managing bioterrorism

I NEED THIS BROKEN INTO PARTS(STEPS) PLEASE!!! ATTACHED IS A LINK OF AN EXAMPLE OF WHAT IT SHOULD LOOK LIKE THNX

 

The final project for this course will be to complete a Bioterrorism annex plan that could be an addendum to an Emergency Preparedness Plan. You will be working on parts of this plan throughout the course. You will be developing a plan based on the community in which you live. This should enable you to create a robust plan about real public health emergencies, problems, and disasters that could affect you and your community. 

From this point forward, you should be working on this project step by step. Certain modules will ask you to develop a portion, or one step of the plan. Remember, as this course focuses on public health issues and bioterrorism, your course project must include some relevance to health. Please be sure to explain that relevance when you submit step 1. 

 

Some students in the past have had trouble with developing the project as a plan. If you feel uncomfortable with this approach, please indicate so when you submit step 1, and we can discuss an alternative at that time (i.e., essay format).

Step One – Select a Plan Type and Planning Team (list of who (by title and expertise) should be on the planning team):

• County
• City
• Town
• Village
• School District
• Hospital

Visit the NYS Emergency Management Office 

http://www.dhses.ny.gov/oem/

 to view their 
county emergency plan at 

this site

. This website allows you to download the “Emergency Plan” for a county emergency management plan for NYS. This plan takes you through a very clear, step by step process and you are welcome to use this format or another format of your choosing.
 

Step Two – Complete a Preparedness Plan which includes the following:

Hazard Analysis:  This is one of the most important components of emergency planning. It involves looking at which hazards might threaten your community and identify their possible impacts. You should review historical data of past hazards and be familiar with current hazards in your community to determine probability of a potential hazard impacting your community.

Risk Reduction/ (Mitigation):  After the Hazard Analysis identified the most significant hazards in your community you should investigate whether or not any of the hazards can be eliminated or mitigated. This process is called risk reduction or mitigation. What risk reduction projects or activities are needed in your community to potentially save lives and money. Examples include reinforcement of a roof to reduce structural damage from high winds, preventing use of hazardous areas such as flood plains, or adjusting the use of such areas by elevating structures to reduce the chance of flooded houses.

Capability Assessment:

Next, include what available response capabilities and resources your community currently has available to reduce risk and to respond to an emergency. Are there any gaps and/or needs?

Step Three – Complete a Response Plan

Response activities occur during and immediately following a disaster. They are designed to provide emergency assistance to victims of the event and reduce the likelihood of secondary damage. Police, fire and rescue services are the primary responders during the response phase. The Response Plan should incorporate all emergency responders and their functions and activities during an emergency. It should address how the public should be warned, etc.

Step Four – Complete a Recovery Plan

Recovery is the final phase of the emergency management cycle. Recovery continues until all systems return to normal, or near normal. Short-term recovery returns vital life support systems to minimum operating standards. Long-term recovery from a disaster may go on for years until the entire disaster area is completely redeveloped, either as it was in the past or for entirely new purposes that are less disaster-prone. Relocation of portions of a flood-prone town and turning the area into an open space or parkland is a recovery example. Recovery planning should include a review of ways to avoid future emergencies. A plan for who is responsible for coordinating what is important, particularly who will be on the damage assessment team.

Step Five – Predicting Impacts

 

Here you should indicate what the long and short term impacts would be on your community in the event of an emergency. Include in this section the impacts on the different populations in your community and take into account age and cultural differences.

The County

Bioterrorism Annex

ESF# 8.5

THIS DISASTER MANUAL REPRESENTS GENERAL GUIDELINES, WHICH CAN BE

MODIFIED BY EMERGENCY PERSONEL AS APPROPRIATE. THIS PLAN DOES NOT

CREATE ANY RIGHT OR DUTY THAT IS ENFORCEABLE IN A COURT OF LAW.

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Table of Contents

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Administrative

I. Purpose

This Annex of the County Comprehensive Emergency Management Plan (CEMP) is for dealing with

bioterrorism events. This is not a standalone document. Other annexes from the CEMP will be

referenced as needed. This Annex will give recommendations for all aspects of the incident cycle in

regards to a bioterrorism incident.

