Sector Jacksonville Marine Transportation System Recovery Plan€¦ · MTS Recovery Unit Leader ......

Version 3.0 2019-2024

U.S. Coast Guard Sector Jacksonville

Sector Jacksonville Marine Transportation System Recovery Plan

For Northeast and East Central Florida

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Table of Contents LIST OF FIGURES and TABLES ................................................................................................ vi REFERENCES ............................................................................................................................ viii

SECTION 1: INTRODUCTION ................................................................................................ 1

A. PURPOSE ................................................................................................................................. 1

1. Infrastructure Impact .................................................................................................................... 1

2. Constrained Operational Capacity ................................................................................................ 1

3. Constrained by Response Operations ........................................................................................... 1

B. SCOPE ...................................................................................................................................... 2

C. OVERARCHING GOALS AND OBJECTIVES ..................................................................... 2

1. Overarching Goal ......................................................................................................................... 2

D. ORGANIZATION .................................................................................................................... 3

1. Area of Responsibility .................................................................................................................. 3

2. COTP Zone Overview .................................................................................................................. 4

a. Local MTS Facts .......................................................................................................................... 5

b. Uniqueness of the COTP Zone ..................................................................................................... 5

Scenario 1: Major Infrastructure Impact ............................................................................................. 6

Scenario 2: Constrained Operational Capacity .................................................................................. 6

Scenario 3: MTS Affected by a Primary Response .............................................................................. 7

c. Maritime Critical Infrastructure Covered by Essential Elements of Information (EEI ................ 8

E. LEGAL CONSIDERATIONS .................................................................................................. 9

F. FUNDING CONSIDERATIONS ............................................................................................. 9

G. USCG GOVERNING RESPONSIBILITIES ......................................................................... 10

H. MEMORANDUM OF UNDERSTANDING/MEMORANDUM OF AGREEMENT (MOU/MOA): ............................................................................................................................... 10

I. OUTSIDE SUPPORT ............................................................................................................. 10

J. PLANNING ASSUMPTIONS ............................................................................................... 18

K. KEY TERMS AND DEFINITIONS ...................................................................................... 18

TAB A: MTS FACT SHEET: PORT OF FERNANDINA ......................................................... 23

TAB B: MTS FACT SHEET: PORT OF JACKSONVILLE ...................................................... 24

TAB C: MTS FACT SHEET: PORT CANAVERAL ................................................................ 25

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SECTION 2: PLANNING AND PREPAREDNESS .............................................................. 27

A. PURPOSE ............................................................................................................................... 27

B. NORMAL PORT OPERATIONS .......................................................................................... 27

1. Infrastructure .............................................................................................................................. 28

2. Operations ................................................................................................................................... 28

3. Linkages...................................................................................................................................... 28

4. General Priorities and Critical Infrastructure.............................................................................. 29

C. STAKEHOLDER COORDINATION: ................................................................................... 29

1. MTS Recovery Planning Coordination ...................................................................................... 29

D. PRE-ESTABLISHED MTSRU .............................................................................................. 30

1. MTSRU staffing ......................................................................................................................... 30

E. MTSRU RESPONSIBILITIES ............................................................................................... 31

F. TRAINING .............................................................................................................................. 31

Training Requirements for CG Personnel ........................................................................................... 31

G. ICP/IMT LOCATIONS AND EQUIPMENT......................................................................... 32

H. TYPE-1 AND TYPE-2 EVENT CONSIDERATIONS.......................................................... 33

1. Concept ....................................................................................................................................... 33

2. Request for Forces (RFF) ........................................................................................................... 33

3. MTS Recovery Trade Resumption ............................................................................................. 34

4. Incident Management Structure .................................................................................................. 34

5. Operational Committees and Task Forces .................................................................................. 34

6. MTS Recovery Unit Leader........................................................................................................ 34

TAB D: LIST OF ORGANIZATIONS TO PROVIDE SME ASSISTANCE TO THE MSTRU 36

TAB E: NORMAL PORT OPERATIONS – PORT OF FERNANDINA .................................. 38

TAB F: NORMAL PORT OPERATIONS – JACKSONVILLE ................................................ 41

TAB G: NORMAL PORT OPERATIONS – CANAVERAL .................................................... 48

SECTION 3: MTS RECOVERY MANAGEMENT .............................................................. 53

A. PURPOSE ............................................................................................................................... 53

1. Objectives ................................................................................................................................... 53

B. PROCESS ............................................................................................................................... 53

1. Recovery Task 1 - Establishing the MTSRU ............................................................................. 54

2. Recovery Task 2 - Obtaining Situational Awareness ................................................................. 60

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3. Recovery Task 3 - Determine impact to the MTS and Develop Courses of Action. .................. 64

4. Recovery Task 4 - MTS Status Reporting ..................................................................................... 67

5. Recovery Task 5 – Demobilize the MTSRU .............................................................................. 73

TAB H: MTS REPORTING TEMPLATE ................................................................................... 74

TAB I: MTSRU SOP .................................................................................................................... 81

Stage 1: Establishing the Marine Transportation System Recovery Unit .......................................... 84

Stage 2: Obtain Situational Awareness .............................................................................................. 85

Stage 3: Determine MTS Impact and Recommend COAs ................................................................. 86

Stage 4: MTS Reporting Requirements ............................................................................................. 87

Stage 5: Demobilization of the MTSRU ............................................................................................ 88

TAB J: INFRASTRUCTURE CHECKLISTS ............................................................................. 90

A. Use of Checklists .......................................................................................................................... 90

TAB K: MTSRU DEMOBILIZATION REPORT TEMPLATE ................................................. 91

TAB L: MTSRU NOTIFICATION PROCESS GUIDE .............................................................. 92

TAB M: PUBLIC AFFAIRS CONSIDERATION ...................................................................... 96

1. GENERAL.................................................................................................................................. 96

2. JOINT INFORMATION CENTERS ......................................................................................... 96

3. USE OF SOCIAL MEDIA ......................................................................................................... 96

4. PUBLIC AFFAIRS SUPPORT .................................................................................................. 97

SECTION 4: MTSRP MAINTENANCE AND EXERCISE .................................................. 99

A. PURPOSE ............................................................................................................................... 99

B. MTSRP VALIDATION.......................................................................................................... 99

Annual MTSRP Validation ................................................................................................................. 99

CART Validation ................................................................................................................................ 99

C. MTSRP UPDATES .............................................................................................................. 100

1. Five Year Review and Approval of MTSRP ............................................................................ 100

2. Immediate MTSRP Program Updates ...................................................................................... 100

ANNEX A: NE FLORIDA PORT COORDINATION TEAM ACTIVATION PROCEDURES ......................................................................................................................... 101

A. GENERAL ............................................................................................................................ 101

B. CONCEPTUAL OPERATION .............................................................................................. 102

C. ACTIVATION ....................................................................................................................... 103

D. PRE-MEETING CONSIDERATIONS ................................................................................. 104

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E. MEETING PROTOCOL ....................................................................................................... 108

F. WATERWAY AND CARGO PRIORITIES ......................................................................... 111

G. ESSENTIAL ELEMENTS OF INFORMATION ................................................................. 115

ANNEX B: EAST CENTRAL FLORIDA PORT COORDINATION TEAM ACTIVATION PROCEDURES .............................................................................................. 117

A. GENERAL ............................................................................................................................. 117

B. CONCEPTUAL OPERATION .............................................................................................. 117

C. ACTIVATION ....................................................................................................................... 119

D. PRE-MEETING CONSIDERATIONS ................................................................................. 121

E. MEETING PROTOCOL ....................................................................................................... 125

F. WATERWAY AND CARGO PRIORITIES ........................................................................ 127

G. ESSENTIAL ELEMENTS OF INFORMATION ................................................................ 130

ANNEX C: MARINE TRANSPORTATION SYSTEM RECOVERY BRANCH ............ 132 MARINE TRANSPORTATION SYSTEM ............................................................................... 136

BRANCH LEADER ................................................................................................................... 136

MISSION STATEMENT ........................................................................................................... 136

MARINE TRANSPORTATION SYSTEM ............................................................................... 139

STAFF ELEMENT MISSION STATEMENT ........................................................................... 139

WATERWAYS GROUP ............................................................................................................ 143


WATERWAYS GROUP SUPERVISOR................................................................................... 144

WATERWAYS GROUP SUPERVISOR (WGS) CHECKLIST ............................................... 148

ATON TASK FORCE ................................................................................................................ 149

ATON TASK FORCE LEADER (TFL) CHECKLIST.............................................................. 151

CHANNEL ASSESSMENT TEAMS ........................................................................................ 152

INFRASTRUCTURE DIVISION MISSION STATEMENT ................................................... 157

INFRASTRUCTURE DIVISION SUPERVISOR ..................................................................... 158

INFRASTRUCTURE DIVISION SUPERVISOR (IDS) CHECKLIST .................................... 162

INFRASTRUCTURE ASSESSMENT TEAMS ........................................................................ 163

VESSEL DIVISION MISSION STATEMENT ........................................................................ 166

VESSEL DIVISION SUPERVISOR .......................................................................................... 167

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VESSEL DIVISION SUPERVISOR CHECKLIST ................................................................... 171

REMAIN IN PORT LIAISON (RIPLO) .................................................................................... 172

Tab A Priority ATON List and Anchorage Areas....................................................................... 174

Tab B Channel / Waterway List ...................................................................................................... 178

Port of Jacksonville Channel/Waterways .................................................................................. 178

Waterway Name.......................................................................................................................... 178

USACE Designation ................................................................................................................... 178

Port of Fernandina / St. Marys Waterway/Channels .................................................................. 178

Waterway Name.......................................................................................................................... 178


Port Canaveral Waterway / Channels ......................................................................................... 179

Waterway Name.......................................................................................................................... 179


Tab C Critical Infrastructure Priority List ....................................................................................... 180

Tab D Example ICS-204 ................................................................................................................ 182

Tab E Vessel Remain in Port DRAFT Approval / Denial Letters .................................................. 185

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LIST OF FIGURES and TABLES Figure 1 COTP Jacksonville AOR .................................................................................................. 4 Figure 2 EEI Table .......................................................................................................................... 8 Nassau Terminal ........................................................................................................................... 39 Rayonier ........................................................................................................................................ 40 Blount Island Marine Terminal ..................................................................................................... 41 Table 1: Stakeholder and Critical Aids to Navigation ................................................................. 42 Table 2 Bridge Name/Air Draft .................................................................................................... 43 Table 3 Channel Segments St. Johns River ................................................................................ 44 Dames Pt. - TraPac Terminal - ICTF ............................................................................................ 45 Talleyrand Terminal...................................................................................................................... 45 Buckeye and Blanchard Oil Terminals ......................................................................................... 46 USN NAVSTA Mayport............................................................................................................... 47 USMC Blount Island Command ................................................................................................... 47 JAXPORT Cruise Terminal .......................................................................................................... 47 Port Canaveral ............................................................................................................................... 48 Table 4: Port Canaveral Critical Aids to Navigation ................................................................... 49 Table 5: Critical Bridges: Canaveral AOR .................................................................................. 49 Table 6: Channel Segments and Depths ....................................................................................... 50 Cruise Terminal 8 and Disney Cruise Ship................................................................................... 50 SEAPORT Canaveral.................................................................................................................... 51 North Cargo Piers 5 and 6 ............................................................................................................. 51 Figure 3: MTS Recovery Cycle .................................................................................................... 53 Figure 4 MTS Recovery Unit in Planning Section ....................................................................... 55 Figure 5 MTS Recovery Branch in Operations Section ............................................................... 56 Figure 6 MTSRU Unit Leader Checklist Example ....................................................................... 56 Figure 7: Location of USCG Sector Jacksonville ......................................................................... 57 Figure 8: JAXPORT SOC ............................................................................................................. 58 Figure 9: Canaveral Port Authority IMOC ................................................................................... 58 Figure 10: MTSRU Space Organization ...................................................................................... 59 Figure 11: Primary EEI Categories for Assessment ..................................................................... 61 Table 7 MTS Recovery Branch WATERWAYS GROUP ........................................................... 62 Table 8 MTS Recovery Branch Infrastructure Division ............................................................... 62 Table 9 WATERWAYS GROUP Channel Assessment Teams ................................................... 62 Table 10: National Cargo Priorities .............................................................................................. 65 Table 11: Regional and Local Cargo Priorities............................................................................. 66 Table 12: IAP Development Cycle - MTS Information ............................................................... 68 Figure 12: Port Status Information .............................................................................................. 69 Table 13: Alternative Reporting Template ................................................................................... 72

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Table 14: Port Incident Area/Summary Guidance and Example ................................................. 74 Table 15 MTS Impact Template and Example ............................................................................. 75 Table 16 MTS Recovery Actions Taken Guidance and Example ................................................ 76 Table 17 Vessels in Queue Guidance and Example ..................................................................... 77 Table 18 Waterway Management Actions Taken and Example ................................................... 78 Table 19 Future Plans Guidance and Example ............................................................................. 79 Table 20 Intermodal and Supply Chain Impact ............................................................................ 80 Figure 13 CG1140A ...................................................................................................................... 90 Figure 14 PCT Activation Decision Matrix ................................................................................ 103 Table 21: PCT Membership Assessment Considerations ........................................................... 105 Table 22: State/Local Government PCT Membership Assessment Considerations ................... 106 Table 23: Stakeholder PCT Membership Assessment Considerations ....................................... 107 Figure 15: Cargo Description..................................................................................................... 112 Figure 16: Waterway Priorities ................................................................................................... 113 Figure 17: Port of Fernandina Priority Waterways .................................................................... 114 Figure 18: Port of Jacksonville Priority Waterways .................................................................. 114 Figure 19. PCT Activation Decision Matrix .............................................................................. 119 Table 24: PCT Membership Assessment Considerations ........................................................... 122 Table 25 Cargo Priorities ............................................................................................................ 128 Table 26 Waterway Restoration Priorities ................................................................................ 129 Figure 20: Canaveral Waterway Priorities ................................................................................. 130

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REFERENCES

(a) Ports and Waterways Safety Act of 1972 (b) Federal Water Pollution Control Act (FWPCA) of 1972. (c) Maritime Transportation Security Act of 2002 (MTSA) (d) Robert T. Stafford Disaster Relief Act (42 U.S.C. §5121 et. seq. as amended) (e) Security and Accountability for Every Port Act of 2006 (SAFE Port Act) (f) An Assessment of the U.S. Marine Transportation System: A Report to Congress, U.S.

Department of Transportation, September 1999 (g) Strategy to Enhance International Supply Chain Security, Department of Homeland

Security, July 2007 (h) Transportation Systems Sector-Specific Plan, Annex B: Maritime (2010) (i) Presidential Policy Directive 21 (PPD-21): Critical Infrastructure Security and Resilience (j) National Response Framework (NRF), Critical Infrastructure and Key Resources (CI/KR)

Annex, 2011 (k) National Disaster Recovery Framework, September 2011 (l) National Strategy for Maritime Security: Maritime Infrastructure Recovery Plan (MIRP),

April 2006 (m) National Infrastructure Protection Plan (NIPP), 2009 (n) National Maritime Transportation Security Plan (NMTSP), 2008 (o) National Incident Management System (p) CBP/USCG Joint Protocols for the Expeditious Recovery of Trade (q) Area Contingency Plan (r) USCG Navigation and Vessel Inspection Circular (NVIC) 09-02, (series) (Guidelines for

Development of Area Maritime Security Committees and Area Maritime Security Plans Required for U.S. Ports)

(s) Operational Risk Management, COMDTINST 3500.3 (series) (t) Recovery of the Marine Transportation System for Resumption of Commerce,

COMDTINST 16000.28 (series) (u) USCG Incident Management Handbook, COMDTPUB P3120.17 (series) (v) USCG Marine Transportation System Unit Leader [MTSL] Job Aid (w) Common Assessment and Reporting Tool User’s Manual (x) Policy on Use of Common Assessment and Reporting Tool, CG-FAC Policy Letter (y) Contingency Preparedness Planning Manual, Volume 3: Exercises, COMDTINST 3010.13

(series)

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SECTION 1: INTRODUCTION The Marine Transportation System (MTS) Recovery Plan (MTSRP) for USCG Sector Jacksonville and COTP Zone Jacksonville supports recovery and restoration of the MTS. Responsibilities extend to incident and non-incident areas, requiring engagement with a broad spectrum of port stakeholders. The MTSRP may be referenced in other contingency plans (Area Maritime Security Plan (AMSP), Area Contingency Plan (ACP), Mass Rescue Plan, Severe Weather Plan, etc.) that have recovery elements. A. PURPOSE: The MTSRP provides procedures to facilitate a safe, efficient, and timely

restoration of the MTS to pre-disruption condition. Potential cascading affects extending beyond a local MTS disruption are addressed in this plan. Regional or National impacts may be felt when a major port is interrupted or closed with restrictions. Establishing an effective and efficient MTS Recovery framework to facilitate short-term recovery of the MTS, and support restorative efforts beyond the initial response/recovery phase is vital to local, regional, and national economic and security interests. The MTSRP will be activated when the following categories of MTS disruptions occur: 1. Infrastructure Impact – A significant incident causing damage to a component or

components of the MTS infrastructure that will likely require repair, alternative strategies, and/or vessel traffic-control actions by the Captain of the Port (COTP) Jacksonville prior to resumption of MTS operations. Examples include: a. Hurricane/Tropical Storm/Heavy Weather b. Flood c. Major Infrastructure Casualty to Bridges, Roads, or Public Infrastructure d. Cyber Attack with Infrastructure Damage e. Terrorist attack

2. Constrained Operational Capacity – An event without infrastructure damage that

interrupts the normal port rhythm, including cargo operations, vessel movement, and physical security capabilities. Examples include: a. Maritime Security (MARSEC) Level increase b. Cyber-attack without infrastructure damage c. Labor Shortage-Disruption Event d. Security or Casualty-related incident in a different Captain of the Port Zone causing

enhanced cargo movement in other non-impacted ports within the COTP Jacksonville Zone.

3. Constrained by Response Operations – An incident with response operations whose

mitigation activities may disrupt the normal MTS operations beyond pre-determined steady state thresholds as identified in Section 2 of the MTSRP. Examples include response to:

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a. Oil Discharge/Hazardous Substance Release b. Mass Rescue Operations (MRO) c. Marine Casualty that may or may not involve infrastructure damage. MTS Recovery

will be a consideration in the primary response. B. SCOPE: The MTSRP will be implemented during the short-term recovery phase of an

incident to stabilize the MTS and support transition to long-term recovery in accordance with the National Disaster Recovery Framework, reference (k).

1. Framework – The MTS Recovery incident management structure is a scalable and

cooperative process for restoring MTS functionality within the incident area, to include resumption of trade outside of incident areas. The incident management structure must address three key operational planning factors when implementing the MTS Recovery function: a. System stabilization; b. Short-term recovery; and c. Transition from short-term recovery to long-term recovery.

2. National Incident Management System (NIMS) Incident Command System (ICS) –

The MTSRP supports the National Response Framework (NRF) through use of the NIMS ICS planning process. This process is used in several other response plans (i.e., ACPs, AMSPs, Mass Rescue Plans, Salvage Response Plan, e.g.).

3. Critical Success Factors – The processes outlined in the MTSRP address five critical

success factors for efficient and effective MTS Recovery preparedness and response activities, which include: a. Inventory and identify MTS capabilities and constraints; b. Communication of capabilities and constraints with stakeholders; c. Collaboration on mitigation plans between public and private stakeholders; d. Alignment of resources; and e. Unity of effort to mitigate constraints and maximize use or return to service of

available capabilities. C. OVERARCHING GOALS AND OBJECTIVES:

1. Overarching Goal – To ensure preparedness and unity of effort between the Coast Guard and port stakeholders to safely, efficiently, and effectively recover from an MTS disruption. The Captain of the Port has outlined 3 overarching goals for the MTSRP: a. Goal 1: Develop processed-based assessment of the critical Aids to Navigation (AtoN), infrastructure, and federally-maintained, deep-draft channels. b. Goal 2: Develop streamlined and inclusive process with other government agencies (OGA) and industry in partnership to develop communication standards and priorities.

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c. Goal 3: Exercise the MTSRP and evaluate its effectiveness post-incident to ensure Goals 1 and 2 have been addressed.

2. Objectives – The objectives for MTS Recovery include but are not limited to:

a. Establish a Marine Transportation System Recovery Unit (MTSRU) within the

Planning Section of the Incident Command System (ICS) structure. Refer to Section 2.D.1 and 2.F. of this plan for MTSRU Staffing/Training.

b. Identify resources, stakeholders, potential incident impacts, and courses of action for

the recovery of the MTS, including additional support to the impacted area. c. Prioritize MTS Recovery operations by identifying critical ATON, infrastructure, and

waterways prior to an event. d. Identify and prioritize cargo streams, maritime Critical Infrastructure/Key Resources

(CI/KR), and methods to aid in their recovery. A prioritized list of infrastructure, cargo, and vessels can be found in Section 3.B.3.

e. Review and maintain the Essential Elements of Information (EEI) to support recovery

planning and operations. f. Track and report the status of MTS infrastructure recovery via the Common

Assessment and Reporting Tool (CART) and EEIs.

