n. Assume the role of the EOC manager when the EOC is activated.
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EMERGENCY OPERATIONS PLAN
o. Maintain Contact with the Central Branch Office (NCEM) Area 6 Coordinator during
Emergency Situations.
p. Serves as the Community Emergency Coordinator as defined by SARA Title III and on the
Local Emergency Planning Committee.
q. Coordinate emergency response actions with the Emergency Management and/or
Emergency Services Coordinators in adjoining jurisdictions.
r. Serve as principle liaison and advisor for emergency operations during emergency/disaster
situations.
s. Designate an EOC Safety Officer during activation.
t. Ensure event logs are compiled and displayed in the EOC during an event.
u. Ensure staff and public officials are briefed periodically during an emergency.
v. Assist the PIO in disseminating public information during emergencies.
w. Maintain operational readiness of County Emergency Operations Center.
x. Perform hazard analysis to determine potential evacuation routes.
y. Identify and arrange suitable shelter locations.
z. Maintain all required training in compliance with the adoption of the Resolution by the
Person County Board of Commissioners, the National Incident Management System (NIMS) on
the 11th day of July, 2005.
aa. Additional duties are also found in the various Annexes and Procedures.
5. Person County School System
a. Develop and maintain school emergency plans for each facility in coordination with North
Carolina Emergency Management and the Department of Public Instruction
Direction, Control, and Coordination
A. In significant emergencies/disasters, direction and control will be managed by the
Policy/Administrative Group.
B. Emergency Operations Centers (EOC) will be staffed and operated as the situation dictates. When
activated, operations are supported by ranking representatives from a number of local government,
private sector, and volunteer organizations to provide information, data, and recommendations to the
Policy/Admin Group.
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C. When an emergency situation develops, the senior elected official or the designee of the jurisdiction (as
defined in GS 14-288) may declare a State of Emergency to exist within the jurisdiction (or part
thereof), and begin implementing emergency procedures. (See Authorizations and Authorities
Section).
D. The County Manager and County Emergency Management Coordinator will coordinate County
resources. The Mayor or the designee will coordinate and control the resources of the municipality.
E. The County Manager will utilize all available media outlets for the dissemination of emergency
information to the public.
F. All agencies within Person County will participate in disaster operations through either direct
responsibilities listed within the Emergency Support Functions or through activation of the Person
County Core Team. The Core Team is made up of all department directors (or their designee) at the
activation of the County Manager. When activated, the Core Team is responsible for filling resource
shortfalls and supporting the overall emergency through non-traditional roles.
G. The City of Roxboro, and the County of Person will exercise the direction and control of their own
resources for any type of major emergency and/or disaster event. Any outside resources requested for
the city or county before, during, or after any type of major emergency and/or disaster event will be
requested and directed through either the Person County Emergency Operations Center or the Person
County Emergency Management Office. All non-emergency and emergency resources requested
before, during, and after any type of major emergency and/or disaster event shall be secured through
mutual aid agreements with other municipalities, counties, states or federal government.
H. Should local government resources prove to be inadequate during emergency operations, request for
assistance will be made to other jurisdictions, higher levels of government, and / or other agencies, in
accordance with existing Mutual-aid agreements and understanding. Request for State or Federal
Resources must be made through the Person County Emergency Management Coordinator to the
Central Branch office of the Division of Emergency Management and forwarded to the State EOC.
I. The National Response Framework establishes the basis for fulfilling the Federal Governments role in
providing response and recovery assistance to the State and its affected local governments impacted by
a significant disaster of any kind, which results in a required Federal response.
J. Under the National Response Framework, departments and agencies having various authorities and
resources have been assigned primary and support agency responsibilities for various Emergency
Support Functions. These Emergency Support Functions will work in concert with State agencies to
provide the needed resource(s).
K. Under the provisions of the Robert T. Stafford Disaster Relief and Emergency Assistance Act, a
Federal Coordinating Officer will be appointed as the Presidents representative to coordinate overall
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EMERGENCY OPERATIONS PLAN
delivery of Federal assistance. Federal departments and agencies have been assigned missions to
provide assistance directly to the State, under the overall directions of the Federal Coordinating Officer.
Continuity of Government / Continuity of Operations
1. General
The possibility that emergency and disaster occurrences could result in disruption of government functions
necessitates that all levels of local government and their departments develop and maintain procedures to
ensure continuity of government. These procedures will name who will be the decision makers if an
elected official or department head is not available.
2. Line of Succession
A. For county government, the Chief Elected Official is the primary position with the Vice-Chairman
being the second in line and third will be the County Manager, followed by the Assistant County
Manager. In the City of Roxboro, the Mayor is the primary with the Mayor Pro-Tem being second in
line and third will be the City manager. If no City Manager is available, then the next city official
appointed by the Mayor will be third in line.
B. Lines of succession for the Emergency Management Coordinator and department/agency heads with
emergency responsibilities are shown in the appropriate procedures.
3. Preservation of Vital Records
A. It is the responsibility of the elected officials to ensure that all legal documents of both a public and
private nature recorded by designated officials be protected and preserved in accordance with existing
laws, statutes, and ordinances.
B. Each department/agency is responsible for the preservation of essential records to ensure continued
operational capabilities.
C. Person County Information Technology Systems Director will ensure that all servers that contain
county and city vital records are adequately maintained and backed-up on a routine basis during
normal operations. The ITS Director will also ensure these records are backed-up before, during and
after an event.
4. Relocation of Government
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EMERGENCY OPERATIONS PLAN
A. The County provides for the relocation of the governing body to the Emergency Operations Center
during times of emergency if necessary.
B. If the primary Emergency Operations Center is determined inoperable, the governing body will
relocate to an alternate Emergency Operations Center facility as needed.
C. City government will relocate to facilities within their jurisdictions capable of providing emergency
operations. If needed, the County EOC will help support this.
Administration, Finance, and Logistics
A. Records and Reports
1. Records of expenditures and obligations during emergency operations must be maintained by county
government.
2. Narratives and operational journals of response actions will be kept.
B. Consumer Protection
Consumer complaints pertaining to alleged unfair or illegal business practices during emergencies will be
referred to the State Attorney General's Consumer Protection Division.
C. Nondiscrimination
1. There will be no discrimination on grounds of race, color, religion, nationality, sex, age, or economic
status in the execution of disaster preparedness or disaster relief and assistance functions.
2. This policy applies equally to all levels of government, contractors, and labor unions.
D. Agreements and Understandings
1. Agreements and understandings must be entered into by duly authorized officials and should be
formalized in writing whenever possible prior to emergency situations. This includes, but not limited to,
the following: the City of Roxboro, Fire Departments, EMS providers, Rescue providers, hospitals in
surrounding counties, surrounding counties (both in NC and Virginia), and the State of North Carolina.
Copies of executed agreements are on file with the Clerk to the Board of Commissioners.
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EMERGENCY OPERATIONS PLAN
2. Requests for assistance will be made to other jurisdictions, higher levels of government, and other
agencies in accordance with existing or emergency negotiated mutual aid agreements and
understandings should local government resources prove to be inadequate during emergency operations.
Requests for State and Federal resources must be made through the local Emergency Management
Coordinator to the Area Office. From there, such requests are forwarded to the State Emergency
Operations Center.
3. Organizations tasked with responsibilities in the implementation of this plan are responsible for
providing for their own administrative and logistical needs and for the preparation and maintenance of a
resource list for use in carrying out their emergency responsibilities.
Plan Development and Maintenance
A. Each agency of local government is responsible for the development of standard operating procedures
in the support of this plan.
B. The County Manager mandates the development and annual review of this plan by all officials
involved and will coordinate necessary revision efforts through the Office of Emergency Management.
This shall include a critique of the actions taken in support of the plan following any event requiring
implementation of the plan.
C. The Emergency Management Coordinator will have authority to make changes as needed to ensure
this plan remains functional, efficient, and meets the objectives of a comprehensive disaster plan.
D. This plan shall be exercised annually in lieu of actual response to real emergency events.
E. This plan will be reviewed annually and revised at a minimum every three years.
Authorities and References
Selected references are on file in the County Emergency Management Office. These include:
G.S. 166A (Emergency Management Act)
Person County Emergency Services Ordinance
Proclamation of a State of Emergency (including description of Imposition of Prohibitions and
Restrictions)
Termination of a State of Emergency
National Incident Management System (NIMS)
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EMERGENCY OPERATIONS PLAN
National Response Framework (NRF)
Complete information pertaining to Authorizations and Authorities will be maintained in a reference manual,
accessible for reference during times of emergency. This reference will include:
N C Emergency Management Act, G.S. 166A
Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended by Public Law 106-390
Person County Emergency Services Ordinance
Proclamation of a State of Emergency
National Incident Management System (NIMS)
National Response Framework (NRF)
Mutual Aid Agreements for Fire and Rescue
Mutual Aid Agreement with Municipalities
Agreements with American Red Cross
Agreements with County School System
North Carolina Oil Spill Act
Emergency Planning and Community Right-to-Know Act (SARA Title III)
NCGS 130A‐21‐Embargo
NCGS 130A‐145‐Quaratine and Isolation
OSHA 1910.120
FAA Authority (FAR) to close airspace over disaster areas
Model Ordinance concerning Price Gouging
Civil Defense Act of 1950, Public Law 81-920
N.C. Governor's Executive Order 73
Local Emergency Planning Committee Bylaws and Roster
Agencies tasked with responsibilities under the Emergency Operations Plan will be responsible for providing
copies of any Mutual Aid Agreements to the Emergency Management Office.
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ESF-01: TRANSPORTATION
ESF-01: Transportation
This emergency support function (ESF-01) describes the roles and responsibilities for providing mass
transportation, and transportation services during emergencies or disasters in or near Person County.
Agency Responsibilities
Primary Agency: Person Area Transportation System (PATS)
Person County Airport
Support Agency: Person County School System
Person County Emergency Management
Assumptions
1. During times of disaster, mass transportation may be required to ensure life safety during hazardous
events
2. PATS is a coordinated transit system that provides transportation services for many of the human service
agencies in Person County and may not be available during disasters.
3. Person County maintains a two runway airport which is administered by contracted services.
Concept of Operations:
1. Person Area Transportation System (PATS) is the lead agency for transportation during disasters.
2. The Person County School System is a support agency for mass transportation during emergency
functions within Person County.
3. PATS and Person County School System will have processes in place for the county to utilize vehicles or
busses for transportation of individuals out of emergency areas when required through the evacuation
annex of this plan.
4. Person County Emergency Management will coordinate with the providers to ensure plans are in place
for after hour’s recall, staffing, and logistics for mass transportation with system resources.
5. PATS and Person County schools will maintain documentation during emergencies and disasters for
potential reimbursement through a public assistance disaster declaration.
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6. Person County Emergency Management will maintain a list of alternate transportation services
(potentially through the Statewide Mutual Aid Agreement) to facilitate evacuations if PATS and the
school system are not available.
7. Person County Airport Contractors will maintain an Emergency Response plan as required by the
Federal Aviation Administration (FAA) for the size and type of airport maintained in Person County.
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ESF–02: COMMUNICATIONS
ESF-02: Communications
This emergency support function (ESF-02) describes Person County’s emergency communication, notification
and warning systems. It identifies and defines the communication systems, along with the various roles and
responsibilities of primary and support agencies during a potential or imminent emergency or disaster situation.
Currently, Person County operates a Central Communications Center located at 301 Hill Street in Roxboro. The
communication center serves as the 911 Center and County Warning Point.
Agency Responsibilities
Primary Agency: Person County E-911 Communications
Support Agency: Person County Information Tech. Department
West Safety Services
Wireless Communications
Person County Emergency Management
Assumptions
1. Use of all available forms of warning and notification will not provide sufficient warning to the
general public and special needs population.
2. Emergency / disaster occurrences could have a detrimental effect on the county's communication
system.
3. The commercial telephone system serving Person County is vulnerable to the effects of emergencies
and disasters and to possible system overload due to increased usage.
4. Commercial electric power may be shut off during significant emergencies, necessitating the use of
auxiliary power.
5. It is possible for communities within the county to be isolated from communications for extended
periods of time.
6. Loss of the communication towers or the county’s law enforcement, Fire or EMS repeater systems
could hamper communication or the ability to page emergency personnel throughout the county.
7. The ability to repair damage to the county communication system is contingent upon the availability
or private commercial repair technicians.
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8. State assistance may be needed to procure supplemental communication equipment or to locate
available repair technicians following a major disaster.
Concept of Operations:
General
1. The County Warning Point will initiate notification and warning of appropriate personnel.
Telephone, radio communications or pagers may be utilized to notify public officials, EOC staff,
emergency personnel, and others as required.
2. Emergency Services vehicles equipped with public address systems may be used to warn the general
public.
3. The National Weather Service may issue weather watches or warnings directly to the public and
Communications Center.
4. The Communications Center is operated 24 hours a day and serves as the Person County Warning
Point.
5. The N. C. Highway Patrol’s Raleigh Communication Center Serves as the State Warning Point.
6. Notification of governmental officials and emergency personnel by the County Warning Point will
follow established procedures.
7. Emergency Communications standard operating guidelines will be implemented. Backup
capabilities will be activated as necessary.
8. The County Manager or Emergency Management Coordinator must authorize the use of the
Emergency Alert System (EAS).
9. Emergency warning may originate at the national, state or local level of government. Timely
warning requires dissemination to the public by all available means:
a. Local Radio and Television Stations
b. NOAA Weather Radio/IPAWS (National Weather Service)
c. Sirens, Horns, Mobile PA Systems
d. Telephone
e. General broadcast over all available radio frequencies
f. Newspaper
g. Internet
h. Emergency Mass Notification System for mass call, text and email
i. Social Media Sites (General Information Post)
10. Field emergency service personnel utilize the county emergency communications networks to
communicate with the EOC.
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11. Amateur Radio volunteers can augment primary communications. The Central Branch office will
operate an amateur radio station during periods of activation.
12. The Central Branch Office will assist the National Weather Service with dissemination of severe
weather advisories and forwarding of related information, situation reports, etc., as needed by the
county.
Specifics
1. Telephone Service:
a. Commercial telephone service in the county is provided by CenturyLink telephone.
b. Mobile telephone service is provided by several companies in the area to include T-Mobile,
US Cellular, AT&T, and Verizon.
c. During emergencies, personnel will staff information telephones in the EOC to respond to
questions from the general public.
2. Two-way Radio System
a. The county two-way radio system is designated as a principal system to be used for direction
and control activities. It provides voice communications between mobile units operated by
department heads or chiefs of emergency services and the County Emergency
Communications Center. The principal users are:
i. Person County Sheriff’s Office
ii. Roxboro Police Department
iii. Person County EMS
iv. Roxboro City Fire/Rescue
v. Person County Rescue Squad
vi. Volunteer Fire Departments
vii. Person County Emergency Management
viii. Public Utilities
ix. Public Health Department
x. Hospitals
b. Other two-way communications systems which may be used to communicate with the State
Emergency Operations Center during emergencies include:
i. Division of Criminal Information (DCI)
ii. Amateur Radio Emergency Service (ARES)
iii. VIPER Radio System
iv. Commercial Telephone (FAX)
v. Internet based software (WebEOC) messaging
c. The 911 Operations Manager will be responsible for maintaining the operational readiness.
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3. Emergency Alerting System (EAS)
a. Dissemination of warning to the general public of major emergencies will be by:
i. Emergency Alerting System (EAS)
ii. Weather alert radios
iii. Mobile public address systems as appropriate
iv. Emergency Mass Notification System
v. House to house alert by emergency personnel
b. Dissemination of Warning to Special Populations:
i. Hearing impaired, special needs groups, persons in group quarters and non-English
speaking groups are notified by the most expedient means possible. Usually the message
will ask citizens to assist in the evacuation of these special groups.
ii. Public schools, hospitals, large industry, and other special warning locations will be
educated in the most expedient means to receive notification and warning information.
Each affected organization will determine the best means of notifying their populations.
4. Authorized Personnel
a. The individuals shown below are authorized to request activation of the EAS in order to
disseminate emergency information and instructions. A list of these individuals by title has
been provided to the operational area and a mutually agreeable method of authentication by
code has been established. The EAS has furnished the county with a list of telephone numbers
to be used by the authorized personnel when requesting activation of the EAS.
i. Chairman of the Board of County Commissioners or their designated representative.
ii. The Mayor or their designated representative
iii. City or County Managers.
iv. Emergency Services Director or 911 Operations Manager.
b. The individuals authorized to request activation of Emergency Mass Notification Manager:
i. Person County Manager
ii. 911 Operations Manager
iii. Emergency Services Director or their designated representative
iv. Assistant County Manager
v. City Manager and/ their designee
c. Authorized authority (or primary station) will disseminate the emergency information through
AM-FM radio or TV according to the State Plan.
d. Primary Station will disseminate the emergency information only through its own facility.
e. Follow-up messages as needed, upon request of the originating officials.
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f. The Emergency Alert System Broadcast Procedure outlines additional authority and steps
pertaining to EAS activation, dissemination and system termination.
5. Continuity of Authorization
a. The line of succession is:
i. Chairman of the Board of Commissioners
ii. County Manager
iii. Assistant County Manager
iv. Emergency Services Director
v. County 911 Operations Manager
vi. 911 Administration Captain
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ESF-03: PUBLIC WORKS
ESF-03: Public Works
The purpose of this section is to provide for essential public works services during an emergency/disaster to
including solid waste disposal, water distribution, fleet maintenance, and buildings and grounds. Debris is a
predictable consequence of disaster. Roxboro and Person County have limited public works capabilities and
therefore will work to coordinate major disaster response efforts through mutual aid, private sector partnerships,
and requests for assistance through North Carolina Emergency Management. A Debris Management annex
describes additional roles and responsibilities for Roxboro and Person County for Debris recovery operations.