II. Scope

The unstable society in which we live in propels the development of this Annex. Even though

bioterrorism is not a new concept, the means and range of easily attainable items is constantly growing.

Communities are growing, making larger concentrations of potential victims. This Annex centers upon

the local responders and their roles and responsibilities. It is understood that in the event of a terrorism

event the Federal Bureau of Investigation would take control of the situation once they arrived.

III. Planning Annex Team

Title Entity

Emergency Services Coordinator Office of Emergency Services

Fire Coordinator Office of Emergency Services

Sheriff Sheriff’s Office

Chief of Police City Police

Public Health Director Public Health

Immunization Coordinator Public Health

Bioterrorism Coordinator Public Health

Director of Emergency Preparedness Local Hospital

Regional Response Manager American Red Cross

HAZMAT Coordinator Office of Emergency Services

EMS Coordinator Office of Emergency Services

Supporting Team for additional specific services

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911 Coordinator Sherriff’s Office Communications

County Administrator PIO

GIS Coordinator Planning

Funeral Director DEMORT

Commissioner Social Services

Director of Community Services Mental Health

Administrative Services Director Hudson Headwaters Health Network

Chairman, BOS Elected Official

Special Agent/WMD Coordinator Federal Bureau of Investigation

IV. Authority

• New York State Executive Law Article 2-B – This authorizes the Chief Executive Official the

right to proclaim a local state of emergency and any emergency orders as necessary, during a

potentially life threatening

event.

• New York State Public Health Law 2100 – This authorizes local boards of health and health

officers the right to control infectious diseases by means including isolation and quarantine.

• Presidential Decision Directive 39 – This establishes the FBI as the lead agency in terrorism

incidents; responsible for crisis management. It also establishes FEMA as the lead for

consequence management.

V. Assumptions

All incidents begin and end locally. Initially it may not be apparent that the situation is a terrorism event.

Once it is apparent as a terrorist event law enforcement will take the lead.

There is a possibility that State and Federal assistance could take hours or even days before arriving ,

depending upon the magnitude of the event and how wide spread it is. The response capabilities of The

County may be overwhelmed quickly. Mutual aid may or may not be readily available depending on the

size of the event.

The County EOC will be opened. As the situation progresses the State EOC might open.

VI. CDC Bioterrorism Agents by Category

Category A

Definition

The U.S. public health system and primary healthcare providers must be prepared to address various

biological agents, including pathogens that are rarely seen in the United States. High-priority agents

include organisms that pose a risk to national security because they:

• can be easily disseminated or transmitted from person to person;

• result in high mortality rates and have the potential for major public health impact;

• might cause public panic and social disruption; and

• require special action for public health preparedness.

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Agents/Diseases

• Anthrax (Bacillus anthracis)

• Botulism (Clostridium botulinum toxin)

• Plague (Yersinia pestis)

• Smallpox (variola major)

• Tularemia (Francisella tularensis)

• Viral hemorrhagic fevers (filoviruses [e.g., Ebola, Marburg] and arenaviruses [e.g., Lassa,

Machupo])

Category B

Definition

Second highest priority agents include those that:

• are moderately easy to disseminate;

• result in moderate morbidity rates and low mortality rates; and

• require specific enhancements of CDC’s diagnostic capacity and enhanced disease surveillance.

Agents/Diseases

• Brucellosis (Brucella species)

• Epsilon toxin of Clostridium perfringens

• Food safety threats (e.g., Salmonella species, Escherichia coli O157:H7, Shigella)

• Glanders (Burkholderia mallei)

• Melioidosis (Burkholderia pseudomallei)

• Psittacosis (Chlamydia psittaci)

• Q fever (Coxiella burnetii)

• Ricin toxin from Ricinus communis (castor beans)

• Staphylococcal enterotoxin B

• Typhus fever (Rickettsia prowazekii)

• Viral encephalitis (alphaviruses [e.g., Venezuelan equine encephalitis, eastern equine

encephalitis, western equine encephalitis])

• Water safety threats (e.g., Vibrio cholerae, Cryptosporidium parvum)

Category C

Definition

Third highest priority agents include emerging pathogens that could be engineered for mass dissemination

in the future because of

• availability;

• ease of production and dissemination; and

• potential for high morbidity and mortality rates and major health impact.