D. ORGANIZATION: As the lead federal agency within the maritime domain, the Coast Guard COTP will work with governmental agencies, advisory committees, port partners, and stakeholders to coordinate recovery of the MTS. Incident communications, coordination, requests for support, infrastructure liaison and similar requirements will be guided by the National Response Framework (NRF).

1. Area of Responsibility – COTP Zone Jacksonville (Figure 1): Corresponds with the

limits as quoted below from the Code of Federal Regulations, Title 33, Section 3.35-20. “The boundary of the Jacksonville Marine Inspection Zone and Captain of the Port Zone starts at the Georgia coast at 30° 50.0' North latitude; thence proceeds west to 30° 50.0' North latitude, 082° 15.0' West longitude; thence south to the intersection of the Florida-Georgia boundary at 082° 15.0' West longitude; thence westerly along the Florida-Georgia boundary to 083° 00.0' West longitude; thence southeasterly to 28° 00.0' North latitude 081° 30.0' West longitude; thence east to the sea at 28° 00.0' North latitude. The offshore boundary is bounded by a line that starts at the coast at 30° 50.0' North latitude; thence proceeds easterly to the outermost extent of the Exclusive Economic Zone (EEZ); thence southerly along the outermost extent of the EEZ to 28° 00.0' North latitude; thence westerly along 28° 00.0' North latitude to the coast.”

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Figure 1 COTP Jacksonville AOR

2. COTP Zone Overview – There are three deep-water ports within the COTP Jacksonville Zone that this plan addresses. These ports are: • Port of Fernandina • Port of Jacksonville, and • Port Canaveral. The port area descriptions below provide a general overview of cargo types, priorities, and vessels that rely on a functional marine transportation system. Although referencing Economic Impact Studies for key labor, revenue and commodity statistics, it is strongly recommended that any user of the MTSRP ensure that the most current economic measurements are available when providing for media or senior leadership reporting. Port of Fernandina: Primarily serving the export market, a large percentage of commodity movements thru the Port of Fernandina are directed towards destinations in Ecuador, Columbia, Dominican Republic, Bermuda, Panama, Venezuela, Jamaica, and Brazil. Exports comprised nearly 98% of all cargo movements through the port. Forest products and metal exports constitute the largest export commodities for the port making up over 80% of the total cargo moved. The Port of Fernandina has two container cranes and four supporting mobile cranes for additional lift capacity. Port of Jacksonville: According to a 2014 study, nearly 23,000 people are employed in port-dependent positions, jobs directly relying on the port. There are three major cargo facilities, one passenger terminal, and several bulk aggregate and bulk oil storage terminals along the 17-mile section of the St. Johns River from the Atlantic Ocean to Talleyrand Docks and Terminal in downtown Jacksonville. An additional 43,000 positions are related to cargo activity in the Port of Jacksonville; these are jobs within the

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region's manufacturing, retail, wholesale, and distribution industries. This same study conducted in 2009 concludes these positions provide an average annual salary of $43,980, well above the Jacksonville average of $27,215 as cited by the Jacksonville Regional Chamber of Commerce. Cargo activity in Jacksonville generates nearly $19 billion in total economic activity including $1.8 billion dollars in wages and salaries to those in jobs dependent on activity at the port and another $1.6 billion in personal income for those in positions related to the activity in the Port of Jacksonville throughout the region and state. Port of Jacksonville transportation distribution nodes include the I-95 / I-10 corridor and quick access to I-75 and I-4 for rapid distribution throughout the nation along with a robust rail system (CSX/Florida East Coast Rail) with direct load/offload capabilities at the JAXPORT cargo terminals. Port Canaveral: According to a 2010 Continuity of Operations/Business Resumption Plan commissioned by the Canaveral Port Authority, an estimated 18.7 million people visit Port Canaveral annually with an estimated 83K people visiting daily including workers, passengers, commuters, and recreational visitors. Port Canaveral is homeport to the Disney Cruise vessels along with Royal Caribbean and Carnival vessels. A 2013 Economic impact study noted that the cruise industry and marine cargo operations in Port Canaveral alone are estimated to contribute more than $3 Billion of regional economic output. With the addition of SEAPORT CANAVERAL, fuel imports have nearly doubled from 2009 levels. This terminal is rapidly becoming a vital fuel supply link for East Central and Northeast Florida and is anticipated to become a main fuel-supply link to the Orlando International Airport. An increase in the commercial space industry and cruise ship related infrastructure development will only increase the criticality of this port on the State of Florida’s economy. Smaller port areas including Daytona, St. Augustine, and Ponce Inlet, while having access to the Atlantic Ocean, are not deepwater ports and are predominately-recreational use. These ports have limited commercial traffic and are not included in the AOR port descriptions. With respect to MTS Recovery, there are no Essential Elements of Information (EEIs) for these port areas essential to re-establishing the MTS.

a. Local MTS Facts: Tabs A – C are one-page fact sheet of the local MTS in each port.

These sheets provide information on recent annual arrivals by port and vessel type, a description of key facilities within the port, key cargo streams, and a list of key port stakeholders who participate in MTS Recovery during a disrupting event.

b. Uniqueness of the COTP Zone: The COTP Zone Jacksonville includes major DoD

bases and commands; is a major logistical and transportation hub for Puerto Rico and the greater Caribbean; is a major importer of automobiles for the SE United States; includes one of the busiest cruise ports in the world; and is undergoing a multi-year channel deepening project that will facilitate the arrival of Post-Panamax Vessels. All three ports include key DoD Facilities. The Port of Fernandina and the navigable waterway servicing that portion of the AOR includes USN Submarine Base Kings Bay. The Port of Jacksonville includes NAVSTA Mayport and the 4th Fleet and is the

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location of USN Region SE Command; the USMC Blount Island Command which leads the USMC Maritime Prepositioned Ship (MPS) program; and Port Canaveral which contains the USN Naval Ordnance Test Unit (NOTU). Kennedy Space Center, the USAF 45th Space Wing, and commercial space businesses also conduct operational flight-testing and use the marine transportation system in Port Canaveral and the surrounding waters for launch/recovery missions.

c. Immediate Impacts: The following scenarios provide examples of the types of

impacts likely experienced with each type of MTS Disruption Event and some notional considerations the Incident Management Team may consider:

Scenario 1: Major Infrastructure Impact – as experienced in 2016 and 2017 hurricanes cause significant disruptions to the port critical infrastructure as well as affecting regional fuel supplies and interrupting the logistical link between the continental United States and Puerto Rico. Storms of differing intensities have significant impacts on the 126 Critical ATON in the AOR, intermodal links with the port area; facility operation interruptions due to power or high water issues, and impacts to navigable deep-draft waterways. Possible impacts from this scenario could include: • DoD missions are likely to be disrupted with the expectation of senior leadership

engagement between senior USN Commands and District/Area. • Concern for regional fuel distribution will become a high priority with emphasis

from the Florida State Emergency Operations Center on port status reporting and prioritization of tank vessels for entry.

• The logistical supply chain between the continental United States and Puerto Rico will be impacted by extended port closure in Jacksonville or limited operations. Puerto Rico inventory capacities are limited to a three to five day supply of critical commodities provided by key service providers in the Port of Jacksonville.

• ATON Assessment, Navigable Channel Assessments by the Corps of Engineers and/or NOAA, and critical infrastructure assessments will be coordinated by the Port Coordination Teams who will also provide recommendations to the COTP on port opening strategies, risks, and measures.

The COTP will leverage the expertise and experience of the Port Coordination Teams in NE and E Central Florida and the Sector Jacksonville Incident Management Team to manage the increased workload within an Incident Command System (ICS) Structure. A CART Event will be created to inform senior leadership on the current and potential impacts, port and facility status updates, and identify mission-critical requests for forces to support MTS recovery. Scenario 2: Constrained Operational Capacity – an increase in MARSEC level in multiple ports along the eastern seaboard may result in numerous vessel diversions to the COTP Jacksonville Zone. These vessel types include High Capacity Passenger Vessels to the Port Canaveral facilities, Container Vessels to JAXPORT Blount Island – Dames Point Terminal – Talleyrand Terminals, and shifting of automobile delivery

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from northern ports to the Jacksonville AOR. MARSEC changes may not be set in the Jacksonville COTP Zone but may result in: • A significant increase in vessel traffic with subsequent increases in vessels with

first-time visits to U.S. ports, • Vessels with existing discrepancies, cargo manifesting and foreign crew Visa

issues with the U.S. Customs and Border Protection, • Increased traffic on the St. Johns River, and limited berthing space. • Union labor issues may arise due to contractual obligations with certain carriers

normally operating within the port and not with diverted vessels. • Container staging, automobile reception, and processing facilities will reach

capacity within five to seven days of this vessel diversion further impacting vessel arrivals.

The COTP will leverage the expertise and experience of the Port Coordination Teams in NE and E Central Florida and the Sector Jacksonville Incident Management Team to manage the increased workload within an Incident Command System (ICS) Structure. A CART Event will be created to inform senior leadership on the current and potential impacts, port and facility status updates, and identify mission-critical requests for forces to maintain statutory inspection requirements for domestic and foreign flag vessels. Scenario 3: MTS Affected by a Primary Response - a bunkering operation within the port resulted in the discharge of 500+ bbls of No. 2 Marine Diesel into the navigable waterways. Tide and winds have moved the petroleum throughout key port areas and impacted facilities and vessels moored at the berths for cargo operations. Potential impacts from this type of scenario include: • Vessel arrivals delayed due to this discharge with a large vessel queue

establishing outside of the port. • Vessel Captains reluctant to transit the waterways without a release of liability

from running through petroleum or departing the port and introducing petroleum into other navigable waters not affected.

• The Responsible Party activates their Vessel Response Plan. These operations result in restrictions to vessel traffic for crew safety issues as well as oil recovery operations.

• Decontamination stations are established to clean commercial piers and vessels impacted by the oil. Prioritization of this effort is crucial to facilitate a coordinated movement of vessels out of the port and re-constituting in-bound vessel traffic.

The COTP will leverage the expertise and experience of the Port Coordination Teams in NE and E Central Florida and the Sector Jacksonville Incident Management Team to manage the increased workload within an Incident Command System (ICS) Structure. A CART Event will be created to inform senior leadership on the current and potential impacts, port and facility status updates, and identify mission-critical requests for forces to maintain statutory inspection requirements for domestic and foreign flag vessels

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The above scenarios are not all inclusive of the impacts or measures but provide examples of possible chains of events that may occur in different MTS disruption events. As the MTSRP is an All-Hazard plan, the appropriate incident response plan including the NE and E Central Florida Heavy Weather Plan, Area Maritime Security Plans (AMSP), and Area Contingency Plans for Oil and Hazardous Materials (ACP) will be the lead response plan for the event. The MTSRP will provide the MTS Recovery strategies to support the overall incident response and Incident Action Plan development process.

d. Maritime Critical Infrastructure Covered by Essential Elements of Information (EEI):

There are 37 distinct Elements of Information (EEI) categories available in the Common Assessment and Reporting Tool (CART) to report the status of MTS Recovery in an affected port area. Figure 2 provides a breakdown of the 13 EEI categories in the COTP Jacksonville Zone that will normally require Coast Guard and stakeholders to conduct post-incident assessments to determine the operational status, recovery strategies, and resources necessary for recovery for every event type. Additional EEI categories may be added, however, the key 13 EEI Categories below will always be consider when developing post-incident recovery strategies.

Figure 2 EEI Table

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E. LEGAL CONSIDERATIONS: MTSR authorities include:

1. Ports and Waterways Safety Act (PWSA) of 1972, Title 33 U.S.C. § 1221 et seq. – The USCG has a statutory responsibility under the PWSA to ensure the safety and environmental protection of U.S. ports and waterways.

2. Federal Water Pollution Control Act (FWPCA) of 1972, 33 U.S.C. § 1321 (c) . – The FWPCA gives the federal government the authority to “remove and, if necessary, destroy a vessel discharging, or threatening to discharge, by whatever means are available.”

3. Maritime Transportation Security Act (MTSA) of 2002, 46 U.S.C § 70101 et seq. – The MTSA empowers the Captain of the Port to serve as the FMSC in each COTP Zone to develop an Area Maritime Security Plan and coordinate actions under the National Transportation Security Plan.

4. Robert T. Stafford Emergency Assistance Act (Stafford Act), 42 U.S.C. § 5121 et seq. – The Stafford Act created the system by which a presidential disaster declaration of an emergency triggers financial and physical assistance through the Federal Emergency Management Agency (FEMA). The Act gives FEMA the responsibility for coordinating government-wide relief efforts through guidance found in the National Response Framework for 28 federal agencies and various non-government organizations.

F. FUNDING CONSIDERATIONS: Organizations participating in MTS Recovery are

responsible for their own funding. However, expenses related directly to responding to and recovering from an incident (Transportation Security Incident (TSI), man-made or natural disaster) may be reimbursable. The following non-USCG special funding sources may be available in certain circumstances.

1. Stafford Act – The Stafford Act authorizes the delivery of federal technical, financial,

logistical, and other assistance to states and localities during declared major disasters or emergencies. FEMA coordinates administration of disaster relief resources and assistance to states. Federal assistance is provided under the Stafford Act if an event is beyond the combined response capabilities of state and local governments.

2. Oil Pollution Act of 1990 (OPA 90) – The Federal On Scene Coordinator (FOSC) can request funding from the Oil Spill Liability Trust Fund (OSLTF) using the National Pollution Funds Center (NPFC) Ceiling and Numbering Assignment Processing System (CANAPS). CANAPS is accessed via www.npfc.gov/CANAPS. The FOSC can obtain an initial ceiling, amend ceilings, or cancel funding via CANAPS.

3. Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) Funding – CERCLA funds (for hazardous materials response) are accessed via CANAPS, in the same manner as described in 1.F.2.

4. USCG & Other Government Agencies (OGA) Funding – Funds from annual departmental appropriations to execute daily missions in relation to MTS Recovery. For

http://www.npfc.gov/CANAPS

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USCG funds, Area Commanders may track extraordinary expenditures for responses to all hazards/threats in a separate account for potential reimbursement. Therefore, Incident Commanders shall submit financial reports to Area Commanders with sufficient detail to facilitate such tracking.

G. USCG GOVERNING RESPONSIBILITIES: The USCG is designated as the Sector-

Specific Agency for the maritime mode within the Transportation Systems Sector-Specific Plan to the National Infrastructure Protection Plan (NIPP) of 2013. As the LFA, the USCG is responsible for protecting Maritime Critical Infrastructure within the MTS. The USCG is responsible for implementing procedures designed to ensure our nation’s ports and waterways are safe and secure from the impacts of all hazards.

H. MEMORANDUM OF UNDERSTANDING/MEMORANDUM OF AGREEMENT (MOU/MOA): MTSR activities may require the aid and cooperation of several public and private entities. When necessary, MOU/MOAs may be established beforehand between various agencies to facilitate cooperation. There are currently no MOU/MOA’s between the COTP Jacksonville and the various supporting agencies in Northeast and East Central Florida for MTS recovery.

I. OUTSIDE SUPPORT: Public and private entities listed in other contingency plans may

have overlapping capabilities pertinent to MTS recovery, and may be leveraged to support recovery efforts.

As outlined in the NRF, federal assets may be available through Stafford Act funding as part of Emergency Support Function (ESF)-1 (Transportation) after a federally-declared disaster, or through agency-to-agency support in a non-disaster declared incident. State assets may be available through State Mutual Aid processes coordinated through USCG liaison officials and the Florida / Georgia identified State Emergency Management Agency. The following Tables provide a list of public and private entities that may have MTS Recovery support capabilities.

1. Federal

Agency Functions Department of Commerce (DOC) Department of Commerce (DOC) Cont.

The DOC has the mission to "foster, promote, and develop the foreign and domestic commerce of the United States." International Trade Administration (ITA) Promotes U.S. exports, particularly by small and medium-sized enterprises, and provides commercial diplomacy support for U.S. business interests around the world. Enforces U.S. trade laws and agreements to prevent unfairly traded imports and to safeguard the competitive strength of U.S. businesses. National Oceanic and Atmospheric Administration (NOAA)

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Agency Functions Provides the following products and information to support MTS Recovery activities. Emergency hydrographic surveys, search and recovery support, obstruction location and vessel traffic rerouting advice for ports and waterways. Remote aerial and orbital imagery through the DOC/NOAA desk at the National Operations Center. Scientific Support Coordination to the FOSC during response operations including dispersion modeling for waterborne and airborne hazards. Weather forecasting.

Department of Defense (DOD)

Provides military transportation capacity from the U.S. Transportation Command (USTRANSCOM) or other organizations to move essential resources, including DOD response personnel and associated equipment and supplies, when requested and upon approval by the Secretary of Defense.

U.S. Army Corps of Engineers (USACE) Provides support in the emergency operation and restoration of inland waterways, ports, and harbors under the supervision of DOD/USACE, including dredging operations, channel depth surveys, and clearing obstructions from channels. Through Public Law 84-99 (Flood Control, Coastal Emergencies) USACE can self-deploy without waiting for a FEMA Stafford Act mission order or funding. At the District level, USACE can spend up to $100,000 to initiate wreck removal and channel clearing operations. U.S. Navy Supervisor of Salvage and Diving (SupSalv) Provides technical, operational, and emergency support to the Navy, DOD, and other Federal agencies, in the ocean engineering disciplines of marine salvage, pollution abatement, diving, system certification, and underwater ship husbandry. National Geospatial Intelligence Agency Provides geospatial intelligence (GEOINT) support for global world events, including disaster relief and homeland defense operations. Agency can provide real-time imagery with multiple data layers.

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Agency Functions Department of Energy (DOE)

The DOE is responsible for overseeing domestic energy production. The Department also provides information on status of, needs for, and plans for restoration of interdependent infrastructure. During Stafford Act responses, the DOE is the coordinating agency for ESF-12 (Energy).

Department of Homeland Security (DHS)

Customs and Border Protection (CBP) Lead agency for screening of crew/passenger manifests, cargo inspections/screenings, and is a critical component of the Resumption of Trade initiative post-incident and Jones Act Waivers. Federal Emergency Management Agency (FEMA) The lead federal agency responsible for planning, managing, and coordinating all federal government efforts supporting U.S. territories, states, and local disaster relief operations as directed by Executive Order 12148. Provides funding for disaster response and recovery activities under the Stafford Act. Transportation Security Administration (TSA) Protects transportation infrastructure through preventive measures from acts of terrorism, and supports the protection of transportation infrastructure from all hazards. United States Coast Guard (USCG) Identifies and provides assets and resources in support of MTS Recovery pursuant to authorities. Coordinates with support agencies and other maritime stakeholders to prioritize, evaluate, and support restoration of domestic ports, shipping, waterways, and related systems and infrastructure. Office of Infrastructure Protection Provides information and assistance concerning the recovery and restoration of transportation critical infrastructure. Protective Security Advisors can provide information on regional industrial impacts due to loss of the marine transportation system.

Office of Cyber Security & Communications Responsible for enhancing the security, resilience, and reliability of the Nation’s cyber and communications infrastructure. Works to prevent or minimize disruptions to critical information infrastructure in order to protect the public, the economy, and government services.

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Agency Functions Department of Transportation (DOT)

USDOT National Response Program (NRP) Responsible for coordinating the Department’s preparedness, response, and recovery activities in all-hazard incidents and to support the Secretary’s responsibilities under the NRF ESF-1 Transportation. The NRP team includes seven Regional Emergency Transportation Coordinators (RETCOs) representing all DOT Operating Administrations. In each region, the RETCO is designed to represent the Secretary to ensure preparedness, response, and recovery activities are effectively carried out. Federal Aviation Administration (FAA) During contingency operations, the FAA can establish temporary flight restrictions providing clear airspace for operational, support, or security purposes. The FAA can also assist with transportation issues under ESF-1. Federal Motor Carrier Safety Administration (FMCSA) FMCSA regulates the trucking industry in the United States. The primary mission of the FMCSA is improving the safety of commercial motor vehicles (CMV) and truck drivers through enactment and enforcement of safety regulations. FMCSA can assist with outreach efforts to commercial drivers after a transportation disruption.

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Agency Functions Department of Transportation (DOT) (cont.)

Federal Railroad Administration (FRA) The purpose of FRA is to promulgate and enforce rail safety regulations, administer railroad assistance programs, and conduct research and development in support of improved railroad safety and national rail transportation policy. FRA can also assist with transportation issues under ESF-1.

