Emergency MG T Plan

COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
VILLAGE OF CAMBRIDGE, NEW YORK
Supersedes Village of Cambridge Comprehensive Emergency Plan (2004) and any other documents published for this purpose
*** ADVISORY ***

This plan and its contents represent general guidelines which can be modified by Emergency Personnel as appropriate for their
needs. This plan does not create any rights or duties that are enforceable in a court of law as the statements or suggested
duties within the document are to be addressed only as guidance and will be ultimately assigned by the personnel in charge of
that service or resource.
Version 1.0, May 4, 2016

POC — Lance Allen Wang, (518) 677-2622
Comprehensive Emergency Management Plan — May 4, 2016
Village of Cambridge, New York
Passed by Board Resolution, May 4, 2016
Approve and adopt Village of Cambridge

Emergency Plan, DRAFT v0.6 dated 3/31/16 as the
Village of Cambridge Emergency Plan effective
MOTION: 5/2/2016
Made by: Trustee Robertson
Second by: Trustee Lucey
Vote: CB SR JS SL
Y Y Y Y
PREFACE
Emergency management protects communities by coordinating and integrating all activities necessary
to save lives, reduce human suffering and mitigate further harm to disaster-affected populations. It
does this through a process to build, sustain, and improve the capability to prepare for, respond to,
recover from, and mitigate against threated or actual natural disasters, acts of terrorism, or other man-
made hazards. Emergency management exists at all levels of government and relies on the
coordination and integration of a variety of public and private sector partners during the four phases of
emergency management — preparedness, response, recovery, and mitigation (See App. 1).
The purpose of the Village of Cambridge Emergency Operations Plan is to define a set of procedures that
can be applied to address a hazardous incident, either large or small, that primarily affects the Village.
Since disasters differ in important ways, it is impossible to plan for every contingency. Highly detailed
operational procedures are avoided in the plan in favor of a streamlined all-hazard preparedness
approach. This plan is structured to provide Village officials and participating agencies the basis for a
coordinated approach for the application of resources to the management of a disaster incident. The
intent is to minimize the impact on people, property, public services, and the local economy and to
efficiently restore normal community conditions.
Most domestic incidents affecting the Village are typically handled by emergency units within the Village
jurisdiction. These are situations that are within the capabilities and available resources of the
responding Village unit or units and their support groups. Most responses need go no further. In the
event of a disaster, catastrophe, or similar public emergency within the territorial limits of the Village, or
in the event of reasonable apprehension of immediate damage thereof or that public safety is imperiled
thereby; the Mayor may declare a local state of emergency (See App. 2). This would apply in those
situations that begin with an incident involving a single response discipline within the Village that
expands beyond the limits of local resources and requires significant County and State resources and
operational support. Major emergencies and disasters are unique events that present communities and
emergency personnel with extraordinary problems and challenges that cannot be adequately addressed
within the routine operations of local government. In those situations the Mayor will exercise authority
to call upon those outside resources to provide any additional assistance required to meet the
emergency. This response plan has been created to address both small incidents within the capacity of
the Village resources and large emergencies that extend beyond that capability.
The authority for the mayor to proclaim a local state of emergency within the territorial limits of the
Village is granted under Article 2-B, Section 24(1) of the New York State Executive Law. Upon such a
declaration, Article 2-B authorizes the Mayor to issue any local emergency orders necessary to protect
life and property or bring the emergency under control. The mayor is also authorized to use "any and
all facilities, equipment, supplies, personnel, and other resources in such a manner as may be necessary
to cope with the disaster or any emergency resulting therefrom. Under Section 25(1), if an emergency is
beyond the capabilities of the Village, the Mayor may also "request and accept assistance from any
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other political subdivision and may receive therefrom and utilize any real or personal property or the
services of any personnel thereof on such terms and conditions as may mutual be agreed to by the chief
executives of the requesting and assisting political subdivisions."
The trigger(s) to implement this emergency plan:

1. Declaration of Federal or State emergency which includes the Village of Cambridge
2. A winter storm warning which indicates snowfall in excess of two feet
3. A power outage in excess of 48 hours (Apr-Sep) or 24 hours (Oct-Mar) which affects the Village.
4. A sustained (>6 hours) fire or police emergency within the Village requiring
a. Multiple responding jurisdictions OR
b. Closing of major north-south (NY-22) or east-west (CR-372/313) routes OR
c. HAZMAT response teams from outside the Village
5. Any emergency requiring the evacuation of more than 25 households
6. Any emergency which, in the judgment of the emergency committee, will escalate beyond the
village's organic capabilities and will meet any of the conditions in (1) through (5) above.
The final decision as to implementing the Emergency Plan is the Chief Executive of the Village. In the
absence or incapacitation of the Chief Executive, the decision authority follows a line of succession from
Deputy Mayor, then to Trustees based upon longevity in their position.
The emergency procedures as defined in this plan also comply with the guidelines and structure
presented by the National Incident Management System (NIMS) established by the U.S. Department of
Homeland Security. NIMS provides a consistent nationwide approach for federal, state, and local
governments to work effectively and efficiently to prepare for, prevent, respond to, and recover from
domestic incidents, regardless of cause, size, or complexity. The Homeland Security Presidential
Directive (HSPD-5), Management of Domestic Incidents, requires all Federal Departments and agencies
to adopt NIMS and use it in their individual domestic incident management programs. The directive
also requires adoption of NIMS by state and local organizations as a condition for Federal Preparedness
assistance (through grants, contracts, and other activities) beginning in FY 2005. The Village of
Cambridge Emergency Operations Plan has been constructed to be in compliance with all Department of
Homeland Security directives. The Village Emergency Operations Plan is also in compliance with the
duties and responsibilities of village officials as specified in the Handbook for Village Officials prepared
by the New York State Conference of Mayors and Municipal Officials.
The command structure in the Village Emergency Operations Plan follows the Incident Command
System structure defined by NIMS.
The intent is not to describe all of the details of NIMS as it applies to the Village of Cambridge Incident
Response Plan, but to provide sufficient description to enable an action to be initiated. As an incident
develops, where specific procedures are not provided, the general NIMS guidelines are expected to
apply.
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The Village Emergency Operations Plan also identifies those resources and facilities directly available in
the Village and Town that can be made immediately available as well as the identification of and the
means of locating individual responders necessary to deal with an incident.
1. SITUATION:
The Village of Cambridge has a total area of approximately 1.7 square miles, all of which is dry land. It is
at the border of the Town of Jackson, and is divided between the towns of Cambridge and White Creek.
The primary route to the West is NY-372 (Main Street), which goes to Greenwich. The primary North-
South route is NY-22 (North and South Park Street).
The Village has a volunteer fire department that serves the Village and is located at 11 West Main St.
The Department maintains 5 pieces of fire apparatus, two engines, and a fully equipped rescue vehicle.
Law enforcement is provided by the Cambridge-Greenwich Police Department, with offices co-located
with the Municipal Offices at 56 North Park Street in the Village. The Washington County Sheriff's
Office maintains its nearest substation north of the Village in Salem on NY-22. In addition, the State
Police maintain a barracks in nearby Greenwich on NY-29.
Cambridge's municipal water is privatized and operated by New York American Water. It is fed by two
reservoirs, the upper and lower. The upper reservoir is located at the end of Bowen Hill Road. The
lower reservoir is located at the vicinity of Route 313 and Fish Hatchery Road. There is a chlorination
building located at Route 313 and Bowen Hill Road. The municipal system contains 89 valves and 59
hydrants — maps of the system are located in the Village Offices. Those homes not on the municipal
system are fed by private wells.
Ambulance service is provided by the Cambridge Valley Rescue Squad (CVRS), which has been providing
emergency medical services to the greater Cambridge, NY community since its founding in 1969. They
are located in the Village at 37 Gilbert Street.
The Cambridge Family Health Center, located at 35 Gilbert Street in the Village is an annex of the Glens
Falls Hospital in Glens Falls.
Cambridge Central School is the school system and the largest employer in the Village. It is a rural
district of approximately 900 students in a single school building partitioned into an elementary school
for pre-K through 6th grade, and a high school for grades 7-12. It serves parts of eight different towns
over a 100-square mile territory. The school maintains its own emergency plan. This plan is designed
to work in conjunction with the school's plan, not supersede it.
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Primary economic activity in the Village is conducted by small local manufacturing concerns, retail
outlets for food and fuel, specialty shops (antiques and local arts), and general services.
The nearest hospital is Southwest Vermont Medical Center in Bennington (23.2 miles), Saratoga Hospital
in Saratoga Springs (24.4 miles), St. Mary's Hospital in Troy (25.9 miles) and then Glens Falls Regional
Hospital in Glens Falls (28.6 miles). The closest Level I Trauma facility is Albany Medical Center (35.5
miles).
2. VULNERABILITIES: (See Appendix 1— All-Source Hazard Analysis for further discussion)
a. Winter storms: Winter Storms with snow, ice, and freezing temperatures in various
combinations are fairly commonplace. The Village is geared to handle most winter
emergencies. A potential for emergency exists when such storms also result in loss of
electric power, leaving people without adequate heating capability. Heavy wet snows of
early fall and late spring cause most power failures, however ice storms can also cause
power outages. The heavy wet snows and ice storms also bring down large branches, trees,
and in some cases, small structures not built to withstand heavy loading on the roof.
b. Windstorms: Violent windstorms are possible in the Village of Cambridge. The New
England hurricane of 1938 caused extensive damage in the area. In addition, the area can
be subjected to serious straight-line wind damage. Windstorms result in downed trees,
damaged phone and power lines, and crop losses. Other risks include straight-line winds
and tornadoes. While tornadoes are uncommon in this area, there
c. Wildfire: Wildfires are possible in the forested and grassland areas of the Village during late
summer and early fall. Fire detection methods are basically good, with special efforts being
made during fire seasons.
d. Explosion — Uncontrollable Fire — Building or Structural Collapses: A multi-dwelling or multi-

structure fire or structural collapse possibly induced by an explosion or a highly combustible
agent is always a potential threat. Resources beyond the capabilities of the Village could be
required for firefighting, medical aid, and evacuation.
e. National Emergency: National emergencies, including a possible attack by foreign interests,