Agents

• Emerging infectious diseases such as Nipah virus and hantavirus

Retrieved from: http://www.bt.cdc.gov/agent/agentlist-category.asp

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VII. Plan Maintenance and Updating
This Annex will be updated annually by the Bioterrorism Coordinator and the Emergency Services

Coordinator with the assistance of the Planning Team. The Annex will incorporate new information

comes from the federal or state, or solutions to gaps that are realized.

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Mitigation/Preparedness

I. Hazard Analysis

The table below shows the findings from the The County hazard analysis conducted on May 14, 2012.

Hazard Rating

FLOOD 356

HAZMAT (IN TRANSIT) 338

DAM FAILURE 337

ICE STORM 320

WILDFIRE 296

ICE JAM 274

UTILITY FAILURE 274

INFESTATION 268

FIRE 262

WINTER STORM (SEVERE) 258

HAZMAT (FIXED SITE) 248

EARTHQUAKE 241

TORNADO 236

OIL SPILL 234

EXPLOSION 233

SEVERE STORM 232

TERRORISM 232

TRANS ACCIDENT 232
WATER SUPPLY
CONTAMINATION 230

EPIDEMIC 226

HURRICANE 223

LANDSLIDE 210

STRUCTURAL COLLAPSE 194

RADIOLOGICAL (IN TRANSIT) 180

DROUGHT 164

HAZNY is an automated interactive spreadsheet that asks specific questions on potential hazards in a

community and records and evaluates the responses to these questions. HAZNY also includes historical

and expert data on selected hazards. HAZNY is designed specifically for groups, rather than individual

use. The County assembled a group consisting of local and State officials to consider and discuss the

questions and issues raised by the HAZNY program. Representatives from NYS Office of Emergency

Management facilitated the meeting and recorded the results. HAZNY rated each hazard based on the

Group’s assessment and assigned a numerical value. These values are categorized as follows:

321 to 400 HIGH HAZARD

241 to 320 MODERATELY HIGH HAZARD

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161 to 240 MODERATELY LOW HAZARD

44 to 160 LOW HAZARD
Derived from: The County Final HAZNY 2012

Some of the above hazards would not be applicable to this Annex. Some could potentially be related in a

cascading event. The hazards listed above that are the most likely to be involved with a bioterrorism

event are: HAZMAT (In Transit), HAZMAT (Fixed Location), Explosion, Terrorism, and Water Supply

Contamination. Some cascading events that need to be considered are: Utility Failure, Transportation

Accident, Epidemic and Structural Collapse.

Other than a HAZMAT (In Transit) event, the rest are not as likely to occur or will not have as drastic of

consequences. Anything is possible. The terrorists that were involved with the events on September 11,

2001, most likely drove through The County en route to New York City.

II. Risk Assessment

Using the guidelines from the National Infrastructure Protection Plan (NIPP), The County has critical

infrastructure in fourteen of the sixteen categories. These categories are as follows:

• Banking and Finance – banks and credit unions

• Chemical – industries, warehouses and transportation

• Commercial Facilities – hotels, retail centers, theme parks, stadiums, office and apartment

buildings

• Communications – Verizon, Frontier, Time Warner Cable, cellular sites, municipal equipment

• Dams – high hazard and FERC

• Defense Industrial Base – Army National Guard

• Education Facilities – schools, SUNY, BOCES, day care providers

• Emergency Services – fire, EMS, LEO, 911

• Energy – National Grid (electric and natural gas)

• Food & Agriculture – grocery stores

• Healthcare & Public Health – Hospital, health centers, laboratories, doctor’s offices

• National Monuments and Icons –

• Transportation Systems – Railway, Railway, Airport, I-87, Greater Transit

• Water – water treatment facilities and holding ponds and sewer pumping stations

The south-eastern tip of The County holds the majority of the high risk infrastructure as outlined above.

This is the same geographic area that is densely populated.

The County has a huge tourist draw, with many large events. These events could entice a terrorist to

practice their harmful activities or worse yet plan a full-scale attack on the area.