Agency Responsibilities
Primary Agency: Roxboro Public Services (City)
Roxboro Public Works (City)
Person County General Services (County)
Support Agency: North Carolina Department of Transportation
Assumptions
1. The City of Roxboro is responsible for Public Works activities within the City Limits of Roxboro and
may support the County through appropriate mutual aid agreements when requested.
2. Person County will require assistance from State agencies and other localities for significant debris
removal and for utility restoration.
3. Roxboro may require assistance from the State or private industry in clearing debris from city streets.
4. The county road system in Person County is mostly State-owned and maintained; therefore, North
Carolina DOT will take a lead role in clearing roads and bridges following a major disaster.
5. Damage to utility distribution systems is a predictable consequence of disaster.
Concept of Operations:
1. Priority debris clearance will be given to streets and to primary roadways to allow passage of emergency
vehicles.
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2. Roxboro and Person County will request outside resources and manage the assignment of priorities for
debris clearance.
3. If a Debris Management contractor is used for debris removal, regular purchasing processes will be used
to ensure compliance with FEMA reimbursement guidelines.
4. The County and the City of Roxboro will keep individual records on debris clearance expenditures.
5. Person County General Services is responsible for securing buildings and maintaining generators for use
in emergencies.
6. Roxboro Public Utilities will be involved in the restoration of the water distribution system, while private
sector resources are restoring electric and communications systems.
7. Priority will be given to restoration of the public water systems damaged during disaster.
8. Roxboro and Person County will identify landfill sites for debris removal and disposal.
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ESF-04: FIRE SERVICES
ESF-04: Fire Services
This emergency support function (ESF-04) provides for the coordination of fire service activity to ensure the
safety of life and property within Person County during emergency situations. Person County is served by nine
fire departments; one paid department in Roxboro and eight volunteer departments that serve unincorporated
areas. The Person County Fire Chief’s Association serves as an advocacy group for all firefighters and the Person
County Emergency Services Director serves as the liaison to the association. The N.C. Division of Forest
Resources is the lead agency for forest fire control within the county, with Person County being located in the
Division’s District Eleven.
Agency Responsibilities
Primary Agency: The fire department having jurisdiction where the fire, emergency and/or
disaster occurs.
Support Agency: N.C. Division of Forest Resources
Person County Emergency Services
Person County Fire Inspector
Assumptions
1. Existing fire and rescue personnel and equipment will be able to cope with most emergency situations
through the use of mutual aid agreements.
2. When additional or specialized support is required, assistance can be obtained from local, state and
federal agencies.
3. Fire departments will be called upon to assist with rescue and extrication of trapped persons (according to
their levels of training), as well as search, debris removal on primary roadways, evacuations,
reconnaissance, traffic control, and security. Information regarding these additional responsibilities can
be found in the respective emergency support function, annex, or appendices as outlined in this plan.
4. People seeking basic necessities and information may congregate at fire stations following a catastrophic
disaster.
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Concept of Operations:
1. Incident Command should be implemented on an appropriate scale at the scene of every fire event in
Person County. If fire or threat of fire is involved, the Fire Chief of the district or the designated
representative is the Incident Commander. In cases of a wildland fire, the Fire Chief will transfer
command to the N.C. Forest Service.
2. The City of Roxboro Fire Department is under contract with Person County to provide supplemental fire
suppression activities on working structure fires, in addition to fire investigations.
3. Under the North Carolina Hazardous Materials Right-to-Know law and the Federal Emergency Planning
and Community Right-to-Know (EPCRA), the Fire Chief will ensure that facilities within their
jurisdiction are surveyed to identify types and volume of hazardous materials within the county.
4. Fire departments should consider this information when developing response plans for hazardous
materials accidents within his district. Coordination of facility emergency response plans with the Person
County Emergency Operations Plan will be included in fire service planning.
5. Fire Stations may become a community focal point and source of public information when normal
communications are disrupted by a disaster.
6. During the critical phases of an emergency/disaster, fire stations will be opened and continuously
manned, as conditions permit. Firefighters will report to the station for duty. Communications will be
established with the Communications Center/EOC.
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ESF-05: EMERGENCY MANAGEMENT
ESF-05: Emergency Management
This emergency support function (ESF-05) describes the roles and responsibilities for providing Emergency
Management functions for Person County. Person County has an Emergency Services Department that oversees
the Emergency Management program for Person County. The Emergency Services Director maintains close
working relationships with surrounding Emergency Management agencies and with North Carolina Emergency
Management. The role of the Person County Emergency Services is to coordinate a county-wide program to
ensure that Person County is prepared to respond to and recover from any emergencies or disasters that may
impact the County as described in North Carolina General Statute 166A.
Agency Responsibilities
Primary Agency: Person County Emergency Services
Support Agency: North Carolina Emergency Management
Assumptions
1. Person County maintains an Emergency Services Director that fulfills the roles identified in NCGS 166A
2. North Carolina Emergency Management maintains systems to support counties with Emergency
Management functions such as mutual aid coordination, incident management team deployments, day to
day planning support, and State / Federal disaster declaration coordination.
Concept of Operations:
1. Person County Emergency Services will coordinate a county-wide Emergency Management program for
Person County and support the City of Roxboro in Emergency Management functions as needed.
2. Person County will maintain active participation in the North Carolina Emergency Management
Statewide Mutual Aid Agreement
3. Person County will actively participate in Domestic Preparedness Regional planning efforts
4. Person County Emergency Services will maintain supporting plans, policies, and procedures to
implement the Emergency Operations Plan
5. Person County Emergency Services will coordinate and implement trainings and exercises to support the
Emergency Operations Plan and supporting documents
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6. Person County Emergency Services will maintain the Emergency Operations Center as organized in the
EOC Annex
7. Person County Emergency Services will make recommendations for a State of Emergency to the County
Manager and or Chair of the Board of Commissioners when appropriate
8. Person County Emergency Services will request assistance from North Carolina Emergency
Management and surrounding jurisdictions when incidents require additional resources to respond to and
recover from emergencies or disasters
9. Person County Emergency Services will coordinate State and Federal assistance to Person County when
required
Vital Facilities
Person County Emergency Services will maintain a county-wide listing of vital or critical facilities. This listing
will be updated as needed or every five years just prior to the update of the Hazard Mitigation Plan. Vital facility
categories within Person County are:
Facilities:
a. Shelter Facilities
b. Health/Medical Facilities
c. Government Facilities
d. Communications Facilities
e. Public Buildings
f. Emergency Service Facilities
Vital Utilities:
a. Communications network components
b. Electric distribution system components
c. Transportation networks
d. Water distribution/waste water facilities
Special Needs Facilities:
a. Correctional Facilities
b. Congregate Care Facilities
c. Day Care Facilities
Vital Resources and services sites:
a. Private Shelter / Reception Centers
b. Landfill and debris collection sites
c. Public / Private supply centers
d. Helicopter landing sites
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ESF-06: MASS CARE, EMERGENCY ASSISTANCE, HOUSING & HUMAN SERVICES
ESF-06: Mass Care, Housing & Human Services
This emergency support function (ESF-06) details Person County’s provision of Human Services to include Mass
Care, Housing, and other forms of Emergency Assistance. Person County is at risk for various types of incidents
that may drive the need for sheltering including severe weather, hazardous materials incidents, fires, and
hurricanes. There are identified and designated shelters within Person County.
Agency Responsibilities
Primary Agency: Person County Department of Social Services
Support Agency: Person County Board of Elections
Person County Emergency Management
American Red Cross
Assumptions
1. Sheltering for Person County evacuees will be coordinated with the Central Branch Office of Emergency
Management.
2. Local grocery stores, restaurants and other business may support initial shelter/mass care operations with
donations of emergency supplies.
3. For out-of-county evacuation, sufficient shelter capacity exists in adjacent counties and shelter locations
can be arranged and made available.
4. A high percentage of evacuees will seek shelter with friends or relatives rather than go to public shelter.
5. Evacuees will be provided with public information in the shelter concerning the emergency event.
6. Following a major disaster, there will be an overabundance of unsolicited goods delivered to the disaster
area by well-intended citizens outside the impacted area. (See Donated Goods Annex).
Access and Functional Needs – Assumptions
1. Some persons with access and functional needs may, with minimal assistance, be able to function in a
mass care shelter, while those persons with special health needs requiring constant care and / or life
support systems, will require a access and functional needs shelter or a medical facility.
2. Any person with access and functional needs for whom care can be provided by that person or by family
members should be accepted in the shelter serving their family and their community.
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3. Sheltering for access and functional needs will be unique to the county and may be in a separate
designated area of a mass care shelter. A separate facility for access and functional needs functions better
than a joint facility due to the level of care required for access and functional needs patients.
4. Private and government operated residential facilities caring for access and functional needs groups, such
as nursing homes, rest homes, group homes for the mentally ill or developmentally disabled, etc., are
responsible for their clients’ continual care during and after the time an evacuation is authorized, to
include financial responsibility.
5. Private and government operated facilities caring for access and functional needs groups for less than 24
hours, such as day care, pre-school, day health, are responsible for their clients’ continual care during and
after an evacuation is authorized until or unless the client is released to a parent or a responsible adult.
Concept of Operations:
1. If additional shelter support is needed following a disaster event, requests for assistance should be made
through the N.C. Division of Emergency Management, Central Branch Office.
2. The County Emergency Management Coordinator, DSS, and the ARC will coordinate shelter location
and operation and will mutually support shelter operations with shared personnel and support services
whenever possible. These agreements will be included in the local written plan.
3. Public and private providers of institutional care (medical and residential) remain responsible for having
shelter plans for their populations.
4. Person County or American Red Cross will assume NO RESPONSIBILITY / LIABILITY for
unauthorized shelter openings during emergency events.
5. The American Red Cross, the County Department of Social Services, and the County Board of
Education in coordination with the County Policy / Administration Group will decide when shelters
should be closed.
6. At each County supported shelter location, the County will provide health / medical support,
communications and security.
7. Crisis intervention and mental health counseling should be provided at shelters.
Access and Functional Needs – Concept of Operations
1. The Director of Social Services will direct and control access and functional needs shelter operations for
the public.
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2. Sheltering for access and functional needs populations will be accomplished through the coordinated
efforts of private facilities, governmental agencies, and county-to-county mutual aid agreements.
a. Private facilities will be responsible for direction and control of their shelters, or if housed in
government provided space, for their clients; subject to overall control of the public shelter
operator.
b. Private facilities will be responsible for the evacuation and sheltering of their patients, to include
transport to and from shelters.
3. The Person County Department of Social Services (County DSS) is designated as the lead agency to
ensure that shelter care is provided for access and functional needs groups. This will involve team
planning for special needs shelters with public agencies, private facilities and the medical profession.
4. The local Emergency Services Director will assist county DSS and other local agencies with issues related
to access and functional needs sheltering including coordination of operation of special needs shelters
when a publicly operated access and functional needs shelter is necessary.
5. Sheltering needs of access and functional needs groups may be met in the county, if any appropriate
facility is available; in adjoining counties, with prior approval from DHR in certain DHR state operated
facilities; or in shelters administered by county Departments of Social Services.
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ESF-07: LOGISTICS & RESOURCE MANAGEMENT
ESF-07: Logistics & Resource Management
This emergency support function (ESF-07) provides for the identification and management of resources that may
be utilized during emergency and disaster situations. Person County and the City of Roxboro have identified
several categories of resources to include, but not limited to, personnel, equipment, facilities, information and
commodities. Many of these resources will be critical to the immediate emergency response, as well as long-term
recovery operations following a major emergency or disaster event. Resources and capabilities may be leveraged
through Federal and State logistic partners, public and private stakeholders, and nongovernmental organizations
(NGOs) in support of response and recovery operations.
Agency Responsibilities
Primary Agency: Person County Emergency Management
Support Agency: City of Roxboro
Assumptions
1. During or following an emergency/disaster situation, the initial emergency response will be dependent
upon local, public and private resources.
2. Adequate local resources do not exist to cope with a catastrophic emergency/disaster response.
3. Identified public and private sector resources will be available when needed for emergency/disaster
response.
4. Necessary personnel and supplies will be available to support emergency resource response.
5. Person County will maintain plans for a County Receiving and Distribution Point (CRDP) and Points of
Dispensing (POD).
Concept of Operations:
1. Person County and Roxboro Departments and Agencies will use their own resources and equipment
during emergency/disaster situations and will have control over the management of the resources as
needed to respond to the situation.
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2. The commitment of resources from outside county government will be initiated by the Emergency
Management Coordinator with operational control being exercised by the on-site commander of the
service requiring that resource. WebEOC will be utilized as appropriate and where feasible.
3. Resource management will be coordinated from the Person County Emergency Operations Center
during Countywide emergency/disaster situations and from municipality Emergency Operation Centers
during smaller, localized emergencies/disasters.
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ESF-08: PUBLIC HEALTH & MEDICAL SERVICES
ESF-08: Public Health & Medical Services
This emergency support function (ESF-08) details Person County’s provision of public health and medical
services during both a man-made or natural emergency, identifying and defining key agencies roles and
responsibilities. The primary agency responsible for ESF-08 will be determined by the incident with a response
being led by either the Health Department or Emergency Medical Service (EMS)
Person County Emergency Medical Services is a Division of the Department of Emergency Services and provides
pre-hospital care at the advanced life support (ALS) level. Person County EMS is supported by nine fire
departments that serve as first responders and the Person County Rescue Squad. Person County is served by
Person Memorial Hospital in Roxboro, Duke University Medical Center, Duke Regional Hospital in Durham,
and NC Memorial Hospital in Chapel Hill. Trauma Care is provided by NC Memorial Hospital in Chapel Hill,
NC and Duke University Hospital in Durham, NC. The County is also served by rotor-wing aeromedical
services by Duke Life Flight in Durham, and UNC Air Care in Chapel Hill, NC. Additionally, there are nursing
homes, rest homes, domiciliary homes, assisted living centers, dialysis centers and group homes (DDA), serving
numerous individuals, in addition to staff within Person County.
Person County Health Department located in Roxboro offers a myriad of services to the community including
oversite of Environment Health, provision of Adult and Pediatric Health Clinics. The Health Department also
has responsibility for management of communicable diseases.
Agency Responsibilities
Primary Agency: Person County Public Health
Person County Emergency Medical Services
Support Agency: Person County Department of Social Services
Person County Board of Education
Person County Emergency Management
Person Memorial Hospital
Assumptions
1. A large-scale emergency will result in increased demands on Health Department, Emergency Medical
Services (EMS), and medical personnel throughout the county.
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a. A mass casualty, pandemic, or other medical surge event will quickly overwhelm limited
response capabilities.
2. Following a disaster, field emergency medical facilities will have to be established. This may include a
temporary morgue. Overall mass fatality planning and response is the responsibility of the NC Office of
the Chief Medical Examiner.
3. When local resources can no longer meet the demands of the situation, additional resource requests will
be made through the local Emergency Management Coordinator who in turn will contact the Division of
Emergency Management Central Branch Office.
EMS
1. Following a disaster, persons other than trained medical personnel will transport many of the injured to
medical facilities.
2. Disruption of the County’s Communications system will severely impede delivery of emergency medical
service.
3. Debris on roadways will hamper EMS unit response.
4. Large scale and catastrophic disasters may affect large areas of the County and surrounding counties and
medical resources may be damaged, destroyed, or unavailable.
Public Health
1. A portion of Person County’s population relies on private wells, private sewage treatment and private
septic systems and is susceptible to the impacts of flooding.
2. Following an emergency / disaster, the Health Department will take action to prevent the spread of
communicable disease resulting from contaminated water supplies, malfunctioning septic systems,
increased numbers of vectors, spoiled or contaminated food supplies and lack of functional sanitary
facilities.
3. In anticipation of a major natural or man-made public health disaster, the Federal Government
established the Strategic National Stockpile (SNS) to augment local supplies of critical medical items.
The SNS is managed by the Centers for Disease Control and Prevention (CDC) and contains large
quantities of medicines, antidotes, and medical supplies needed to respond to a wide range of expected
problems or scenarios.
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Concept of Operations:
1. Local industry, construction companies, and / or farming operations, may be called upon to provide
specialized equipment such as refrigerated trucks, backhoes and heavy equipment for extrication of
victims.
2. When additional resources are needed, the Person County Emergency Services Director or Health
Department Director will request those resources through the Division of Emergency Management,
Central Branch Office, or the State EOC.
EMS
1. EMS units will provide field medical care as needed during emergencies and coordinate necessary
medical transportation.
2. Incorporating volunteer fire personnel serving the respective response areas will expand EMS capabilities.
Fire personnel will assist rescue in performing rescue of trapped victims.
3. During mass casualty incidents, EMS will establish patient triage, holding treatment and transportation
areas.
4. When necessary, an EMS official will be located at an established command post to coordinate
responding medical units and establish communication links with hospitals and the County
Communications Center (or EOC).
5. Duke Life Flight, UNC Air Care air ambulances could be utilized for patient evacuation. Military
helicopters from Fort Bragg or the N.C. National Guard could also assist in evacuation of victims.
Public Health
1. The primary concern of Public Health is disease control. The County Health Department will implement
effective environmental health, nursing, and health education practices to minimize the incidence of
disease.
2. The Health Department will coordinate health care in approved shelters in accordance with ESF-06.
3. Frequent inspections of damaged areas and emergency shelters will be necessary to determine the need
for pest control, sanitation, or other protective measures.