Maritime Administration (MARAD) MARAD is the agency within the U.S. Department of Transportation dealing with waterborne transportation. Its programs promote the use of waterborne transportation, its seamless integration with other segments of the transportation system, and the viability of the U.S. merchant marine. MARAD works in many areas involving ships and shipping, shipbuilding, port operations, vessel operations, national security, environment, and safety. MARAD will be a significant component of ESF-1. National Transportation Safety Board (NTSB) The NTSB investigates and reports accidents involving U.S. civil aviation, railroads, pipelines, highways and maritime casualties. The NTSB has authority and responsibility for investigation of major transportation incidents. They have no direct MTS Recovery role. The NTSB may engage in preservation of evidence and safety investigation in conjunction with salvage operations that have not been determined to be as a result of an act of terrorism per the Memorandum of Understanding (MOU) Between the NTSB and the USCG Regarding Marine Casualty Investigation (signed December 19, 2008). NTSB Headquarters would mobilize an incident response investigation team. Pipeline and Hazardous Materials Administration (PHMSA) PHMSA's main mission is to protect the people and the environment from the inherent risks associations with the transportation of hazardous materials, whether it is by pipeline or other modes of transport.

Environmental Protection Agency (EPA)

Controls and abates pollution in the area of air, water, solid waste, pesticides, radioactive and toxic substances. During Stafford Act responses, the USCG and EPA will coordinate ESF-10 functions within their respective zones as per the National Response Plan and 40 CFR Part 300.

Department of State (DOS)

In accordance with the NRF International Coordination Support Annex, coordinates international offers of transportation-related assistance and support.

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2. State

Agency Functions State of Florida Florida Department of Emergency Management

FL DEM provides emergency response and recovery oversight for all Florida Counties. The Division of Emergency Management plans for and responds to both natural and man-made disasters. These range from floods and hurricanes to incidents involving hazardous materials or nuclear power. The division prepares and implements a statewide Comprehensive Emergency Management Plan, and routinely conducts extensive exercises to test state and county emergency response capabilities. Florida Department of Transportation (FDOT) The Florid Department of Transportation provides assessment and recovery oversight for key MTS-related infrastructure including key road and highway links to the ports, bridges, and rail. Florida Department of Agriculture The Department of Agriculture participates as a supporting agency to ESF-12 (Energy) at the Florida State EOC. The Department of Agriculture closely coordinates with private sector providers of energy and transportation fuels such as propane, fuel oil, diesel fuel, and gasoline. ESF-12 and the Department of Agriculture monitors inventory levels across the Florida State regions and ensures that adequate supplies of other energy and transportation fuels are available and deliverable for normal community functions.

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3. Regional and Local

Agency/Entity Functions Duval Co. EOC

Duval County Sheriff’s Office The Duval County Sheriff’s Office provides key operational support with maritime assets, underwater surveillance capabilities, and assessment support for critical infrastructure. Jacksonville Fire Rescue Jacksonville Fire Rescue maintains a significant on-water capability for maritime emergency response in an all hazard environment. Capabilities in addition to marine firefighting include underwater assessment support, ATON Assessment support, and infrastructure assessment support on properties with Port of Jacksonville. Director, Emergency Management Member of the NE Florida Port Coordination Team. Provides immediate assessment information on transportation infrastructure and coordinates resource sharing for post-incident assessment and recovery.

Brevard Co. EOC

The Brevard County Emergency Operations Center is a member of the E Central Florida Port Coordination Team. Provides assessment information on transportation infrastructure and coordinates resource allocation to support post-incident recovery.

Brevard Co. Sheriff’s Office (BCSO)

BCSO is a member of the East Central Florida Port Coordination Team and provides post-incident assessment support for infrastructure, coordination of maritime response strategies, and provides maritime and physical security for Canaveral Port Authority properties.

Canaveral Fire Rescue

Canaveral Fire Rescue is a member of the East Central Florida Port Coordination Team and lead agency for fire and emergency medical support in Port Canaveral. Capabilities include post-incident assessment of critical infrastructure in the maritime domain, development of port recovery strategies, and marine and critical infrastructure firefighting services.

Port Authority Fernandina Port Authority A member of the NE Florida Port Coordination Team. The Port Authority provides marketing, terminal handling, business administration, and stevedoring at the Port of Fernandina. JAXPORT A member of the NE Florida Port Coordination Team. JAXPORT is a full service international trade seaport operating three major cargo terminals, an Intermodal Container Transfer Facility (ICTF), and passenger cruise terminal. Canaveral Port Authority A member of the E Central Florida Port Coordination Team. CPA provides international maritime trade infrastructure for tenants, infrastructure maintenance and development, harbor improvements, and significant economic driver in the region for direct and indirect jobs and services.

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4. Industry

Representative Functions Bar Pilots State-regulated and licensed harbor pilots understand the importance of

navigating the state’s channels and ensuring all foreign-flagged cargo and cruise ships are brought in and out of Florida’s 14 deepwater ports safely. Harbor pilots are experts on the intricate details and local conditions of the waterways and channels that surround Florida’s ports and serve as the watchdogs for the numerous cruise and cargo ships coming in and out of these ports, 24 hours a day, 7 days a week, 365 days a year. With the continuous flow of cruise and cargo ships, harbor pilots are the first line of defense against security threats to Florida’s ports, serving to keep our homeland safe and secure. Additionally, harbor pilots work closely with the U.S. Coast Guard and local port authorities to ensure safe transit of all vessels.

Caribbean Cargo Industries

The Port of Jacksonville is a central hub for the shipment of goods to Puerto Rico and the Caribbean. Commercial stakeholders critical to this mission include Crowley, TrailerBridge, and Tote Services. Vessels associated with Puerto Rico trade will be considered as Regionally Critical Cargo during any vessel prioritization activity. This includes fully laden and empty vessels.

Cruise Industry The Port of Canaveral is ranked as one of the busiest cruise ports worldwide. Due to its direct economic impact in the central Florida region and impact on the local economy, High Capacity Passenger Vessel (HCPV) operations are considered a Regionally Critical Cargo during prioritization activities. The Port of Jacksonville has a single cruise line operator in the port. These operations will be considered on as a Locally Critical Cargo during prioritization activities.

Energy-Related Industry

The Jacksonville AOR includes six petroleum storage and transfer facilities. These operations provide a significant amount of the refined petroleum in NE and E Central Florida regions. The Port of Jacksonville also contains LNG operations vital to supporting the Caribbean Cargo trade.

Towing Vessel Industry

The towing vessel industry in the COTP Jacksonville Zone provides key support to all recovery missions including the assessment of critical Aids to Navigation, prioritization of vessels for post-closure entry, and are all members of the NE and E Central Florida Port Coordinating Teams.

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J. PLANNING ASSUMPTIONS: The following list of assumptions apply to the MTSRP:

1. The MTSRP was developed for response to a Type 3 or smaller incident as described in reference (y).

2. The threat of a TSI resulting in an increased MARSEC Level and associated security measures may require coordinated recovery actions among stakeholders to restore the flow of commerce.

3. With the exception of severe weather, most MTS disruptions will occur with little or no warning.

4. Cargo diversions from areas impacted by large-scale MTS disruptions will require surge management and increased safety and security measures.

5. Large-scale cargo diversions may require reallocation of federal resources and regulatory waivers to support reestablishment of trade.

6. A catastrophic event may seriously degrade local USCG capabilities and require large-scale support from resources outside the affected area.

7. If USCG facilities are adversely affected, Sector Jacksonville units will implement their Continuity of Operations Plan and will relocate operations as directed by that plan.

8. A MTS disruption may have regional and national implications.

9. An incident of any nature may adversely affect the MTS.

10. Other contingency plans may be executed in conjunction with the MTSRP.

11. The discharge or potential discharge of oil or release of a hazardous substance may impede recovery.

12. USCG missions will be conducted at normal operating levels during recovery.

13. USCG Reservists may be recalled to active duty to meet contingency operational requirements.

K. KEY TERMS AND DEFINITIONS:

1. All Hazards – A threat or an incident, natural or manmade, that warrants action to protect life, property, the environment, and public health or safety, and to minimize disruptions of government, social, or economic activities. It includes natural disasters, cyber incidents, industrial accidents, pandemics, acts of terrorism, sabotage, and destructive criminal activity targeting critical infrastructure.

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2. Business Continuity – The ability of an organization to ensure that critical business functions will be available to customers and suppliers before, during, and after a disaster. Business Continuity should not be confused with disaster recovery.

3. Common Assessment and Reporting Tool (CART) – CART is a USCG database designed to collect maritime Essential Elements of Information data and communicate their status after a transportation disruption. CART is used to provide a consistent, nationwide method for timely documentation, tracking, and communication of MTS status, minimizing the administrative and performance burden on field commanders, and satisfying USCG and incident management information needs and requirements.

4. Critical Infrastructure – Systems, assets, and networks, whether physical or virtual, so vital that the incapacitation or destruction would have a debilitating impact on the security, economy, public health or safety, environment, or any combination of these matters, across any federal, state, regional, territorial, or local jurisdiction. DHS has identified 16 Critical Infrastructure sectors.

5. Emergency Support Function (ESF)-1 Transportation – ESF-1 provides DHS with a single point to obtain key transportation-related information, planning, and emergency management, including prevention, preparedness, response, recovery, and mitigation capabilities at the headquarters, regional, state, and local levels. The ESF-1 structure integrates DOT and support agency capabilities and resources into the National Response Framework (NRF) and the National Incident Management System (NIMS). Initial response activities that ESF-1 conducts during emergencies include the following: • Monitoring and reporting the status of and damage to the transportation system and

infrastructure; • Identifying temporary alternative transportation solutions to be implemented by

others when primary systems or routes are unavailable or overwhelmed; • Implementing appropriate air traffic and airspace management measures; and • Coordinating the issuance of regulatory waivers and exemptions.

6. Essential Element of Information (EEI) – Quantitative and objective information that will be used to ascertain, communicate, and track the status of MTS infrastructure and activity. The information will also be used to complete status report templates. These templates are designed to facilitate the collection and dissemination of consistent information regarding the status of the MTS during and following an incident.

7. Interdependency – Mutually reliant relationship between entities (objects, individuals, or groups). The degree of interdependency does not need to be equal in both directions.

8. Jones Act Waivers – The Merchant Marine Act of 1920 (Jones Act), 46 U.S.C. § 55102, requires that all merchandise transported by water between U.S. points be carried on U.S. flagged ships. Waivers of this requirement are granted by the Secretary of Homeland Security. Requests for waivers can be made at [email protected].

http://www.dhs.gov/critical-infrastructure-sectors

mailto:[email protected]

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Further information on waivers can be found at https://www.cbp.gov/trade/jones-act-waiver-request.

9. Key Resource – Public or privately controlled resources essential to the minimal operations of the economy and government.

10. Marine Transportation System (MTS) – The MTS consists of navigable waterways, ports, and intermodal landside connections that allow the various modes of transportations to move people and goods to, from, and on the water as part of the overall global supply chain or domestic commercial operations. The MTS also includes vessels, port facilities, and intermodal connections and users, including crew, passengers, and workers.

11. Maritime Transportation System Recovery Support Cell (MTSRSC) – MTSRSCs are Coast Guard personnel at a district, area, or headquarters unit that support the flow of information from the MTSRU to other elements of Coast Guard, DHS, and maritime industry during the response to and recovery from a disruption of the MTS. These cells are not normally augmented by other agency or industry personnel.

12. Marine Transportation System Recovery Unit (MTSRU) – An Incident Command System (ICS) planning function, which is established and staffed for incidents that significantly, disrupts the MTS. This unit is primarily staffed by government personnel and is augmented by local marine industry experts.

13. Maritime Critical Infrastructure and Key Resources (CI/KR) – The CI/KR specific to or connected to the maritime environment includes ports, waterways, military facilities, nuclear power plants, locks, oil refineries, levees, passenger terminals, fuel tanks, pipelines, chemical plants, tunnels, cargo terminals, and bridges that are essential to the effective operation of the MTS.

14. Maritime Domain – The National Strategy for Maritime Security (NSMS) defines the maritime domain as all areas and things of, on, under, relating to, adjacent to, or bordering on a sea, ocean, or other navigable waterway, including all maritime-related activities, infrastructure, people, cargo, and vessels and other conveyances. The maritime domain for the United States includes the Great Lakes and all navigable inland waterways, such as the Western Rivers and the Intracoastal Waterway.

15. National Defense Reserve Fleet (NDRF) – The National Defense Reserve Fleet is comprised of ships owned and maintained by MARAD. The Fleet serves as a reserve of ships for national defense and national emergencies and includes a sub-set of ships in the Ready Reserve Force. Training ships can be requested and mobilized to support the berthing and feeding of responders and support personnel during incidents.

16. National Response Framework (NRF) – The NRF is a guide to how the nation conducts all-hazards response. It is built upon scalable, flexible, and adaptable coordinating structures to align key roles and responsibilities across the nation, linking all

https://www.cbp.gov/trade/jones-act-waiver-request

https://www.cbp.gov/trade/jones-act-waiver-request

http://www.marad.dot.gov/ports_landing_page/marine_transportation_system/MTS.htm

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levels of government, nongovernmental organizations, and the private sector. Under the NRF, ESFs provide the structure for coordinating Federal interagency support for a Federal response to an incident. The Department of Transportation is the lead and primary coordinating agency for ESF-1 (Transportation) with the support of 10 partner agencies.

17. Preparedness – Activities necessary to build, sustain, and improve readiness capabilities to prevent, protect against, respond to, and recover from natural or manmade incidents. Preparedness is a continuous process involving efforts at all levels of government and between government and the private sector and nongovernmental organizations to identify threats, determine vulnerabilities, and identify required resources to prevent, respond to, and recover from major incidents.

18. Ready Reserve Force (RRF) – The RRF includes fast sealift ships, roll-on/roll-off ships, heavy lift ships, crane ships and government-owned tankers. RRF vessels are suitable for handling outsize or project cargo as well as dual-use or military equipment including large vehicles, trailered vehicles, watercraft, and aircraft. For contingencies, RRF vessels may fulfill a U.S. commercial market shortage of Roll-On/Roll-Off (RO/RO) vessels. RRF ships are expected to be operational within their assigned five and ten day readiness status.

19. Resilience – The capability of an asset, system, or network to maintain its function

during or following a terrorist attack, natural disaster, or other incident.

20. Response – Activities that address the short-term, direct effects of an incident, including immediate actions to save lives, protect property, and meet basic human needs. Response also includes the execution of emergency operations plans and incident mitigation activities.

21. Recovery a. Short-Term Recovery – That period where impacted infrastructure and supporting

activities within the incident have been returned to service and are capable of operations or service at some level. Initial activities, policies, or mitigation strategies aimed at initial recovery are considered achievable within 90 days or less.

b. Long-Term Recovery – That period in which infrastructure and supporting activities have been returned to pre-incident conditions or service or have the capacity or capability to operate or provide service at pre-incident levels. Activities, policies, or mitigation strategies aimed at long-term recovery may take longer than 90 days.

22. Restoration – The level or degree to which recovery efforts are capable of returning the MTS to pre-incident capacity. Measurement is based upon industry potential movement of cargoes.

23. System Stabilization – The process by which the immediate impacts of an incident on community systems are managed and contained. As adapted and used by the USCG for MTSR activities and measures needed to stabilize critical MTS infrastructure functions

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following a transportation disruption to minimize health, safety, environmental, and maritime security threats when necessary; and to efficiently restore and revitalize systems and services essential to maritime supply chain support for communities and critical infrastructure sectors.

24. Sector-Specific Agency (SSA) – Federal departments and agencies identified in Homeland Security Presidential Directive 7 (HSPD-7) as responsible for CI/KR protection activities in specified CI/KR sectors. The USCG is the sector-specific agency for maritime transportation.

25. Steady State – The posture for routine, normal, day-to-day operations as contrasted with temporary periods of heightened alert or real-time response to threats and/or incidents.

26. Transportation Disruption – Any significant delay, interruption, or stoppage in the flow of trade caused by a natural disaster, heightened threat level, act of terrorism or any transportation security incident.

27. Transportation Security Incident (TSI) – A security incident resulting in a significant loss of life, environmental damage, transportation system disruption, or economic disruption in a particular area. (33 C.F.R. § 101.105).

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TAB A: MTS FACT SHEET: PORT OF FERNANDINA

The MTS The Marine Transportation System (MTS) in the Port of Fernandina in the Jacksonville COTP Zone consists of waterways, ports, and intermodal landside connections that allow the various modes of transportation to move people and goods to, from, and on the water with direct Atlantic Ocean Access via the St. Marys River. The local MTS includes the following:

1 Container Terminal that includes: *3,200 TEU Storage Capacity *Two Gantry Cranes w/13 TEU Reach *200,000 sq. ft. warehouse 27 Critical Aids to Navigation 13 Deep-draft Channel Segments 1 Public Access Facility for Cruise Vessel Rail Access for CSX, Norfolk Southern and FEC St. Marys River provides access to USN Sub Base Kings Bay

The Port of Fernandina is primarily an export port of pulp and steel products to Caribbean and South American ports. The 1,200’ berth is 2.2 miles from the Atlantic Ocean with a maintained channel depth of 36’ MLW.

Important Facts Primary Exports included forest products, lumber, machinery, yachts and steel products. Imports include steel wire and rebar, hardwoods, and oats. The main terminal in the port directly adjacent to the channel includes 1,200 linear foot of pier space and an 850 ft. turning basin. The port is 2.2 miles from the ocean with a 36 ft. MLW depth. Pilots are associated with the St. Johns River Pilot Association. Members of the NE Florida Port Coordination Team from this port area include Port Authority representation, local Bar Pilots, and key DoD Commands. Vessel Calls in the Port of Fernandina

Vessel Type 2016 2017 Container 58 54 Passenger 15 12 Bulk 31 12 Refrigerated 24 23 All Vessel Types 136 108

Source: CGBI Source: Common Assessment and Reporting Tool

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TAB B: MTS FACT SHEET: PORT OF JACKSONVILLE [Insert COTP Specific information] The MTS The Marine Transportation System (MTS) in Jacksonville COTP Zone consists of waterways, ports, and intermodal landside connections that allow the various modes of transportation to move people and goods to, from, and on the water. The local MTS includes the following:

1 cruise ship terminals (Carnival) 10 Container Terminals 5 Petroleum Facilities 7 Ro-Ro Terminals 3 Rail Services 57 Critical Aids to Navigation 21 Separate Deep-draft Channel Segments 2 Anchorages (Inshore)

Blount Island Marine Terminal with the Dames Point Bridge and the I-295 intermodal link in the background. As a Strategic Port, this is the location of Military Outloads in the Port of Jacksonville.

Important Facts Jacksonville is the No. 1 U.S. port handling trade with Puerto Rico and is the No. 1 container port complex in Florida with more than 1 million TEUs moved in 2017. An approved channel-deepening project will change the existing 40-foot channel to 47 feet in a 13-mile stretch beginning at the St. Johns River entrance. Members of the NE Florida Port Coordination Team from the port area include JAXPORT reps, St. Johns River Bar Pilots, Duval County Emergency Operations Center, Moran/McAllister Towing, Crowley, Trailer Bridge, Tote Services, and key DoD Commands. Vessels Calls in the Port of Jacksonville

Vessel Type 2016 2017 Container 871 728 Tanker 251 202 Dry Bulk 214 147 Ro-Ro 698 634 All Vessel Types 2,628 2,140

Source: CGBI Source: Common Assessment and Reporting Tool Source: http://jaxport.com

http://jaxport.com/

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TAB C: MTS FACT SHEET: PORT CANAVERAL The MTS The Marine Transportation System (MTS) in the Port Canaveral Area consists of waterways, ports, and intermodal landside connections that allow the various modes of transportation to move people and goods to, from, and on the water. The local MTS includes the following elements.

8 HCPV Cruise Terminals 12 Homeported Cruise Ships 4 Key Bridges 8 Dry Cargo Terminals 2 Bulk Oil Terminals 18 Critical Aids to Navigation 8 Deep-draft Channel Segments 1 Petroleum Storage Terminal 1 USACE Maintained Lock

Port Canaveral is approximately 2 miles in length and is divided into two port areas, North and South. The South portion contains cargo and cruise terminals along a continuous waterfront. The Northern part contains 3 basins; East, Middle, and West Basins, that contain bulk and containerized cargo, petroleum, DoD, and Passenger Terminals. .