III. Mitigation

The FEMA-Approved County Hazard Mitigation Plan addresses all of the hazards from the HAZNY. The

Plan breaks down mitigation measures into six categories:

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1. Public education

2. Code enforcement

3. Further investigation of specific mitigation measures

4. Infrastructure maintenance

5. Infrastructure improvements

6. Building/Residential relocation.

Public Education

The County Office of Emergency Services (OES) uses the County website for information sharing with

the public. OES also utilizes Twitter and Facebook accounts to inform the general public for proactive

measures and response messages. Brochures from FEMA, Department of Homeland Security and other

sources are distributed via the town halls, city hall, village hall and the municipal center. As new

information becomes available, it is distributed in the most efficient way.

The media is used for informational pieces and for reporting on County exercises. During an event the

media is used to distribute information to the public.

Code Enforcement

Code enforcement within New York State does not handle mitigation measures for bioterrorism events at

this time. Code enforcement is centered on the safety of the homeowners during fires and other natural

disasters.

Further Investigation of Specific Mitigation Measures

Continuity of Operations Plans (COOP) is a must for all government and businesses. Within the County

each department should have a COOP and together with additional information it would form the County

Continuity of Government (COG). Regardless of what happens in a jurisdiction the government needs

serve the community. Businesses should have a COOP to assist them and the community with recovery.

It is important that businesses reopen as soon as possible for the good of the community as well as the

productivity of the business.

Other mitigation measures may surface from lessons learned of other jurisdictions or exercises.

Infrastructure Maintenance

A planned maintenance plan should be developed for all critical infrastructures on the NIPP list. Items

that should be included are changing filters regularly, calibrating surveillance equipment, charging battery

operated equipment, testing seldom used equipment and software.

Infrastructure Improvements

A cost-ratio analysis should be done to ensure the benefits of spending funds on one item versus another.

Some possibilities could include but are not limited to: acquiring a magnetometer, a density radar

machine, a bio detection device, security cameras, ID system, and well-trained guards.

Building/Residential Relocation

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This mitigation measure is routinely used in flood mitigation. It could be used to separate critical

infrastructure from residents or other non-critical infrastructure.

IV. Preparedness

Administrative

Though not necessarily part of any formal plan, important contact information should be updated at least

annually. These lists could include: telephone, cellular, fax, home numbers, mailing address, email

addresses (work and home), contact names, radio frequencies and identifiers.

Workplace IDs should be updated as needed. Ensure that everyone who needs an ID has one, including

volunteers.

Flowcharts or telephone trees should be updated regularly (at least annually). Ensure that all parties know

how they work.

Plans

Plans (both hazard specific and reactive) need to be developed and revised annually. Plans (with lead

agency) that may be utilized in conjunction with this annex include, but are not limited to:

Pandemic Flu Public Health

Quarantine and Isolation Public Health

Public Health Emergency Response & Preparedness Plan Public Health

Mass Fatality Emergency Services

County Animal Response Team Emergency Services

Hazardous Materials Response Emergency Services

White Power Protocol Emergency Services

Mental Health Disaster Response Plan Community Services

Training

All departments that make up the Planning Team need to be familiar with this plan as well as the annexes

mentioned above and how their individual department will function.

The local fire departments, EMS squads and HAZMAT Team should continue with their HAZMAT and

DECON training. The Fire Coordinator will provide HAZMAT and DECON training.

Exercises

Drills and exercises are an essential part of finding gaps in the planning process or in equipment that is

needed. The HAZMAT Coordinator develops a full-scale HAZMAT exercise at least once every three

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years. The HAZMAT Coordinator will reach out to law enforcement and the private sector as well as

other first responders as the scenario dictates.

V. Gap Analysis

Through regular training and exercising gaps will be noted and rectified if possible. Due to limited staff

and monetary resources not all corrective measures will be met.

The New York State Fire Mobilization and Mutual Aid Plan will assist with HAZMAT response

personnel. New York State Department of Health (DOH) can mobilize additional EMS responders. The

County Sheriff’s Office can request additional law enforcement through the New York State Police and

the FBI. These sources may be unavailable if the scope of the incident covers a large portion of the State.