4. The Health Director will coordinate with Medical Examiners in the identification and proper recovery of
human remains.
5. The Health Director will oversee the expeditious testing of emergency water supplies to ensure potability.
6. The Health Director must coordinate with the County Manager concerning distribution of information to
the public on disaster-related health matters.
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7. The Health Department will develop and maintain a Person County Medical Countermeasures (MCM)
Plan previously referred to as the Strategic National Stockpile (SNS) Plan according to State and Federal
guidelines. The Person County MCM Plan is maintained, housed and administered by the Person
County Health Department according to agreement addenda with North Carolina Public Health
Preparedness and Response. The Person County MCM Plan is linked with the EOP as an extension of
Public Health Services and encompasses multiple ESF functions, assignments, and responsibilities.
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ESF-09: SEARCH AND RESCUE
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ESF-09: Search and Rescue Operations
This emergency support function (ESF-09) describes Person County’s organization of roles for Search and Rescue
Operations.
Agency Responsibilities
Primary Agency: Person County Sheriff’s Office
Roxboro Police
Support Agency: Person County Office of Emergency Management
Person County Fire Departments/Rescue Squad
Roxboro Fire Department
Hyco Lake Authority
Assumptions
The following assumptions are the foundation for the Emergency Support Function (ESF) 09: Search and Rescue
Operations:
1. All reasonable resources will be focused on finding a missing person regardless of economic status,
political influence, family considerations, or other external factors.
2. All agencies identified in ESF-09 will work and train together with the goal of locating a missing person
regardless of public accolades or credit.
3. This emergency support function will guide search operations originating or being conducted within
Person County
4. This emergency support function includes the management functions for a lost person incident, a missing
person incident, or the active rescue of people in harms way.
Concept of Operations:
The concept of operations for Search and Rescue is broken down into two major categories below, search
operations (for land based operations) and water rescue / recovery. Additional resources and considerations for
suspending the mission of either searches or water operations are also described in the sections below.
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1. Search Operations
a. Notifications and Dispatch
i. The first response to a lost person report by any agency will be the notification of
the Person County Communications Center.
ii. The Communications Center will alert and notify the Sheriff’s Office or Police
Department having jurisdiction.
iii. The law enforcement agency will respond to the scene and conduct an initial
interview and investigation.
iv. The Officer In Charge (OIC) will have the authority to initiate a Search Mission
and callout procedures.
v. The OIC, based on the urgency of the situation, may request an alert or callout
for a SAR mission prior to the arrival on the scene.
vi. Notifications and Dispatch (aka Callout Procedures) will be conducted by the
Communications Center.
b. Agency Responsibilities
1. Person County Sheriff’s Office or Roxboro Police
Responsible for coordination to determine if event is criminal or a lost
person.
Shall be responsible for all investigation aspects and entering the missing
persons report with the N.C. Missing Persons Center for any SAR mission
within the County, unless the city Police Department can provide these
functions. Respond with a trained SAR detective/deputy to the scene.
Conduct the interview and investigation.
Complete the “Lost Person Questionnaire”.
Assist in gathering search and planning data, determining the subject’s
behavior, the urgency of the mission and determining the initiation of the
callout.
Determine if the incident is criminal or a missing person.
Coordinate search functions and establish Incident Command.
2. Emergency Management
Assist in overall coordination of SAR mission within the County.
To identify trained SAR resources.
To assure resources necessary to maintain effective on-going SAR operations
Assist in the coordination of the team’s functions.
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Obtain the SAR Mission Number (Incident No.).
Assign a Mission Name and assist in keeping proper documentation of the
mission events.
Assist in interviewing and investigation, determining the subject’s behavior,
gathering search and planning data, determining the urgency, determining
the initial search strategy and tactics and determining the initiation of the
callout.
Provide necessary resources for the mission as needed and coordination with
other support agencies such as Red Cross, state agencies, etc.
4. Fire Department/Rescue Squad Representative
Provide SAR resources.
Gather search and planning data.
Assist in determining the initial search strategy and tactics.
c. Incident Management Organization
All SAR missions will operate under the Incident Command System (ICS).
Person County Sheriff’s Office will provide an Incident Commander with Rescue,
Fire, and Emergency Management providing support as General Staff or Deputy
Incident Commanders operating under a Unified Command Structure.
Incident Command and Deputy I/Cs will appoint persons responsible for assuring
the success of the mission and the proper functioning of their sections or units. These
persons will be appointed according to the capabilities within the areas of their
expertise.
The Command and General Staff will only be expanded as needed.
Additional details regarding Incident Command System elements can be found in
the NIMS Annex.
2. Search and Rescue Resources
All personnel are encouraged to carry the “Search is An Emergency Field Coordinator’s Handbook”
and/or the “Incident Commander Field Handbook: SAR”. These manuals provide functional
check-off sheets that will assure you better performance of your duties.
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Persons responding from any organization, or as an individual, will not be accepted as part of the
search mission team unless they are:
1. Physically and mentally capable
2. Properly prepared with the proper clothing, supplies and equipment indicated by the terrain and
environment.
It is the responsibility of the Incident Commander to accept any resources, which will offer additional
manpower, equipment or search expertise for the search mission in a safe and coordinated manner.
However, any organization, team, unit or individual, which becomes involved in the search mission,
will receive assignments and direction through the Incident Command process. Resources will not be
allowed to conduct any part of the search mission that is not planned in the Incident Action Plan or
approved by Incident Command.
All responding personnel and equipment, other than the initial response, will report to staging for
assignment. Any initial resources, personnel and equipment, which are not being utilized, will also be
re-assigned to staging for future assignments. Accountability will be maintained throughout the event.
Demobilization
1. No resource shall be demobilized or leave the scene unless authorized by the Incident
Commander.
2. All personnel and equipment must be accounted for before the Incident Commander terminates
command on the scene.
3. There will be a brief after action review of the events conducted prior to termination of command.
This will be held at a location to be determined by the Incident Commander.
4. All Command Staff, General Staff, and Team Leaders are expected to attend the after action
review to maintain compliance with the guidelines of the State and Federal Government. The
Incident Commander will determine the date and location.
3. Suspending the Mission
Missions may be suspended due to weather; safety of searchers, lost person located or unresolved
clues. If the lost person has not been found, the search may be suspended to a Limited Continuous
Search. The Incident Commander retains the responsibility and authority to suspend the mission
based on the items listed above.
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ESF-10: HAZARDOUS MATERIALS
ESF-10: Hazardous Materials
This emergency support function (ESF-10) provides information for a Person County response to hazardous
material emergencies, and assists the Local Emergency Planning Committee in meeting its requirements under
the Emergency Planning/Community Right to Know Act - SARA Title III. Certain hazardous material
incidents may exceed the current capability within Person County, requiring additional assistance from regional
and state assets, including the N.C. Regional Response Team(s). Such incident may also create short and/or
long term environmental contamination, in additional to health and economic effects. Additional agencies may
be needed to deal with environmental and health concerns.
Agency Responsibilities
Primary Agency: The fire department having jurisdiction where the hazardous material incident
emergency occurs.
Support Agency: N.C. HazMat Regional Response Teams (RRT)
Person County Emergency Management
Other fire departments
Assumptions
1. Planning and training prior to an incident will significantly reduce the risk to personnel.
2. A facility involved in a hazardous material incident will provide all information required by SARA, Title
III, Section 304 on a timely basis.
3. Emergency response personnel are knowledgeable in use of available resources.
4. The Emergency Response Guidebook (ERG), alone or in combination with other information sources, is
used as a guide for initial protective action at incidents involving hazardous materials.
5. Response time for resources requested from outside the County will require a minimum of two hours.
6. Incidents in which the military can be identified as the responsible party will generally be resolved by
Federal resources.
7. Hazardous materials incidents that occur in which the responsible party cannot be identified will be
resolved at the expense of the jurisdiction in which the event occurred.
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Concept of Operations:
1. There are several types of incidents involving hazardous materials:
a. Incidents at fixed facilities
b. Shipping incidents
c. Roadway or rail transportation accidents, and
d. Unknown materials on the river shore, railroad or roadway
2. The level of response required for an incident is determined by:
a. The quantity, quality and the toxic effects of the material involved in the release.
b. The population and/or property threatened.
c. The type and availability of protective equipment and measures required for the released
material.
d. The probable consequences should no immediate action be taken.
3. Depending upon the threat posed by the incident, protective measures initiated for the safety of the public
could include in place sheltering, evacuation, and/or isolation of the contaminated environment.
4. Response procedures for each incident will be according to local policies and procedures in compliance
with worker safety standards.
5. This plan recognizes that a hazardous materials incident can change with time, and necessitate escalating
the response, or downgrading the response as the situation dictates.
6. The Local Emergency Planning Committee has been established at the County level to identify the
magnitude of the local hazard, assess the vulnerability of the community to that hazard, and provide
planning guidance for emergency response. A point of contact, The Facility Coordinator, will be
identified at each covered facility as defined by SARA, Title III, Section 302.
7. Specific hazardous materials facility information has been gathered and is available to the response
community through the Person County Office of Emergency Management.
8. Tier II Records submitted to Person County are available through the North Carolina Emergency
Management E-Plan online system.
9. Coordination between jurisdictions will be achieved through regional coordination with the Central
Branch Office or through direct contact with towns and other counties.
10. Training programs for emergency responders in the County will be through individual agency in-service
training, community college courses, and other offerings of related training. Exercise schedules for this
plan are developed and maintains in the emergency management office.
11. Person County has limited response capability for handling incidents involving radioactive materials. The
response will be limited to evacuation, and isolation of the affected area, monitoring, and reporting to the
extent possible. Request for State or Federal resources will be made through the Central Branch Office
and forwarded to the Division of Emergency Management or State EOC. For incidents involving the
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Harris Nuclear Power Plant or radiological transportation, Person County will follow the State Radiation
Plan and implement Person County’s Harris Plant IPZ SOG (on file in the Person County Emergency
Services Office).
12. Regional Response Teams (RRT) are available through the North Carolina Emergency Operations
Center and should be requested through the Emergency Management Coordinator.
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ESF-11: AGRICULTURE & NATURAL RESOURCES
ESF-11: Agriculture & Natural Resources
This emergency support function (ESF-11) details the roles and responsibilities regarding how Person County will
maintain, protect, and prevent suffering / damage to all natural resources within the jurisdiction including both
animal and agricultural resources. Since Person County has a significant amount of rural area, the resources that
are available, while appropriate to day-to-day needs, may not be sufficient to respond to a disaster and outside
resources from other localities, State, and Federal may be necessary.
Agency Responsibilities
Primary Agency: Person County Animal Services
Person County Cooperative Extension
Support Agency: North Carolina Wildlife Resource Commission
Person County Emergency Management
Person County Health Department
Various Local and State Partners
Assumptions
1. The owners of pets or livestock, when notified of an upcoming emergency, will take reasonable steps to
shelter and provide for animals under their care and/or control.
2. Natural, technological, or manmade disasters could affect the well-being of domesticated or non-
domesticated (wild) animals.
3. The County should plan both for emergency situations and to carry out response and recovery operations
utilizing local resources. Outside animal care and rescue assistance would likely be available in most
large-scale emergencies affecting the County.
4. Animal protection planning should ensure the proper care and recovery of animals impacted during an
emergency. These plans may include measures to identify housing and shelter for animals, communicate
information to the public, and proper animal release.
5. Public information statements will be issued through the various media outlets. This information will
include locations where domestic and wild animals (including livestock and wild animals) may be
accepted during emergency situations.
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6. A large-scale emergency in Person County may warrant immediate response from State and local
personnel, agencies, and organizations. However, emergency situations may become compounded due to
the nature of the emergency and also require activation of additional specialized agencies through mutual
aid.
7. Through effective animal protection planning and organization, disaster relief efforts would be more
expedient.
Concept of Operations:
1. The primary and support agencies identified in this annex will manage and coordinate local animal
protection activities. These agencies will use established animal protection and support organizations,
processes, and procedures. Responsibility for situation assessment and determination of resource needs
in the event of a large-scale emergency lies primarily with the Person County Emergency Services in
cooperation with the Person County Animal Services and Livestock coordinators and the Person County
Animal Shelter.
2. An animal response may occur in conjunction with the saving of human lives, the saving of human life
must take precedence.
3. Requests for animal protection assistance and resources such as food, medicine, shelter material,
specialized personnel, and additional veterinary medical professionals, will be transmitted from the local
Emergency Management office to the State Emergency Management office. Should the need for Federal
or State resources exist, the State Emergency Operations Center will coordinate the requests for
assistance.
4. Animal protection operations will be managed under the Person County Incident Command System
(ICS). Public Health concerns will be managed in accordance with appropriate Person County plans and
procedures.
5. Animals included under this plan are domestic and non-domestic to include livestock and strays. Wild
animals should be left to their own survival instincts.
6. All procedures to response shall reside with the responding agencies.
7. Communications between the primary and support agencies will occur primarily through telephone,
facsimile and cellular telephone transmission. Amateur radio will be used as a backup system if other
communication is impossible due to the nature of the emergency situation.
8. A spokesperson from Person County will be responsible for the coordination of all media activities and
press releases associated with the protection of animals.
9. The owners of pets or livestock, when notified of an emergency, will take all reasonable steps to shelter
and provide for animals under their control.
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10. Domestic pets from evacuated citizens will be sheltered at private boarding kennels and veterinarian
hospitals as close to the evacuation shelters as possible.
11. Citizens with special needs (individuals with mental or physical handicaps who require evacuation
assistance) may require assistance in evacuating their pets.
12. If the need arises for continued admission of pets into shelters, the Emergency Management Coordinator
can request the use of a Companion Animal Mobile Equipment Trailer through the Central Branch
Office of NC Emergency Management.
13. All stray/lost domestic pets recovered by Person County Animal Services will be sheltered at the Person
County Animal Shelter or other designated animal shelter sites as identified by the Animal Services
Director.
14. Private farms located throughout the County may be used as shelter facilities for livestock with
transportation being the responsibility of the owner.
15. If possible, wild animals outside of their natural habitat endangering the public will be transported back
to their natural habitat. If the responsible agencies are unable to transport the animal back to its natural
habitat due to the nature of the emergency or to injuries that the animal may have sustained, the animals
will either be transported to the Person County Animal Services for shelter or medical treatment or
disposed of in accordance with established animal control procedures.
16. Person County Animal Services will support efforts to identify owners of stray/lost animals. If owners
cannot be found, Person County Animal Services representatives will attempt to adopt or sell the animals
according to their established procedures.
17. Animals for which no owners can be found and which cannot be placed in adoptive care or sold will be
disposed of in accordance with established animal control procedures.
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ESF-12: PUBLIC UTILITIES
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ESF-12: Utility Coordination
This emergency support function (ESF-12) provides for the restoration of Utilities after an emergency, specifically
energy utilities such as electric, natural gas, etc. Person County utilizes private sector companies to provide
energy utilities to the residents and businesses within the County. Close coordination with these companies is
imperative to facilitating a smooth incident recovery.
Agency Responsibilities
Primary Agency: Duke Energy (Power)
Piedmont Electric (Power)
PSNC Energy (Natural Gas)
Support Agency: Person County Emergency Management
Assumptions
1. Person County relies on multiple organizations for electrical distribution throughout the County.
2. Damage to utility distribution systems is a predictable consequence of disaster.
Concept of Operations:
1. Energy providers will take the lead on service restoration after an emergency or disaster.
2. Energy providers will communicate total power outages and estimated time of restoration (ETR) during
major events so that Person County can adequately plan and support residents and businesses during
power outages.
3. Priority restoration will be coordinated with energy providers and Person County Emergency
Management.
4. Emergency Management will coordinate and communicate utility estimated time of restoration
information to the Mass Care Emergency Support Function (ESF-06) for shelter planning purposes.
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ESF-13: PUBLIC SAFETY & SECURITY
ESF-13: Public Safety & Security
This emergency support function (ESF-13) specifies the roles and responsibilities for Person County’s provision of
public safety during an emergency. The Person County Sherriff’s Office and the Roxboro Police Department
work in cooperation with additional state law enforcement agencies. These agencies are responsible for
administering the overall safety and security of the county during emergency including all law enforcement
activities and traffic management.
Agency Responsibilities
Primary Agency: Person County Sheriff’s Office
Roxboro Police Department
Support Agency: Person County Emergency Management
Various Local and State Partners
Assumptions
1. Emergency law enforcement operations will be an expansion of normal functions and responsibilities.
These responsibilities will include maintenance of law and order, traffic control, crowd control and
security.
2. Activities of Local Law Enforcement agencies will increase significantly during emergency operations. If
local capabilities are overwhelmed, support may be obtained from State and Federal Law Enforcement
Agencies via mutual aid or coordination with Central Branch Office of NC Emergency Management.
3. An evacuation from a large area of the County could significantly impact law enforcement operations
and traffic control operations.
4. During evacuations accidents, mechanical, or electrical failure could significantly impede the evacuating
traffic flow.
Concept of Operations:
1. The Person County Sherriff’s Office will be the coordinating agency for law enforcement operations in
Person County during multi-jurisdictional emergency events.
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2. Law enforcement activities will remain under the control of the senior law enforcement officer for the
jurisdiction in which the emergency operation is taking place.
3. Other state and federal law enforcement agencies will support county and municipalities law enforcement
emergency activities.
4. Routine law enforcement guidelines will be followed during emergency or disaster situations if feasible.
5. Law enforcement agencies will have responsibility for warning the public and for traffic control in, near
an evacuated area, and in other areas of emergency or disaster operations.