Important Facts Port Canaveral is ranked as the No. 2 in the world for multi-day cruise ship embarkations, hosting nearly 5 million passengers annually, which makes up nearly 80 percent of the port revenue. The port is home to2 full-time and 2 seasonal Disney Cruise Ships among 7 other major cruise vessels. The completion of the 8th passenger terminal scheduled for 2020 will be home to North America’s first LNG –powered cruise ship. Seaport Canaveral is a major petroleum terminal and gasoline/diesel/aviation fuel distribution center on the North side of the port, servicing central and SE Florida along with Orlando Int’l Airport. Members of the East Central Florida Port Coordination Team in Canaveral include Canaveral Port Authority, Seaport Canaveral, Canaveral Bar Pilots, Brevard County Emergency Operations Center, Brevard County Sheriff’s Office and Canaveral Fire/Rescue. Vessels Calls in Port Canaveral

Vessel Type 2016 2017 Passenger 722 676 Tanker 121 130 Bulk 102 80 Dry Cargo 128 109 All Vessel Types 1,176 1,107

Source: CGBI Source: Common Assessment and Reporting Tool Source: http://portcanavral.com

http://portcanavral.com/

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SECTION 2: PLANNING AND PREPAREDNESS A. PURPOSE: Emergencies evolve rapidly and become too complex for effective

improvisation, therefore, a successful response can only be achieved by planning and preparing beforehand. Pre-identifying priorities, levels of performance, and capability requirements allows for the assessment of present state capabilities, vulnerabilities, and mitigating strategies. Planning and preparedness includes establishing priorities, identifying expected levels of performance, determining capability requirements, providing the standard for assessing capabilities, helping stakeholders learn their roles/responsibilities, and building stakeholders’ relationships. Accordingly, these planning and preparedness activities and measures are crucial to operational success and should not be improvised or handled on an ad hoc basis. The physical characteristics of the COTP Jacksonville Zone’s AOR and the general description of its MTS are described in Section 1.D. This section, however, focuses on the Port Areas that make up the COTP Zone and describes the port’s general priorities. The process of prioritizing port operations provides the initial planning outlook. It should identify key infrastructure, operations, and linkages within each port. The end product will assist the COTP/FMSC in triaging the state of the MTS following an incident. The planning elements listed in this section require input from stakeholders to ensure accuracy: 1. Describe normal port operations, the average day in Ports if Fernandina, Jacksonville, and

Canaveral; 2. Identify key infrastructure; 3. Clarify stakeholders’ roles, responsibilities and coordination; 4. Pre-establish MTSRU membership; 5. Identify incident response facility locations; 6. Conduct training and exercises, and, 7. Determine the decision points for transitioning from a Type 3 incident to a Type 1 or Type

2 incident as defined in reference (y).

Bottom Line: Preparation Equals Performance

B. NORMAL PORT OPERATIONS: In order to facilitate the recovery of the MTS or restore the basic functionality of the port after a major disruption, it is necessary to know and understand the port’s critical infrastructure and operations including the intermodal dependencies required to support commerce. Tabs E through G, located in Section 2 of the plan, describes in general the “normal operations” of the MTS in the ports of Fernandina, Jacksonville, and Canaveral. To understand the normal operations of the MTS it is important to consider three distinct elements: Infrastructure, Operations, and Linkages.

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1. Infrastructure – Ports are complex entities, involving facilities and structures supporting transportation by several modes: water, rail, road, or even air. Consequently, ports are a vitally important part of the nationwide MTS, which includes not only ports, but also inland and coastal waterways, and inter-modal connectors.

2. Operations – Those activities that must be done for the safe, secure, and efficient movement of cargo and people. This may include vessel movement, loading and offloading, and transport mode transition. It may also include port maintenance such as dredging, waterway clearance, and Aids to Navigation.

3. Linkages – These are downstream impacts that go beyond the local area when an MTS disruption occurs. Cargo and commodity distribution disruptions that could impact other regions of the United States or its territories and can be described as the port’s ‘Regional Linkages.’ Both a receiving port (reliant) and a providing port (supplier) will be affected by a disruption but in different ways. Downstream or cascading impacts can be described in operations and or capabilities (e.g. container transshipment and bunkering operations). a. Port of Fernandina – The entrance channel to the Port of Fernandina also serves USN

Sub Base Kings, Bay, GA, the only access/egress point for national security assets in the SE United States. This military essential waterway includes 27 critical/essential Aids to Navigation and 11 deep-draft channel segments that require prioritized assessment post impact. These AtoN and channels receive high priority assessment consideration based on the incident impact area and type of event.

b. Port of Jacksonville - This port area provides the vast majority of consumable and general cargo shipments to Puerto Rico with additional transshipment linkages to the greater Caribbean nations. The Port of Jacksonville has three major trade-lines that service Puerto Rico: Crowley, Trailerbridge, and Tote Services. Each of these terminals and vessel operators are members of the Port Coordination Team in NE Florida. These service lines receive high priority assessment consideration post-impact, as well as during any vessel prioritization process.

c. Port Canaveral – This port area is No. 2 in the world for High-Capacity Passenger

Vessel embarkation for multi-day excursions. Major lines that are homeported in this port area include Disney, Carnival, and Royal Caribbean. The cruise industry is a significant driver of revenue, employment, and the local tourist and service economy in E Central FL. Extended port closures or restrictions result in immediate economic losses locally and regionally. The major petroleum terminal in the port is a significant supplier of refined petroleum products to SE and Central Florida with an increasing market share in the supply of aviation fuel products to the Orlando Int’l Airport. Any extended port closures or restrictions may result in catastrophic fuel shortages in these areas as experienced during major population evacuations required during Hurricane Irma. Commercial and government space missions may rely on the port facilities, deep- draft channels, and AtoN. It is essential to include these representative agencies in any MTSR planning and execution missions via the Port Coordination Team of E

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Central Florida.

4. General Priorities and Critical Infrastructure – Within Tabs E through G are the major economic elements, operations, and physical characteristics of the ports of Fernandina, Jacksonville, and Canaveral. It is not intended to replace the EEI database or provide details of all trade activities and is intended only to provide MTS Recovery officials a broad understanding of the pre-incident steady state of the port and the general priorities for recovering port operations. For a complete listing of the Essential Elements of Information in the COTP Zone Jacksonville, refer to the Common Assessment and Reporting Tool. The COTP Zone in NE Florida and SE Georgia, part of the Coast Guard Seventh District, includes three major deepwater ports in addition to multiple smaller, recreational-based port areas. Significant operations that span all three ports include: Department of Defense (USN/USMC) maritime operations; refined petroleum product reception/storage/delivery terminals with waterfront transfer locations; containerized-cargo operations including critical supply routes to the Caribbean; Ro-ro service including automobiles and trailered cargoes; high capacity passenger vessel operations; and numerous bulk or breakbulk cargo facilities. The COTP Zone Jacksonville features several fixed and on-water LNG operations, including a fixed LNG transfer facility, LNG-powered container vessels in the Puerto Rico trade, and LNG bunkering barges for port area vessels. Although there are a significant number of bridges crossing navigable waterways in NE and E Central Florida and SE Georgia including highway and rail, there are 15 bridges that span key navigable commercial waterways, are key intermodal links for cargo/vessel operations with their direct link to port areas, or that may disrupt key operations if compromised. There are 126 Critical Aids to Navigation throughout the three deepwater ports that have been prioritized for immediate post-damage or post-impact assessments if required. In addition to the Aids to Navigation, there are 41 deep draft channel segments in all three ports. These channel segments have been prioritized for assessment by the U.S. Corps of Engineers, NOAA, or stakeholder teams with specific equipment and training. Tabs E through G include detailed information on key terminals, critical operations, Essential Elements of the Marine Transportation System, and basic descriptions of a steady-state operation, a target goal to achieve for post-impact recovery operations.

C. STAKEHOLDER COORDINATION:

1. MTS Recovery Planning Coordination – Advanced planning and preparedness requires the expertise of public and private sector specialists, and the support of stakeholder leadership. Proactive engagement with stakeholder groups are vital to advance preparation and effective incident response and recovery. The NE and East Central Area Maritime Security Committees (AMSC), the Northeast and East Central Florida Area Committees (AC), Harbor Safety Committees (HSC), and other

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applicable stakeholder groups such as the Jacksonville Marine Exchange (JMTX) are key to advance planning and preparation for effective incident response and recovery of the MTS. As noted in the Area Maritime Security Committee Charter, a Recovery Workgroup has been established and functions as a year-around pre-incident advisory, planning, and preparation body under the direction of the AMSC Executive Steering Board. The Recovery Workgroup is not formal, does not retain records/minutes, and adjourns at the completion of the response or AMSC directed project. USCG Sector Jacksonville will develop and maintain mutual supporting relationships that promote teamwork with the AC, AMSC, Port Readiness Committee (PRC), and the HSCs. Sector Jacksonville will also encourage local committees to participate in Incident Command System (ICS) training whenever possible. The Port Security Specialist (MTS Recovery/Salvage) at Sector Jacksonville will develop, maintain, exercise and validate MTS information during port level normal operations identified in Tabs E through G. Working as necessary with the AMSC Recovery Groups, Area Planning Committees, and Harbor Safety Committees, this representative shall identify and prioritize critical industries, facilities, and infrastructure with its AOR. In addition, this representative shall identify potential port recovery solutions and contingencies that support business continuity planning.

2. MTS Recovery Stakeholder Teams – When a significant disruption to the MTS occurs, key members of the coordinating workgroups will form as the Port Coordination Teams for NE and E Central Florida. Selected to participate by the Captain of the Port, these representatives will follow the Port Coordination Team Protocols in Annex A and B to this plan and provide required information for assignment to the team that includes:

• Local stakeholder agency, organization, or business; • POC Name; • Mobile/ Text Telephone number; and, • Business e-mail address.

D. PRE-ESTABLISHED MTSRU:

1. MTSRU staffing – The MTSRU shall be staffed by USCG personnel and supplemented

by public and private stakeholder subject matter experts. The staffing, organization, and location of the MTSRU within the Incident Command organization will be dependent upon the type of incident and the direction of the Captain of the Port or On-Scene Coordinator. The MTSRU may consist of representatives from:

• USCG MTSRU Leader Type 3 (MTSL3) trained personnel; • USCG members with facilities subject matter experts (SMEs); • USCG member with waterways management SMEs; and, • USCG member with Port State Control SMEs. The success of the MTSRU depends on having an adequate number of qualified members. Each incident type or location may require members with different skill sets.

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Nonetheless, a baseline of qualified members shall be established to exercise MSTRU objectives that will enhance capability.

2. Additional members of the MTSRU will come from port stakeholders, as incidents

require. The two stakeholder groups developed to support MTS Recovery planning and execution during a port disruption event in the COTP Jacksonville Zone are the NE Florida Port Coordination Team supporting the ports of Fernandina and Jacksonville and the East Central Florida Port Coordination Team supporting Port Canaveral. The detailed protocols for membership, activation, reporting, and additional information can be found in Annex A and B to this Plan for each team.

3. USCG MTSRU personnel shall be familiar with MTS Recovery policies, procedures, and EEIs. The initial USCG representatives shall be MTSL3 qualified and be prepared for rapid activation to establish a MTSRU.

4. Section 2.F. (Training) outlines the recommended training levels for MTSRU personnel.

E. MTSRU RESPONSIBILITIES: MTSRU core responsibilities are:

• Track, document, and report MTS status in the CART;

• Understand critical recovery pathways;

• Recommend courses of action;

• Provide pertinent MTS stakeholders a communication channel to the Incident/Unified Command (IC/UC);

• Provide IC/UC with recommend priorities for cargo flow resumption and vessel movement; and,

• Identify long-term recovery issues and needs. F. TRAINING:

1. Training Requirements for CG Personnel

a. MTSRU Leaders (MTSL) – The MTSRU Leader will be trained to meet the USCG Performance Qualification Standard and complete ICS-100, ICS-200, ICS-300, and the MTSL3 PQS Workbook. The MTSRU leader shall be proficient using CART.

b. MTSRU Members – Members should be familiar with port facilities, vessels and/or waterways management functions. They should be proficient using CART.

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c. All MTSRU members shall be familiar with the MTSRP.

d. USCG unit personnel engaged in incident response (including ICS Section Chiefs and Command Staff, Situation Unit Leaders, Emergency Preparedness Liaison Officer) will be familiar with this Plan.

2. Non-CG MTSRU Members

a. Members will be familiar with or have access to this Plan. Some members of the Port

Coordination Teams may attend/participate in MTS Recovery Training Workshops (i.e. DHS Infrastructure Protection or U.S. CBP) however due to agency workload and priorities it is not likely that any will receive CART, MTS Recovery Unit Leader, or other advanced training.

b. Exercises of the MTSRU and non-CG MTSRU Members will take place during any exercises involved with the Port Heavy Weather Plan, AMSP, ACP, Military Outload Plan, or other contingency plan including the Mass Rescue Plan. Section 4 of this plan provides further guidance on MTS Recovery Plan maintenance and exercises.

G. ICP/IMT LOCATIONS AND EQUIPMENT:

1. MTSRU Work Space – The MTSRU should remain near the Incident Command Post. This provides a better communication network with other incident command sections or units and reduces the cost of added logistics. The primary location for the MTSRU will be the USCG Sector Jacksonville Incident Command spaces. Secondary and tertiary locations are the JAXPORT Security Operations Center for the ports of Jacksonville and Fernandina; and the Canaveral Port Authority Integrated Maritime Operations Center for Port Canaveral. See Section 3.B.1.d for greater detail.

2. MTSRU “Go kits” Equipment - COTP Zone Jacksonville will establish a “go kit” with the following equipment to support a response to an all threats, all hazard event. Supplies will be in sufficient quantity to allow the MTSRU to function for at least 48 hours without re-supply. Once the Logistics Section is established, the MTSRU can order new supplies through the incident organization. • Non-Standard Laptops: Already issued to MTSL/Deputy MTSL/Security Specialist

(Port/Recovery). The laptop should include MS Word/Access/PowerPoint and have wireless capability. If additional laptops are available, note the number and location. Non-standard laptops shall be upgraded as required.

• External Hard Drive: Loaded with the following minimum files/documents: o The Sector/MSU Baseline EEIs in Excel Format (exported from CART) o COMDTINST M16000.28(series) o AREA Guidance for MTS Recovery o CART User Guide (Current version) o Electronic Executive Summary Template for use in non-CART accessible

environment

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o Vessel Scoring and Prioritization Tool (Optional) o ICS Forms (ICS 213RR; ICS 214; ICS 233) o Stock GIS Imagery or Satellite Imagery/Electronic Charts specific to the MTS

within AOR (Optional) o CART Executive Summary Templates (Word Document) o Post Incident Assessment Forms o Additional Checklists as determined by the MTSRU Leader o Electronic copy of unit MTSR Plan

• Cell phones (Logistics provided) with access to a conference call line • Speakerphone • Remote access to the CGDN • Portable Printers • Wi-Fi Hotspot/Mobile Internet connection: Minimum capability should enable

wireless access for up to 5 wireless-capable laptops for access to CART and can be used for CAC-RAS into the CGDN for additional services such as GIS, CG E-mail.

• Projector: Portable projector for display purposes. Enhances ability to adequately display MTS Status, Satellite Photos, etc. along with SITU Status Boards.

• Extension Cords/Surge Protectors • Copies of Plans, charts, maps, policy, procedures and protocols (electronic and

paper) • ICS forms catalog digital and hard copy • Easel pads/markers • In/Out Trays • Paper/Pens/Masking, Duct, and Painter’s Tape/Paper Clips/Staplers/

Folders/Markers/Accordion Folder/Notebooks • Incident Management Handbooks (IMH) (Current Edition) • Empty Binders • Reference Binder: Contains hard copies of all reference documents/procedures/

policies • General office supplies to support anticipated unit members.

H. TYPE-1 AND TYPE-2 EVENT CONSIDERATIONS:

1. Concept – This MTSRP is based on requirements for a Type 3 incident response. When an incident extends beyond the capabilities of local control and assets it may be classified as a Type-1 or Type-2 event. An incident management organization may expand and positions merge into larger sections. It is imperative that the MTSRU be flexible in response to an organizational shift. When a shift occurs, there will likely be considerable oversight and external management of certain functions, priorities, and/or expectations of the MTSRU and trade resumption efforts in the affected area. The MTSRU should be prepared to integrate supporting members from outside of the AOR into the MTSRU and provide a basic indoctrination/training of the AOR, the MTSR Plan and ICS organization.

2. Request for Forces (RFF) – Based on the complexity of the incident and the response organization requirements, the MTSRU Leader may require additional resources to support the expanding roles and responsibilities. Should the MTSRU identify need for

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additional personnel, the established process for the RFF should be used (e.g. the RFF should specify what skill set is needed, such as SME in MTS recovery; MTSL3 qualified, or experienced CART). The District and Area Commands will assist in sourcing the requests. Operational RFFs should originate and be managed by the Operations Section (e.g. heavy-lift assets, ANT Team support, and survey teams).

3. MTS Recovery Trade Resumption – The requirement to understand critical trade resumption needs and how recovery operations may affect resumption of trade in the region is important during Type-1 or Type-2 events. MTS Recovery and resumption of trade requires coordination with land transportation modes such as the highway, rail, and pipelines. The ability to land relief supplies or necessary commodities ashore is of limited utility if there is no means of transporting and distributing the commodities to locations ashore where they are needed. The planning and execution of intermodal commodity movement in the aftermath of a catastrophic event is an Emergency Support Function (ESF) -1 (Transportation) mission under the National Response Framework.

4. Incident Management Structure – ESF Support: In a Type 1 or Type 2 Incident, County and State Emergency Operations Centers (EOCs), FEMA Regional Response Coordination Centers (RRCCs) or Joint Field Offices (JFO), and the National Response Coordination Center (NRCC) will be stood up and fully staffed. Most if not all ESFs will be manned. It is essential for the USCG to provide MTS Recovery SMEs to these organizations. These MTS Recovery SMEs are a direct link to other ESFs at the Federal, State, and local-levels. The SMEs can deliver MTS status reports, coordinate emergency supply distribution routes with port opening efforts, and have open communication up and down the chain. The SMEs are critical to ensure seamless communication flow between the Incident/Unified Command, the State/County EOCs, and the Federal incident management. MTSR SMEs from outside the affected area may populate the NRCC, RRCC and the JFO; the Sector MTSRU personnel, if available, should help staff the State EOC ESF-1 desk. Local knowledge of port infrastructure and operations are critical at the local level of the incident management/response. To support success of the recovery effort the Sector MTSRU shall develop and maintain a strong working relationship with the State’s DOT ESF-1 representatives.

5. Operational Committees and Task Forces – An incident may require the activation of various operational units or taskforces within and outside the command structure. The MTSRU Leader should identify such groups and engage them where possible. They may include: the Area Committee, Harbor Safety Committee, Port Readiness Committee, Port Coordination Team, and State DOT/ESF-1.

6. MTS Recovery Unit Leader – MTS Recovery Unit Leader – Type-1 and Type-2 events result in more complex MTS Recovery issues including the additional senior level involvement by Coast Guard and industry leadership. Incident Commanders should consider limiting the MTS Recovery Unit Leader position to an E-7 or above pay-grade when an event reaches this level. Type-1 and Type-2 events require stronger leadership

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skills and a greater understanding of MTS disruption impacts. Units should anticipate an increased involvement with senior maritime stakeholders, an increase in the size and scheduling of the MTSRU, and greater levels of District and Area information and coordination demands on the MTSRU. The MTS Recovery Unit Leader must have the experience and confidence to develop recovery strategies on a regional and national level, anticipate resource gaps and needs, and project the confidence that the Coast Guard is fully invested in the MTS Recovery mission.

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TAB D: LIST OF ORGANIZATIONS TO PROVIDE SME ASSISTANCE TO THE MSTRU 1. Northeast Florida Organizations Providing SME Assistance – these organizations provide senior representation to support pre-planning and post-incident recovery support for port disruption incidents in the ports of Fernandina and Jacksonville. NF Florida Federal Primary Representation Agency Name E-Mail U.S. CBP Jennifer Bradshaw [email protected] DHS Infrastructure Protection Billy Sasser [email protected] DOT MARAD Dr. Fran Bohnsack [email protected] NOAA Kyle Ward [email protected] USACE Lisa Holland [email protected] USMC Blount Island Fred Rogers [email protected] USN COMSUBGRU10 Captain Jeffrey Nesheim [email protected] USN Mayport Operations LT Wade Lowe [email protected] USN Pilots Kevin Kavanaugh [email protected] USN Region SE Dave McVaney [email protected]

NE Florida State and Local Government Primary Representation Agency Name E-Mail City of Jacksonville EOC Steve Woodard [email protected] Fernandina Port Authority Ms. Laura DiBella [email protected] Jacksonville Port Authority Ms. Tammy Brown [email protected] TraPac Terminal Nick Uruburu [email protected]

NE Florida Local Stakeholder Representation Agency Name E-Mail Crowley Ed Burdorf [email protected] Fernandina Pilots Bill Kavanaugh [email protected] Fernandina Port Authority Laura DiBella [email protected] Foss Maritime Marjorie Zoretic [email protected] Jacksonville Marine Exchange Mike Getchell [email protected] Jacksonville Bar Pilots Hardee Kavanaugh [email protected] McAllister Towing Mike Ring [email protected] Moran Towing Tom Craighead [email protected] Tote Services Dennis O’Meara [email protected] Tote Services Chris Rye [email protected]























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2. E Central Florida Organizations Providing SME Assistance - these organizations provide senior representation to support pre-planning and post-incident recovery support for port disruption incidents in Port Canaveral. E. Central Florida Federal Representation Agency Name E-Mail U.S. CBP DHS Infrastructure Protection Marty Smith [email protected] DOT MARAD Dr. Fran Bohnsack [email protected] NOAA Kyle Ward [email protected] USACE Lisa Holland [email protected] USN NOTU George Spann [email protected]

E. Central Florida State and Local Government Representation Agency Name E-Mail Brevard Co. EOC Kim Prosser [email protected] Brevard Co. Sheriffs Linda Moros [email protected] Canaveral Port Authority Barry Compagnoni [email protected] Canaveral Fire Rescue Dave Sargent [email protected]

E. Central Florida Local Stakeholder Representation Agency Name E-Mail Canaveral Pilots Assoc. Brendan McMillan [email protected] Carnival Cruise Lines Rick Miller [email protected] Disney Cruise Lines Pat Gerrity [email protected] Moran Shipping Brad Gallant [email protected] Petchem Towing Alex Savas [email protected] Royal Caribbean Cruise Lines Levar Kennings [email protected] SEAPORT Canaveral Clement Saaltink [email protected]

















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TAB E: NORMAL PORT OPERATIONS – PORT OF FERNANDINA

Port Overview: The Port of Fernandina is a commercial port providing export services for pulp and steel products. The port has a scheduled break-bulk service to South America and Central America and the Dominican Republic. The port contains a small number of Small Passenger and Commercial Fishing Vessels and two Bulk Liquid Facilities that store only for internal operations. Access to the port from the St. Marys River is via the St. Marys Entrance channel which has a mean lower low water (MLLW) working depth of 46’. This channel is also used by USN Kings Bay for the transit of High Value Assets and is a high priority assessment waterway. There are no critical bridges in the Port of Fernandina crossing navigable waterways or associated with the commercial marine transportation system. Entrance and Scheduling: The St. Johns River Bar Pilot Association and Fernandina Pilot, LLC provide pilot scheduling and arrival services for vessels arriving in the Port of Fernandina. Utilizing a 35’ vessel with black hull and white superstructure, pilots will board vessels offshore near the entrance buoy or “STM” buoy depending on the vessel draft. Channel: There are 11 deep-draft channel segments assigned to USACE for immediate and prioritized post-impact assessment when there is the potential of a compromised channel from heavy weather or other channel compromising events. USACE is the only assessment asset authorized within the vicinity of USN Kings Bay due to security clearance requirements.