In 2008, The County conducted a comprehensive Gap Analysis with the direction of the NYSOEM. There

were various gaps that were noticed. Among them were:

• The County is unable to evacuate and shelter the majority of the population

• The County is unable to provide meals and other necessities to the majority of the population

• Evacuation of large amount of those with limited mobility will take a long time

The County HAZMAT Team has a limited amount of response equipment in regards to a biological

event.

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Response

I. Overview

This section addresses the response period of the incident cycle. It will delineate primary and support

responsibility based on jurisdiction or entity. State and federal entities will have a significant role in the

response efforts. Some of those roles will be covered here.

II. Alert, Notification and Activation

The County Emergency Operations Centers (EOC) will open at Level 1 for the initial period until the

response dwindles to require less staffing. The EOC will be staffed 24 hours per day. The decision to

change the level of operation or the hours of operation will be up to the EOC Manager. The EOC will be

staffed as per the EOC Annex in the County CEMP.

It is most likely that the State EOC will also be open. Federal and State representatives will be in the

State and The County EOC. These could include but may not be limited to: NYS Police, FBI, DEC

Police, OFPC, Office of Homeland Security, NYSOEM, DOH, Ag & Mrkts.

The EOC Manager will notify the appropriate agencies that the EOC will be open via email. This has

been established in the CEMP.

Notification of public will be through the PIO and/or the EOC Manager. This could include a synopsis of

the incident, directions for victims, and warnings for all.

III. Response Organization

The State of New York and The County both endorse the use of one response organizational structure that

will include all responding agencies: local, state, and federal. Responding agencies will be organized

under the framework of the National Incident management System (NIMS) Incident Command System

(ICS) as required by Homeland Security Presidential Directive (HSPD) #5. The County will utilize a

Unified Command Structure to coordinate the overall county response and will utilize all of the NIMS

components deemed necessary to effectively manage the incident.

Based on incident specifics, The County may utilize the capabilities of New York State’s Incident

management Assistance Team (IMAT) or one from another state. The IMAT will serve to support on-

scene and county EOC interagency coordination between responding disciplines, local governments and

the State EOC. The county will process requests for assistance to the Stet EOC, and may utilize the

IMAT for coordination of the asset.

Derived from NYSEMO Pandemic Guidance – Section III

IV. Agency Roles and Responsibilities

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These are not listed in any particular order of importance. Roles may be altered or changed during the

response as needed by the EOC Manager. The County CEMP provides a framework of general roles and

responsibilities for some of the players. Not all positions will be listed below.

EOC Manager

This role is usually covered by the Director of Emergency Services or the Emergency Services

Coordinator.

• Responsible for the opening, managing and closing of the EOC

• Responsible for the proper staffing of the EOC

• Responsible for acquiring additional resources as needed

PIO

The County Administrator currently holds the position of Public Information Officer. He will appoint a

backup as the need arises.

• Distribute timely information to the public via the media for the purpose of informing, assisting

and giving potentially lifesaving information to the public

• Handles inquires from the media

• Monitors reports from the media for accuracy. Corrects information when necessary

• Coordinating with the State JIC

Public Health

• Coordinate county wide surveillance and report back to county and state.

• Coordinate with PIO in developing information to distribute to the public

• Coordinate with the State for the arrival of SNS and MERC supplies

• Assisting those with special needs

• Coordinating volunteers through ServeNY

Law Enforcement

• Gather intelligence and distribute to best serve the responders

• Handle all matters relating to criminal activities

• Assist with the security of the medical supplies (SNS and MERC)

Chairman of Board of Supervisors

The Chairman of the County Board of Supervisors is the Chief Executive Official within the county.