6. During periods of disaster, the Person County Sheriff’s Office or their designee will coordinate law
enforcement operations from the County Emergency Operations Center. The Sherriff’s Office and
Roxboro Police Department will be responsible for directing law enforcement activities within their
respective jurisdictions. Coordination among law enforcement agencies will ensure security for vacated
hazard areas, essential industries, prisoners, evacuating populations and congregate care facilities and
will establish roadblocks, checkpoints and traffic control points and parking areas within reception areas.
7. The Person County Sheriff Office shall always provide security for the Emergency Operations Center
during the required operation periods for any disaster or emergency incident. The law enforcement
officer shall not allow any person entry to the Emergency Operations Center without the proper
identification or pass approval.
8. Law enforcement officers will enforce the provisions outlined in the Proclamation of a State of
Emergency.
9. Emergency law enforcement operations will interrupt routine functions and responsibilities. Expanded
emergency responsibilities will include maintenance of law and order, traffic control, crowd control and
security.
10. When N. C. Highway Patrol personnel are requested to support Person County Traffic Control, a
ranking officer from the Patrol will be present in the County EOC to coordinate N. C. Highway Patrol
operations.
11. Pre-determined traffic control points have been identified by the State Highway Patrol, County Sheriff s
Office, and Municipal Police to facilitate management of traffic flow when evacuation is necessary.
12. Law enforcement officers in Person County will assist with the dissemination of emergency information
to isolated populations and to motorists, including warning the public.
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ESF-14: RECOVERY AND MITIGATION
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ESF-14: Recovery and Mitigation
This emergency support function (ESF-14) describes Person County’s system for the provision of disaster
recovery operations and Mitigation planning. Recovery refers to those measures undertaken by a community
following a disaster to return all systems to normal or improved levels. Effective recovery consists of a complex
array of interdependent and coordinated actions. These actions are undertaken at several levels (individual,
organizational community, national) and over a long period of time. A properly managed recovery program will
allow the prompt restoration of essential services, the reconstruction of damaged property, and the resumption of
traditional lifestyles.
Disaster recovery typically falls into two separate and identifiable phases of operations; short term and
long term recovery. Short term recovery operations typically include, initial emergency response (i.e.,
fire/rescue, law enforcement, EMS operations, and mass care), initial impact assessment, emergency debris
removal, restoration of vital services, security of damaged/evacuated areas, management/distribution of donated
goods and a preliminary damage assessment. Long term recovery operations typically include, completion of
damage assessment, completion of debris removal, a request for Disaster Declaration of Assistance, restoration of
essential facilities, repair/rebuilding of damaged public and private buildings and facilities, repair/rebuilding of
roadways and bridges, repair/rebuilding of private homes and businesses, and potential hazard mitigation
projects.
While the responsibility for recovery coordination falls to Person County, opportunities for State and
Federal assistance are potentially available based on the nature and scope of the disaster. A formal State of
Emergency Declaration is typically required during the response phase of an incident to become eligible for State
and Federal disaster assistance. After a State of Emergency has been declared in Person County, the Emergency
Management Office may elect to request disaster declarations from North Carolina Emergency Management.
The Governor may elect to proclaim a disaster declaration and subsequently request assistance from the Federal
Government. The process and potential disaster recovery programs are discussed in the Concept of Operations
section below.
Agency Responsibilities
Primary Agency: Person County Government,
Coordinated by Person County Emergency Management
Support Agency: City of Roxboro
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State and Federal Agencies
Assumptions
1. A major disaster will have a significant long-term economic impact on the County.
2. Unsolicited resources and donated goods can be expected from outside the impacted area. (See Donated
Goods Annex for details).
3. Space will be available for the operation of one or more Disaster Application Centers in the County
following a Presidential Declaration of Disaster.
4. The Federal Emergency Management agency will set up a Disaster Field Office in North Carolina. The
DFO will be near the disaster area.
5. The damage assessment process will identify most local individuals with un-met needs.
6. The State's share of funds provided for Public Assistance will be 25%, supplementing the mandated
Federal share of 75%.
7. Mitigation planning is detailed in the Person County Mitigation Plan.
Concept of Operations:
1. Initial Coordination, Impact and Damage Assessment Processes
a. Recovery operations will initially be coordinated from the Emergency Operations Center (EOC).
b. Accurate emergency logs and expenditure records will be kept from the onset of the disaster by
each local government agency/organization. Standardized forms have been developed for local
government; these forms will be available through the County Finance Department.
c. If a Federal Disaster Declaration is requested, the following steps will typically take place:
i. A Federal Coordinating Officer (FCO) will be appointed by the President to coordinate
the federal efforts.
ii. A State Coordinating Officer (SCO) and Governor's Authorized Representative (GAR)
will be appointed by the Governor to coordinate the state efforts,
iii. A Disaster Field Office (DFO) will be established within the state (central to the
damaged areas) from which the disaster assistance programs will be administered.
iv. Disaster Application Centers (DACS) will be established in the affected areas to
accommodate persons needing Individual Assistance.
v. An Applicants' Briefing will be held to explain Public Assistance eligibility criteria for
officials of the County, cities, and private nonprofit organizations. The Emergency
Management Coordinator will assist with identification and notification of potential
applicants.
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vi. Each eligible entity will submit a Notice of Interest (NOI) within thirty days of the
Declaration.
d. Person County will be required to complete an initial damage assessment and impact assessment
to determine state and federal eligibility.
e. Person County will work with NCEM and FEMA representatives to complete a Joint Damage
Assessment to determine state and federal eligibility criteria.
f. Once Person County is notified that they have received a State or Federal Disaster Declaration
recovery coordination may begin as documented below.
2. A Federal or State “Individual Assistance” Disaster Declaration
Individual Assistance is supplementary Federal assistance provided under the Stafford Act to
individuals and families adversely affected by a major disaster or an emergency. Such assistance
may be provided directly by the Federal Government or through State or local governments or
disaster relief organizations.
Individual Assistance can consist of any or all of the following:
temporary housing (100% federal $'s)
individual and family grants (IFG) (75% federal 25% state/local funds)
disaster unemployment assistance
disaster loans to individuals, businesses, and farmers
agricultural assistance
legal services to low-income families and individuals
consumer counseling and assistance in obtaining insurance benefits
the Cora Brown Fund
Veterans' assistance
casualty loss tax assistance
Person County’s responsibility for an Individual Assistance declaration is to assist NCEM and
FEMA with locating a Disaster Recovery Application Center for the residents of Person County
and to assist with public outreach to educate residents of the available benefits.
3. A Federal or State “Public Assistance” Disaster Declaration
Public Assistance is supplementary Federal assistance provided under the Stafford Act to State
and local governments or certain private, nonprofit organizations other than assistance for the
direct benefit of individuals and families.
Categories of Public Assistance available include:
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Debris removal
Emergency protective measures
Permanent work to repair, restore or replace road systems, water control facilities, public
buildings and equipment, public utilities, public recreational facilities, etc.
If the area is declared eligible for Public Assistance programs, an Applicant's Briefing will be
conducted for officials of the county, cities, and private nonprofit organizations to explain
eligibility criteria. The Emergency Management Coordinator will be requested to assist with
identifying and notifying eligible applicants. At the applicant's briefing, each eligible entity will
submit a Request for Public Assistance (RPA).
4. A Federal USDA Agricultural Disaster Declaration
a. Within Person County there is a United States Department of Agriculture County Emergency
Board responsible for providing leadership and coordination for all USDA emergency programs
at the County level. The USDA State Emergency Board provides guidance, direction, and
assistance on Emergency Programs
b. The Agricultural Stabilization and Conservation Service (ASCS) will be the lead agency for
agricultural disasters under an agency declaration.
5. Post Disaster Mitigation Grant Opportunities
a. Hazard Mitigation Grants may be available through FEMA after a Presidential Declaration; the
grant total will be based on the amount of Public Assistance funds provided to Person County
PA applicants.
b. Person County Emergency Management will monitor grant eligibility and coordinate any
potential mitigation grant opportunities.
6. Post Disaster After Action Reviews
Following any major emergency or disaster event, a critique will be held to evaluate the jurisdiction’s
response to the event. A critique will include the following issues related specifically to recovery:
Mitigation of potential problems through use of Hazard Mitigation Grants
Plan Revision based on lessons learned
Unmet Needs status
Management of Donated Goods
Interagency cooperation
Damage Survey Report process/documentation
Recovery training needed
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ESF-15: EXTERNAL AFFAIRS
ESF-15: External Affairs
This emergency support function (ESF-15) establishes roles and responsibilities in Person County’s provision,
communication, and delivery of emergency public information, protective action guidance, coupled with media
and community relations. Person County has several communication programs, which use various channels of
communication, including the mass media, to provide needed and desired information about local government
activities and services to the general public. These systems include the Emergency Alert System and Community
Notification System which the Person County Manager and Emergency Services Director have ability to utilize.
The Person County community undertaken ongoing public awareness campaigns around potential hazards,
preparedness, shelter locations, flood prone areas, evacuation, and other pertinent information.
Agency Responsibilities
Primary Agency: Person County Public Information Officer
Support Agency: Person County Emergency Management
Assumptions
1. The Public Information Officer (PIO) will be the County Manager or his / her designee.
2. The Alternate Public Information Officer will be the Emergency Services Director.
3. Person County may receive extensive out-of-county media coverage during emergency and disaster
situations.
4. Residents of the county use scanner radios extensively. This provides another avenue for the delivery of
emergency public information.
5. Demands for information may be very heavy; therefore, sufficient numbers of trained staff will be
provided to respond to questions from the public.
6. Special interest groups in the county may disagree with official public information.
7. The public may accept rumors, hearsay, and half-truths as valid information that may cause fear and
confusion.
8. Local print and broadcast media will cooperate in printing and broadcasting detailed disaster related
instructions to the public.
9. Emergencies and disasters that affect the County or the City of Roxboro may be of interest to media
sources beyond the County and the State.
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Concept of Operations:
1. The Sheriff or Chief Law Enforcement Officer will handle public information for law enforcement
emergencies with assistance from the County PIO as necessary.
2. The County Manager or Emergency Services Director must authorize the use of the Emergency Alert
System (EAS) and Community Notification System.
3. The National Weather Service will issue weather watches or warnings directly to Person County
Communications and to the media for public release.
4. During emergencies/disasters, Policy/Administration Group decisions and general information
advisories are prepared on a timely basis and released to the media.
5. Action will be taken to correct identified errors in information released by the media, or rumors about the
emergency.
6. Hard copy news releases are disseminated to the media and appropriate County and/or Municipal
officials. The Division of Emergency Management Central Branch Office will be copied with news
releases as appropriate.
7. Person County will practice a progressive approach for the dissemination of information to isolated and
non-English speaking populations during and following emergency events.
8. The magnitude of the disaster may require innovative means of communications to inform the public.
9. Content of all news releases will be cleared through the Public Information Officer before release to the
media and the public.
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Terrorism Incident Annex
This annex details the roles and responsibilities of Person County’s management of incidents that may include a
terrorist element. This annex is meant as guidance for first responders and managers where information may
vary from the day to day implementation of the Emergency Operations Plan. The successful response to, and
management of, a terrorist incident requires a well-planned, integrated and coordinated response from local
government, neighboring jurisdictions, the private sector, state and federal agencies a chemical, biological or
explosives-related terrorist incident is a federal crime scene, and in accordance with Presidential Decision
Directive 39, the FBI has overall responsibility for crime scene management.
Individuals or groups to achieve political, social or economic gain or recognition by fear, intimidation, coercion
or violence against the government and its citizens define terrorism as criminal acts or threats.
Crisis Management addresses the cause of a terrorist incident, the identity, motivation, and capability of the
terrorists and the weapons they employ. Crisis Management is a law enforcement function and includes measures
to identify, acquire and plan the use of resources needed to anticipate, prevent and/or resolve the threat or act of
terrorism. In a terrorist incident, a crisis management response may include traditional law enforcement missions
such as intelligence, surveillance, tactical operations, behavioral assessment, negotiations, forensics and
investigations, as well as technical support missions such as agent identification, search, render safe procedures,
transfer and disposal and limited decontamination.
Consequence Management addresses how the incident affects or potentially might affect public health, safety and
the environment. Consequence management includes measures to protect public health, safety and the
environment, to restore essential government services and to provide relief to governments, businesses and
individuals affected by the consequences of terrorism. In an actual or potential terrorist incident, command and
control of local government resources may transition between the Person County Sheriff’s Office, Police
Departments, Person County EMS, the Fire Department having jurisdiction and the Person County Emergency
Management Office. The Unified Command team approach shall be utilized to transition incident command and
control among these agencies. These efforts will include the roles, responsibilities and functional duties as
describes in Section VI, New Entry Protocols.
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Agency Responsibilities
Primary Agency: Person County Sheriff’s Department
City of Roxboro Police Department
Fire Department having jurisdiction
Support Agency: Person County EMS
Person County Health department
Person County Department of Social Services
Person County Administration and Public Information Official
Person County Emergency Management
American Red Cross
Assumptions
1. Planning and training prior to an incident will significantly reduce the risk to personnel.
2. Emergency response personnel are knowledgeable in the use of available resources.
3. Response time for resources requested from outside the County will require a minimum of two hours.
Concept of Operations:
As part of the awareness program associated with acts of terrorism, the first responders (fire, EMS, law
enforcement) must first insure their own protection and the protection of all responding departments.
A. Listed below are the primary components of the concept of operations. The primary first
responders can address some of these components; the Incident Command System (ICS) and/or
the EOC, when activated, will address other components.
1. Threat assessment levels
2. Notification process-internal-external-primary and support
3. Command and control function-ICS and Unified Command
4. New entry protocols
5. Crisis Management
6. Consequence Management
7. Roles, responsibilities and checklist
8. Chain of evidence and evidence preservation
9. Other primary considerations as identified by response organizations
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Note: The above is not an all-inclusive list. It is intended to emphasize the need for a more
deliberate response process that will enhance responder and public safety. Each of the above
items will be covered as part of response overview.
B. Threat Assessment
This element will be the responsibility of ESF-13 Law Enforcement agencies that consist of
Police Departments, Person County Sheriff’s Department, State Bureau of Investigation, Federal
Bureau of Investigation, Bureau of Alcohol and Firearms and other law enforcement agencies
that provide information on terrorist groups, individuals and threat situations based on collected
intelligence. The FBI will have primary responsibility for coordinating intelligence and threat
assessment information. The Person County Sheriff’s Department will coordinate distribution of
information to the primary response departments.
C. Notification Level-Internal/External-Primary/Support
Listed below are the primary response and primary support departments that would be part of
the notification process.
Primary Response Departments
- ESF-13: Law Enforcement
- ESF-08: Health and Medical
- ESF-04: Fire Services
- ESF-10: Hazardous Materials
Additional Support Department Notifications
- Person County Emergency Management
- NC Division of Emergency Management
- Person County Department of Social Services
- Corporate Communication/Public Information - City & County
- American Red Cross
This list can be expanded as the need arises or as the scope of operations expands. The IC can
demobilize departments if the situation changes. Each agency should develop its own internal
notification procedures.
D. Command and Control
This function is critical for ensuring a successful operation. It is absolutely imperative that a
Unified Command approach for command and control be used for response. In all incidents
within Person County, the Fire Department will assume command of the consequence
management phase of the incident. Because of the nature of these incidents, the responsibility of
stabilizing the immediate area of operations within the definition of consequence management
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lies solely with the fire department.
Within the definition of crisis management, the affected Law Enforcement Agency will assume
responsibility for the situation and take appropriate action. There may be situations where
consequence and crisis management must be addressed simultaneously where law enforcement
and the fire department share command and control. As soon as possible, the core group will
establish a Unified Command structure for tactical and investigative operations. The core group
will consist of:
- Affected law enforcement agency
- NCSBI
- FBI
- Volunteer fire departments based on jurisdiction boundaries
- Police Department and Person County Sheriff’s Department
- Person County EMS
Once established, the unified command will agree upon criminal tactical and investigative
issues.
There is no clear separation between consequence and crisis management in instances where
both consequence and crisis are operational concurrently. The Unified Command will prevail in
instances where the consequence and crisis functions cross the determination made to insure the
health and safety of responders, the general public and evidence, in that order.
It’s imperative that immediate command and control be established to insure control measures
are implemented for life, safety and evidence preservation.
All responding departments of local government must be prepared to interface with their state
and federal counterparts at both the incident site and the EOC.
The EOC, when activated, will be the coordination center for the County and appointed
officials. Operational command will be maintained at the incident site.
F. Roles, Responsibilities and Checklist
This part of the planning document is detailed in Section VI, Item B and in each of the core
groups internal SOGs. The listing represents the primary factors associated with response to
terrorist incidents
H. Preserving and Collecting Evidence
This operational area is addressed in more detail in the following sections, and by each agency’s
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SOG. This function may be part of new site entry protocols. Life safety issues will take
precedence over this area of operation; however maintaining the chain of evidence is a crucial
element. The preserving and maintaining of evidence should be considered and exercised at
every opportunity.