are not as likely as during the Cold War. However, isolated acts of domestic or international
terrorism are more likely than they were during that period. Facilities and locations which
could be of symbolic interest are located in Albany, Schenectady, Watervliet, and Ballston
Spa. In the event of a detonation of a nuclear device in any of these locations, the rolling
hills would most likely disperse the blast effects before it reached this area. In the event of
attack with a ground burst nuclear weapon or improvised radiation dispersal device (often
called a "dirty bomb") in any of these areas, prevailing winds will likely spread fallout
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contamination in our area. Fallout which would either directly affect or isolate this area
would have severe consequences. Because of the dependence upon external food and fuel
supplies, any situation which might affect this system could have a severe impact upon the
village's population.
f. Hazardous Materials: These substances lead the list of potential hazards which could
impact the Village. Fuels are the most widespread materials likely to create problems.
Hazardous chemical spills caused by accidents involving tanker trucks carrying those
materials through the Village are also sources of possible HAZMAT incidents.
g. Aircraft Crashes: The Village of Cambridge is located near beacons and the flight paths of
large commercial passenger aircraft entering and leaving air terminals in the New York and
Boston metropolitan areas. Small private planes are also common in the local air space —
inclement weather and mountain winds could present challenges to pilots and result in
collisions or crashes.
3. COMMAND AND MANAGEMENT
a. The Incident Command System: The Village of Cambridge Emergency Operations Plan
management structure is modeled after the Incident Command System (ICS) established
by the NIMS. The ICS is an organizational structure for managing facilities, equipment,
personnel, procedures, and communications for any domestic incident that may occur
within the Village. The ICS was developed to provide federal, state, and local
governments, as well as private and not-for-profit entities, with a consistent framework
for the preparation for, response to, and recovery from any incident or event, regardless
of the size, nature, duration, location, scope, or complexity. It is used to organize a
broad spectrum of emergencies, from small to complex, both natural and man-made.
Its purpose is to define a chain of command that is consistent in multi-jurisdictional and
multi-agency incident responses, in order to enable them to interact efficiently. A very
broad definition of the ICS structure is presented below.
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INCIDENT COMMAND SYSTEM — ORGANIZATION AND FUNCTIONS
INCIDENT
COMMAND
Information
Safety
Liaison
OPERATIONS PLANNING LOGISTICS FINANCEMDM IN

SECTION SECTION SECTION SECTION
Staging Areas Resources unit Service Branch Time Unit

- Communications
Air Operations Situation unit - Medical Procurement
- Food Unit
Branches, Demobilization
Divisions, unit Support Branch Compensation
And Groups - Supply and Claims
Documentation Facilities
unit - Ground support Cost Unit
b. ICS Functions: The duties and responsibilities of all the functional disciplines are
explained in detail in the NIMS. The principal management functions will be briefly
presented here.
COMMAND: The incident commander has primary responsibility for all incident or
event activities. For the Village, that position falls within the jurisdiction of the Mayor
as defined by the laws of the State of New York. The Mayor as Incident Commander
will perform the major ICS functions of Operations, Logistics, Planning, and
Finance/Administration until it is determined that the authority for one or more of these
functions should be delegated. The Mayor will also perform the Command Staff
functions of Information, Safety, and Liaison until determine that one or more of those
functions should also be delegated. The Mayor as Incident Commander may have one
or more deputies. For those incidents that originate in the Village and progress outside
the Village or present a threat to Town residential property or lives, appointment of the
Town Supervisor as a deputy Incident Commander would be customary. In future
references to the Incident Commander it will be presumed that the position is occupied
by the Mayor unless otherwise designated.
OPERATIONS: The Operations Section is responsible for directing the tactical actions to
meet incident objectives. The duties and responsibilities of the Operations Section the
relationship to the Incident Commander is depicted below.
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❑PERATIONS
INCIDENT SECTION:
COMMANDER
- Directs and
coordinates all incident
tactical actions
- Is typically one of the
first organizations to be
assigned to the incident
OPERATIONS - Expands from the
bottom up
SECTION - Has the most incident
resources
- May have Staging
Areas and special
STAGING AREA organizations
RESCUE INVESTIGATION
GROUP GROUP
The Incident Commander would normally designate the senior operations officer of the
primary discipline responsible for responding to the type of incident encountered as the
Operations Section Chief. For instance, for a major structural fire, the Village Volunteer
Fire Department would be designated as the Operations Section for most incidents in
the Village with the Fire Chief as the Operations Section Chief. This is because of the
facilities and equipment available to that organization together with the manpower that
is trained to respond to a wide variety of hazardous incidents. The Operations Section
can expand to include law enforcement, rescue squad, public health, and emergency
services working together as a unit or in combination. These would be considered
functional groups that would be managed by their own Supervisors. The working
relationship between the fire department and the rescue squad, for example, makes
this a natural arrangement.
PLANNING: The Planning Section is responsible for the collection, evaluation, and
display of incident information, maintaining status of resources, and preparing the
Incident Action Plan and incident-related documentation.
LOGISTICS: The Logistics Section is responsible for providing adequate services and
support to meet all incident or event needs.
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FINANCE/ADMINISTRATION: The Finance/Administration Section is responsible for

keeping track of incident related costs, personnel, equipment records, and
administrating procurement contracts associated with the incident or event.
Each of these functional areas can be expanded as needed into additional organizational
units with further delegation of authority.
c. Command Staff: Three important staff functions are the responsibility of the Incident
Commander. They are Information, Safety, and Liaison. These responsibilities will be
performed by the Incident Commander unless the responsibility is delegated to one of
the following people:
- Information Officer: The Information Officer si the central point for