St. Marys / Fernandina USACE Channel Designation Channel Depth MLLW 01 St. Marys Entrance Channel Kings Bay (Entrance Channel) 46’ 02 St. Marys Range A Kings Bay (Entrance Channel) 45’ 03 St. Marys Range A1 Kings Bay (Inner Channel) 45’ 03A St. Marys Range A2 Kings Bay (Inner Channel) 45’ 04 St. Marys Range B Kings Bay (Inner Channel) 45’ 05 St. Marys Range C Kings Bay (Inner Channel) 44’ 06 St. Marys Range D Kings Bay (Inner Channel) 44’ 07 St. Marys Range E Kings Bay (Inner Channel) 44’ 08 St Marys Quarantine Reach Kings Bay (Inner Channel) 36’ 09 St Marys Old Town Reach Kings Bay (Inner Channel) 31’ 10 St Marys Seaboard Reach Kings Bay (Inner Channel) 32.9’

Table D-1: Channel Segments Port of Fernandina

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Aids to Navigation: There are 26 Critical and Stakeholder Essential (1-S) Aids to Navigation in the St. Marys River and Amelia River. These have been determined by a workgroup of USCG personnel and stakeholders including the Bar Pilots and USN representatives. The Critical and Stakeholder Essential ATON list will be amended as necessary. The updated list of Critical and Stakeholder Essential ATON will be maintained in the Common Assessment and Reporting Tool (CART), which will be used to guide the prioritized assessment post-incident when required.

Critical and Stakeholder Essential Aids to Navigation 1-S Amelia River Lighted Buoy 2 LLNR 7045 / 37925 1-S St. Marys Entrance Lighted Buoy 15 LLNR 6595 1-S Amelia River Lighted Buoy 4 LLNR 7060 / 37940 1-S St. Marys Entrance Lighted Buoy 16 LLNR 6600 1-S St. Marys Entrance Lighted Buoy 10 LLNR 6570 1-S St. Marys Entrance Lighted Buoy 17 LLNR 6605 1-S Amelia River Lighted Buoy 1 LLNR 7050 1-S St. Marys Entrance Lighted Buoy 18 LLNR 6630 1-S Amelia River Lighted Buoy 6 LLNR 7070 / 37950 1-S St. Marys Entrance Lighted Buoy 19 LLNR 6635 1-S Amelia River Lighted Buoy 8 LLNR 7080 / 37960 1-S St. Marys Entrance Lighted Buoy 2 LLNR 6520 1-S St Marys Entrance Range Front Light LLNR 6525 1-S St. Marys Entrance Lighted Buoy 20 LLNR 6650 1-S St. Marys Entrance Lighted Buoy 1 LLNR 6515 1-S St. Marys Entrance Lighted Buoy 21 LLNR 6655 1-S St. Marys Entrance Lighted Buoy 11 LLNR 6575 1-S St. Marys Entrance Lighted Buoy 3 LLNR 6535 1-S St Marys Entrance Range Rear Light LLNR 6530 1-S St. Marys Entrance Lighted Buoy 4 LLNR 6540 1-S St. Marys Entrance Lighted Buoy 12 LLNR 6580 1-S St. Marys Entrance Lighted Buoy 6 LLNR 6550 1-S St. Marys Entrance Lighted Buoy 13 LLNR 6585 1-S St. Marys Entrance Lighted Buoy 7 LLNR 6555 1-S St. Marys Entrance Lighted Buoy 14 LLNR 6590 1-S St. Marys Entrance Lighted Buoy 8 LLNR 6560

Table D-2: Critical and Stakeholder Essential ATON Anchorages: There are no designated commercial anchorages within or offshore of the Port of Fernandina. There are military-controlled anchorages controlled by USN NAVSTA Mayport. Use by commercial vessels is authorized, but must be coordinated through the U.S. Navy. Full details of the restrictions and operations within this anchorage may be found in33 CFR 110.182. Regulated Facilities: There are three regulated facilities in the Port of Fernandina excluding mobile transfer facilities. These are currently Nassau Terminals; Rayonier; and Port Consolidated. Refer to CART for the most updated listing of facility EEIs in the Port of Fernandina. Nassau Terminal – 1,200’ pier with 36’ depth maintained at MLW. The facility has two container gantry cranes with a 13-wide reach and rail mounted heavy lift crane. The facility can accommodate 3,200 TEUs with electrical service for refrigerated containers. Warehousing on-site for 200K Sq. Ft.’ storage for forest products and a 50K Sq. Ft. container freight station. Rail service for 11 rail cars is adjacent to the warehouse/terminal yard provided by First Coast Railroad. Port has road connections to SR 200/A1A to I-95; US-301; I-10; US-90. Nassau Terminal

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Rayonier – Regulated under 33 CFR Part 154, this facility produces 155K metric tons of softwood cellulose products per year, employing more than 300 people. The facility is also the site for the Chesapeake Utilities and Florida Public Utilities Combined Heat and Power (CHP) plant generating 20MW of power for Amelia Island FPU Customers. Port Consolidated – Regulated under 33 CFR Part 154, this facility provides petroleum products via tank truck to maritime and non-maritime commercial customers. The facility has the ability to transfer to/from a vessel meeting the volumes required for CG regulatory oversight, but conducts few transfers to/from a vessel. Military: There is no direct military nexus with the commercial Port of Fernandina. The same port-entrance waterway from the Atlantic Ocean, the St. Marys Entrance Channel, provides access to both the commercial Port of Fernandina and USN Sub Base Kings Bay. The ATON and Channel Assessment Teams targeting this portion of the AOR have prioritized this area for post-heavy weather assessments.

Rayonier

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TAB F: NORMAL PORT OPERATIONS – JACKSONVILLE Port Overview: The Port of Jacksonville, FL is located on the St. Johns River in NE Florida. The St. Johns River is a south to north flowing river with the Intracoastal Waterway crossing the river approximately five nautical miles from the entrance jetties. Averaging approximately seven to 10 deep-draft vessel arrivals and departures daily this port area supports: military, containerized cargoes, Ro-Ro

cargoes, refined petroleum storage, cruise operations, and is a vital supply link to Puerto Rico and the Caribbean. The terminals are located at various points along the 21-mile transit from St. Johns River entrance to the last commercial terminal capable of accepting deep-draft vessels. JAXPORT, the Jacksonville Port Authority, owns and operates three cargo terminals, an Intermodal Container Transfer Facility (MCTF), and the JAXPORT Cruise Terminal. The port includes several petroleum storage and transfer terminals; providing refined products to commercial interests across the SE United States. The port is a major DoD asset supporting military operations including: USN NAVSTA Mayport, FL, USMC Blount Island Command, and is designated as a Strategic Port for Military Outloads. Entrance and Scheduling: Pilotage is compulsory for all foreign vessels and for U.S. vessels under register. Pilotage is optional for U.S. coastwise vessels that have on board a pilot licensed by the Federal Government. The St. Johns River Bar Pilot Association provides pilotage services for arriving vessels. Boarding one-half mile east of the STJ Buoy, pilots ensure the safe transit of vessels into and out of the port. Federal pilots for inner harbor shifts and docking services can be reached via the Florida Docking Masters Association as noted in the U.S. Coast Pilot. Anchorages: There are two designated anchorages in the Port of Jacksonville: The Upper “A” and Lower Anchorage “B” anchorages are temporary anchorages with specific draft and operating restrictions as noted in 33 CFR Part. 110.183. These anchorages are not designated as lightering areas and all vessels must notify the Captain of the Port prior to using the anchorages. The Lower Anchorage “B” is located near the Talleyrand Marine Terminal and is also used as a Turning Basin. Anchorage grounds for deep-draft vessels waiting outside the entrance to St. Johns River are .5 – 3.5 miles N of the entrance. Scheduling for this area can be found in 33 CFR 110.182. Anchoring south of the entrance channel is not recommended due to a high volume of Commercial Fishing Vessel (shrimp) activity.

Blount Island Marine Terminal

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Aids to Navigation: There are 27 Stakeholder-Essential (1-S) Aids to Navigation and 57 overall Stakeholder Essential/ Critical Aids to Navigation in the Port of Jacksonville. These ATON are annually verified with a stakeholder group of USCG and Jacksonville Marine Exchange Harbor Safety Committee representatives. USCG ANT Jacksonville assessment teams will coordinate with the Sector Jacksonville IMT to prioritize and conduct post-incident status assessment and identify corrective requirements (as necessary). All ATON will be entered into CART in a Requires Assessment (RA) status until status assessments are completed and status determined. Refer to CART for the most updated listing of the Stakeholder Essential/Critical ATON.

Port of Jacksonville Stakeholder Essential (1-S) and Critical Aids to Navigation

1-S Drummond Creek Cut Lighted Buoy 59 LLNR 7500 Blount Island Channel Range Rear Light LLNR 7405 1-S Drummond Creek Lighted Buoy 58 LLNR 7505 Brills Cut Range Front Light LLNR 7475 1-S Long Branch Lighted Buoy 71 LLNR 7590 Brills Cut Range Rear Light LLNR 7480 1-S Long Branch Lighted Buoy 69 LLNR 7575 Dames Point Cutoff Range Front Light LLNR 7375 1-S Mile Point Lighted Buoy 22 LLNR 7270 Dames Point Cutoff Range Rear Light LLNR 7380 1-S Mile Point Lighted Buoy 24 LLNR 7280 Drummond Creek Lighted Buoy 61 LLNR 7525 1-S Mile Point Lower Range Front Light LLNR 7260 Drummond Creek Range Front Light LLNR 7515 1-S Mile Point Lower Range Rear Light LLNR 7265 Drummond Creek Range Rear Light LLNR 7520 1-S Mile Point Upper Range Front Light LLNR 7287 Dunn Creek Lighted Buoy 55 LLNR 7490 1-S Mile Point Upper Range Rear Light LLNR 7290 Dunn Creek Lighted Buoy 57 LLNR 7495 1-S Sherman Cut Lighted Buoy 18 LLNR 7250 Fulton Cutoff Light 36 LLNR 7360 1-S Sherman Cut Lighted Buoy 20 LLNR 7255 Fulton Cutoff Lighted Buoy 35 LLNR 7345 1-S Sherman Cut Range Front Light LLNR 7235 Fulton Cutoff Range Front Light LLNR 7350 1-S Sherman Cut Range Rear Light LLNR 7240 Fulton Cutoff Range Rear Light LLNR 7355 1-S St Johns Bar Cut Range Front Light LLNR 7115 Long Branch Range Front Light LLNR 7610 1-S St Johns Bar Cut Range Rear Light LLNR 7120 Long Branch Range Rear Light LLNR 7615 1-S St Johns River Entrance Lighted Buoy 3 LLNR 7125 Mayport Basin Range Front Light LLNR 7155 1-S St Johns River Entrance Lighted Buoy 4 LLNR 7130 Mayport Basin Range Rear Light LLNR 7160 1-S St Johns River Lighted Bell Buoy 6 LLNR 7140 Mayport Cut Range Front Light LLNR 7215 1-S St Johns River Lighted Buoy 5 LLNR 7135 Mayport Cut Range Rear Light LLNR 7220 1-S Trout River Cut Lighted Buoy 63 LLNR 7540 Pilot Town Cut Range Front Light LLNR 7200 1-S Trout River Cut Lighted Buoy 64 LLNR 7545 Pilot Town Cut Range Rear Light LLNR 7205 1-S Trout River Cut Lighted Buoy 66 LLNR 7560 Quarantine Island Upper Range Front Light 7450 1-S Trout River Cut Lighted Buoy 67 LLNR 7565 Quarantine Island Upper Range Rear Light LLNR 7455 1-S Trout River Cut Lighted Buoy 68 LLNR 7570 Terminal Channel Lighted Buoy 79 LLNR 7640 1-S Trout River Range Front Light LLNR 7530 Training Wall Range Front Light LLNR 7295 1-S Trout River Range Rear Light LLNR 7535 Training Wall Range Rear Light LLNR 7300 Blount Island Channel Range Front Light LLNR 7400 White Shells Cut Range Front Light LLNR 7320 White Shells Cut Range Rear Light LLNR 7325

Table 1: Stakeholder and Critical Aids to Navigation

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Bridges: There are three fixed bridges that cross the St. Johns River in the vicinity of commercial terminals receiving deep-draft vessel traffic. These bridges are the Dames Pt. Bridge located one-half NM W of Blount Island; the Mathews Bridge located 1 NM south of Talleyrand Terminal, and the Hart Bridge located near the Upper Anchorage “A” and is one-half NM south of the Mathews Bridge. Table 2 below provides the name and Air Drafts of these key deep-draft bridges, in addition to selected bridges that may affect the transit of smaller tug/tow traffic south on the St. Johns River or will require U.S. Coast Guard assessment post-incident. For additional Bridge EEIs that may affect the MTS refer to the Bridge EEIs in CART. Bridge Vehicle Route Navigable Waterway Air Draft

Dames Point Bridge I-295

St. Johns River one-half NM west of Blount Island. Terminals affected by a closure of this bridge includes all petroleum terminals; bulk aggregate terminals; Talleyrand Terminal; and Commodores Pt.

169’ at Center Span.

Mathews Bridge US 10 /115A

Located one-half NM S. of Talleyrand Terminal. Closure of the Mathews Bridge would affect deep-draft traffic arriving/departing Commodores Point and the N. Florida Shipyard. In addition all shallow-draft transiting south on the St. Johns River to Green Cover Springs would be interrupted.

146’

Hart Bridge US 90

Located one-half NM south of the Mathews Bridge. Closure of this bridge would affect only shallow-draft tug/tow traffic or self-propelled vessels enroute to Green Cover Springs. No impact on deep-draft traffic.

135’

Main St. Bridge SR 10

Lift bridge located 1.3 NM west of the Hart Bridge. Closure of this bridge would affect only shallow-draft tug/tow traffic or self-propelled vessels enroute to Green Cover Springs. No impact on deep-draft traffic.

135’ in open position; 40’ in closed position.

FEC Rail Bridge N/A

Bascule rail bridge located 1.5 NM from the Hart Bridge. This span only has a 5’ clearance when closed. Normally in open position except during rail transits of the St. Johns River.

N/A

Table 2 Bridge Name/Air Draft

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Channel: The St. Johns River is maintained at 40’ with a two-foot under-keel clearance. A channel-deepening project started in 2017 and is anticipated to increase the maintained depth to a maximum depth of 50’. Post incident, particularly after major infrastructure events such as hurricanes or tropical systems, Channel Assessment Teams will provide the status of the 22 channel segments that make up the 21-mile transit. U.S. Coast Guard Sector Jacksonville personnel will coordinate and assist the USACE with post-incident assessments and provide real-time, immediate feedback to the MTSRU and Incident Command on restrictions or areas of concern. St. Johns River Channel Segments USACE Channel Designatio Channel Depth MLW 01 St Johns Bar Cut Range East Section Cut 3 40’ 02 St Johns Mayport Entrance Channel Mayport Entrance Channel 40’ 03 St Johns Bar Cut Range West Section Cut 3 40’ 04 St Johns Pilot Town Cut Cut 6 40’ 05 St Johns Mayport Cut Cut 7 40’ 06 St Johns Sherman Cut Cut 8 40’ 07 St Johns Mile Point Lower Range and Turn Cut 9, 10, 11, 12, 13 40’ 08 St Johns Training Wall Reach Cut 14, 15, 16 40’ 09 St Johns Short Cut Turn Cut 17, 18, 19 40’ 10 St. Johns White Shells Cut Range Cut 39 40’ 11 St Johns Bluff Reach Cut 40 40’ 11A St Johns Blount Island East Channel Cut A, B, C, D 40’ 12 St Johns Dames Point Fulton Cutoff Range Cut 42 40’ 13 St Johns Blount Island West Channel Cut G, F 40’ 14 St Johns Dames Point Turn Cut 43 40’ 15 St Johns Quarantine Upper Range Cut 44 40’ 16 St Johns Brills Cut Range Cut 45, 46 40’ 17 St Johns Broward Point Turn Cut 47, 48, 49 40’ 18 St Johns Drummond Creek Range Cut 50 40’ 19 St Johns Trout River Cut Range Cut 51 40’ 20 St Johns Chaseville Turn Cut 52, 53, 54 40’ 21 St Johns Long Branch Range Cut 55 40’ 22 St Johns Terminal Channel Terminal Channel 40’

Table 3 Channel Segments St. Johns River

Container Operations: More than 1.3 million TEUs are moved annually through public and private terminals in Jacksonville making the Port of Jacksonville the #1 container port in the State of Florida. The three major container terminals of Blount Island, Dames Point, and Talleyrand include several tenants that provide international container service via barge and self-propelled vessels including the vital logistical link with Puerto Rico and the U.S. Virgin Islands. Blount Island Terminal: A 754-acre facility with more than 7k linear ft of deep-draft berthing space. The terminal has five container cranes ranging from 40 to 50 tons and a 90k sq. ft. container freight station. The terminal is located approximately eight nautical miles from the Atlantic Ocean. The terminal is one of the largest automobile import/export centers in the United States including more than 250 acres of open storage and 300K sq. ft. of auto processing facilities. CSX Rail provides on-dock direct rail service.

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Dames Point Terminal: Location of the TraPac Container Terminal servicing vessels from Tokyo-based MOL and other direct container services to ports throughout Asia. Located approximately 10 nautical miles from the Atlantic Ocean, this terminal has 5,000 feet of linear deep-draft berthing space. TraPac has 158 acres of operating area and six Panamax container cranes with 40-50 ton range. CSX is the rail service provider for Dames Point Terminal. Dames Point Terminal also includes a 41 acres bulk aggregate reception and storage operation. This terminal is also the location of the ICTF and facilitates the direct ship to rail transfer of containers with each servicing train having a 200-container capacity. Talleyrand Terminal: Located approximately 20 nautical miles from the port entrance. Talleyrand Terminal is a container, breakbulk, liquid bulk, and automobile cargo facility. The terminal has 4,700 linear feet of deep-draft berthing space across six berths. The terminal has six container cranes ranging from 40-50 tons and 173 acres of terminal space. The Talleyrand Terminal includes 160k sq. ft. of warehouse space and over 550K sq. ft. of transit shed capacity. On-dock rail connections include CSX and Norfolk Southern. Break-bulk cargo commodities include steel, lumber, and paper. The bulk liquid commodities transferred at this terminal include molasses and vegetable oils.