V. ENTRY PROTOCOLS
A. This operational area will be headed by the N.C. Regional Hazardous Material Response Team,
with support from the EMS SMAT III Team, and shall be incorporated into the SOGs for all
responding organizations. In addition, this is part of the awareness that must be included in the
training program for all responders in the county. Implementing of entry protocols shall be based
on intelligence provided by law enforcement. Coordination between fire services, N.C. Regional
HazMat team and law enforcement is vital for the safety of the responders and investigative
personnel and to minimize their exposure in a dangerous situation. The primary components of
the new entry protocols are as follows:
- Awareness of the possibility of secondary explosive devises or secondary hazards
- Personal protective equipment - when and what to wear as minimum requirement for entry
into an incident site
- Who should enter the facility
- Maintaining the chain of evidence process
- Training standards - all training is the same format to insure uniformity
- Clearly defined hot zones, warm zones and safe zones
- Signs and symptoms - Critical for early identification of agent or chemical
SOG development team
- Other
B. Roles, Responsibilities and Checklists
This section outlines the primary areas of responsibility for the responding organizations.
The checklist identifies critical items of concern for all organizations. All additional checklists, or
areas of responsibilities, will be covered in SOGs.
C. Areas of Concern
- All responding organizations will implement or alert their people to the following areas of
concern in accordance with the threat level conditions:
- Develop internal notification procedures for responding departmental personnel
- Insure internal distribution of response plan
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- Follow directions of Unified Command through IC and EOC
- Adhere to site entry protocols (need to be developed)
- Insure implementation of adequate departmental training programs
- Develop control measures for Chain-of-Evidence process
- Provide department representatives to incident site and EOC
- Document all response activities from time of notification until termination
- Participate in Direction and Coordination team as directed by IC or EOC
- Anticipate the committing of all available departmental resources to response and recovery
effort
- Provide department needs assessment for operation to IC or EOC
- Develop a need-to-know list for internal operations (each department)
- Other as directed by IC or EOC
D. Law Enforcement Agencies - Local
- Develop or enhance intelligence-gathering capability for acts of terrorism
- Establish distribution of notification process for sharing of information
- Determine Threat Level (TL) based on information assessment
- Initiate notification process to all organizations listed in Section IV, Item C
- Maintain open lines of communications on intelligence with state and federal agencies
- Review Personal Protective Equipment (PPE) requirements and site entry protocols
- Initiate a meeting of organizations based on assessment of conditions
- Assign representative to development team for SOGs
- Establish site security based on hot zones, warm zones and safe areas
- Assist in site evacuation of personnel
- Provide shelter security for activation of shelters resulting from incident
- Provide guidance or training for maintaining Chain-of-Evidence process
- Provide Awareness level training to all employees
- Provide IC level training to all supervisors
- Provide stand-by capabilities for security at hospitals and medical facilities
- Establish ICS if first on scene
- Develop Bomb Tech/HazMat Tech SOG’s
- Other as identified by local law enforcement
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E. Fire Service - Local
- Assign representative to SOG development team (all parties)
- Provide fire suppression at site and surrounding location as required
- Determine hot zone, warm zone and safe zone
- Assist in evacuation of personnel from site
- Determine area to be evacuated for public safety
- Work with law enforcement for preservation of site evidence
- Develop new site entry protocols as part of SOG team development
- Identify, to maximum extent possible, injured personnel and facilities
- Assist medical examiner with remains recovery
- Establish ICS if first on scene
- Provide Operations level training to all employees/members
- Provide IC level training to all supervisors
- Provide HazMat level training to all HazMat Technicians
- Train personnel in signs and symptoms of chemical and biological agents
- Provide IC and EOC with needs assessment for incident resolution
- Observe site entry protocols
- Provide mass decontamination of on-site personnel
- Provide mass decontamination at local hospitals needed by a predetermined system
- Develop Mutual Aid plans, which allow for the immediate utilization of on duty resources
- Other (to be determined)
F. Search and Rescue Provider - Local
- Assist with Mass decontamination of on site personnel
- Assign representative to SOG development team
- Determine hot zone, warm zone and safe areas
- Provide rescue and search resources for operation
- Provide Emergency Medical Technician (EMT) level for medical assistance
- Assist in evacuation of personnel from site
- Interface with EMS paramedics on medical assistance issues
- Develop new site entry protocols as part of SOG team development
- Assist medical examiner with remains recovery
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- Establish ICS if first on scene
- Provide Operations level training to all employees
- Provide IC level training to all supervisors
- Provide or arrange to assist with medical coverage at shelter site
- Provide for medical monitoring of response personnel
- Train personnel in signs and symptoms of chemical and biological agents
- Provide IC and EOC with needs assessment for incident resolution
- Observe site entry protocols
- Develop Mutual Aid Plans, which allow for the immediate utilization of on duty resources
- Other (to be determined)
G. Emergency Medical Service Provider
- Assume lead role for on-site medical assistance
- Develop interface with medical doctors for on-site triage of patients
- Develop procedures for notification of medical service providers
- Assign representative to SOG development team
- Identify to maximum extent possible injured personnel and fatalities
- Assist medical examiner with remains recovery
- Provide Awareness level training to all employees
- Provide IC level training to all supervisors
- Provide or arrange for medical coverage at shelter site
- Provide for medical monitoring of response personnel
- Train personnel in signs and symptoms of chemical and biological agents
- Provide IC or EOC with needs assessment for incident resolution
- Observe site entry protocols
- Assist with mass decontamination of on-site personnel through the SMAT III Team resources
- Other (to be determined)
H. Review General Guidelines for Roles, Responsibilities, and Checklists
All other agencies listed in Section IV, Item C, will review general guidelines for Roles,
Responsibilities and Checklists and will develop more detailed protocols as part of the
consequences management of response efforts.
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VI. CHAIN OF EVIDENCE
A. New Site Entry Protocols
This process is part of the new site entry protocols and is critical for ensuring preservation of any
evidence. Although this phase of the operation is very critical to incident resolution, it should
never take precedence over life safety operations. The law enforcement services at local, state
and federal levels will provide guidance on this part of the incident operation. All agencies, both
primary and support, must be aware of the importance of this issue.
B. Considerations
- Do not throw away any debris or trash from the scene
- Debris removal will be controlled by law enforcement agency at local, state or federal level
- Rescue personnel and medical personnel at the site and at the hospital should be familiar with
this operation and will do all within their power to insure preservation of evidence short of life
safety or life and death situation
- Private contractors for debris removal must follow directions of law enforcement agencies
- Debris disposal will also be directed by law enforcement agencies
- Other (to be determined)
VII. MASS DECONTAMINATION
A. This segment of response to terrorist incidents or WMD events is a very critical part of response.
The ability to conduct mass decontamination of large numbers of people in a very short period is
imperative to limit exposure, possible burden to hospitals and spread of contamination. The role
of decontamination falls under the Fire Department and assisted by Person County SMAT III.
The primary departments assigned this program element are:
1. County Fire Departments
2. Mutual Aid Fire Departments for
a. Dependable source of clean water
b. Adequate resources to conduct operation
c. Adequate workforce to perform mission
d. Ability to conduct operation at multiple locations
e. What other resources are needed?
3. Person County EMS units for trained manpower / SMAT III Unit
4. State resources located within local jurisdiction
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B. Local resources will be the primary source for this program element. The state will also provide
assistance and mutual aid requests can provide additional resources and personnel. In addition,
elements of the military and other rapid response agencies can assist in this phase of the
operation. Prior agreements with local and state units listed above will be part of local and state
plans that address mass/large-scale decontamination.
VIII. PUBLIC INFORMATION
This area of response for incidents of terrorism or suspected acts of terrorism or WMD events is critical to
insure public confidence, eliminate rumors and provide accurate, timely information to concerned
responders and to citizens. This activity must be a joint effort by all levels of government and must be
centrally located, preferably near the EOC. The establishment by local government of a Joint Information
Center (JIC) with all levels of responding government organizations present will be the basis for
disseminating information to the media and the public. The Person County Public Information Officers
Procedures Guide will be followed in this process.
IX. DEMOBILIZATION/DEACTIVATION
This part of response to and recovery from terrorist incidents or WMD events will be determined by the
EOC based on feedback and information from law enforcement agencies and on the threat level as defined
by the lead agency (law enforcement). In addition, the Emergency Management Office will establish a time
for critique by responding agencies and by recovery, crisis management and consequence management
efforts associated with the incident.
X. DOCUMENTATION
Each agency will be responsible for documentation of their actions. The use of written statements,
chronological sequence writing, videotaping and still photography will be beneficial in many issues.
Evidence preservation and chain of custody issues are just a few which will benefit. In addition, during the
process of applying for reimbursement for damaged, lost or destroyed equipment, these records will be
needed. As soon as possible during the incident, a scribe or documentation officer should be assigned to the
Command Post to document overall actions on the scene. This information can be passed on to the next
Incident Commander. This documented information shall be passed on to the lead agency conducting the
investigation.
XI. CRITICAL INCIDENT STRESS DEBRIEFING
The Incident Commander shall take into account the need for on-scene debriefing of personnel. Each
agency shall establish internal SOGs for debriefing within their respected agency. Combined or common
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debriefing sessions should be made available to first responders as soon as the crisis phase is over.
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AGENDA ABSTRACT
Meeting Date: September 11, 2017
Agenda Title: A Resolution Amending the Person County Economic Development
Commission for a change in Membership
Summary of Information: By approval of the consent agenda at its August 30, 2017 meeting,
the Person County Economic Development Commission (EDC) authorized the ED Director to
request a change in the “Resolution Amending the Person County Economic Development
Commission For A Change In Membership” adopted by the Board of Commissioners (BOC) on
July 10, 2017, regarding an amendment to the 1981 resolution creating the EDC, which calls for
the following through item 1- (b) as follows: “Existing Article Five Section 3 is amended by
adding the following: ‘C. The Secretary/Treasurer shall report to the Director of the
Commission.’”
The reason for the request is because the 1981 resolution does not have an Existing Article Five
Section 3. In light of this, and to provide the most accurate presentation of EDC governing
documents, please accept this request for the removal of this item from the BOC resolution.
Recommended Action: Authorize the County Clerk to remove the aforementioned item 1-
(b) from the aforementioned Resolution and adopt the revised Resolution.
Submitted By: Stuart C. Gilbert, Person County Economic Development Director
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A RESOLUTION AMENDING THE
PERSON COUNTY ECONOMIC DEVELOPMENT COMMISSION
FOR A CHANGE IN MEMBERSHIP
Whereas NC GS Chapter 58 authorizes counties to create county economic development
commissions and to periodically make changes to such commissions; and
Whereas the Person County Board of Commissioners created the Person County Economic
Development Commission at its meeting on February 16, 1981; and
Whereas that 1981 Resolution authorized the Board of County Commissioners to change
the membership on the Economic Development Commission for any reason; and
Whereas the Board of County Commissioners changed the membership by action at its
meeting on August 20, 2012; and
Whereas the Board of County Commissioners at its meeting on May 19, 2014 took action to
further amend the resolution to change the membership and responsibilities of the board; and
Whereas the Board of County Commissioners at its meeting on June 2, 2014 took action
to formalize and ratify the action at its May 19, 2014 meeting; and
Whereas the Board of Commissioners at its meeting on May 18, 2015 took action to establish an
ex-officio seat for a Farmland Preservation Plan stakeholder non-voting representative; and
Whereas, the Board of County Commissioners at its meeting on January 4, 2016 took action to
amend the resolution to change the composition of the title as it relates to an ex-officio, non-
voting representative of Piedmont Community College; and
Whereas, the Board of County Commissioners at its meeting on January 23, 2017 amended the
resolution to change the appointee of the Board of Commissioners to authorize an alternate to the
Chair of the Board of County Commissioners; and
Whereas, the Board of County Commissioners at its meeting on May 15, 2017 desired to further
amend the resolution to change the appointees of the Board of Commissioners in Section 2. A
below with a July 1, 2017 effective date; and
Whereas, the Board of Commissioners at its meeting on July 10, 2017 further amended the
resolution to add an ex-officio for a City of Roxboro representative as well as an ex-officio
representative for Piedmont Community College; and
Whereas, the Board of Commissioners at its meeting on September 11, 2017 desired to amend
its resolution to remove the amendment requiring the Secretary/Treasurer to report to the
Director of the Commission.
Now therefore be it resolved that:
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1- The 1981 resolution creating the Person County Economic Development
Commission as amended is further amended as follows:
(a) Existing Section 2 is repealed and the following section 2 is
inserted therefore:
Section 2, MEMBERSHIP, TERMS OF OFFICE, ETC.
“The commission shall consist of (8) members. The members shall be appointed
for (5) year terms except for those members appointed by virtue of their
respective offices, which such members shall serve for the period which they
occupy those offices. The membership of the Board shall be as follows with the
members serving the terms indicated by the number indicated after their names:
A. Elected Chair or alternate of the Person County Board of Commissioners
serving ex-officio with full right to vote (term of office), provided
however if not present the county manager is authorized to vote.
B. (7) Members at Large appointed by the Board of County Commissioners
each for a (5) year term.
Any member of the Economic Development Commission may be removed at any time with or
without cause by a majority vote of the appointment authority.
The following persons shall be permitted to participate fully in the activities of the board as non-
board members but shall have no right to vote on any matter except as authorized in Section 2A
above as to the County Manager:
1- Person County Manager serving ex-officio
2- Roxboro City Manager serving ex-officio
3- Representative of Agricultural/Farm Community serving a (5) year ex-officio term
4- Representative of the City of Roxboro
5- Representative of Piedmont Community College
Adopted, this, the 11th day of September 2017.
__________________________________
Tracey L. Kendrick, Chairman
Person County Board of Commissioners
Attest:
__________________________________
Brenda B. Reaves, NCCCC, MMC
Clerk of Board
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A RESOLUTION OF SUPPORT TO DEDICATE A SECTION OF NC HIGHWAY 57
IN PERSON COUNTY TO COMMEMORATE THE SERVICE OF
WORLD WAR I VETERAN, FIRST LIEUTENANT GUY J. WINSTEAD
WHEREAS, the Person County Board of County Commissioners hereby acknowledge and
support a request to dedicate a section of NC Highway 57 in Person County to
commemorate a World War I veteran, First Lieutenant Guy J. Winstead; and
WHEREAS, First Lieutenant Guy J. Winstead was born in the Olive Hill community on August
29, 1896 and he joined the United States Army and served with Company C, the 38th
Infantry Regiment, 3rd Division, American Expeditionary Forces, near Chateau-
Thierry, France, during June and July, 1918; and
WHEREAS, First Lieutenant Guy J. Winstead led four patrols across the Marne River while
exposed to heavy enemy machine-gun fire. On the second of these patrols the boat
was sunk and it was necessary to swim the river. While within the enemy lines he
and five others raided a German outpost, killing five of the enemy, and, in spite of
heavy enemy fire, returned with a prisoner; and
WHEREAS, First Lieutenant Guy J. Winstead on July 15, 1918, shortly after leading his platoon
under gas and shell fire to a position on a hill, he was killed in action by enemy fire;
and
WHEREAS, First Lieutenant Guy J. Winstead was awarded posthumously by the President of the
United States, authorized by Act of Congress, the Distinguished Service Cross, the
second highest award for heroism presented to a combat Army veteran;
WHEREAS, Criteria for this distinguished award states “the act or acts of heroism must have
been so notable and have involved risk of life so extraordinary as to set the
individual apart from their comrades.” Recipients of the Distinguished Service
Cross are eligible to have a roadway dedicated that is five miles or less.
NOW, THEREFORE, BE IT RESOLVED that the Person County Board of County
Commissioners, requests the NC Board of Transportation’s consideration to 1) exempt the
requirement for whom a road named in honor be deceased less than 75 years as the First Lieutenant
Guy J. Winstead made the ultimate sacrifice on the battle field and 2) to approve a section of NC
Highway 57 (Semora Road) starting at Thomas Road (SR 1398) and ending in approximately five
miles just before the Concord Church (SR 1300) and Concord Ceffo Road (SR 1340) intersection
with Semora Road. Be It Further Resolved that the Person County Board of Commissioners
expresses willingness to pay an administrative fee of $2,000 to assist in the costs of this request.
THIS RESOLUTION adopted this, the 11th day of September 2017.
Person County Board of County Commissioners
By: _________________________________ Attest: _______________________________
Tracey L. Kendrick, Chairman Brenda B. Reaves, Clerk
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AGENDA ABSTRACT
Meeting Date: September 11, 2017
Agenda Title: Sale of surplus property
Background information:
The BOC has solicited initial offers for the following surplus properties:
1. “Old Senior Center building and green space”- .54 acres, record number 16471
2. “Old Hotel lot”- .49 acres, record number 10534
Summary of Information:
GS 160A allows for the sale of surplus property via the upset bid process. This process begins with
an initial offer. Initial offers have been received for both the Old Senior Center and the Old Hotel in
the following amounts:
1. Old Senior Center - $500 from Tracey Kendrick
2. Old Hotel lot - $22,500 from John Dixon
The initial offer will be advertised and new bids that are not less than ten percent (10%) of the first
one thousand dollars ($1,000) and five percent (5%) of the remainder will be solicited for the next
10 days. All bids should be submitted to the clerk to the Board of County Commissioners who will
determine which is the highest, eligible bid and then solicit further bids. This process is followed
until no further bids are received.
In order to begin this process, the BOC must adopt the resolutions attached.
Recommended Action: Adopt the resolutions and begin the upset bid process.
Submitted By: Assistant County Manager, Sybil Tate
233
Resolution Authorizing Upset Bid Process
“Old Senior Center Surplus Property”
WHEREAS, Person County owns a .54 acre tract located on Satterfield St. and known as the “Old
Senior Center”, Map and Parcel Number 1 47, Record Number 16471, Person County Tax Maps
(Recombination of Lot 1 and 2, Plot Cabinet 16, page 870); and
WHEREAS, North Carolina General Statute § 160A-269 permits the county to sell property by
upset bid, after receipt of an offer for the property; and
WHEREAS, the county has received an offer to purchase the “Old Senior Center” property
described above, in the amount of $500, submitted by Tracey Kendrick of Roxboro; and
WHEREAS, Tracey Kendrick has paid the required deposit on his offer;
THEREFORE, THE PERSON COUNTY BOARD OF COMMISSIONERS RESOLVES THAT:
1. The Board of Commissioners authorizes sale of the property described above through the
upset bid procedure of North Carolina General Statute § 160A-269.