dissemination of information to the news media and other agencies and
organizations.
- Safety Officer: The Safety Officer assesses hazardous and unsafe situations
and develops measures for assuring personnel safety.
- Liaison Officer: The Liaison Officer is the point of contact at the incident for
personnel from assisting or cooperating agencies.
Even though all of the positional functions illustrated on the ICS organizational chart are
available to the Incident Commander, they are only activated in response to the needs
of the incident. Incidents often begin with a single response discipline where the
Officer in Charge assumes the role of the Incident Commander while acting within his or
her existing authority. For example, a fire chief has the authority (as part of the job
description) to serve as the Incident Commander at a structural fire. The final
responsibility for the resolution of the incident remains with the Mayor. It is imperative
that the Mayor or his deputy remain an active participant, supporter, and evaluator of
the incident as it develops from a minor event to a major one.
4. INCIDENT FACILITIES:
a. Incident Command Post (ICP): The ICP is the location at which the primary command
functions are performed. The Incident Commander is located at the ICP. This location
will be determined by the Incident Commander, and will be located where he or she
feels they can best exert control on the assets available in managing the situation.
b. Emergency Operations Center (EOC):
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- This is generally in a fixed location, and has the primary mission of tracking
the situation and providing a reach-back communications and logistics
support capability to support the Incident Commander.
- The initial location for the EOC will be the Village Offices located at 56 North
Park Street, co-located with the Police Station. This location is convenient as
it has parking space and terrain in order to maintain a staging area and
internal space to accommodate additional agencies and other "plug-in"
capabilities for ICS. It also has computer network capability.
- In the event the Village Offices are not usable, an alternate site is the Fire
Department Building located at 11 West Main Street. This site is less optimal
due to more limited parking, restrictive ingress/egress, reduced internal
space, and aged internal infrastructure.
- In the event the Fire Station is not usable, the Village will utilize the DPW
Garage at 6 Memorial Drive as an alternate EOC.
Alternate EOC: Municipal/Fire Dept Building, 11 West Main St.
c. Mobilization and Staging Area: The Mobilization and Staging Area is a location where
operations personnel report for tactical assignments and equipment and supplies are
stored for operational assignment. This is the place where operations personnel check
in on first notification of an incident. It is the location where briefings and instructions
are given, assignments issued, special support requirements are arranged, and
communication instructions are provided. There may be more than one staging area
depending on the scope of the incident. Alternate Staging Areas are established by the
Operations Chief.
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For the Village, the initial Mobilization and Staging Area for any incident will be the Fire
Station at 11 West Main Street.
d. The Communication Center: The Communication Center will be located at the EOC.
The EOC will contain the names, addresses, and phone numbers of the Incident
Commander and all principal emergency response organizations and their members and
officers. These will include County and state agencies that may be called on if local
resources are over extended.
5. MULTI-AGENCY SUPPORT SERVICES:
a. County Emergency Services: County responsibilities are closely related to the

responsibilities of the local levels of government within the County (Cities, towns and
villages) to manage all phases of an emergency. The County has the responsibility to
assist the local governments in the event that they have fully committed their resources
and are still unable to cope with any disaster. The County agency that has direct
responsibility for assisting local emergencies is:
Washington County Department of Public Safety

Washington County Municipal Center
383 Broadway
Fort Edward, New York 12828
Telephone: (518) 747-7520 (Staffed 24 hrs./day)
Fax: (518) 746-2157
T.D.D. (518) 746-2146
publicsafety@co.washington.us
The Village need not exhaust all of its resources before calling on the County for
assistance. At the earliest indication that a local situation may develop into a major
incident, a call to that office for assistance is warranted. The Department of Public
Safety has prepared a Comprehensive Emergency Management Plan that details the
services it provides to local communities. A copy of that plan will be maintained in the
Incident Command Post. The plan is also a valuable reference for a comprehensive set
of emergency procedures. These procedures will be utilized as an integral part of the
Village Emergency Operations Plan. The plan is updated periodically to ensure its
currency.
b. American Red Cross: Red Cross disaster relief focuses on meeting people's immediate
emergency disaster-caused needs. When a disaster threatens or strikes, the Red Cross
may provide shelter, food, and health and mental health services to address basic
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human needs. In addition to these services, the core of Red Cross disaster relief is the
assistance given to individuals and families affected by disaster to enable them to
resume their normal daily activities independently. The Red Cross also feeds
emergency workers, handles inquiries from concerned family members outside the
disaster area, provides blood and blood products to disaster victims, and helps those
affected by disaster to access other available resources. Red Cross chapters across the
country are required to respond with services to an incident within two hours of being
notified. These local chapters conduct disaster training as well as planning and
preparedness, to help them respond quickly and effectively when a disaster occurs.
Primary responsibility for the general health of a community following a disaster rests
with the local public health authorities and the local medical, nursing, and health
resources. III or injured persons normally look to their own physicians or the usual
community health facilities for the type of care they need. The Red Cross supplements
the existing community health care system when disasters threaten or strike. The Red
Cross coordinates its disaster health services with those of the local health authorities
and the medical and nursing communities. Contact information for the local Chapter of
the American Red Cross is:
American Red Cross

Adirondack Saratoga Chapter
74 Warren Street
Glen Falls, New York 12801
Email: rauc@usa.redcross.org
Phone: (518) 792-6545
Fax: (518) 792-8586
c. NYSDHES Office of Emergency Management (OEM): The mission of the New York OEM
is to protect the lives and property of the citizens of New York State from threats posed
by natural or man-made events. To fulfill this mission, OEM coordinates emergency
management services with other federal and state agencies to support county and local
governments. OEM routinely assists local government volunteer organizations and
private industry through a variety of emergency management programs. These
programs involve hazard identification, loss prevention and planning, training,
operational response to emergencies, technical support, and disaster recovery
assistance.
During disasters, OEM coordinates the emergency response of all State agencies to
ensure that the most appropriate resources are dispatched to impacted areas.
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The Village of Cambridge is located in OEM Region III. The OEM central office is located
in Albany with regional offices located throughout the State. Contact OEM at the
following locations:
SOEM Region III Northern District