• Responsible for declaring and later rescinding a local state of emergency

• Responsible for issuing an emergency orders that are deemed necessary

o Travel restrictions

o Gatherings closed

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• Assist with the approval of expenditures of county funds for the emergency

Emergency Manager

• Handle the role of EOC Manager

• Request additional resources outside of the county via the State EOC

• Activate the Mass Fatality as needed, including DEMORT

• Advise local responders and elected officials

EMS Coordinator

• Coordinate the local EMS response and triage

• Assist with the distribution of medical supplies (SNS and MERC)

Fire Coordinator

• Coordinate with local fire departments in assisting with response efforts

• Activate The County HAZMAT Team as needed

• Request additional fire resources through OFPC

Public Works/Highway

• Assist with security of buildings and supplies

• Closing and/or barricading of roads/entrances as needed

• Assist with the transportation and distribution of resources and supplies

Animal Control Officer

• Activate CART as needed

American Red Cross/VOAD/Social Services

• Open shelters and kitchens as needed

• Coordinate distributing of supplies in a POD as necessary (water, food, supplies)

• Open family assistance center as needed

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Recovery

I. Overview

The response of an incident is short compared to the recovery time period. Recovery

time may last for years. There may be additional terrorist related incidents that manifest

themselves. It is important to maintain good communication through the recovery

section both as first responders and to the public. We need to keep the public calm, yet

encourage them to help themselves by following public health guidance and getting the

community back to normal. First responders need to share information to speed the

process of recovery.

II. Decontamination

Decontamination will start in the Response section and continue into the Recovery

section. The County HAZMAT Team will take the lead on decontamination. Support

functions will include, but not be limited to:

• Fire Departments – assist with operations of decontamination

• Public Health – provide safety information for the public and first responders

• PIO – disseminate safety information to the public

• Law Enforcement – provide security until decontamination is done

III. Surveillance

Surveillance is on-going in all phases of an incident for all types of symptoms. This is

handled by a coordinated effort through the health care providers lead by the County

Public Health Department. This information is then forwarded to NYSDOH and

subsequently to CDC.

Air quality around the scene will be monitored until it is deemed unnecessary. This will

be a collaborative effort involving HAZMAT, law enforcement and public health.

IV. Isolation and Quarantine

Starting in the Response section, continuing through the initial stages of the Recovery

section isolation and quarantine may be used. The County has developed a plan for

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isolation and quarantine that is located in the BT Files of The County Public Health

Department. The County Public Health is the lead agency in Q & I.

• County Attorneys – assist with the development of the Q & I plan and legal

questions that arise during the process

• Law Enforcement – assist with carrying out orders of the judge

V. Investigation

The investigation process could go on for months or even years. This also needs to start

in the Response section. Law Enforcement will be the lead. The County Sheriff’s Office

will most likely start the investigation; this may be turned over to the NYSP and/or the

FBI.

• DPW – may assist with transportation or storage of items

VI. Demobilization of the Response

As resources or services are no longer needed they should be demobilized as soon as

possible. This will help with the cost, organization of resources and help keep the

resources from being unnecessarily expended. The Incident Commander and EOC

Manager would take the lead on their respective resources. The Demobilization process

should start as soon as the asset is requested.

If schools are being used as shelters or alternative care centers, they will need to be

moved to open the schools up for the students. Family assistance centers may be moved

to a smaller location and hours of operation limited to normal business hours. States of

emergency and emergency orders may be rescinded. If there is a presidential declaration,

PA and IA surveys may need to be facilitated through WCOES. SBA loans may be made

available to businesses to assist them.

VII.

Mental Health

The mental health of the community as well as the first responders is an on-going

concern. The lead agency would be the County Mental Health Disaster Preparedness

Team. The Critical Incident Stress Debriefing Team would also assist with the first

responders. All agencies should make these teams available to their respect staff

members. Supervisors should be aware of the signs and assist those who need it.

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Victims and other members of the community may suffer from mental health issues long

after the incident. Information will be made available through the County website and

Untied Way 211 to get help.

VIII. Disposal

This section is broken into three subsections: contaminated debris, animal carcasses and

human remains. All of these need to be handled in a timely manner. Additional items

will need to be properly taken care of as the Recovery section continues.

Contaminated Debris

The County HAZMAT Team along with DEC will take the lead on handling

contaminated debris. Guidance will be given to the public on how to handle and properly

dispose of any contaminated debris.

Animal Carcasses

New York State Department of Agriculture and Markets will be the lead agency on

providing information on proper disposal of animal carcasses. This information will in

turn be provided to the public along with a means for proper disposal.

Human Remains

The County Mass Fatality Plan will be implemented when over five people die. As per

this plan the local morticians and coroners will work with the State to expedite the

autopsy and respectful handling of the remains, including a proper cremation or burial.