2. The clerk to the Board of County Commissioners shall cause a notice of the proposed sale
to be published. The notice shall describe the properties and the amount of the offer, and
shall state the terms under which the offer may be upset.
3. Persons wishing to upset an offer that has been received shall submit a sealed bid with
their offer to the office of the clerk to the Board of County Commissioners within 10 days
after the notice of sale is published. At the conclusion of the 10-day period, the clerk to the
Board of County Commissioners shall open the bids, if any, and the highest such bid will
become the new offer. If there is more than one bid in the highest amount, the first such
bid received will become the new offer.
4. If a qualifying higher bid is received, the clerk to the Board of County Commissioners shall
cause a new notice of upset bid to be published, and shall continue to do so until a 10-day
period has passed without any qualifying upset bid having been received. At that time, the
amount of the final high bid shall be reported to the Board of Commissioners.
5. A qualifying higher bid is one that raises the existing offer by not less than ten percent (10%)
of the first $1,000.00 of that offer and five percent (5%) of the remainder of that offer.
6. A qualifying higher bid must also be accompanied by a deposit in the amount of five percent
(5%) of the bid; the deposit may be made in cash, cashier’s check, or certified check. The
county will return the deposit on any bid not accepted, and will return the deposit on an
offer subject to upset if a qualifying higher bid is received. The county will return the deposit
of the final high bidder at closing.
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7. The terms of the final sale are that
a) the Board of Commissioners must approve the final high offer before the sale is closed,
which it will do within 30 days after the final upset bid period has passed, and
b) the buyer must pay with cash at the time of closing.
8. The county reserves the right to withdraw the property from sale at any time before the final
high bid is accepted and the right to reject at any time all bids.
9. If no qualifying upset bid is received after the initial public notice, the offer set forth above
is hereby accepted. The appropriate county officials are authorized to execute the
instruments necessary to convey the “Old Senior Center” property to Tracey Kendrick.
Adopted this, the September 11, 2017.
__________________________________
Tracey L. Kendrick, Chairman
Person County Board of Commissioners
Attest:
__________________________________
Brenda B. Reaves, NCCCC, MMC
Clerk to the Board of Commissioners
235
Resolution Authorizing Upset Bid Process
“Old Hotel Surplus Property”
WHEREAS, Person County owns a .49 acre tract located on Depot Street and known as the “Old
Hotel”, Map and Parcel Number 1 33, Record Number 10534, Person County Tax Maps (Lot 3,
Plot Cabinet 16, page 870); and
WHEREAS, North Carolina General Statute § 160A-269 permits the county to sell property by
upset bid, after receipt of an offer for the property; and
WHEREAS, the County has received an offer to purchase the “Old Hotel” property described
above, in the amount of $22,500, submitted by John Dixon of Roxboro, NC; and
WHEREAS, John Dixon has paid the required deposit on his offer;
THEREFORE, THE PERSON COUNTY BOARD OF COMMISSIONERS RESOLVES THAT:
1. The Board of Commissioners authorizes sale of the property described above through the
upset bid procedure of North Carolina General Statute § 160A-269.
2. The clerk to the Board of County Commissioners shall cause a notice of the proposed sale
to be published. The notice shall describe the property and the amount of the offers, and
shall state the terms under which the offer may be upset.
3. Persons wishing to upset an offer that has been received shall submit a sealed bid with
their offer to the office of the clerk to the Board of County Commissioners within 10 days
after the notice of sale is published. At the conclusion of the 10-day period, the clerk to the
Board of County Commissioners shall open the bids, if any, and the highest such bid will
become the new offer. If there is more than one bid in the highest amount, the first such
bid received will become the new offer.
4. If a qualifying higher bid is received, the clerk to the Board of County Commissioners
shall cause a new notice of upset bid to be published, and shall continue to do so until a
10-day period has passed without any qualifying upset bid having been received. At that
time, the amount of the final high bid shall be reported to the Board of Commissioners.
5. A qualifying higher bid is one that raises the existing offer by not less than ten percent
(10%) of the first $1,000.00 of that offer and five percent (5%) of the remainder of that
offer.
6. A qualifying higher bid must also be accompanied by a deposit in the amount of five
percent (5%) of the bid; the deposit may be made in cash, cashier’s check, or certified
check. The county will return the deposit on any bid not accepted, and will return the
deposit on an offer subject to upset if a qualifying higher bid is received. The county will
return the deposit of the final high bidder at closing.
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7. The terms of the final sale are that
a) the Board of Commissioners must approve the final high offer before the sale is
closed, which it will do within 30 days after the final upset bid period has passed, and
b) the buyer must pay with cash at the time of closing.
8. The county reserves the right to withdraw the property from sale at any time before the
final high bid is accepted and the right to reject at any time all bids.
9. If no qualifying upset bid is received after the initial public notice, the offer set forth
above is hereby accepted. The appropriate county officials are authorized to execute the
instruments necessary to convey the “Old Hotel” property to John Dixon.
Adopted this, the September 11, 2017.
__________________________________
Tracey L. Kendrick, Chairman
Person County Board of Commissioners
Attest:
__________________________________
Brenda B. Reaves, NCCCC, MMC
Clerk to the Board of Commissioners
237
AGENDA ABSTRACT
Meeting Date: September 11, 2017
Agenda Title: Person County False Alarm Ordinance
Summary of Information: In an effort to reduce the number of false fire alarms, which burden
county and Volunteer Fire Department resources, Commissioner Jeffers had suggested the
development of a False Alarm Ordinance.
Highlights of this proposed ordinance are as follows:
Applies to commercial and residential false alarms
Enforced by the Inspections Department, with cooperation from the VFD’s
Assesses the following fines;
For false alarm 1 through 2- written warning
For false alarm 3 through 5 a fine of $50.00 each
For false alarm 6 through 7 a fine of $100.00 each
For false alarm 8 through 9 a fine of $250.00 each
For false alarm 10 and up a fine of $500.00 each
Uses the fiscal year as the period of time to determine the number of false alarms per year
Allows for a written appeal to the Inspections Director
Provides options for cost recovery – lien, debt set off, etc.
The ordinance can be adopted with one reading, if the vote is unanimous. If not, two reads and two
votes will be required.
Recommended Action: Provide staff with feedback about the ordinance
Submitted By: Doug Young, Emergency Services Director
238
Person County False Alarm Ordinance
BE IT ORDAINED by the Person County Board of Commissioners as follows:
Section 1. Findings
The Board does hereby find that:
(a) The Person County Board of Commissioners finds that excessive false alarms unduly burden the
County’s public safety resources.
(b) The Person County Board of Commissioners desires to reduce the number of false alarms and enhance
valuable public safety resources by establishing clear standards for the use of alarms, and clear
disincentives for the negligent and inappropriate use of alarms.
(c) GS 153A-121 and 123(c) provide the authority for local governments to adopt ordinances to protect
the safety of its citizens and charge fees for the violation of an ordinance.
Section 2. Purpose
The purpose of this ordinance is to encourage residential and commercial fire alarm users to properly use
and maintain the operational effectiveness and proper utilization of alarm systems and to reduce or
eliminate false alarms which may unduly divert fire resources.
This ordinance governs systems intended to summon a fire public safety response, establishes fees,
provides for penalties for violations, and establishes a system of administration.
Section 3. Applicability
This ordinance shall apply to all unincorporated portions of Person County pursuant to NCGS 153A-122.
Section 4. Definitions
1. Alarm System means sensors, controls and enunciators connected to detect and report a fire.
This definition shall not include alarms which do not require a response from law
enforcement or fire departments, such as self-contained residential smoke detectors and
vehicle alarms.
2. Alarm System User (or "user") means any person, corporation, partnership, or governmental
or educational entity that owns, leases, or occupies a property that utilizes an Alarm System.
3. False Alarm means activation of an Alarm System that elicits a response by fire or other
emergency response units when no situation requiring such a response exists because the
responding party finds no evidence of fire products or combustion. False Alarm includes
accidental, avoidable, and unnecessary alarm activation due to user error, equipment
malfunction, improper or unsuited equipment, but does not include alarm activation caused
by violent conditions of nature or other extraordinary circumstances beyond the control of the
Alarm System User.
Section 5. Prohibited Actions
1. It shall be unlawful for any person to activate an alarm for the purpose of summoning fire
departments when no fire exists at the location or otherwise cause an alarm when there is no
valid reason for activation of the alarm.
2. It shall be unlawful for a person to continue an action, process or maintain a situation which
continues to create false alarms occurring at the same location.
3. It shall be unlawful for an alarm system user to fail to reimburse Person County in
accordance with this ordinance’s criteria, for alarm responses deemed false.
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Section 6. Civil penalties
1. Whenever a Person County Fire Department (paid or volunteer under contract with Person
County), the Person County Fire Inspector, or other public safety department responds to a
fire alarm and finds it to be a false alarm a record will be started for the location. Monitoring
of the location over the twelve month fiscal year will begin and warning letters and fees will
be sent to the alarm system user, based upon the following schedule:
i. For false alarm 1 through 2- written warning
ii. For false alarm 3 through 5 a fine of $50.00 each
iii. For false alarm 6 through 7 a fine of $100.00 each
iv. For false alarm 8 through 9 a fine of $250.00 each
v. For false alarm 10 and up a fine of $500.00 each
Payments must be received within 30 days or a twenty-five ($25) dollar late fee will be added to
the account.
Section 7. Exclusions
For the purpose of computing the number of alarm responses, a false alarm shall not include an
alarm that is:
1. Determined to have been activated by adverse weather conditions reported by the Person
County Emergency Services Director, Person County Fire Inspector, the National Weather
Service, Director of Inspections or the responding agency.
2. Activated by an outside non-domesticated animal.
3. An alarm where there is physical evidence of a fire where the fire was ignited secondary to
the alarm so as to not be charged for a false alarm.
4. An alarm where there is physical evidence of a fire at the premises where the alarm was
activated.
5. A local alarm activated in the testing of the alarm system testing procedure shall not count
toward alarm responses as long as the alarm user notifies Person County 911 Center of the
alarm test prior to the testing.
Section 8. Notification
The Inspections Director shall have the alarm system user notified in writing after the first and each
subsequent false alarm. The notification shall include:
a. The amount of the civil penalties for each false alarm,
b. The date by which the civil penalty must be paid (for false alarm 3 and above), and
c. A description of the appeal procedure available to the alarm user.
Section 9. Appeals
1. Any determination by an alarm system user that the fire alarm activation was not one of the
exclusions herein may be appealed to the Inspections Director within ten (10) days of
notification in writing. The decision of the Inspections Director shall be final.
Section 10. Enforcement of Violations
1. Any person violating any of the provisions of this chapter shall be subject to the civil penalties set
forth. Any violation of this chapter shall be deemed a non-criminal violation and shall not be a
misdemeanor or infraction pursuant to G.S. 14-4.
2. If payment is not received or equitable settlement reached within one hundred eighty (180) days
after demand for payment is made, the matter shall be referred to the County Attorney. If
appropriate, the County Attorney may institute civil action in the name of the County in the
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appropriate division of the general court of justice of Person County for recovery of the penalty,
recommend application of the debt set off program, or any other recovery mechanism allowed
under State law.
Section 11. Severability
1. All local ordinances in conflict herewith are hereby repealed to the extent of said conflict.
2. If this ordinance or application thereof to any person or circumstance is held invalid, such
invalidity shall not affect other provisions or applications of the ordinance which can be
given separate effect and to this end the provisions of this ordinance are declared to be
severable.
3. This ordinance shall become effective September 11, 2017.
Tracey L. Kendrick, Chairman
Person County Board of Commissioners
Brenda B. Reaves
Clerk to the Board
241
AGENDA ABSTRACT
Meeting Date: September 11, 2017
Agenda Title: DRAFT of Transfer Station Request for Proposal
Background:
At the August 21, 2017 meeting, the BOC requested staff to draft a Request for Proposal (RFP) to
manage the transfer station.
Summary of Information:
Attached is a draft of the RFP. Below are the highlights:
1. Services include the following
a. Operations and Maintenance of the transfer station
b. Hauling waste to the Granville County landfill and recycling to the MRF
c. Operating the scale house (requires board determination)
2. Cost is based on tons managed and adjusted annually by the CPI for the operations and
maintenance services
3. Cost is based on tons managed and adjusted quarterly by the diesel fuel index for the
hauling services
4. Cost is based on monthly operating costs and adjusted annually by CPI for the scale
house services
5. Date to begin operations is July 1, 2018
6. Includes a commitment from the county to upfit the old transfer station, which is
estimated to cost $500,000.
7. Contract will be for 7 years, with 3, 1-year renewal options by the County
8. Does not guarantee the amount of waste to be managed at the transfer station
9. Provides the following preliminary dates for the RFP process:
Task/ Activity Event Date (and Time)
Issue RFP September 12, 2017
Mandatory Pre‐Proposal Conference September 26, 2017
Final Day to Submit Requests for Information and Questions October 10, 2017
Proposal Submittal Date November 6, 2017, 3pm
10. Uses the same hours and holidays as the existing landfill
11. Requires litter clean-up for three miles around the entrance of the landfill on Cedar Grove
Church Road
12. Bids are valid for 180 days after Nov. 6th (due date)
Recommended Action: Provide staff with feedback.
Submitted By: Sybil Tate, Assistant County Manager
242
PERSON COUNTY, NORTH CAROLINA
Request for Proposals
for
Transfer station Operation and
Maintenance and Solid Waste Hauling
Proposal Deadline November 6, 2017
3:00 p.m. EDT
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REQUEST FOR PROPOSALS FOR
TRANSFER STATION OPERATION AND MAINTENANCE AND
SOLID WASTE HAULING
Table of Contents
Section Page
1. Introduction 2
2. Background 4
3. General Proposal Requirements 5
4. Scope of Services 13
Attachments
A. Proposal Forms
1) Official Proposal Form
2) Proposal Price Form
3) Alternate Price Proposal Form
4) Non‐Collusive Affidavit
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Section 1
Introduction
Person County Government intends to enter into a contract with a qualified firm to:
(1) Operate and maintain the Person County Transfer station
(2) Haul solid waste from the transfer station to the Granville County Landfill
located at 6584 Landfill Road in Oxford, NC 27565 and haul recycling from the
transfer station to the Person County Recycling Center, located at 741 Martin
Street, Roxboro, NC 27573.
The County intends to contract for the above services for an initial period of seven (7)
years, with the County retaining the option of renewing for three (3), one (1) year periods
under the same terms and conditions. The hauling and operations/maintenance services
may be bid on separately or together.
The transfer station is located at Cedar Grove Church Road, Roxboro NC, Record number
16659 in the Person County GIS system. The anticipated contract start date for the services
is July 1, 2018. The selected Contractor will have access to the transfer station prior to
contract start date; however, the County will be upfitting the facility to meet current
standards, so access may be limited during construction.
When responding to this RFQ, please follow all instructions carefully. Please submit
proposal contents according to the outline specified and submit documents according to
the instructions in Section 3.5 Proposal Format. Failure to follow these instructions may be
considered a non‐responsive proposal and may result in immediate elimination from
further consideration.
The County reserves the right to request additional information from the proposers and to
reject any and all proposals. The County reserves the right to judgmentally select the
successful bidder and negotiate a contract that best meets the needs of the County.
The County reserves the right to reject any or all proposals if it determines that select proposals
are not responsive to the RFP. The County reserves the right to reconsider any proposal
submitted at any phase of the procurement. It also reserves the right to meet with select
Proposers at any time to gather additional information.
The County will receive proposals at the time and place noted in this document. At that point,
the County will close the receipt of proposals and begin the evaluation process. If the proposal
contains confidential information as defined by NCGS 132‐1.2, it should be marked
“CONFIDENTIAL.” Please mark only the pages that contain confidential information as
“CONFIDENTIAL.” If the entire proposal is marked “CONFIDENTIAL,” it will be disqualified. In
the event that a request for inspection is made under public records law, the Proposer will
be notified of the request.
Negligence or error on the part of any Contractor in preparing its proposal confers no right
of withdrawal or modification of their response after time has been called. Sureties and
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principals are advised that the County cannot give consideration to any “plea of error” in
preparation of the bid, except in accordance with N.C.G.S. 143‐129.
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Section 2
Background
The transfer station, constructed by Person County, was opened in 1994 and closed in
1997. During this time, the transfer station processed approximately 26,000 tons of waste
per year. It will serve as a transfer point for hauling MSW generated and collected in Person
County to the SWLF located in Granville County. It will also serve as the transfer point for
hauling recycling generated and collected in Person County to the Person County MRF (also
known as the Person County Recycling Center (PCRC)).Both residential waste collection
vehicles, which may include the City of Roxboro’s fleet, private haulers, and commercial
vehicles, will use the transfer station.
2.1 Solid Waste Quantities
The amount of MSW and recyclables that will be delivered to the transfer station is
unknown. A consultant’s analysis estimates the average annual MSW tonnage at 22,850,
based on the State’s annual tonnage reports; however, no contracts or MOU’s have been
signed with the City of Roxboro or any other local hauler. The County does not guarantee
the consultant’s estimate.