5 Fox Farm Road
Queensbury, NY 12804-1107
Phone: (518) 793-6646
Fax: (518) 518-242-3742
OEMRegion3DL@dhses.ny.gov
NYS Watch Center (Staffed 24 hours): (518) 292-2200
6. PUBLIC SAFETY
a. Emergency Warning System: Information and warnings to the public that a threatening
condition is imminent or exists can be accomplished through the use of the following
resources. Public warning may, in many cases, be implemented solely by on-scene
personnel.
- A County computerized telephone notification system called Hyper-Reach —

this system can be used as the first means for early warning, particularly in
designated areas. The advantage of this sytem is that an emergency message
can be delivered over the phone very rapidly to a large number of residents.
The phone message will say, "This is an emergency message from Washington
County," followed by the specifics of the emergency and the instructions for
the appropriate action. The system keeps track of calls that are not answered
or are busy and makes repeat calls until they are answered. The system does
not work during a power outage for phones that require an external power
source. Additional warning measures are needed under those circumstances.
The Washington County Department of Public Safety manages the Hyper-
Reach system and must be called to implement it. Presently, the County has
assumed the cost of making emergency telephone calls for requests that are
real emergencies.
- Emergency service vehicles with siren and public address capabilities — many
police and fire vehicles are equipped with siren and public address
capabilities. These vehicles may be available, in part, during an emergency
for "route alerting" of the public.
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- Door-to-door public warning can be accomplished in some situations by the

individual alerting of each residence/business in a particular area. This can be
undertaken by any designated group such as volunteer firefighters or sheriffs
deputies visiting each dwelling in the affected area and relating the
emergency information to the building occupants. To achieve maximum
effectiveness, the individual delivering the warning message should be in
official uniform.
- A siren warning alarm can be created to act as a precursor of a more extensive

warning to residents that may be directly affected by an active or impending
emergency. Because the only siren is installed on the Village fire station with
a limited warning range, a door-to-door warning procedure will also be
required to ensure that all affected residents have been notified. The present
fire siren has a range which covers the entire village. The siren warning signal
will be defined and a suitable announcement will be arranged through the
local news media.
b. Evacuation Procedures: In an emergency, it may be necessary for the residents to be

temporarily evacuated from an area of the Village which is threatened. These
procedures will be used as the basis for evacuation planning for the Village. The
following procedures will supplement those procedures and will be followed for
evacuations to shelters within the Village or Town territorial limits. Evacuation of
Village residents outside of the Village or Town limits will be coordinated through the
Washington County Department of Public Safety.
- Where feasible, Village residents requiring evacuation may provide their own
transportation by means of their own private vehicles to a staging area or to
the designated shelter.
- Transportation for the evacuation of Village residents outside the Village

limits can be provided by the Cambridge Central School system buses. This
can be accomplished only for those emergency incidents that do not occur
during normal school hours while the school is in session. Procedures for
contacting school authorities for authorization to use the buses for this
purpose and to assemble the necessary bus drivers are available in the
Incident Command Post. These procedures will include contacting the School
Superintendent who will be responsible for providing school buses to
transport residents to evacuation centers or shelters and notifying school bus
drivers to report to transport residents to evacuation centers or shelters. At
other times, County and State resources will be utilized.
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- In order to meet the special needs of persons who would need special
assistance during evacuation and sheltering because of physical or mental
handicaps, a registry of names and addresses of disabled persons within the
Village will be retained in the Incident Command Post. A voluntary registry
will be offered to the Village residents with disabilities. A public notice of the
availability of the voluntary registration program will be implemented to
enable the identification of those who may need this assistance. The Village
maintains two resources for keeping lists of those requiring special assistance
— an Annual update roster provided by Cambridge Valley Senior Citizens Inc.
to the Village, and also the roster maintained by Washington County Office for
the Aging (Attn: Aging and Disabilities Resource Center) which maintains
outreach for voluntary registration to their database.
- It will be the responsibility of the Incident Commander or his Operations Chief

to designate the proper evacuation route that will insure a safe departure
from the threatened area without encountering obstacles.
c. Shelters: The contact names and phone numbers of those designated as responsible
for those facilities that are potential emergency shelters are maintained at the Incident
Command Post. Any arrangement for shelter outside the Village or Town would be
coordinated through the Washington County Department of Public Safety. Shelters
located within Cambridge are as follows:
EVACUATION POST-IMPACT
NAME LOCATION SQ. FEET CAPACITY CAPACITY
Cambridge Central School 24 S. Park Street 20,415.00 1020 510
Cambridge United Presbyterian Brieman Bldg., 81 E. Main St. 2,014.00 100 50
American Legion Maxson Post 2106 State Route 22 2,142.00 107 53

*-Cambridge Valley Rescue Sqd. 37 Gilbert St. 544.00 27 13
*- As of March, 2016, the Cambridge Valley Rescue Squad has submitted a request to the Red Cross to be
removed from the list of available shelters.
"Evacuation Capacity" is for an ongoing event where people are not safe to stay within
their homes until the event scales down, such as rising flood waters in a neighborhood.
"Post-Impact Capacity" would imply a community lost overnight housing and are left on
the streets, for example, a large, multi-unit fire impacted a whole apartment building,
displacing all of its residents.
7. EMERGENCY SUPPORT FUNCTIONS
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a. Cambridge Volunteer Fire Department:
- Current membership: 35
- Area served: Village of Cambridge, Towns of Jackson, Cambridge, White
Creek, and Arlington, Vermont.
- Key equipment: 3 engine tankers, 1 special rescue, and 1 wildland "brush"
truck
- Capabilities: Structure fire/rescue 35 feet tall or less (except collapses),
HAZMAT at the operational level (not technical — that gets elevated to county)
- Location: 11 West Main Street, Cambridge, NY 12816
- Phone: (518) 677-3048 / Emergencies 911
b. Cambridge Valley Rescue Squad:
- Current membership: Approximately 40