Talleyrand Terminal

Dames Pt. - TraPac Terminal - ICTF

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Petroleum: The Port of Jacksonville contains four commercial Petroleum Facilities that provide storage and transfer of refined petroleum products throughout Florida and the SE United States. All facilities are located adjacent to the St. Johns River between 11 – 15 nautical miles from the port entrance. The combined storage capacity of the terminals exceeds five million bbls of gasoline, diesel, kerosene, distillates, and aviation fuels. The terminals are Blanchard Terminal; Buckeye Terminal; Centerpoint Terminal, and NuStar. The USN operates a fuel terminal along the same point of the St. Johns River. In addition to providing commercial refined petroleum products to the SE United States, these terminals also provide barge-bunkering services for deep-draft vessel traffic within the port. The State of Florida Department of Agriculture tracks petroleum inventory rates during emergency phases such as hurricane evacuations, post-hurricane impacts, and coordinates with DHS Infrastructure Directorate representatives within the State EOC to identify energy cargo shortfalls by region and communicates that directly with the local Captain of the Port or via the Seventh District MTS Recovery Support Cell. LNG: The Port of Jacksonville is the homeport of the first self-propelled U.S. flagged cargo vessels operating on LNG. These LNG-powered container vessels operate on a fixed route between Puerto Rico and Jacksonville, FL. Pivotal LNG has constructed an LNG processing facility near the Dames Point Bridge. This terminal will provide LNG bunkering services to barges with the anticipation of adding an LNG-export market to its business portfolio. Additional LNG-powered container vessels and LNG Bunkering Barges will start operations in 2019-2020. Companies involved with LNG vessel or bunkering operations in the port include Tote Maritime; Crowley; Pivotal/JAX LNG; Eagle LNG; and Clean Jacksonville. Military: The Port of Jacksonville is a Strategic Port for Military Outloads and has a direct maritime nexus with USN NAVSTA Mayport, FL; USN Region SE; and USMC Blount Island Command. Strategic Port: IAW the National Port Readiness Network (NPRN) and MOU with all agencies involved, JAXPORT provides terminal space and use, rail access, and cargo-handling services to meet military outload requirements during designated periods to support national defense efforts. These terminals include Blount Island and Talleyrand. Ferry System: A small ferry system runs between Mayport, FL and Ft. Georges Island on the opposite side of the St. Johns River as an extension of A1A on a daily schedule. The vessels are not considered high capacity ferries and are inspected/certificated as small passenger vessels.

Buckeye and Blanchard Oil Terminals

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USN NAVSTA Mayport, FL: Home to the 4th Fleet, this naval station is located immediately inside the St. Johns River entrance. NAVSTA Mayport is a secured, self-contained basin directly off the St. Johns River with secure access. Numerous 4th Fleet vessels are homeported in this basin. NAVSTA Mayport Harbor Operations and Emergency Management are members of the Port Coordination Team for NE Florida to provide both insight into critical needs and to provide support during recovery operations. USN Region SE is located on NAVSTA Mayport and are members of the Port Coordination Team. USMC Blount Island Command: This USMC base manages the Pre-Positioned Ship Program for the U.S. Marine Corps. Vessels arrive for the discharge or loading of USMC Expeditionary Force equipment including up to 1.3 million lbs. of Class 1 Explosives from their DoD Facility. The location is on Blount Island. This USMC Base has its own entrance directly off the St. Johns River approximately eight nautical miles from the St. Johns River entrance. Passenger Operations: JAXPORT Cruise Terminal is located adjacent to the Dames Point Terminal on the West side of the Dames Point Bridge. This terminal is the homeport for a CARNIVAL Cruise Line vessel operating on multi-day excursions. In 2017, the CARNIVAL vessel made 74 port calls moving more than 170K passengers through the port. Automobile Imports: One of the nation’s busiest ports for automobiles, handling nearly 700k automobiles in 2018. Leading processors for automobile processing include AMPORTS, Wallenius Wilhelmsen Solutions, and Southeast Toyota. These operators combine for more than 250 acres of open storage and 300K square feet of auto processing facilities on port terminals from Blount Island to Talleyrand and Southeast Toyota and are within 1-day transport to 60 million consumers.

USN NAVSTA Mayport

USMC Blount Island Command

JAXPORT Cruise Terminal

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TAB G: NORMAL PORT OPERATIONS – CANAVERAL Port Overview: Located in the southernmost portion of the COTP Jacksonville Zone in E Central Florida, Port Canaveral is two miles in total length with direct access to the Atlantic Ocean. Averaging three to five arrivals and departures daily, operations within the port include: cruise ship operations; petroleum services; DoD operations; container; bulk; break-bulk; Ro-Ro, commercial space industry support; and commercial fishing. The Canaveral Port Authority owns all non-federal

property within the port area with leases to several operational tenants. Key operations that have both local and regional impacts include the petroleum storage and transfer terminal Seaport Canaveral and the cruise ship operations with major lines such as Disney, Carnival, and Norwegian Cruise Line. The port is a significant DoD asset supporting military operations including the USN Naval Ordnance Test Unit (NOTU), the USAF 45th Space Wing, and the U.S. Coast Guard. Entrance and Scheduling: Use of a state pilot is mandatory for all foreign flag vessels and U.S. Flag vessels under registry with a draft of seven feet or greater. A pilot is also required for all vessels over 500 GT docking or undocking at Canaveral Port Authority docks unless exempted. Canaveral Pilots operate two 40’ pilot boats and embark for arrivals one NM SE of Canaveral Lighted Buoy 3 unless otherwise coordinated. Coast Pilot has additional scheduling and pilot information. Aids to Navigation: There are 18 Stakeholder-Essential (1-S) / Critical Aids to Navigation in the Port Canaveral AOR. These ATON are annually verified with a stakeholder group of USCG and Port Canaveral Harbor Safety representatives. USCG ANT Ponce Inlet assessment teams will coordinate with Sector Jax IMT to prioritize and conduct post-incident status assessment and identify corrective requirements (as necessary). All ATON will be entered into CART in a Requires Assessment (RA) status until full status assessments are completed.

Port Canaveral Critical and Stakeholder Essential (1-S) Aids to Navigation 1-S Canaveral East Basin Range Front Light LLNR 9660 1-S Canaveral East Basin Range Rear Light LLNR 9665 1-S Canaveral Harbor Approach Channel Lighted Buoy 5 LLNR 9595 1-S Canaveral Harbor Approach Channel Lighted Buoy 6 LLNR 9600 1-S Canaveral Harbor Approach Channel Lighted Buoy 7 LLNR 9605 1-S Canaveral Harbor Approach Channel Lighted Buoy 8 LLNR 9610 1-S Canaveral Harbor Approach Channel Lighted Buoy 9 LLNR 9615 1-S Canaveral Harbor Approach Channel Range Front Light LLNR 9575 1-S Canaveral Harbor Approach Channel Range Rear Light LLNR 9580 1-S Canaveral Harbor Entrance Channel Buoy 14A LLNR 9685.5

Port Canaveral

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Port Canaveral Critical and Stakeholder Essential (1-S) Aids to Navigation 1-S Canaveral Harbor Entrance Channel Light "Beacon" 14 LLNR 9655 1-S Canaveral Harbor Entrance Channel Lighted Buoy 10 LLNR 9625 1-S Canaveral Harbor Entrance Channel Lighted Buoy 11 LLNR 9640 1-S Canaveral Harbor Entrance Channel Lighted Buoy 12 LLNR 9645 1-S Canaveral Harbor Entrance Channel Lighted Buoy 13 LLNR 9650 1-S Canaveral Harbor Entrance Channel Lighted Buoy 13A LLNR 9650.5 1-S Canaveral Harbor Entrance Channel Range Front Light LLNR 9630 1-S Canaveral Harbor Entrance Channel Range Rear Light LLNR 9635

Table 4: Port Canaveral Critical Aids to Navigation

Anchorages: There are no designated Anchorage areas in the Port Canaveral area for deep-draft traffic. Bridges: There are no fixed or moving bridges that cross the deep-draft channels in Port Canaveral. There are four fixed/moving bridges determined by the COTP to be critical for assessment post-incident as necessary dependent on the type of MTS disruption: the Bennet Memorial Causeway, Christa McAuliffe Bridge, SR 3 Haulover Canal Bridge, and SR-401 Bridge. Table 5 provides details on bridge name, road, the navigable waterway the bridge spans, and air draft information.

Bridge Vehicle Route Navigable Waterway Air Draft

SR-401 Bridge SR-401 Moving (draw) Bridge that spans the Canaveral Locks and Barge Canal Extension.

25’ at center when closed.

Bennet Memorial Causeway SR 528

Fixed Bridges providing transportation link for all port commercial fuel, cargo, and passenger operations. Does not cross deep-draft channels but does cross Intracoastal Waterway, Banana, and Indian Rivers. Loss or compromise of spans may interrupt water service to Cocoa Beach/Port areas and disrupt transportation of fuel and passengers.

65’

Christa McAuliffe Bridge SR-3

Lift Bridge that provides access between Banana River and the Indian River on the Barge Canal. Minimal commercial traffic however may be of critical importance post-hurricane by preventing the return of commercial vessels to the port area including barge, emergency service, or other essential vessels.

21’ when closed.

Haulover Canal Bridg CR-3

Lift Bridge between Mosquito Lagoon and Indian River north of Merritt Island National Wildlife Refuge. 21’ when closed.

Table 5: Critical Bridges: Canaveral AOR

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Channel: The Port Canaveral Entrance Channel project depth is 44’ to the East Basin, 40’ to the Middle Basin, and 31’ to the West Basin. There are seven channel segments and one DoD essential channel in Port Canaveral.

Passenger Operations: One of the busiest cruise ports in the world based on passenger thru-put for multi-day excursions. Port Canaveral has seven active cruise terminals with the eighth terminal under construction for North America’s first LNG-powered cruise ship. Averaging 10-15 arrival and departures per week, the major lines with normal schedules in the port include Disney, Carnival, Royal Caribbean, and Norwegian Cruise Lines along with visiting port-of-call vessels not on a regular schedule.

Port Canaveral Channel Channel Depth MLLW

01 Cut 1A 46’ 02 Cut 1B 46’ 03 Cut 1 46’ 04 Cut 2 46’ 05 Cut 2 (44) 44’ 06 Trident Access Channel (DoD) 41’ 07 Trident Turning Basin (DoD) 41’ 08 Cut 3 44’ 09 Middle Turning Basin Access 35’ 10 Main Turning Basin 35’ and 43’ 11 West Access 43’ 12 Middle Turning Basin (Upper/Lower) 35’

Table 6: Channel Segments and Depths

Cruise Terminal 8 and Disney Cruise Ship

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Petroleum: The Port Canaveral MTS facilitates the supply of up to 40% of the refined commercial fuels in Central and SE Florida including aviation fuel for Orlando Int’l Airport. Seaport Canaveral; the terminal has the storage capacity of 3 million bbls of products including gasoline, diesel, biofuel and biodiesel, ethanol, jet fuel and fuel oil. The facility can load 10 tank trucks simultaneously. In 2016, Seaport Canaveral loaded 90K tank trucks with products for delivery. The terminal utilizes two piers on the North side of the port for transfer/reception operations including barges and tank ships and a fixed pipeline for cruise vessel bunkering operations. Transmontaigne, LLC; as a gasoline/diesel/ethanol storage terminal on the Southside of the port with 724K bbl storage capacity. Transmontaigne receives refined product from tank vessels/barges at Tanker Berth 1 on the south side of the port adjacent to Cruise Terminal One. Transmontaigne provides bunkering service via a fixed pipeline to Cruise Terminal One, which services the largest cruise ships entering Port Canaveral. Container Operations: The Port of Canaveral has one container terminal located at North Cargo Piers 5 and 6 on the Northside adjacent to the USCG Station Port Canaveral property. GT-USA; this newly constructed terminal includes two Post-Panamax cranes, 20 acres of container storage area, a 2K linear ft. deep-draft pier, and warehouse services. Military: The USN and USAF utilize the MTS in Port Canaveral for surface and space operations. There are standing Security Zones in place in various parts of the MTS for security of these operations. See the appropriate chart and Code of Federal Regulations for specific details. USAF; the USAF has the 45th Space Wing at Cape Canaveral Air Force Station. This group manages the processing and launching of U.S. government and commercial satellites from Cape Canaveral Air Force Station, FL. USN; the USN maintains the Naval Ordnance Test Unit (NOTU) that operates within the East or Trident Basin. There are standing Security Zones for the Trident Channel and Trident Turning Basin.

SEAPORT Canaveral

North Cargo Piers 5 and 6

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SECTION 3: MTS RECOVERY MANAGEMENT A. PURPOSE: This section outlines the

process and procedures for the Incident Commander / Unified Command to ensure MTS Recovery Objectives are met, providing effective management of MTS Recovery operations in an all-hazard framework. It also defines and describes short-term recovery priorities and the transition to long-term recovery. When an MTS event occurs, there is a normal cycle to the incident management response. This cycle provides a pathway for the Planning and Operations Sections when considering strategies and tactics during incident management planning including key stakeholder involvement, execution of pre-identified priorities and procedures, and a seamless transition into a long-term restoration phase, when appropriate.

1. Objectives – Responses to all contingencies in the maritime domain must take into

consideration the impacts of that response on the MTS. MTS Recovery achieves multiple objectives:

a. Maintains the open port concept; b. Mitigates impact on the MTS, trade, and the economy; c. Identifies resources, agencies involved, incident effects, and course of action for

the recovery of maritime infrastructure; d. Prioritizes MTS Recovery operations; e. Identifies and prioritizes cargo streams; f. Coordinates with operational elements conducting salvage or marine debris

removal operations; and g. Reports the status of the MTS through EEIs within CART.

B. PROCESS: MTS Recovery at the port-level contributes to national goals and is guided by

the policies and priorities of local and regional needs. Captain of the Port Jacksonville will engage and activate key port stakeholders and government agencies to ensure short-term recovery is considered during operational planning, recovery operations, and the transition of effort to other agencies for long-term recovery action. To accomplish this, the Captain of the Port Jacksonville and stakeholder teams will be guided by this task-based process:

• Establishing the MTSRU • Obtaining situational awareness • Determining the impacts to the MTS and developing courses of action • Communicating the status of the MTS and recovery activities • Demobilizing the MTSRU and transition into long-term restoration.

Figure 3: MTS Recovery Cycle

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1. Recovery Task 1 - Establishing the MTSRU

a. The determination to establish the MTSRU is the responsibility of the Planning Section Chief (PSC) (or Incident Commander if there is no PSC) and will be based on factors including: the type of interruption event, the length of the interruption, scale of the interruption to the MTS, or MARSEC increases. Although all MTS disruption scenarios are different and may require participation from myriad stakeholders, there are basic assumptions for each event. These assumptions include:

(1) The threat of a Transportation Security Incident (TSI) that causes an increase to

Maritime Security (MARSEC) Level 3 and associated security measures will necessitate coordinated recovery measures among stakeholders to facilitate restoration of cargo flow, trade resumption, and economic recovery.

(2) Most transportation disruptions will occur with little to no warning, except for tropical weather systems for which prediction capabilities will provide advance indicators.

(3) Members have received appropriate training and have awareness of the priorities, procedures, and protocols of the plan. Port stakeholders will rapidly share information required for incident response, infrastructure preservation or repair, and post-incident recovery. The primary tool that USCG Sector Jacksonville and stakeholder groups will use for its pre-incident planning and coordination is the Common Assessment and Reporting Tool (CART). This contains the set of Essential Elements of Information (EEIs) developed for the Sector Jacksonville AOR for MTS Recovery. The MTSRU, when activated, will use the EEIs in CART as its framework for operational planning during incident response The quality of EEI’s and their utility to the port community is directly related to the quality, completeness, timeliness, relevancy, currency, and ease of use of the information provided by stakeholders.

(4) Members have pre-determined roles and responsibilities with the MTRSU/Port Coordination Teams.

(5) A written process exists to notify all members of the MTSRU that activation is required.

Upon determination that the MTSRU will be activated, the PSC, or appropriate Command and General Staff, will notify the MTSRU Leader and provide initial direction. This is vital to establishing a sound foundation of MTS Recovery reporting and should include at a minimum: (1) Direction to activate the full or parts of the MTSRU, (2) Estimate the duration of activation days, (3) Location of Incident Command Post and MTSRU, (4) Expectation for the MTSRU to be functional (stood up and operational), (5) Expectation for stakeholder notification, (6) Brief description of the disruption with copy of ICS-201 if possible,

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(7) Incident Commander (IC) current objectives of the basic MTSRU Objectives, if established, and

(8) Expectation to attend the planning meeting at a location to be determined, and (9) Anticipated battle rhythm (e.g. time of PCT Meetings).

b. The MTSRU will be established under the Planning Section as shown in Figure 4. As the Incident Command System is flexible and scalable, the MTSRU may be placed in other ICS positions to satisfy unique needs of the IC/UC. There is no standard for the number of additional personnel to support the MTSRU, however, it is recommended that a basic-staffed MTSRU will include:

(1) MTS Recovery Unit Leader (2) CART Data Entry representative (3) Members of the Prevention Department including Waterways, Port State

Control, and Facilities. Figure 5 is an example of a potential ICS organization with an MTS Recovery element located within the Operations Section. Full position descriptions, objectives, and tasking can be found in Annex C to this plan, the MTS Recovery Branch SOP. Sector Jacksonville will include an MTS Recovery Branch in all ICS organizations established for Heavy Weather events. Moving the MTSRU to another ICS position for all other contingencies should only be done when critically required to address unique elements in the recovery operation. MTS Recovery Planning and Operational requirements will be addressed during the Incident Action Plan development cycle no matter the location of the MTS Recovery Unit within the organization.

Figure 4 MTS Recovery Unit in Planning Section

Planning Section Chief

Situation Unit Leader MTS Recovery Unit Leader

CART Data Entry

Display Processor

Documentation Unit Leader Resource Unit Leader

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Figure 5 MTS Recovery Branch in Operations Section

c. There are fundamental considerations that are essential to the MTSRU establishment process. Figure 6 is an extract from the Sector Jacksonville MTS Recovery Unit SOP of the basic activities the MTSRU Leader shall consider when activating the MTSRU. This checklist and an expanded checklist of MTSRU Activities are included as Tab I to Section 3 to this Plan.

Unit

Leader Task

Unit Leader Activity Description Complete

MTSL-1 Initial Assignment

Meet with PSC or IC (if no PSC) and receive initial briefing on MTSRU objectives. Identify the Operations Section units that may have been activated and determine sources of information for MTS Status. Identify location of the Situation Unit Leader (SITL) and review the initial Common Operating Picture (COP)

MTSL-2 Initial Brief

Review ICS-201 or existing Incident Action Plan (IAP) to determine size and complexity of incident. Visit Sector Command Center (SCC) or SITL for complete assessment of incident area and impact. Identify other agencies/groups that may have to be incorporated into the MTSRU.

MTSL-3 Notify MTSRU

Access the appropriate WQSB for the MTSRU Staffing. Ensure the assigned representatives are contacted and notified of the initial meeting time and location. Initiate ICS-214 Activity Log.

Figure 6 MTSRU Unit Leader Checklist Example

d. MTSRUs or the MTSR Branch will be established in a location that will provide sufficient space, access, and functionality to support the management of MTS Recovery Planning and Reporting. The space required to establish a functional MTSRU will vary from incident to incident and will depend on the number of personnel assigned and anticipated participation of industry stakeholders. The space

Operations Section Chief

MTS Recovery Branch

Waterways Group

Infrastructure Assessment Division

Vessel Division

SAR Branch Environmental Response Branch

MTS Branch Element

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should be adequate to accommodate the MTSRU for a minimum of at least 15 days and have the ability to expand if necessary. Some primary considerations for the space include:

• Space for a minimum of two (2) tables (30" x 48") and at least 4 chairs • Space for small table for printer/Fax • Access to electrical outlets • Adequate lighting • Telephone Line (2 phones) and dedicated Fax Line • Private Space for Industry Discussions / Teleconferences • Close Proximity to Situation Unit • Access to the CG Data network / Wireless Internet (if not available use portable

Hot Spot for wireless)

The location for the Incident Management Team including the MTS Recovery Unit are noted below. (1) The primary location for the MTS Recovery Unit or MTS Recovery Branch is

the Sector Jacksonville IMT spaces established within the Sector Jacksonville facility. This location provides protection up to Category IV Hurricanes, emergency power, access to the Sector Jacksonville Command Center (SCC), limited berthing for 24/7 operations, and all support services required to maintain operations for the number of required days. Located at 10426 Alta Dr., Jacksonville, FL 32226, the facility is a joint USCG-U. S. CBP facility providing sufficient parking, access, and security for supporting agencies and stakeholders.

Figure 7: Location of USCG Sector Jacksonville

Sector Jax

JAXPORT SOC

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This is the primary location for the IMT including the MTSRU for incidents occurring in the ports of Fernandina, Jacksonville, and Canaveral. The alternate locations for establishing MTSRUs external to the Sector Jacksonville / U.S. CBP Facility area as follows: (2) The alternate site for incidents in

Ports of Fernandina and Jacksonville. Located is the JAXPORT Security Operations Center (SOC) located at 9530 New Berlin Ct., Jacksonville, FL, 32226. This is the primary location for JAXPORT Security Operations Communications and Port-Wide Interoperable Communications. Constructed with the use of Port Security Grants, this location provides flexibility with communications, staging vehicles, is the location for the JAXPORT Mobile Operations Command Post, and the office of the Director of Security.