2.2 Facility Description and Improvements
The transfer station is a 60x60 foot, bi‐level, steel framed structure with a concrete slab‐on‐
grade floor system.
Various improvements will be made to the transfer station to ensure that it meets current
standards. The contractor selected as a result of the RFP process will therefore inherit
operations and maintenance responsibilities at a newly renovated facility. It will be the
Contractors responsibility for maintaining the integrity of the facility, including taking all
necessary precautions to prevent damage to the facility.
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Section 3
General Proposal Requirements
3.1 Proposal Contact
This RFP and any subsequent action taken as a result there of are issued by Person County.
Proposal responses should be directed specifically, as outlined herein. In regards to this
RFP and subsequent procurement process, vendors shall make NO CONTACTS, either
written or verbal, with any Person County employee, staff member, or Board of
Commissioner members during the period beginning with the issuance of this document
through approval of award unless authorized by the proposal contact. Any attempt by a
Proposer to contact or influence a member or members of the aforementioned may result
in the immediate disqualification of the Proposer from award for items or services on this
RFP.
3.2 Proposal Submission Requirements
Proposers are required to prepare their proposals in accordance with the instructions
outlined in this part and elsewhere in this RFP. Each Proposer is required to submit its
proposal in a sealed package, with Proposer’s name, and proposal closing time/date
marked clearly on the proposal submission.
Provide one (1) original complete proposal package and one digital version on CD in a
commonly accepted computer format such as Portable Document Format (.pdf). The
proposal packages shall be arranged and presented as stipulated in Section II, C. Proposal
packages are to be delivered to:
Person County Office Building, Room 211
304 South Morgan Street
Roxboro, NC 27573
Attn: Sybil Tate
The County must receive proposals no later than 3:00 p.m., November 6, 2017. The time
of receipt shall be determined by the time clock in the Person County Office Building. The
County will not be held responsible for the failure of any mail or delivery service to deliver
a proposal response prior to the stated proposal due date and time. It is solely the
Proposer’s responsibility to: (1) Ascertain that they have all required and necessary
information, documents and addenda, prior to submitting a response; (2) ensure that the
response is received at the correct location and time. Late responses, regardless of
delivery means, will not be accepted. No fax or emailed responses will be accepted or
considered.
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3.3 Schedule
The County has established the following schedule for the procurement process:
Task/ Activity Event Date (and Time)
Issue RFP September 12, 2017
Mandatory Pre‐Proposal Conference September 26, 2017, 10am
Final Day to Submit Requests for Information and Questions October 10, 2017
Proposal Submittal Date November 6, 2017, 3pm
3.4 Mandatory Pre‐Proposal Conference
All Proposers shall attend a mandatory Pre‐Proposal Conference that will be held on
September 26, 2017 at 10 a.m. (EST), at the Person County Office Building (304 S. Morgan
Street, Rm 215, Roxboro, NC 27573). After the Pre‐Proposal Conference, a site visit to the
transfer station and MRF will be held. A site plan will be provided during the site visit.
The Pre‐Proposal Conference will address this RFP and the process for the selection of a
Contractor that will provide the services requested. Any questions about or suggested
modifications to the RFP may be discussed with the County’s representatives at the Pre‐
Proposal Conference. Proposers are encouraged to submit questions and suggestions to
the County in writing, before the Pre‐Proposal Conference.
Questions should be submitted to Sybil Tate via email at state@personcounty.net.
3.5 Proposal Format
Proposals shall be made on 8 1/2" x 11" paper, side bound with Table of Contents and
reference tabs for key sections. The proposal must be divided into six (6) tabbed sections
(not including an attachments section) with references to all parts of this RFP done on a
section number/paragraph number/letter basis. The six tabbed sections and attachments
shall be named as noted below. Complete responses are required. All submittals must
contain the following requested information in the format specified below:
Table of Contents
Section 1. Introduction and Executive Summary (2 pages or less)
Include a concise summary of your company while highlighting your experience,
qualifications, approach and any other relevant information that best demonstrates your
ability provide the entire scope of services requested in this RFP. Do not include pricing
information in this section.
Section 2. Experience, Qualifications and Staffing
Include company name and business address and website address. Provide the type of
organization (individual, partnership, corporation, etc.) and list the names of all partners,
principals, etc. Provide the year established and include former name(s) and year(s)
established, as applicable.
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Provide the name, title, address and telephone number of your company’s primary contact
for this contract. The person identified must be empowered to make binding commitments
for the Company and its subcontractors.
Provide the names, background, and relevant experience of the management team (Facility
Manager and Supervisors) proposed to execute the work. The identified Facility Manager
will serve as the County’s primary point of contact during execution of the work, and will
be responsible for the duties outlined in the RFP.
Provide the following information summarizing your company’s experience with:
Waste Transfer station operation
Facility name, location, ownership and dates of operational responsibility. At a
minimum, all facilities operated within the last five (5) years should be included.
Facility description, including capacity, average tons handled, type of waste, equipment
used.
Responsibilities and Personnel (number of staff).
Client references, including name, position, and current contact information for all
facilities operated within the last five (5) years.
Waste, Recycling and/or Material Hauling
Years of experience in truck fleet operation
Description of hauling contracts including length of contract; number of personnel;
number, type and size of vehicles involved; type of material hauled; and number of miles
travelled. At a minimum, all hauling contracts within the last five (5) years should be
included.
Description of how vehicles are maintained, including the location(s) of vehicle
maintenance facilities.
Client references, including name, position, and current contact information for all
hauling contracts maintained over the previous five (5) years.
For all waste transfer stations which you company operates, provide a complete list of
Notice of Violations (NOV) received since January 1, 2012. Provide the facility name NOV,
Facility Manager’s name, and indicate if/how the NOV was addressed and resolved.
Section 3. Description of Proposed Services, Equipment and Facilities
Describe your approach to executing the scope of services described in this RFP. Your
approach must include a discussion of the materials, equipment and methods your
Company will use to protect and maintain the integrity of the facility, including minimizing
wear and tear to the tipping floor and push walls and preventing damage to these and
other structures. Because of the recent investment to be made in rehabilitating and
improving the facility, the County is especially interested in the Proposers’ demonstrated
experience and approach to preserving the facility’s integrity and maximizing the useful life
of the structures and components. In discussing your overall approach, provide the
following information:
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Personnel
The Proposer shall describe its project team and demonstrate that it has a sufficient
number of properly qualified personnel to perform the work that is required. Briefly
describe personnel roles and responsibilities.
Discuss procedures and ability to add temporary staff to accommodate increased waste
amounts.
List and briefly describe any training programs, including health and safety training, that
your Company provides for staff involved in transfer station operation and waste
hauling activities.
Equipment
Provide a listing of hauling equipment that will be used to execute the work. Minimum
equipment requirements are listed in Section 4.1.5 of this RFP. Provide the minimum
following information to each hauling vehicle proposed :
o Manufacturer, model and year
o Capacity
o Gross vehicle weight rating and gross combination weight rating
o Payload volume
o Vehicle dimensions
o Top cover description
Provide a listing of transfer station waste handling equipment that will be used to
execute the work. Describe in detail the approach to compact MSW, once it has been
placed in the hauling vehicles. The approach should outline strategies, methods, and
equipment that will minimize wear and tear to the structures. Preference will be given to
equipment that is designed and sized in a manner that will minimize the potential for
damage to the structures. Minimum equipment requirements are listed in Section 4.15 of
this RFP. Equipment lists must include:
o Manufacturer, model and year
o Operating hours
o Net power (hp) @ 2,000 rpm
o Attachments (buckets, grapples, and load tamping devices) including capacities,
where applicable.
Facilities
Identify and describe the off‐site facility that will be used for fleet maintenance and
servicing.
Permits
Demonstrate that your Company has, or will have, valid federal, state, and local permits
to execute the scope of services described in this RFP.
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Subcontractors
Identify subcontractors that are proposed for this contract and the services they will
perform. Identify previous (if applicable) experience working with the subcontractors
proposed.
Section 4. Financial Capability
The Proposer shall demonstrate its financial capability by proving that it has funds, or
commitments of funds, or the ability to raise funds necessary to perform the required
scope of services detailed in this RFP and under the proposed contract. The Proposer shall
submit financial statements for the last three years for itself and all major subcontractors.
Financial statements are not necessary for proposed subcontractors who will perform
minor maintenance and upkeep of the transfer station. The financial statements may
consist of audited statements, the most recent annual reports or 10‐K reports, tax returns,
or comparable reliable information.
The Proposer shall submit appropriate documentation from independent companies to
demonstrate that the Proposer has the ability to obtain the types and amounts of insurance
required under the proposed contract. The Proposer also shall submit appropriate
documentation from independent companies to demonstrate that the Proposer can obtain
and maintain the performance and payment bonds required under the contract.
Finally, the Proposer shall describe all significant changes in the Proposer's business that
have occurred within the past five (5) years, including bankruptcy proceedings or filings,
mergers, and acquisitions.
Section 5. Exceptions and Deviations
List any exceptions or deviations to the RFP requirements on a separate page. If no
exceptions or deviations are claimed, provide a statement indicating such. Exceptions and
deviations must be accompanied by additional pricing forms corresponding to the
exceptions and deviations.
Section 6. Pricing
Complete and provide Form 1, Official Proposal Form; Form 2, Proposal Pricing Form; and
optionally, Form 3, Alternate Price Proposal Form.
Proposal Attachments
Provide the following forms as attachments to your proposal: Non‐Collusive Affidavit. As a
separate attachment, provide any additional information not specifically requested above
or as part of this RFP that your Company desires to include.
3.6 Evaluation Criteria
The following criteria will be the basis on which consultants will be selected for further
consideration:
Contractor qualifications and experience
Contractor equipment, facilities, and approach
Contractor financial strength and stability
Proposed cost of service
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Proposal Completeness and Responsiveness
References
The above listing does not indicate the order of importance. The selection committee may
establish a priority ranking for the final list of criteria for the project.
3.7 Proposer Expenses
The County will not be responsible for any expenses incurred by any Proposer in the
development of a response to this RFP or any other activities associated with this
procurement including but not limited to any onsite (or otherwise) interviews and/or
presentations, and/or supplemental information provided, submitted, or given to Person
County and/or its representatives. Further, the County shall reserve the right to cancel the
work described herein prior to issuance and acceptance of any contractual
contract/purchase order by the recommended Proposer even if the Board of
Commissioners has formally accepted a recommendation.
3.8 Retention of Proposer Material
Any and all information submitted in conjunction with this RFP and the evaluation process
will not be returned to the respondent.
3.9 Certification
The Proposer hereby certifies that it has carefully examined this RFP and the Proposer
certifies that it understands the scope of the work to be done and that the Proposer has
knowledge and expertise to provide the scope of the work. By signature on the response to
the RFP, the Proposer certifies that its proposal is made without prior understanding,
contract, or connection with any corporation, firm or person submitting a proposal for the
same materials, supplies, or equipment, and is in all respects fair and without collusion or
fraud, so that all proposals for the purchase will result from free, open and competitive
proposing among all vendors. Further, the Proposer certifies that it understands that
collusive bidding/proposing is a violation of Federal law and can result in fines, prison
sentences, and civil damage awards.
3.10 Conflict of Interest
By submission of a response, the Proposer agrees that at the time of submittal, it: (1) has no
interest (including financial benefit, commission, finder’s fee, or any other remuneration)
and shall not acquire any interest, either direct or indirect, that would conflict in any
manner or degree with the performance of Proposer’s services, or (2) will not benefit from
an award resulting in a “Conflict of Interest.” A “Conflict of Interest” shall include holding
or retaining membership, or employment, on a board, elected office, department, division
or bureau, or committee sanctioned by and/or governed by Person County. Proposers
shall identify any interests, and the individuals involved, on separate paper with the
response and shall understand that the County, in consultation with legal counsel, may
reject their proposal.
3.11 Assignment
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No assignment of the Proposer’s obligations or the Proposer's right to receive payment
hereunder shall be permitted without prior consent of the County. The Proposer may not
sell, assign, transfer or convey the contract resulting from this RFP, in whole or in part,
without the prior written approval from the County.
3.12 Indemnification
The Contractor will indemnify and hold the County harmless from any and all liability,
expense, judgment, suit, or cause of action for personal injury, death, or direct damage to
tangible property which may accrue against the County to the extent it is caused by the
negligence of Contractor, its Sub‐Consultants, or their employees or agents, while
performing duties under this contract, provided that the County gives the Contractor
prompt, written notice of any such claim or suit. The County shall cooperate with
Contractor in its defense or settlement of such claim or suit. This section sets forth the full
extent of the Contractor’s general indemnification of the County from liabilities that are in
any way related to Contractor’s performance under this contract.
3.13 Independent Contractor
It is understood that in the performance of any services herein provided, the Proposer shall
be, and is, an independent Contractor, and is not an agent or employee of the County and
shall furnish such services in its own manner and method, except as required by the
contract. Further, the Proposer has, and shall retain the right to exercise full control over
the employment, direction, compensation, and discharge of all persons employed by the
Proposer in the performance of the services hereunder. The Proposer shall be solely
responsible for, and shall indemnify, defend, and save the County harmless, from all
matters relating to the payment of its employees, including compliance with Social
Security, withholding, and all other wages, salaries, benefits, taxes, exactions, and
regulations of any nature whatsoever.
3.14 Governing Law
This RFQ and any resulting contract shall be governed by and construed according to the
laws of the State of North Carolina. Should any portion of any contract be in conflict with
the laws of the State of North Carolina, the State laws shall invalidate only that portion. The
remaining portion of the contract(s) shall remain in effect.
3.15 Compliance with Laws and Regulations
Proposer must comply with all applicable State and Federal Laws. In the event any
Governmental restrictions may be imposed which would necessitate alteration of the
material, quality, workmanship or performance of the items offered on this proposal prior
to their delivery, it shall be the responsibility of the successful Proposer to notify Person
County at once, indicating in their letter the specific regulation which required such
alterations. The County reserves the right to accept any such alterations, including any
price adjustments occasioned thereby, or to cancel the contract.
3.16 Acceptance
Submission of any proposal indicates a Proposer’s acceptance of the conditions contained
in this RFP unless clearly and specifically noted otherwise in the proposal. Furthermore,
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the County is not bound to accept a proposal on the basis of lowest price, and further, the
County has the sole discretion and reserves the right to cancel this RFP, and to reject any
and all proposals, to waive any and all informalities and/or irregularities, or to re‐advertise
with either the identical or revised specifications, if it is deemed to be in the County's best
interests to do so. The County reserves the right to accept or reject any or all of the items in
the proposal, and to award the contract in whole or in part and/or negotiate any or all
items with individual Proposers if it is deemed in the County’s best interest. Moreover, the
County reserves the right to make no selection if proposals are deemed to be outside the
fiscal constraint or not in the best interest of the County.
3.17 New Services
From time to time during the period of work outlined in the RFP and afterward, the County
may elect to have the Contractor perform services that are not specifically described in the
Scope of Services but are related to the contracted services (the “New Services”). In this
event, Contractor shall perform such New Services through an amendment to the contract
and subsequent issuance of a Task Order. The compensation for such New Services will be
negotiated by the County and Contractor in good faith prior to executing the work.
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Section 4
Scope of Services
The County is seeking the services of a qualified Contractor with extensive knowledge and
background operating and maintaining a solid waste transfer station and hauling MSW and
recycling in a safe, reliable, cost‐effective and environmentally sound manner. It is the
County’s intent to enter into an contract of seven (7) years in length, with the option to
renew under the same terms and conditions for an additional three (3) year period.
The selected Contractor will be required to start operations on July 1, 2018, and continuing
throughout the term of the contract. The contractor will only be excused from this
obligation when uncontrollable circumstance prevents the contractor from complying.
4.1 Transfer station operation and maintenance
4.1.1 Waste Intake
The transfer station serves as a transfer point for hauling MSW and recycling generated in
Person County, to the Granville County Landfill located at 6584 Landfill Road in Oxford, NC
27565. Both residential waste collection vehicles, which may include the City of Roxboro’s
fleet, private haulers, and commercial vehicles, will use the transfer station. The amount of
MSW and recycling received at the transfer station is related to generation rates, reduction
and recycling rates, haulers downtime, and the availability and use of alternative disposal
sites by commercial haulers in the County. The Contractor is requested to provide service
capacity sufficient to manage the consultant’s estimate and the estimated historical MSW
tonnage as well as recycling, accounting for fluctuations that may occur over the life of the
contract. The County makes no guarantee as to the amount of MSW or recycling to be
delivered to the Contractor.
4.1.2 Operating Hours
The Contractor shall keep the transfer station operational and open for receiving
acceptable waste and recyclables using the following schedule:
M‐F 7am‐4:30pm
Sat‐ 7am‐12pm
Closed for the following holidays: Labor Day, Thanksgiving Day, Christmas Day, New Year’s
Day, Memorial Day
In case of an unforeseen circumstance, and to accommodate collection practices and/or
disposal requirements associated with holidays or special events, natural disaster,
unusually inclement weather, or other emergency conditions, the County may require the
Contractor to stay open longer hours.
4.1.3 General Operation of the Transfer station, Facility Use, and Site Use
The Contractor is required to understand and abide by at all times, the Permit to Operate
and Operations Plan as outlined by the contract, and subsequent updates and permit
renewals.
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The Contractor shall operate the facility in an efficient manner, handling waste at a
consistent operating rate so as to avoid the backup of delivery vehicles waiting to unload
waste. Delivery vehicles will be allowed to deposit waste on a first come, first served basis,
with no preferential treatment to class or ownership of delivery vehicles except as
necessitated by operational efficiencies. Contractor shall provide for safe and orderly
vehicular movement.