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Impacts

Predicting impacts to the area is important for dealing with all four phases of the incident. A

good starting point is the demographics of the area. The following information is a general

overview of The County.

People QuickFacts The County New York

Population, 2011 estimate 65,831 19,465,197

Population, 2010 (April 1) estimates base 65,705 19,378,104

Population, percent change, April 1, 2010 to July 1, 2011 0.2% 0.4%

Population, 2010 65,707 19,378,102

Persons under 5 years, percent, 2011 4.9% 6.0%

Persons under 18 years, percent, 2011 20.1% 22.0%

Persons 65 years and over, percent, 2011 17.5% 13.7%

Female persons, percent, 2011 51.2% 51.5%

White persons, percent, 2011 (a) 96.5% 71.5%

Black persons, percent, 2011 (a) 1.2% 17.5%

American Indian and Alaska Native persons, percent, 2011 (a) 0.2% 1.0%

Asian persons, percent, 2011 (a) 0.7% 7.8%
Native Hawaiian and Other Pacific Islander persons, percent, 2011
(a) Z 0.1%

Persons reporting two or more races, percent, 2011 1.3% 2.2%

Persons of Hispanic or Latino Origin, percent, 2011 (b) 1.9% 18.0%

White persons not Hispanic, percent, 2011 94.9% 58.0%

Living in same house 1 year & over, 2006-2010 87.1% 88.3%

Foreign born persons, percent, 2006-2010 2.9% 21.7%

Language other than English spoken at home, pct age 5+, 2006-2010 4.8% 29.2%

High school graduates, percent of persons age 25+, 2006-2010 89.6% 84.4%

Bachelor’s degree or higher, pct of persons age 25+, 2006-2010 27.3% 32.1%

Veterans, 2006-2010 6,172 1,025,496

Mean travel time to work (minutes), workers age 16+, 2006-2010 21.1 31.3

Housing units, 2011 38,949 8,119,364

Homeownership rate, 2006-2010 68.5% 55.2%

Housing units in multi-unit structures, percent, 2006-2010 22.1% 50.6%

Median value of owner-occupied housing units, 2006-2010 $183,000 $303,900

Households, 2006-2010 28,533 7,205,740

Persons per household, 2006-2010 2.25 2.59

Per capita money income in past 12 months (2010 dollars) 2006-2010 $27,744 $30,948

Median household income 2006-2010 $51,619 $55,603

Persons below poverty level, percent, 2006-2010 10.0% 14.2%

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Business QuickFacts The County New York

Private nonfarm establishments, 2010 2,372 519,504

Private nonfarm employment, 2010 31,125 7,266,189

Private nonfarm employment, percent change, 2000-2010 -11.4 -1.2

Nonemployer establishments, 2010 4,819 1,575,780

Total number of firms, 2007 7,410 1,956,733

Black-owned firms, percent, 2007 S 10.4%

American Indian- and Alaska Native-owned firms, percent, 2007 F 0.7%

Asian-owned firms, percent, 2007 S 10.1%
Native Hawaiian and Other Pacific Islander-owned firms, percent,
2007 F 0.1%

Hispanic-owned firms, percent, 2007 F 9.9%

Women-owned firms, percent, 2007 26.7% 30.4%

Manufacturers shipments, 2007 ($1000) 1,130,451 162,720,173

Merchant wholesaler sales, 2007 ($1000) 341,996 313,461,904

Retail sales, 2007 ($1000) 1,382,215 230,718,065

Retail sales per capita, 2007 $21,005 $11,879

Accommodation and food services sales, 2007 ($1000) 299,993 39,813,499

Building permits, 2011 133 22,575

Geography QuickFacts The County New York

Land area in square miles, 2010 866.95 47,126.40

Persons per square mile, 2010 75.8 411.2

FIPS Code 113 36

Metropolitan or Micropolitan Statistical Area , NY Metro Area

(a) Includes persons reporting only one race.

(b) Hispanics may be of any race, so also are included in applicable race categories.