- Area served: Towns of White Creek, Cambridge, and Jackson; mutual aid
assistance to Easton, Greenwich, Hoosick, and occasionally neighboring
communities in Vermont
- Key equipment: 3 advanced life support ambulances
- Capabilities:
- Location: 37 Gilbert Street, Cambridge, NY 12816
- Phone: (518) 677-8211 / Emergencies 911
c. Cambridge Family Health Center (affiliated with Glens Falls Hospital)
- Capabilities: Urgent care services 365 days per year (between 8:00a-9:00p),
with occasional shortened hours due to weather and holidays. Office hours
and routine care are scheduled during weekdays only. Capabilities include
primary care, lab draw, digital radiology, alcohol/substance abuse counseling,
behavioral health, physical rehabilitation
- Location: 35 Gilbert Street, Cambridge, NY 12816
- Phone: (518) 677-3961
d. Helicopter Landing Zones (HLZs) (unmarked):
- HLZ 1: Cambridge Central School

- HLZ 2: CFD Property, opposite CVRS across Gilbert Rd. (Rt. 313)
- HLZ 3: Chapin Air Field (in town of Jackson), vic. 81 Legrys Road
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e. Public Works: The equipment and personnel of the Department of Public Works are
available to be used wherever required in an emergency. Department of Public Works
personnel can be used for clearing debris from roads, road repair, and other forms of
damage control. In addition, the village maintains relationships with its supporting
towns and as resources allow, can share additional equipment and personnel in order to
assist rescue and recovery efforts.
8. MUTUAL AID AGREEMENTS: The Cambridge Volunteer Fire Department has operating authority
throughout Washington County, plus the town of Hoosick in Rensselaer County by law.
APPENDICES:
App. 1 —All-Source Hazard Analysis — Village of Cambridge
App. 2 — Phases of Emergency Management
App. 3 — Disaster Declaration and related orders
App. 4 — Emergency Committee
App. 5 —Training
18
APPENDIX 1 — ALL-SOURCE HAZARD ANALYSIS
All-Source Hazard Analysis was conducted for Village of Cambridge with representatives of the
Washington County Emergency Management Office on December 7, 2015.
Scores are derived based upon formulae which incorporate the following factors —
• Scope — Potential area of impact and "cascade" effect (multiple triggered hazards).
• Frequency
• I mpact — People, Private Property, and Public Facilities
• Onset — Warning
• Duration — Hazard and Recovery
Higher score is considered more severe.
HAZARD RATING COMMENTS

Utility Failure 250 Frequent as a "cascade" event
HAZMAT in Transit 213 NY-22 and railroad
Severe Storm (6) 196 Includes winter storms
Fire 178 Both drought related and older
buildings on Main St.
Terrorism 178 Primarily domestic terrorism focused on
symbolic targets like CCS
Epidemic 164
Earthquake (7) 162
Ice Storm 160
Tornado (8) 160
Explosion 156 Such places as Haskins with HAZMAT
Storage
Extreme Temperatures (9)(10)(11) 154 Includes deep freezes, plus cold and
heat waves
Hurricane (12) 139
Structural Collapse 111 Older buildings on Main St.
Flood 106 Oversaturation of wetlands areas within
Village (E and W of NY-22 south of
village)
19
1. Winter Storms and Records, Albany, NY:
Seasonal - Top 10 Snowiest

Albany, NY (1884-85 to present)
Updated: May 2015
5nov.rfall= Inches Normal =198-1-2010
112.5 110.0 105.4
1 11111111111
tiro
^' 00? 4/1" NrC' 0
O
,,c6
,
1
4;5 _03; Aid
/7f.'
1
' 4, Aq' 4$
AA CV
"tir/
Top 20 Greatest Snowstorms 44 ,“„
Albany, NY (1884-85 to present)

Updated: July 2012
• snowfall = Inches
26.6 26A
1[111111111.1alluitt
22.5
1
7.9 17.9
e ,
44"' e".•
NW. 41,‘
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7 .0 ® ' yrs'
45'
x•''' 41" OA rn ~ r. cAN'
.e 4
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•kt" (Fr te e e`
cF
<, a. a v,0" cg
20
2. US Geological Survey 2014 Seismic Hazard Map of New York:
USSEismicHazard 2014 new York Hazard

.2%in50yearsPGA
FbrariPpigi
C%.2
E-4
dem
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▪ G.14
.2.0
▪ 40
40-50
fs .30
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— Trans.Po nrn
— -Mang d1
.... a tiers
Count." i I
. . ' i ' ''- i
r -' ' --r
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5
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',-.----, -,-.-r i .--- ._
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7. :
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,,-, . _I------ ,L 12r.."
'-7 \ ,,
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P, ...
1 2-,r i ___
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3. Washington County Tornadoes since 1972.
ID Date Event Time Dead lnj F-Scale Beg Coor End Coor County
hiurn
552 JLY 25, 1972 4 10:40 0 0 0 43.52 —073.27 00.00 0 115
544 JUN 11, 1976 4 18:45 0 0 2 43.32 —073.72 43.30 —073.68 115
911 AUG 4, 1992 20 11:00 0 0 1 43.37 —073.40 00.00 0 115
748 JLY 8, 1993 7 11:25 0 0 0 43.42 —073.27 00.00 0 115
930 AUG 21, 1994 9 11:15 0 1 1 43.17 —073.58 00.00 0 115
Source: http://www.tornadoproiect.com/alltorns/nvtorn.htm#Washington, retrieved 12/30/2015.
4. Deep Freezes (10 or more consecutive days with maximum temperature of 32 degrees Fahrenheit or less)
as recorded by the National Weather Service in Albany, New York since 1972.
22 days, January 10-31, 2003

21 days, 4 incidences between 1978 and 2011
18 days, December 19, 2000 — January 5, 2001
21
Comprehensive Emergency Management Plan - May 4, 2016
17 days, January 26-February 11, 2015

16 days, January 8-23, 1984
15 days, January 15-29, 2005
14 days, 3 incidences between 1977and 2000
5. Cold Waves (3 or more consecutive days with minimum temperatures of zero degrees Fahrenheit or less)
as recorded by the National Weather Service in Albany, New York since 1972:
10 days - February 9-18, 1979