(3) For incidents in Port Canaveral,

the Canaveral Port Authority Integrated Maritime Operations Center (IMOC) is the location for USCG Operational Planning and is the primary Incident Management Team location for Canaveral Port Authority. This is also the location of the USCG Marine Safety Detachment. This facility provides extensive communication capability, emergency power, and support services for ICP and participating stakeholders.

Figure 8: JAXPORT SOC

Figure 9: Canaveral Port Authority IMOC

CPA IMOC

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Figure 10 is an example of a standard MTSRU footprint within the Incident/Unified Command.

Figure 10: MTSRU Space Organization

e. MTSRUs can function only when appropriately supported with resources and materials to ensure sustained operations for a minimum of 48 hours before resupply is required. Standard MTSRU Go-Kits or ICS MTSRU Kits are located in the Planning Department storage spaces at USCG Sector Jacksonville.

f. The MTSRU is comprised of key USCG members, port stakeholders, State, local Emergency Response managers, and other critical maritime response and recovery representation, as determined in the pre-event planning environment. Captain of the Port Jacksonville will activate its USCG Personnel using the process and protocols outlined below:

(1) USCG Personnel Notification: USCG Sector Jacksonville utilizes the Alert

Warning System (AWS) for immediate notification to IMT membership that an incident has occurred that requires activation of the IMT including the MTS Recovery Unit. Sector Jacksonville SOP is to maintain on-duty IMT members in each duty-section to provide 24/7 capability to establish an IMT. The USCG Sector Jacksonville Command Center (SCC) is the primary communications manager for activation of the IMT. The SCC will notify Command Staff members of the IMT activation via AWS and include specific details in the messaging including the scenario and key milestones for meeting and establishing the IMT.

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(2) Port Stakeholder/State-Local Government/Other Government Agency: USCG Sector Jacksonville utilizes the same AWS notification process for the activation of the Port Coordination Teams in Northeast and East Central Florida. Annex A and B of this plan provide the detailed protocols for the activation of the Port Coordination Teams including membership, facilitator script, and briefing requirements for members. The USCG SCC is the primary communication node for sending out the Alerts to the Port Coordination Teams. The pre-developed message includes the standing toll-free number assigned to the PCT and access codes to dial into the teleconference. This number is not to be released to the public so is not included in this plan. The alternate communication manager for activation of the Port Coordination Team will be the Port Security Specialist (PSS) Recovery/Salvage at Sector Jacksonville who maintains the membership roster and details for the PCT.

2. Recovery Task 2 - Obtaining Situational Awareness

MTSRU or MTS Branch personnel will obtain overall situational awareness of the MTS, the impacted area, and any area that could be potentially impacted. This will require outreach to different Sections or Units within the Incident/Unified Command as well as industry. In many disruption scenarios, this will also require physical assessment of key infrastructure elements to determine their operational status. It is likely that some types of assessments during the Emergency Response Phase were conducted by first responders. It is important to gain access to this initial assessment information to start developing the overall operational picture for the IMT. All MTSRU personnel will:

a. Receive initial briefing on the incident from the MTSL, SITU, PSC, or Command

Duty Officer. Review current ICS-201 and/or IAP for overview of command objectives and current operations. The determination of the location of the MTSRU within the IMT will be made at this time.

b. Review the Captain of the Port Jacksonville MTS Recovery Plan’s pre-established processes, procedures, and priorities. This is a critical step in gaining situational awareness. Based on the scenario, the identification or development of specific Branches, Divisions, or Groups in the Operations Section to conduct assessments will be developed at this stage based on the type of MTS disruption event.

c. Determine which EEI category(s) have been affected. Develop the impact area for

the MTS disruption and possible EEI Categories within that area that may have experienced some type of disrupting affects. For nearly any event that disrupts the MTS anywhere in the Sector Jacksonville AOR, 13 Categories of Essential Elements of Information will likely require USCG activity at some level to determine the operating status. Figure 11 lists the basic EEI Types that should be considered for assessment and to receive the appropriate operational tasking via an ICS-204.

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Figure 11: Primary EEI Categories for Assessment

d. Recommend to Operations Section the Port Area Critical Infrastructure and Waterways and Navigation Systems to consider for assessment. The pre-identified Division and Groups assigned assessment tasking will use the pre-developed checklists in Annex C to this plan, the Heavy Weather Plan, or as provided as part of the ICS-204 Mission Assignment.

e. Coordinate with stakeholders. Sector Jacksonville and the Harbor Safety Committee in NE Florida have developed a trained cadre of maritime professionals to support Critical ATON Assessment in the Port of Jacksonville. The USCG Sector Jacksonville/JMTX Harbor Safety Committee Field Assessment Guide provides this team the key details on the assessment and reporting of Critical Aids to Navigation to the USCG Sector Jacksonville Command Center (SCC) or MTS Recovery Branch. This Division will be activated in support of CG assets who are tasked with conducting or managing post-incident ATON Assessment. There are no similar teams developed for the assessment of the Critical Aids to Navigation in the Ports of Fernandina and Canaveral.

f. Assign assessment teams to develop initial situational awareness. The personnel assignments and assigned resources will be provided to the Divisions/Groups/Teams in the ICS-204a attached to the ICS-204 Assignment List. Tables 7 through Table 9 are examples of pre-planned assignments for the assignment of Critical Infrastructure, ATON, and Waterways.

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MTS Recovery Branch Infrastructure Assessment Div/Group: WATERWAYS GROUP Division/Team/Task Force COTP Zone Area Priorities Reporting ATON Task Force CLIMBER TEAM ONE

Port of Fernandina Fixed and Floating ATON

MTS Branch – WWG Supervisor

ATON Task Force CLIMBER TEAM TWO

Kings Bay and Cumberland Sound

Fixed Ranges MTS Branch – WWG Supervisor

ATON Task Force ANT JAX JUMPER TEAM 1

St. Mary’s Entrance Channel

Floating ATON MTS Branch – WWG Supervisor

ATON Task Force MARIA BRAY JUMPER TM 2

Port of Jacksonville Floating ATON MTS Branch-WWG

ATON Task Force ANT JAX JUMPER TEAM 3

Port of Jacksonville Fixed Ranges MTS Branch-WWG

ATON Task Force ANT PONCE POSITIONING TEAM 1

Port Canaveral Floating ATON MTS Branch-WWG and CPA IMT

ATON Task Force ANT PONCE CLIMBER TM 1

Port Canaveral Fixed Ranges MTS Branch-WWG and CPA IMT

Table 7 MTS Recovery Branch WATERWAYS GROUP

MTS Recovery Branch Division/Group: INFRASTRUCTURE DIVISION Division/Team/Task Force COTP Zone Area Priorities Reporting Infrastructure Assessment Team 1

Jacksonville Blount Island and Fernandina Terminals

Petroleum Terminals; Cargo Terminals; Bridges

Infrastructure Division Supervisor

Infrastructure Assessment Team 2

Jacksonville Heckscher Drive and Talleyrand Terminal Areas

Petroleum Terminals; Cargo Terminals; Bulk Terminals; Shipyards; Bridges



Port Canaveral Terminal Areas

Petroleum Terminal; Passenger Terminals; Lock; Bridges

Infrastructure Division Supervisor and CPA IMT

Table 8 MTS Recovery Branch Infrastructure Division

MTS Recovery Branch Division/Group: WATERWAYS GROUP / CHANNEL ASSESSMENT TEAM Division/Team/Task Force COTP Zone Area Priorities Reporting Channel Assessment Team 1 St. Marys Entrance

Channel to USN Kings Bay and Nassau Terminal

Military Essential Waterway and USACE maintained Waterway

WWG Supervisor

Channel Assessment Team 2 St. Johns River Entrance to Talleyrand Terminal including North Florida Shipyard

Military Essential Waterway; Petroleum Terminal Waterways; USACE Waterways



Canaveral Entrance to East Basin/Trident Basin; Middle and West Basin; Cruise Ship Basin;

Petroleum Terminal; Passenger Terminals

Infrastructure Division Supervisor and CPA IMT

Table 9 WATERWAYS GROUP Channel Assessment Teams

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g. Coordinate the use of alternative equipment support from local stakeholders. Local and State Law Enforcement Agencies and municipal Fire Departments have received significant funding via the Port Security Grant Program to purchase underwater survey equipment including side-scan sonar technologies. In addition to these assets, the USACE has contracted commercial survey sources located in some ports to support annual maintenance projects. If available, the USACE will leverage these services to support channel assessment operations. During incidents that require the establishment of an Area Command at the Coast Guard Seventh District to manage resources, this will be coordinated with the D7 MTS Recovery Support Cell (MTSRC) and the USACE using the Request for Forces process. The MTS Branch Director will coordinate with the Port Coordination Teams to identify the available assets post-incident to support critical infrastructure surveys including: • Piers, wharves, and docks associated with cargo, fuel and fuel operations at

commercial facilities; • Assessment of known shoaling areas; and • Assessment of identified or suspected obstructions in navigable channels or alongside

commercial piers, wharves, and docks.

h. Conduct aggressive outreach to maritime stakeholders. Conduct outreach to port partners and maritime stakeholders to determine the status of the MTS, including commercial vessel traffic. The Captain of the Port will leverage the maritime expertise of the Port Coordination Teams in NE and E Central Florida to support MTS Recovery planning for the development of operational priorities and courses of action (COA). Each Port Coordinating Team has its established Port Coordination Team Protocols included as Annex A and B to this plan that includes notification, telephonic or physical meeting criteria, pre-developed scripts for facilitation and briefing, and a basic list of EEIs. At a minimum, the Port Coordination Teams will: • Provide Operational Briefs for their agency; • Identify key areas of concern; • Identify or comment on the incident affects to the MTS; • Identify key vessel movement, anchorage, or other requirements for both inbound and

outbound vessel traffic; • Identify priorities based on pre-developed priority lists for the Captain of the Port

Jacksonville Zone; • Identify minimum meeting schedule required for the incident; and • Provide recommended COAs or resources available to support MTS Recovery.

i. Compare the status reports from field assessment teams and information from port

partners against the CART baseline data. Open and create an event in CART and input initial information. Ensure port and harbor status information (Open, Open with Restrictions, Closed) is updated on the unit’s HOMEPORT page with any amplifying information.

j. Maintain a near real-time update to CART and HOMEPORT. The construct of the IMT and location of the MTSRU will determine how the staffing will be accomplished for the MTSRU. The MTS Branch within Operations Section or MTS Recovery Unit within

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Planning will resource and assign a trained USCG representative to update and maintain CART. At a minimum, EEI Status information will be near real-time with updates being made when status information is received within the IMT. The MTS Report Summaries in CART are critical to the overall description of the MTS Recovery actions, key MTS Recovery issues affecting the local/regional/national interests, and Future Plans. The Report Summaries will be updated at a minimum within the guidelines and Battle Rhythm provided by District (if a District IMT is established). The MTSRU will follow the Sector Jacksonville MTS Recovery SOP and Tab H to this plan, for detailed guidance on data entry and Report Summary format. HOMEPORT is a vital link to stakeholders who are not part of the IMT or members of the Port Coordination Team. The MTS Branch is responsible for the maintenance and update of critical MTS Recovery-specific information in HOMEPORT including Port Status, MSIBs, update on MARSEC or Port Conditions to coincide with Port Status.

k. In coordination with the Situation Unit Leader, develop/update incident command post situational display. Utilize CART GIS overlays, CART Executive Summary ICS-209, and photos of infrastructure damages. Maps, charts, and status boards will greatly aid situational awareness of MTSRU members, as well as other members of the IC/UC organization.

3. Recovery Task 3 - Determine impact to the MTS and Develop Courses of Action.

MTS recovery recommendations are provided to the Incident Commander from the MTSL. Determining how to prioritize the recovery of waterways, facilities, and the flow of cargo in the region will be a significant and long running task of the MTSRU. The priorities of the Unified Command regarding opening waterways and supporting infrastructure may affect local and national economies, as well as the national defense posture and other regional recovery efforts. These decisions may also be influenced by the impact to international commerce.

When assessing the impact of the MTS and developing associated courses of actions (COAs), the following should be considered:

a. Determine the extent of the disruptions to the MTS. After assessing the status of the

baseline EEIs, identify the impacts to cargo flow, vessel movement, critical infrastructure and waterways according to the priorities.

b. Determine priorities. Section 2.B to this plan identifies planning priorities, which

need to be considered when developing COAs. Many factors could amplify, modify, or reprioritize these lists both before and during an incident. Incident specific infrastructure recovery priorities must be communicated to the Operations Section of the IC/UC during Planning Meetings. The following information on cargo, infrastructure and vessel priorities will assist in this development.

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(1) Cargo Priorities. For the purpose of advance planning, guidelines for understanding potential National-Level needs and priorities have been established in a joint protocol developed by USCG and Customs & Border Protection (Ref. (p)). These priorities are in order and have all been assigned a weighted score within the Vessel Arrival Scoring and Prioritization Tool (VASPT). Cargo Priorities for the Captain of the Port Jacksonville are divided into two groups; National-Level Cargo and Regional / Local-Level Cargo Priorities. Based on the type of interruption event and length of any potential vessel movement delays, the MTSRU shall coordinate with the PCT to develop a prioritized vessel movement and cargo movement scheme that will align with the national, regional, and local priorities. See Table 10 and Table 11 for cargo details Sector Jacksonville developed the Vessel Arrival and Scoring Prioritization Tool (VASPT) to assist with this process. This tool factors in cargo priorities along with inherent operational restrictions including the status of the terminals, vessel restrictions, security issues, and labor. The results of the VASPT are not final and are designed solely to provide an entering argument for any prioritization scheme if required considering as many operational issues as possible. The results are solely risk-based and weighted, with certain features open to interpretation. Annex C contains the VASPT Guidelines and Procedures.

NATIONAL CARGO PRIORITIES Cargo Category

National-Level Cargo Categories as

developed by the U.S. Coast Guard and U.S. Customs and Border Protection

Cargo Type

These examples of cargoes that may fall under the National-Level Cargo

Priorities

Vessel Types

These types of vessels may be the carrier for the

specific cargo

National Response Supplies

Food; Water; Energy Cargo; Heavy Equipment; Electrical Grid Repair Equipment; Housing Supplies;

Ro-Ro; Container Ship; Barge, Tank Barge

National Recovery Supplies Food; Water; Medical; Energy-related cargo

Ro-Ro; Container Ship; Barge; Tank Vessel

National Defense Materials Retro-Grade Cargo; Fuels; USMC Pre-positioned Ship Cargo; Mil Outload Vessels

Container Ship; Ro-Ro; Tank Vessel/Tank Barge

Other National Priority Cargo Caribbean Resupply Vessels Including empty containers.

Ro-Ro; Container Ship; Barge

Table 10: National Cargo Priorities

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REGIONAL / LOCAL –LEVEL CARGO PRIORITIES

Cargo Category

Regional and Local Cargo Categories as developed by the U.S. Coast Guard

and Stakeholder Groups

Cargo Type

Examples of cargoes that may fall under the Regional and Local-Level Cargo Priorities

Vessel Types

Types of vessels that may be the carrier for the

specific cargo

Regional Fuels and Energy Cargo Refined Gasoline; Diesel; Kerosene; Aviation Gas; LNG;

Tank Vessel; Tank Barge

Regionally Critical Cargo Cruise Vessels HCPV

Local Energy Cargo Coal; LNG Bulk; Tank Barge;

Local Response Supplies

Food; Water; Energy Cargo; Heavy Equipment; Electrical Grid Repair Equipment; Housing Supplies;

Ro-Ro; Container Ship; Barge

Local Recovery Supplies Food; Water; Medical; Energy-related cargo

Ro-Ro; Container Ship; Barge; Tank Vessel

Just-In-Time Cargo Auto; Agriculture; Fish; Certain Empty Containers; Chemical

Ro-Ro; Container Ship; Break-Bulk Vessel

Local Consumption Any locally consumed cargoes as noted by Shippers; Agents

Various

All Other Cargo Bulk Aggregate; Breakbulk Steel; Gypsum

Bulk and Break Bulk Vessels

Table 11: Regional and Local Cargo Priorities

(2) Infrastructure Recovery Priorities. Local pre-incident infrastructure recovery priorities have been developed with input from local industry and agency stakeholders. The MTSRU should develop a list of infrastructure priorities based on the extent of impact and information within Section 2.B.

(3) Vessel movement. When developing vessel movement priorities, the MTSRU

will take into account vessel characteristics (cargo, draft, height, port state, security restrictions, or stability issues), waterway restrictions (draft, air gap, visibility, sea state, tug and pilotage requirements), as well as facility restrictions (berth availability, power, security, availability of labor). After evaluating the results of the VASPT against any incident specific criteria or priorities, the MTSRU will provide recommended vessel queue priorities to the Incident/Unified Command.

c. Identify industry solutions. Industry will make decisions on the movement of their cargo and the operations of their facilities. This may include automatic rerouting of cargo vessels to ports outside the incident area or the use of trade alliances to offload cargo at a competitor’s terminal. Industry SMEs in the MTSRU will have access to this information. The MTSRU should be prepared to report on vessel or cargo diversions.

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4. Recovery Task 4 - MTS Status Reporting

The primary mission of the MTSRU is to provide accurate and timely status reporting of the MTS and effectiveness of the operations. Status reporting will be accomplished through CART in accordance with USCG policy. CART is the primary MTS recovery communication tool within the USCG. In addition to internal reporting through CART, there are external communication nodes that the MTSRU will be required to maintain and validate for accuracy. These include HOMEPORT and the Homeland Security Information Network (HSIN), if utilized for response communications. Captain of the Port Jacksonville will ensure the internal and external MTS Status Reporting expectations are met.

a. Internal Communications: CART is the mandated tool for MTS status reporting.

CART provides all levels of the organization the ability to quickly access key recovery process measurements and information in the form of an Executive Summary/MTS Status Report. The Executive Summary automatically generated by CART provides senior managers and other appropriate incident management groups with the following:

(1) Description(s) of the MTS in the impacted area; (2) Recovery Actions by the IC/UC; (3) Summary description of the impact of the incident on the MTS; (4) Summary of condition and impact to each of the EEIs appropriate for the incident; (5) Vessels in the queue; (6) Future plans to facilitate MTS Recovery and resumption of commerce; and (7) Intermodal impacts and considerations.

The data integrity standards in the CART User Guide will be strictly followed. Tab H to this plan provides a Job Aid to assist in the development of the MTS Executive Summary. The MTSRU Planning “P” developed to provide recommended MTS Recovery-specific information is included as part of Tab I to this Section and identifies key meetings that require the addition of MTS-status specific information. The MTSL or MTS Branch Chief as appropriate will provide MTS status specific information during all phases of the planning cycle. Table 12 provides recommended information elements to insert during the critical stages of Incident Action Plan development process:

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Meeting Information Required

IC / UC Objective Development

Provide Core MTS Recovery Objectives for consideration. These may include: • Rapid and comprehensive assessment of the MTS Infrastructure. • Open Communication with stakeholders via Port Coordination

Team. • Identification of critical Local and Regional Cargo needs. • Use of all communication nodes including social media to report

the status of the MTS and recovery plans.

Command & General Staff Meeting / Briefing

Brief on objectives for MTS Recovery or provide a status update of current recovery operations. Include a reminder on key priorities.

Preparing for Tactics Meeting

Provide initial assessment results and potential COA. These may include: • Infrastructure Status, • Waterway and ATON Status, • Vessel Management Scheme, • Stakeholder concerns and means of input, and • Critical economic considerations.

Tactics Meeting

Monitor discussion and ensure accuracy of recommendations including traffic management, vessel queue management, ATON required assets, or recommended/required COTP actions. Provide MTS Situation Briefing if requested.

Preparing for the Planning Meeting

Finalize plan for recovery operations during the next operational period. Ensure final outreach and assessment via stakeholders for updated waterway and infrastructure status.

Operations Briefing

Entire MTSRU staff should attend if possible. Provide any clarification to field Divisions/Groups/ Branches regarding planned recovery ops.

Monitor Ongoing Operations

Receive, monitor, and assess field-generated information to measure progress toward operational goals and overall incident objectives. Adjust as necessary during the next Command/General Staff meeting.

Table 12: IAP Development Cycle - MTS Information

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b. External Communications: MTS Stakeholders do not have access to CART for real-time status reporting. The majority of stakeholders within the port are not part of the MTS Recovery Unit or Port Coordination Teams and rely on MTS Status messaging originating from the U.S. Coast Guard Incident Command Post. The MTSRU will leverage the external outreach capabilities of HOMEPORT and HSIN to communicate critical MTS Status information and operational restriction updates to an unlimited number of users. Stakeholders will be alerted to changes via the Alert Warning System (AWS) that will direct them to the appropriate platform for more information. In some instances, the use of Social Media Platforms may be appropriate to ensure the broadest dissemination valuable MTS Status information to the public. The CG Seventh District Public Affairs Detachment will coordinate Press Releases with MTS Status information and manage the use of the Social Media platforms authorized for use by the U.S. Coast Guard. Annex M provides amplified information for Public Affairs, Joint Information Centers, and the use of Social Media during MTS disruption events. Examples of stakeholder information that should be displayed in HOMEPORT include: • Port Status Information (See Example in Figure 12 below), • Operational Restrictions, • Marine Safety Information Bulletins, and • Critical Cargo Management Information.