FN: Footnote on this item for this area in place of data

NA: Not available

D: Suppressed to avoid disclosure of confidential information

X: Not applicable

S: Suppressed; does not meet publication standards

Z: Value greater than zero but less than half unit of measure shown

F: Fewer than 100 firms
Source: US Census Bureau State & County QuickFacts

Derived from http://quickfacts.census.gov

From this snapshot we gather that most of the permanent residents in The County are low-

income, white and have attained a high school education. From previous disasters we have

attained that the rural communities are very resilient; whereas the residents that rely on

technology expect more assistance from the first responders. It is estimated in the United States

the 20% of the population are considered special needs.

Language Barrier

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A majority of the population speaks English as their main language. This makes distribution of

instructional information less challenging. A smaller percentage of the rural communities use

computers for gathering information.

Capability

The capability of resources is a valid concern. There is a small group of well trained first

responders. Resources are tight due to financial constraints. Some of the first responders are

volunteers or have multiple jobs. This limits their availability. The capacity of resources is based

upon the population listed above.

Economy

A bioterrorism event would have a huge impact on the economy – short term and long term. The

specific location would not be able to be used until the investigation and decontamination was

complete. There is a small amount of farms with livestock and/or gardens that could be

impacted. The larger, more costly impact would be tourism. Terrorism would scare most people

away, but some would visit to check it out. Depending on the ratio and how long it took for

people to relax the economy could suffer for years.

Mental Health

Mental health symptoms can appear quickly or take years to manifest. If professional counsel is

not sought out the problems may escalate. Mental health issues can arise in victims, responders

and other members of the community.

Physical Health

From the events on 9/11/01, we learned that the physical health of those exposed to the harsh

environment of a terrorist event can have long term effects. Special surveillance should be put in

place to monitor the potential long term ill effects on responders and others in the area.

An incident of this magnitude would potentially have severe short term and long term

consequences. The items listed above include a list of likely effects but there are certainly more

that may be considered.

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Appendix 1

Acronyms

CDC Centers for Disease Control

CEMP Comprehensive Emergency Management Plan

COG Continuity of Government

COOP Continuity of Operations

DECON Decontamination

DHS Department of Homeland Security (U.S.)

DMORT Disaster Mortuary Services

DOH Department of Health (N.Y.)

EMS Emergency Medical Services

EOC Emergency Operating Center

FBI Federal Bureau of Investigation

FEMA Federal Emergency Management Agency

FERC Federal Energy Regulating Commission

HAZMAT Hazardous Materials

LEO Law Enforcement Office

NIPP National Infrastructure Protection Plan

OEM Office of Emergency Management (N.Y.)

OES Office of Emergency Services (County)

OHS Office of Homeland Security (N.Y.)

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PH Public Health (County)

PIO Public Information Officer

POD Point of Dispensing

SUNY State University of New York

CSO The County Sheriff’s Office

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Appendix 2

Definitions

Arrival screening: Medical screening upon arrival to detect individuals who have signs of

illness or who are at high risk of developing illness.

Asymptomatic: Without Symptoms

Bioterrorism – The terrorist use of microorganisms or toxins derived from microorganisms to

produce death or disease in humans, animals or plants

Containment: Contain an outbreak to the affected region(s) and limit of spread of the disease

through aggressive attempts to contain via isolation, quarantine or social distancing

Continuity of Operations: Refers to the capability to ensure the performance of essential

functions during any emergency or situation that may disrupt normal operations.

Essential functions: Functions that is absolutely necessary to keep a business operating during

an incident and critical to survival and recovery.

Geographic quarantine: The isolation of localities with documented disease transmission from

localities still free of infection.

Isolation: Separation of infected individuals from those who are not infected.

Point of Dispensing (POD): Locations or facilities where local authorities will be distributing

vaccine or anti-viral medications, if available.

Post-exposure prophylaxis: the use of antiviral medications in individuals exposed to others

with an infectious disease to prevent disease transmission.

Prophylaxis: The prevention of a disease or of a process that can lead to disease.

Quarantine: Separation of individuals who have been exposed to an infection but are not yet ill

from others who have not been exposed to the transmissible infection.

ServeNY:

Social distancing: Infection control strategies that reduce the duration and/or intimacy of social

contacts and thereby limit the transmission of influenza.

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Derived from: NYSEMO Pandemic Guidance and