7 days -January 8-14, 1981
6 days - December 17-22, 1980, January 24-29, 1987, January 4-9, 1996
5 days-January 27-31, 1977, February 13-17, 1987, December 21-25, 1989
4 days - 11 incidences between 1972 and 2015
6. Heat Waves (3 or more consecutive days with maximum temperatures of 90 degrees Fahrenheit or more)
as recorded by the National Weather Service in Albany, New York since 1972:
7 days -July 5-11, 1988, July 17-23, 1991, July 14-20, 2013
6 days-August 10-15, 1988, July 5-10, 1993, August 11-16, 2002, July 14-19, 2013
5 days -July 19-23, 1978, July 9-13, 1987, July 21-25, 1987, July 5-9, 2011
7. Hurricanes within 150 miles of Cambridge, NY since 1972
NAME START END LANDFALL MAX WIND (Kts) Max Press (Bars)
Irene 8/21/11 8/25/11 8/25/11 105 1006
Floyd 9/7/99 9/16/99 9/16/99 135 1008
Gloria 9/16/85 9/27/85 9/27/85 125 1009
David 8/25/79 9/6/79 - 150 1008
Belle 8/6/76 8/10/76 - 105 1012
22
APPENDIX 2 — PHASES OF EMERGENCY MANAGEMENT
MITIGATION PREPAREDNESS
Ak EMERGENCY
,/-• MANAGEMENT
RECOVERY
mil RESPONSE
PREPAREDNESS: Building the emergency management function through planning and policy
development, staffing, obtaining necessary equipment, and conducting emergency management
training and exercises. Stakeholder outreach and education efforts are also important preparedness
activities.
RESPONSE: Conducting emergency operations to save lives, reduce suffering, and mitigate further
harm from disaster affected populations.
RECOVERY: Rebuilding communities to function on their own, and building in resiliency for future
events.
MITIGATION: Taking sustained actions to reduce or eliminate long-term risk to people and property
from hazards and their effects.
23
Comprehensive Emergency Management Plan— May 4, 2016
APPENDIX 3— DECLARATION OF EMERGENCY
Sir
DISASTER
OCCURS
- Local response
WE - Local State of Emergency declared
ARE - Request for State Assistance
HERE!!!
- State response
- Governor declares State Disaster
Emergency
- Governor may request Federal
Emergency declaration
- Preliminary Dam age Assessment

Conducted
- Governor Requests Major Disaster
Declaration (If enough damage)
- FEMA Examines damage and

disaster declaration request
- President approves (or denies)
*
Major Disaster Declaration
- If denied, state can appeal
FEDERAL RECOVERY PROGRAMS

COMMENCE (if declaration approved)
24
LOCAL STATE OF EMERGENCY PROCLAMATION
A State of Emergency is hereby declared in the Village of Cambridge for a period of time beginning at
hours on the date of and continuing in effect for a period not to exceed five
(5) days and ending at hours on the date of
The State of Emergency has been declared due to emergency conditions produced by:
Such conditions threaten or imperil the public safety of the citizens of this municipality.
As Chief Executive of this municipality, I have exercised the authority given to me under New York State
Executive Law, Article 2-B, to preserve the public safety and hereby render all required and available
assistance vital to the security, well-being, and health of the citizens of the community.
I hereby direct the Department(s) of to

take whatever steps necessary to protect life and property, public infrastructure, and other such
emergency assistance as deemed necessary.
Signed:
Mayor
Title
Date
25
ORDER CONTROLLING PRESENCE OF PERSONS ON PUBLIC STREETS AND PLACES
As Chief Executive of the Village of Cambridge, in accordance with a proclamation of State of Emergency
executed on the day of 20_ do hereby declare that the following areas within
this municipality are restricted and all pedestrian and vehicular movement, standing and parking, is
prohibited; except for the provisions of designated essential services such as fire, police, and hospital
services including transportation of patients thereto, utility emergency repair and emergency calls by
physicians.
1.
2.
3.
4.
5.
6.
These restrictions apply until removed by order of the of this

municipality.
Signed this day of 20 at o'clock, in Cambridge, New York.
Witness
ORDER ESTABLISHING CURFEW
I, , acting in my capacity of of the Village of

Cambridge, New York, in accordance with a Proclamation of State of Emergency executed on the
day of , 20 do hereby declare that a curfew is established and imposed.
The curfew will commence at o'clock on the day of 20 until

removed by the of this municipality.
During the period of this curfew, all pedestrian and vehicular traffic, except essential emergency vehicles
and personnel is prohibited from using the public streets within this municipality between the hours of
and
Witness
26
ORDER PROHIBITING SALE AND DISTRIBUTION OF ALCOHOLIC BEVERAGES

day of , 20 do hereby prohibit the sale and distribution of alcoholic
beverages (as defined by Section 3 of the Alcoholic Beverage Control Law, but not including patented
medicines) within this municipality effective immediately until this order is rescinded by the
Witness
ORDER CLOSING PLACES OF AMUSEMENT AND ASSEMBLY

day of , 20 , do hereby order the closing of all places of amusement and
assembly within this municipality effective immediately and continuing until further order of the
Witness
ORDER REGULATING THE PURCHASE, STORAGE, ETC. OF FLAMMABLE MATERIALS