No vehicle maintenance is to occur on‐site, other than emergency repairs (i.e., tire
changes). Contractor must identify an off‐site location for vehicle maintenance and
servicing.
The existing office building adjacent to the transfer building can be used by the Contractor
for office space, record storage, dispatching, and other general office functions. Contractor
is responsible for all maintenance, upkeep, cleaning, and repairs of the building during the
life of the contract.
The Contractor shall be responsible for the security of the entire site at all times of the day,
and shall maintain and repair as needed, the existing fences, gates, and locks. Contractor
shall be responsible for damage or injury caused by trespass, negligence, vandalism, or
malicious mischief of third parties. Contractor may, at its own cost, install a security system
at the site, office building, and/or transfer facility building.
4.1.4 Maintenance
The Contractor shall maintain the transfer station, including but not limited to all
structures, tanks, pumping stations, drains, plumbing systems, roads and parking areas,
gates, fences, alarms, lighting systems, and all other items, in good working order,
condition, and repair in accordance with good industry practice. The Contractor is
responsible for all costs associated with routine/preventative maintenance and repairs,
including tank system cleaning and disposal.
Contractor shall prepare an Operation and Maintenance Manual (O&M Manual). The O&M
Manual should include, at a minimum, the Contractor’s safety and emergency procedures
along with staffing, training, waste screening plan, and maintenance plans. Contractor shall
maintain detailed and accurate records of maintenance performed on the Managed Assets.
4.1.4.1 Tipping Floor Washing and Pressure Washing
Contractor is responsible for daily sweeping and washing of the tipping floor following the
procedures outlined in the contract.
Contractor is responsible for pressure washing the facility twice a year, inside and out, or
more frequently as conditions dictate. Contractor is responsible for pressure washing
under the scales four times a year or more frequently and as necessary to ensure they
operate in good working order
4.1.4.2 Sanitary Sewer Pump Station, Drains, and Storm Water Control Facilities
Contractor is responsible for keeping the drains clear of debris such that pooling of water is
prevented at all times and to ensure the effective operation of the pumps. Should pump
damage occur due to insufficient servicing of the solid/water separator, the Contractor will
be responsible for all costs associated with repair and/or replacement. All waste and debris
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collected from the drains must be properly handled and disposed in compliance with
federal, state and local laws.
Contractor is responsible for any pumps, storm water facilities, or other systems necessary
for the operation of the facility.
4.1.4.3 Litter Collection
Contractor is responsible for keeping the facility, access road, and the road leading to the
entrance of the facility free of litter at all times. This includes collection of litter on a daily
basis throughout the site and within three miles of the entrance to the transfer station on
Cedar Grove Church Road.
4.1.4.4 Roads and Parking/Staging Areas
Contractor is responsible for performing routine maintenance and repairs on all roads
within the entrance gate, including making prompt repairs to cracks, potholes, and
surfaces. Contractor is responsible for prompt cleaning up of all fuel, lubricant, and other
spills from Contractor’s equipment in accordance with environmental regulations.
4.1.4.5 County’s Requirements for Maintenance and Capital Replacements
The County shall be responsible for repair and replacement of the Transfer Facility
structural elements and operating floor. The County will maintain responsibility for site‐
wide repaving/resurfacing of the access roads, at appropriate intervals, or as conditions
dictate.
The County shall be responsible for replacing light ballasts (but not bulbs) that fail.
4.1.4.6 Miscellaneous
Contractor is required to abide by and follow the equipment and facility operations plan
and requirements of the Permit to Operate for all other maintenance and operations
including but not limited to noise control and abatement, dust control, vector control, and
odor control. Contractor is responsible for maintaining and repairing, as necessary, smoke
and fire detection equipment; security/alarm systems and equipment; heating and cooling
systems; lighting systems (excluding ballasts); hoses, hose bibs and plumbing; and all other
ancillary systems and equipment. The Contractor shall keep the fire hoses in good working
condition at all times and shall replace worn hoses that could affect the safe operation of
the facility as required.
4.1.5 Equipment Requirements
The Contractor shall provide and operate waste handling equipment of sufficient number,
size, and power so as to effectively operate the facility. Minimum waste handling
equipment characteristics are identified below. At no time during the term of the contract
will tracked equipment be allowed, so as to prevent damage and excessive wear and tear to
the tipping floor.
4.1.5.1 Wheel Loaders
Contractor shall provide a minimum of three (3) wheel loaders, with two (2) to serve as
primary equipment and one (1) as a backup. One (1) of the two primary pieces of
equipment must be new (less than 200 operating hours) at the start of the term of the
Contract. Factory certified refurbished equipment may be considered as new equipment
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(given proper documentation is provided). Minimum characteristics and requirements for
wheel loaders are identified below:
o Maximum Operating hours: 12,000. Equipment may be used beyond 12,000 hours if
a powertrain rebuild has been performed. No equipment may be used beyond 20,000
hours.
o Minimum net power at 2000 rpm: 145 hp
o Minimum Bucket Capacity: 5 cubic yards.
o Rubber cutting edges must be used at all times on all buckets. Worn cutting edges
must be replaced promptly.
o Two of the three wheel loaders must have a quick connect
If wheel loaders are to be used for load tamping, tampers must be used in place of buckets.
4.1.5.2 Other Equipment
Contractor must provide a skid steer for light loading, grading, clean‐up and other
functions. Contractor must provide a designated sweeper or sweeper attachment to ensure
that the tipping floor remains clean on a daily basis. Other rolling stock and supporting
equipment shall be provided as Contractor deems necessary to ensure the efficient and safe
operation of the facility. Equipment shall be maintained in good working order at all times
and be subject to routine servicing and maintenance at manufacturer recommended
intervals.
4.1.6 Utilities and Supplies
The Contractor shall be responsible for procurement and payment for all materials, fuels,
services, tools, equipment, and incidentals, including all utility services used and as
necessary for the operation of the Transfer Facility. All utilities, including electric power,
water, sewer, telephone, and broadband/internet access shall be billed to and paid by the
Contractor.
4.2 MSW Hauling
Contractor is responsible for the safe hauling of all MSW delivered to the transfer station
exclusively to the SWLF in accordance with all laws governing highway weight limits,
equipment inspections, safety standards and speed limits.
4.2.1 Trailer Size and Type and Quantity
Trailers must be top‐loading, leak resistant, tandem axle, non‐compaction, and self‐
unloading. Trailers must be between 48 and 53 feet long and no higher than 13.5 feet.
Contractor must provide sufficient number of hauling vehicles to ensure no waste is left on
the tipping floor at the end of the day and waste does not backup up on the tipping floor
during the day such that it contributes to odor and other issues. Load trailers that remain at
the transfer station at the end of each day shall be covered and hauled to the SWLF
promptly the following morning.
Contractor should maintain sufficient access to waste hauling vehicles and personnel on a
daily basis to accommodate unexpected fluctuations in MSW flow.
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4.2.2 Loading and Covering
Transfer trailers should be loaded with a minimum of 13 tons of MSW. Contractor shall
move the trailers immediately out of the Transfer Facility, once filled. Trailers must be
equipped with manually or hydraulically operated top covers. All trailers must be securely
covered upon exit of the Transfer Facility and remain covered until unloaded at the SWLF.
4.2.3 Use of Subcontractors for Hauling
Contractor use of subcontracted haulers is limited to no more than 33 percent of the
average daily fleet being used to transport MSW from the transfer station to the SWLF.
4.3 Scale House Operation (Proposal Alternate)
Person County seeks alternate proposals from Contractors for scale house operation,
including staffing, management, and maintenance of the modular scale house building.
Proposers are requested, but not required to submit alternate price proposals for services
associated with scale house operation and maintenance, except where noted below.
Scale house operation shall include maintaining trained and qualified Scale Operators
during normal transfer station operating hours (and extended hours as may be necessary).
The Scale Operators will be responsible for efficient weighing and processing of trucks as
they enter and leave the Transfer Facility. All vehicles shall be weighed to record gross
weight, tare weight, date and time and vehicle identification on a weight record. Contractor
must provide trained staff in the use of scale software. Contractor must be able to provide
trained, back‐up Scale Operators for the scale house such that it is always manned. At least
two trained, on‐call Scale Operators must be available as replacements at all times so as not
to have gaps in operation.
The Contractor shall be responsible for procurement and payment for all materials, fuels,
services, tools, equipment, and incidentals, including all utility services used and as
necessary for the operation of the Scale House, except as excluded below.
Person County will maintain control of the computer and software systems located at the
scale house, and will be responsible for all costs associated with the hardware and
software.
Person County will maintain responsibility for calibrating the scales. In the event a scale
becomes inoperable, Person County will be responsible for repairing or replacing the scale.
Contractor will not be responsible for costs associated with scale repair or replacement.
Person County will maintain all responsibility for invoicing, reporting, reconciling, etc.
Contractor will not maintain any reporting or recordkeeping responsibilities, other than
the processing of load tickets as vehicles enter and leave the facility.
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Attachment A
PROPOSAL FORMS
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Form 1
Official Proposal Form
The undersigned, hereinafter called “Proposer”, having become familiar with the local
conditions, nature and extent of the work, and having examined carefully the County's
Request for Proposals for the transfer station operation, solid waste hauling and recycling
hauling, agrees to provide services with little deviation from the criteria described in the
RFP and, if selected by the County, the Proposer agrees to begin services in accordance
with the timeline proposed in the RFP.
Proposer agrees that this Proposal shall remain in full force and effect for a period of 180
calendar days after Nov. 6, 2017, and it shall not be revoked, withdrawn or canceled within
that time. Once the Proposer has been notified that his/her Proposal has been accepted by
the County, the Proposer's Price Proposal Form shall be used to create a contract with the
county.
This Proposal is genuine and not collusive or a sham. The person, firm or corporation
named herein has not colluded, conspired, or agreed directly or indirectly with any other
proposer or person to submit a sham Proposal, or that such other person, firm or
corporation, shall refrain from proposing, and has not in any manner sought by contract or
collusion to fix the prices of said Proposal or the Proposals of any other proposer, or to
secure any advantage against the County or any person, firm or corporation interested in
the proposed contract.
All of the statements contained in the Proposer's Proposal and all of the statements
contained in this Official Proposal Form are true and accurate.
In witness whereof, the Proposer has hereunto set his signature and affixed his seal this
_____ day of ___________________, 2017.
Signature _________________________________________
TITLE: _________________________________________
___________________________________ __________________________
Company Name Contact Person
___________________________________ __________________________
Mailing Address Phone Number
___________________________________
City, State, and Zip
___________________________
E‐Mail Address
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Form 2
Price Proposal Form
General
For execution of the services outlined in this RFP, Person County intends to pay a per ton
service fee to the Contractor based on the actual amount of tons made available to the
Contractor. The service fee, which will be in effect over the entire seven (7) year term of the
contract, is composed of two components:
1. A per ton fee for transfer station Operations and Maintenance, and
2. A per ton fee for Hauling MSW from the transfer station to the SWLF.
The actual tons provided will be determined by the weight records at the transfer station
scale house. Confirmation of the tonnage will occur through review of SWLF scale house
records. The unit prices submitted shall be in current (2017) dollars. The contractor shall
submit unit prices based corresponding to ranges of annual tonnage delivered.
Contractors may bid on Operations and Maintenance and Hauling separately or together.
Please indicate whether your proposal is bid together or separately:
Maintenance and Operations ONLY
Hauling ONLY
Maintenance and Operations AND Hauling
Scale House Operations and Maintenance
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Operation and Maintenance Fee
The transfer station Operation and Maintenance Fee will be annually adjusted based on the
Consumer Price Index for all Urban Consumers (CPI‐U, All U.S. City Average), as published
by the U.S. Department of Labor, Bureau of Labor Statistics (BLS). Unit price adjustments
will occur at the beginning of each fiscal year (July 1) and remain in effect until the end of
the fiscal year (June 30). The annual change applied to the per ton Operation and
Maintenance Fee will be based 100 percent of the annual change in the CPI‐U (December to
December), as reported by the BLS. In all cases, the adjustments to the unit prices will be
made up or down, as indicated by the change in the index.
TRANSFER STATION Operation and Maintenance Proposed Pricing
Proposer offers the following pricing for TRANSFER STATION Operation and Maintenance,
based on the terms described above, outlined in the RFP, and as detailed in the proposed
Contract:
1. For all tons from zero (0) to 10,000, the unit price for all the services set forth in the
RFP for the seven (7) year term, with the option for one (1) three (3) year extension at
the same price, is equal to:
________________dollars and __________________cents ($_________ per ton of Acceptable Waste)
2. For all tons from 10,001 to 15,000, the unit price for all the services set forth in the RFP
for the seven (7) year term, with the option for one (1) three (3) year extension at the
same price, is equal to:
________________dollars and __________________cents ($_________ per ton of Acceptable Waste)
3. For all tons from 15,001 to 20,000, the unit price for all the services set forth in the RFP
for the seven (7) year term, with the option for one (1) three (3) year extension at the
same price, is equal to:
________________dollars and __________________cents ($_________ per ton of Acceptable Waste)
4. For all tons above 20,001 the unit price for all the services set forth in the RFP for the
seven (7) year term, with the option for one (1) three (3) year extension at the same
price, is equal to:
________________dollars and __________________cents ($_________ per ton of Acceptable Waste
____________________________________________ __________________________________________________
Signature of Authorized Representative Printed Name of Authorized Representative
____________________________________________ __________________________________________________
Title of Officer Date
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MSW Hauling Fee
The MSW Hauling Fee will be adjusted quarterly based on a fuel index. The fuel index to be
used is the monthly data of the Lower Atlantic (PADD‐1C) No. 2 Diesel Retail Sales by all
Sellers, reported in cents per gallon by the Energy Information Administration, Office of
Energy Statistics, U.S. Government. The December 2017 will be used as the base fuel charge
(i.e. the price where the surcharge is zero). The fuel adjustment will be calculated
quarterly on a calendar year, using data from the third month of each quarter (March, June,
September, and December), and applied to the unit prices for the next quarter . The fuel
adjustment rate will be one percent (1%) of the per ton price for hauling waste for every 11
cent ($0.11) increase or decrease. In all cases, the adjustments to the unit prices will be
made up or down, as indicated by the change in the index.
MSW Hauling Proposed Pricing
Proposer offers the following pricing for MSW Hauling, based on the terms described
above, outlined in the RFP, and as detailed in the proposed RFP:
1. For all tons from zero (0) to 10,000, the unit price for all the services set forth in the
RFP for the seven (7) year term, with the option for one (1) three (3) year extension at
the same price, is equal to:
________________dollars and __________________cents ($_________ per ton of Acceptable Waste)
2. For all tons from 10,001 to 15,000, the unit price for all the services set forth in the RFP
for the seven (7) year term, with the option for one (1) three (3) year extension at the
same price, is equal to:
________________dollars and __________________cents ($_________ per ton of Acceptable Waste)
3. For all tons from 15,001 to 20,000, the unit price for all the services set forth in the RFP
for the seven (7) year term, with the option for one (1) three (3) year extension at the
same price, is equal to:
________________dollars and __________________cents ($_________ per ton of Acceptable Waste)
4. For all tons above 20,001 the unit price for all the services set forth in the RFP for the
seven (7) year term, with the option for one (1) three (3) year extension at the same
price, is equal to:
________________dollars and __________________cents ($_________ per ton of Acceptable Waste
____________________________________________ __________________________________________________
Signature of Authorized Representative Printed Name of Authorized Representative
____________________________________________ __________________________________________________
Title of Officer Date
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Form 3
Alternate Price Proposal Form
Scale House Operation and Maintenance
Person County seeks alternate proposals from Contractors for scale house operation,
including staffing, management, and maintenance of the modular scale house building.
Proposers are requested, but not required to submit alternate price proposals for services
associated with scale house operation and maintenance, except where noted below.
Annual Adjustment
The Scale House Service Fee will be annually adjusted based on the Consumer Price Index
for all Urban Consumers (CPI‐U, All U.S. City Average), as published by the U.S. Department
of Labor, Bureau of Labor Statistics (BLS). Unit price adjustments will occur at the
beginning of each fiscal year (July 1) and remain in effect until the end of the fiscal year
(June 30). The annual change applied to annual Scale House Service Fee will be based 100
percent of the annual change in the CPI‐U (December to December), as reported by the BLS.
In all cases, the adjustments to the unit prices will be made up or down, as indicated by the
change in the index.
For execution of the services outlined in Section 4.3 of this RFP, Proposer offers an initial
monthly scale house service fee of:
_______________________________________________ dollars and _________________ cents ($_______________).
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Form 4
Non‐Collusive Affidavit
NON‐COLLUSIVE PROPOSAL CERTIFICATION
By submission of this Proposal, the contractor hereby certifies, under penalty of perjury,
that to the best of its knowledge and belief:
1. The prices in this proposal have been arrived at as the result of an independent business
judgment without collusion, consultation, communication, contract, or otherwise for the
purpose of restricting competition as to any matter relating to such prices with any other
person, partnership, or corporation.
2. Unless otherwise required by law, the prices which have been quoted in this proposal
have not directly or indirectly been knowingly disclosed by the contractor prior to
"opening" to any other person, partnership, or corporation.
3. No attempt has been made, or will be made, by the contractor to induce any other
person, partnership, or corporation to submit, or not to submit, a Proposal for the purpose
of restricting competition.
Name of Contractor ________________________________________________________________
Authorized Signature ________________________________________________________________
Title ________________________________________________________________
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