day of , 20 do hereby prohibit the sale or other transfer, with or without
consideration, of gasoline or any other flammable or combustible liquid or of any explosive, or the
possession in a public place of any portable container containing gasoline or any other flammable or
combustible liquid (except that delivery into a tank properly affixed to an operable motor driven vehicle
and necessary for the propulsion thereof shall not be prohibited thereunder).
Witness
27
APPENDIX 4 — EMERGENCY COMMITTEE
The Village of Cambridge will maintain an emergency committee, tasked with the responsibility to
generate procedures, process, and policy as necessary to support emergency operations. They will also
be responsible for reviewing and updating policies as necessary. Finally, they are also responsible for
participating in exercises and post-incident reviews in order to evaluate the effectiveness of plans and
generate corrective guidance as necessary.
The committee will consist of:
1. Mayor
2. Trustee Representative
3. Cambridge-Greenwich Police Chief
4. Cambridge VFD Chief
5. Cambridge Valley Rescue Squad Chief
6. Director of Public Works
7. Representative of Cambridge Valley Health Center
8. Cambridge Central School Superintendent
9. Village Clerk
28
APPENDIX 5 —TRAINING
1. Individual Training
a. Mandatory Training Courses: These are all available online and free of charge at
training.fema.gov/IS/NIMS.aspx. Upon completion of training, certificates must be
forwarded to the Village Clerk for recording.
WHO: All persons involved with emergency planning, response, or recovery efforts
IS-100.b Introduction to Incident Command System
IS-700.a National Incident Management (NIMS): An Introduction
WHO: Personnel who are likely to assume a supervisory position within the ICS
IS-200.b ICS for Single Resources and Initial Action Incidents
WHO: Mayor and Trustees

IS-800.b National Response Framework, An Introduction
IS-230.d Fundamentals of Emergency Management
b. Optional Training Courses: There are numerous short courses available at multiple
locations, presented by New York's Division of Homeland Security and Emergency Services.
The schedule of classes is available of www.dhses.ny.gov/training/calendar.
2. Collective Training: The Village's Comprehensive Emergency Management Plan is meant to be

implemented and executed. Therefore it is necessary to exercise the plan periodically. While
departments should take the opportunity to train on their collective tasks internally, at least
once annually, training will be multi-agency, multi-echelon, and externally evaluated. Ideally,
this will be worked into existing exercises (such as an active shooter drill at the school) in order
to enhance realism, maximize time, and maximize resources.
29

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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN

VILLAGE OF CAMBRIDGE, NEW YORK

*** ADVISORY ***

Version 1.0, May 4, 2016

Passed by Board Resolution, May 4, 2016

Approve and adopt Village of Cambridge

The trigger(s) to implement this emergency plan:

2. VULNERABILITIES: (See Appendix 1— All-Source Hazard Analysis for further discussion)

d. Explosion — Uncontrollable Fire — Building or Structural Collapses: A multi-dwelling or multi-

e. National Emergency: National emergencies, including a possible attack by foreign interests,

3. COMMAND AND MANAGEMENT

INCIDENT COMMAND SYSTEM — ORGANIZATION AND FUNCTIONS

OPERATIONS PLANNING LOGISTICS FINANCEMDM IN

Staging Areas Resources unit Service Branch Time Unit

FINANCE/ADMINISTRATION: The Finance/Administration Section is responsible for

- Information Officer: The Information Officer si the central point for

b. Emergency Operations Center (EOC):

Alternate EOC: Municipal/Fire Dept Building, 11 West Main St.

5. MULTI-AGENCY SUPPORT SERVICES:

a. County Emergency Services: County responsibilities are closely related to the

Washington County Department of Public Safety

American Red Cross

SOEM Region III Northern District

NYS Watch Center (Staffed 24 hours): (518) 292-2200

- A County computerized telephone notification system called Hyper-Reach —

- Door-to-door public warning can be accomplished in some situations by the

- A siren warning alarm can be created to act as a precursor of a more extensive

b. Evacuation Procedures: In an emergency, it may be necessary for the residents to be

- Transportation for the evacuation of Village residents outside the Village

- It will be the responsibility of the Incident Commander or his Operations Chief

Cambridge Central School 24 S. Park Street 20,415.00 1020 510

Cambridge United Presbyterian Brieman Bldg., 81 E. Main St. 2,014.00 100 50

American Legion Maxson Post 2106 State Route 22 2,142.00 107 53

7. EMERGENCY SUPPORT FUNCTIONS

a. Cambridge Volunteer Fire Department:

b. Cambridge Valley Rescue Squad:

- Current membership: Approximately 40

c. Cambridge Family Health Center (affiliated with Glens Falls Hospital)

d. Helicopter Landing Zones (HLZs) (unmarked):

- HLZ 1: Cambridge Central School

APPENDIX 1 — ALL-SOURCE HAZARD ANALYSIS

Higher score is considered more severe.

HAZARD RATING COMMENTS

1. Winter Storms and Records, Albany, NY:

Seasonal - Top 10 Snowiest

5nov.rfall= Inches Normal =198-1-2010

112.5 110.0 105.4

Top 20 Greatest Snowstorms 44 ,“„

Albany, NY (1884-85 to present)

2. US Geological Survey 2014 Seismic Hazard Map of New York:

USSEismicHazard 2014 new York Hazard

3. Washington County Tornadoes since 1972.

Source: http://www.tornadoproiect.com/alltorns/nvtorn.htm#Washington, retrieved 12/30/2015.

22 days, January 10-31, 2003

17 days, January 26-February 11, 2015

10 days - February 9-18, 1979

7. Hurricanes within 150 miles of Cambridge, NY since 1972

APPENDIX 2 — PHASES OF EMERGENCY MANAGEMENT

APPENDIX 3— DECLARATION OF EMERGENCY

- Preliminary Dam age Assessment

- FEMA Examines damage and

FEDERAL RECOVERY PROGRAMS

LOCAL STATE OF EMERGENCY PROCLAMATION

* ADVISORY *