Figure 12: Port Status Information

(1) Port Status: COTP Jacksonville will use HOMEPORT to notify MTS stakeholders of any change in the port status and amplifying information. This will be maintained real-time by the MTS Recovery Branch when the IMT has been activated or the Waterways Management Branch as part of their normal duties. The MTSRU will monitor this closely when expected changes occur and require adjustment in HOMEPORT. It is imperative to ensure that there is no discrepancy in reporting between CART and HOMEPORT.

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(2) Operational Restrictions: As appropriate, Marine Safety Information Bulletins (MSIB); Broadcast Notice to Mariners; or other documents describing operational restrictions of the MTS will also be posted in HOMEPORT. COTP Jacksonville will ensure that appropriate operationally restricting information will be uploaded to HOMEPORT.

(3) Critical-Cargo Management Information: CBP provides for real-time critical trade messaging via their website https://www.cbp.gov/newsroom or other maintained sites. This information provides the status of CBP capabilities to manage cargo flow within the affected AOR, future plans, and any alternative procedures implemented to ensure cargo flow continues to a manageable extent depending on the disruption event. This site will be provided to stakeholders via CBP, as well as via HOMEPORT.

(4) Business Resumption Messaging: If there is official Business Resumption Messaging originating from the CBP or U.S. Coast Guard senior leadership via the Trade and Cargo Carrier Groups, ensure widest dissemination via HOMEPORT, the CBP Website, the use of Social Media, and coordination with any Marine Exchange or other information outlets.

(5) Currency and Accuracy: HOMEPORT will be reviewed daily to ensure the most current information is available to Port Stakeholders and that information is accurate.

c. Reporting Standards: COTP Jacksonville will adhere to the Data Integrity Standards

described in the CART User Guide. The following basic reporting standards are not clearly described in policy, but will be implemented as a best-practice for MTS Status Reporting: a. Baseline: The PSC or MTSL will determine if the entire baseline of all EEIs will

be entered into the event or only the impacted EEIs. If not all EEIs are entered into the event the Captain of the Port Jacksonville will clearly note this in the Event Summary or Incident Area Summary sections of the CART Event.

b. Status: The default status for all EEIs entered into an Event is (RA) Requires Assessment. After completion of the assessment process, the designation of Fully Available (FA); Partially Available (PA); or Not Available (NA) will be made in accordance with AREA Policy and the CART Data Integrity Standards. When the designation is PA or NA, comments shall be added as supporting information to the EEI, as well as the Summary Table. This information is critical to understanding impacts to individual EEIs as well as the aggregate impact on the EEI categories themselves along with potential local, regional, or national-level impacts.

c. EEI Comments: As noted above, comments shall be included when status designations are PA or NA. Comments should be brief but include information on the impacts of the disrupted EEI Categories at local thru National-Levels,

https://www.cbp.gov/newsroom

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anticipated repair dates in a MM/DD/YY format, and any other information determined to be significant to understanding the impact to the MTS.

d. Report Summaries: The MTSL has the responsibility of reviewing the Report Summary entries prior to entering into CART. The Report Summaries should be reviewed for: • Format, • Accuracy, • Spelling, • Currency, and • Alignment with any other Public Messaging/Homeport or other internal-

external MTS Status reporting source.

See the guidance in Tab H to this section for detailed guidance and recommended templates for the Report Summaries.

e. Alternative Reporting Process: In the event COTP Jacksonville does not have

access to CART or internet access is limited, the MTSRU will manually track EEI Status and any significant changes in MTS recovery actions or recovery plans using the templates provided in Table 13 to this section. The manually generated MTS Status tracking and reports will be archived and delivered to the Documentation Unit Leader (DOCL) at the conclusion of each operational period. Transmission of this information will be under the direction of the Situation Unit Leader, consistent with senior management communication requirements, and available means.

(1) COTP Jacksonville will maintain an export of all EEIs from CART in a

separate spreadsheet to include EEI Name, Category, and Latitude/Longitude in a Decimal Degree format. Guidelines for reporting in the template will adhere to the Captain of the Port Jacksonville Reporting Standards previously described.

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EEI Sector Baseline RA FA PA NA Comment

Waterways and Navigation Systems Aids to Navigation 126

Anchorages 2

Deep Draft Channels 42

Locks 1

Non-Deep Draft Channels 13

Open Invest. Closed

Vessel Salvage/Wrecks*

Oil Pollution Incidents*

HAZMAT Incidents*

Port Area Critical Infrastructure Break Bulk Facilities 1

Bridges 15

Bulk Facilities 4

Bulk Liquid Facilities 4

Chemical Facilities 1

Container Facilities 11

LNG/LPG Facilities 1

Non-Container Facilities 8

Pass/Ferry Terminals 12

Petroleum Facilities 8

Ro-Ro Facilities 7

Shipyards 5

Port Area Vessels Passenger and Ferries 13

Small Passenger Baseline

Commercial Fishing Baseline

Monitoring Systems Monitoring Systems 24 * Not in Baseline. Must be created for each event.

Table 13: Alternative Reporting Template

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5. Recovery Task 5 – Demobilize the MTSRU

Demobilization of the MTSRU is a critical element of the overall recovery mission. Restoration of the MTS to 100 percent of pre-incident functionality/productivity may be an unrealistic goal, and normally beyond the capability of the Incident/Unified Command. The MTSRU will establish a process for ensuring an orderly and effective transition into the long-term restoration of the MTS. The following guidelines will facilitate this transition and form the basis for the MTSRU Demobilization Report as required by LANTAREA or PACAREA Policy:

(1) Recognize when the MTSRU functions are winding down and develop a demobilization strategy;

(2) Identify and develop a list of issues or recovery actions that have not been completed and will need to be transition to long-term restoration;

(3) Determine a timeline for the transition to long-term restoration actions and the agency/stakeholder assigned;

(4) Recommend any legal, regulatory, or policy initiatives needed to address outstanding MTS Infrastructure issues or facilitate future MTS Recovery operations;

(5) List any stakeholder concerns regarding MTS Recovery and restoration issues; and

(6) List and provide any MTS Recovery and restoration lessons learned to be included in the overall Incident After-Action Report (if required).

Tab K of Section 3 provides a sample demobilization report.

6. Recovery Task 6 – Additional Tasking

Any additional tasking for the MTS Recovery Unit will be provided via Incident Commander, Unified Command, or the Planning or Operations Section Chiefs.

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TAB H: MTS REPORTING TEMPLATE 1. The purpose of CART is to ensure accuracy and consistency among CG units of port status

and recovery operations reporting. To ensure consistency with other CG units, Sector Jacksonville will align its reporting with the templates noted below. Electronic versions of this template will be maintained by the Sector Jacksonville Planning Department in accessible Public Folders as well as maintained on a portable hard drive/laptop stored in the MTSRU Go-Kits. Appropriate review and archiving of these reports will be the responsibility of the MTSRU Leader and in coordination with the DOCL.

Example: Port Incident / Area Summary Summary Topic Description / Example Port Incident/Area Summary This should include a brief description of the date, time, location, and circumstances of the incident. The circumstances described should also include the initiator of the incident. The D7 MTSRC may provide additional guidance for this Summary section. If a cyber-disruption event, the summary should include what cyber elements are disrupted: Telephone, Radio, Internet, Private Network, Satellite, communications, SCADA, and/or other automated systems.

Consider using this section to push senior leadership interest info, typically related to energy, significant supply chain interruptions, etc. Details found within the summaries Hurricane X-Ray impacted the Sector Hiatusport AOR on 6/1/2018 with Category 2 winds sustained and storm surge of 5’. The Port of Hiatusport was placed in Port Condition ZULU 12 hours prior to the arrival of Tropical Storm Force Winds and remains in this condition until winds subside below that level. The Sector Hiatusport Incident Command has been established at Sector facilities and is working with local Emergency Management and stakeholders via port-wide teleconferences to develop initial assessment priorities. Senior Leadership Interest:

1. Regional Energy needs remain at approx. 3-4 days of available inventory.

2. Resupply of Caribbean nation islands will receive highest priority as soon as the port reopens along with energy and DoD concerns.

Full details of all activities can be found under the MTS Impact; MTS Recovery Actions Taken; and Future Plans.

Table 14: Port Incident Area/Summary Guidance and Example

During events that have cross-Sector or cross-District impacts such as major hurricanes or MARSEC increases, CCGD7 may require all D7 units to populate their MTS status information under a single event. D7 will provide specific direction on the use of the Port Incident/Area Summary and will likely retain ownership of this section for D7 reporting.

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Summary Topic Category Description MTS Impact Provide an overview of the most critical impacts to the MTS. List the names of the ports and port status (OPEN/OPEN WITH RESTRICTIONS/ CLOSED). Give the reason and estimated date of repair. For ease of reading, group the impacts under the broad EEI Categories.

Waterways and Navigation

Describe impacts to waterways or specific ATON EEIs.

Port Area – Critical Infrastructure

Describe impacts to critical infrastructure in the impacted area.

Port Area – Vessels Describe impact to vessels that operate within the impacted area including High Capacity Passenger Vessels, Ferries, and the Small Passenger/Commercial Fishing Vessel Fleets.

Monitoring Systems Describe impacts to port monitoring systems including any integrated camera systems, Rescue 21, waterway-monitoring stations, VHF Towers, VTS systems.

Table 15 MTS Impact Template and Example

Example: MTS Impact Enter Date/Time Group: The Port of [insert name] is OPEN. The Port of [insert name] is OPEN WITH RESTRICTIONS. A significant amount of storm debris has accumulated in the vicinity of the Trout River Cut in between Buoys R64 and R66. The debris includes a number of small boats rafted together, vegetation, various size containers/drums. The Port is open to normal deep draft traffic to all facilities N and E of this area. All inbound and outbound traffic W and S of this area has been restricted. Corps of Engineers and City Solid Waste Management Division estimates the debris field to be cleared by 22 May 2017. Due to damaged critical range lights the COTP has directed daylight transits only until repairs are completed. The estimated time for repair to the range lights is 24 May 2017. The Port of [insert name] is CLOSED until surveys of the channel have been completed. Corps of Engineers estimates that surveys will be completed by 21 May 2017. WATERWAY & NAVIGATION: The following ATON have been reported damaged/missing: River Bar Cut Front Range; Training Wall Front Range Light; SJR Lighted Buoy 69. PORT AREA – CRITICAL INFRASTRUCTURE: No critical infrastructure impacted. All Fully Available. PORT AREA – VESSELS: The River Ferry allided with the Main St. Bridge during transit to safe haven. Officer in Charge, Marine Inspection (OCMI) and Vessel Operator conducting structural assessment. No operations authorized until OCMI makes final determination. Additional information found in MISLE Case # 1234567.

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Summary Topic Category Description MTSR Actions Taken Provide a description of the activities the IMT has taken to initiate or continue MTS Recovery Actions

Establishment of MTSRU

Describe MTSRU activation and stakeholder involvement.

Assistance/Support Any support via District or other units. Assessments Status of impact assessments/damage

assessments. Note in a % completion format addressing EEI Categories.

Established objectives, goals, or milestones set by the Incident/Unified Command.

Describe in broad terms the overall MTS Recovery objectives/goals/milestones. Refer to a posted IAP if available.

Outreach meetings and/or meeting schedule for stakeholder participation.

Describe any activities, taken or planned, to ensure stakeholder participation in key MTS Recovery decisions.

Cyber Note any activities to determine if cyber was a causal factor in the MTS disruption, types of disruptions, and any actions taken to initiate cyber recovery.

Table 16 MTS Recovery Actions Taken Guidance and Example

Example: MTSR Actions Taken Enter Date/Time Group: The MTSRU has been established in [location] and currently staffed by USCG personnel. The Port Coordination Team (PCT) has been activated via the Alert Warning System and in accordance with standing notification protocols. The first PCT teleconference is scheduled for [date/time]. No additional support determined to be necessary. MTSL will continue to assess personnel needs and request via Logistics and CG-213RR. Port Infrastructure Assessment Teams have been deployed in the northern and southern portions of the port area. Priority is assigned to energy and Caribbean Cargo terminals for assessment with secondary priorities assigned to Ro-Ro and bulk aggregate terminals. The Incident Command has established the following objectives/goals/milestones:

• Complete full port infrastructure assessments, taking safety into consideration, within 24 hours of event.

• Review and determine any vessel queue that may require IC evaluation and prioritization.

• Identify additional resources required to complete corrective actions to navigational channel(s) and aids to navigation.

PCT has been activated and participating in all Recovery Planning discussions. No Cyber disruption or issues.

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Summary Topic Category Description Vessels in Queue Report vessel queues in Coastal or River ports as a result of the disruption event. Information should include description of the disruption including waterways, ATON, locks, or obstructions.

Estimated number of vessels in the queue. Provide detailed descriptions (name, official number, type, cargo, destination, number of barges if a towing vessel) or attach PDF List.

List vessels that are in the immediate recovery area (at a local anchorage, facility or loitering just outside the port) and waiting for permission to enter or depart the affected area. If there is a departure queue established, describe the necessity for a departure queue and its impact on arrival scheduling.

Cause of the queue. Describe the factors causing the queue, i.e. port closure due to channel assessments; obstruction; need to verify appropriate MARSEC attainment.

Estimated time to have the issue resolved.

Describe using specific DD/MM/YY dates the estimated date to resolve the causal factors for disruption.

Estimate the amount of time necessary to eliminate the vessel queue after basic functionality has been restored and the IC has authorized initiation of vessel and cargo ops.

Note the anticipated DD/MM/YY that the vessel management protocols will return to normal scheduling.

Table 17 Vessels in Queue Guidance and Example

Example: Vessels in Queue Insert Date/Time Group:

• Estimated Number of Vessels in the Queue: 24 f. M/V Carnival Glory, 1234567, Cruise, City Dock 29 g. M/V Bow Sun, 9876543, Tank, Gasoline, Shell h. T/V MS Sarah, 4567891, 2 Barges, Containers, Pier 7

SEE ARRIVAL LIST FROM VASPT ATTACHED AS IMAGE TO THIS SUMMARY

• Cause of the Queue: The Port of [insert name] remains closed due to impacts from Hurricane SMITH, assessment of the channel and associated ATON pends.

• Date to resolve queue: It is estimated that the assessment will be completed by [insert DD/MM/YY]. The Navigational Assessment Branch will review all data and make appropriate recommendations to the IC/UC.

• Time to Resolve the Vessel Queue: After the IC/UC determines the channel and ATON are in sufficient state to initiate operations, it is estimated that it will take 36 hours to reduce the vessel queue to a normal state and return all scheduling and arrivals back to the appropriate stakeholder groups.

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Summary Topic Category Description Waterway Management Actions Document any operational controls or restrictions on waterways or vessels. Describe where appropriate Safety or Security Zones or other pertinent restrictions are located. If available, direct via hyperlink or other means to the posted location of restrictions.

Daytime/Nighttime Operating Restrictions

Describe any operational restrictions impacting a 24 hour vessel movement cycle.

Draft Restrictions Describe any restriction on operating in port areas based on obstructions or other restrictions preventing vessels from entering or departing the port area.

Ice related restrictions Note in detail any specific ice restrictions including size of available waterways, channel portions open for traffic, need for assist vessels, etc.

Tow Restrictions Note any requirement for towing vessel assistance and required size/bollard pull/horsepower restrictions.

Speed Restrictions Note any speed restricted areas within the port, reason, and anticipated date of corrective actions.

Table 18 Waterway Management Actions Taken and Example

Example: Waterway Management Action Insert Date/Time-Group: The Port of [insert name] is OPEN WITH RESTRICTIONS. See Attached MSIB xx-2018 for additional details. The restrictions currently include daylight operations only due to noted damage to key Priority range lights at the port entrance and high risk areas within the port as determined by the Harbor Safety Committee. There are draft restrictions to vessels greater than 20’ draft noted in the vicinity of [insert port location] due to identification of submerged objects in the navigable channel. MSIB [insert number] has been issued and currently posted on the unit HOMEPORT site. The PCT has been notified along with the Marine Exchange, who is socializing this restriction. [Note any ice-related restrictions here] Vessels transiting in the port between Buoys [x] and [x] will require tug assistance due to the missing range light and dayboards. Note MSIB number and location. Vessels are restricted to no more than 10kts in the vicinity of [insert name] channel and Buoy [x] due to removal of submerged objects from the navigable waterway.

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Summary Topic Category Description Future Plans Describe the anticipated activities for the next operational cycle or plans to address critical local/regional/national level imperatives.

Waterways and Navigation

Describe future plans for waterway and navigational assessment or corrective actions. Note any key dates or milestones in DD/MM/YY format.

Port Area – Critical Infrastructure

Describe any future plans for critical infrastructure within the port including repairs, assessments, or key milestones/dates in DD/MM/YY format.

Port Area – Vessels Describe future plans for vessels that operate within the impacted area including High Capacity Passenger Vessels, Ferries, and the Small Passenger/Commercial Fishing Vessel Fleets.

Offshore Energy Note key Offshore Energy plans and major impacts/requirements.

Monitoring Systems Describe future plans for port monitoring systems including any integrated camera systems, Rescue 21 (R21), waterway monitoring stations, VHF Towers, VTS systems.

Cyber Infrastructure Note any future plans to address cyber infrastructure impacts.

Table 19 Future Plans Guidance and Example

Example: Future Plans Guidance Enter Date/Time-Group: Future Plans: • Waterways and Navigation: Continue Assessment operations of all navigable channels

and ATON. Develop a prioritized corrective list of all ATON for the Navigational Branch in Operations based on assessment reports. Coordinate navigable channel issues with USACE.

• Critical Infrastructure: Coordinate with State Dept of Transportation to complete assessment of all key bridges with MTS nexus as noted in CART and coordinate with State Police to complete assessment of major highways with port nexus. Coordinate with Rail for intermodal impacts and corrective actions and key repair milestones.

• Offshore Energy: Note any offshore energy future plans. • Monitoring Systems: R21 remains inoperable in the southern portion of the AOR until

repairs can be made to the [name R21 tower/note]. Port Entrance cameras remain inoperable until repairs can be completed on DD/MM/YY.

• Cyber Infrastructure; Note any future plans to address cyber impacts and note critical dates.

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Summary Topic Category Description Intermodal and Supply Chain Impact Describe the impacts, if available, to the intermodal connections at the port between waterway/rail/highway, critical cargoes or commodities impacted, and information on how this may interrupt the local, regional, or national supply chain. This impact may be seasonal by nature so ensure this detail is included in the impact descriptions.

Intermodal Impact Describe future plans for waterway and navigational assessment or corrective actions. Note any key dates or milestones in DD/MM/YY format.

Supply Chain Impact Describe any future plans for critical infrastructure within the port including repairs, assessments, or key milestones/dates in DD/MM/YY format.

Table 20 Intermodal and Supply Chain Impact

Example: Intermodal and Supply Chain Impact Enter Date/Time-Group: • Intermodal Impact: The linkage between the cargo handling at the terminal [name

terminal or terminals or Port Authority] has been interrupted due to [describe limiting factor or factors]. Describe the impact in terms of delay, percentage of thru-put, or other descriptive factor other than a financial description

• Supply Chain Impact: The movement of [describe critical cargoes or key supply chain] through the port of [insert name] has been interrupted. Alternate pathways have been discussed with the PCT and in coordination with the Port of [name]. Potential delays for the delivery of [cargo] and [cargoes] to the East Central United States will continue until repairs to the railway links are completed on [DD/MM/YY]. Upon completion, it is anticipated that an x % increase in deliveries will continue daily until normal inventory delivers are resumed.

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TAB I: MTSRU SOP

USCG Sector Jacksonville Marine Transportation System Recovery Unit (MTSRU)

Standard Operating Procedure

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USCG Jacksonville Marine Transportation System Recovery Unit (MTSRU) Standard Operating Procedure Executive Summary The MTSRU is part of the Planning Section of the ICS established for every incident that significantly disrupts the MTS in the Sector Jacksonville COTP Zone and in accordance with the activation policies outlined in the Sector Jacksonville MTS Recovery Plan. The MTSRU is primarily staffed by USCG personnel and augmented by local maritime industry experts. The MTSRU is primarily responsible for identifying the impacts to the MTS from a disruption incident utilizing all expertise available to assess the scope and degree of impacts, developing recommended courses of action to the IC/UC for both recovery and resumption of commerce, and identifying essential functions that will require long-term restoration efforts. This Standard Operating Procedure (SOP) is based on the cycle of a MTSRU and provides guidance to USCG members assigned to the MTSRU including detailed procedures for: 1. Establishing the MTSRU 2. Gaining situational awareness of the impact 3. Determining the impacts to the MTS and recommending COAs to the IC/UC 4. Determining reporting requirements 5. Demobilizing the MTSRU

Some stages of this process will likely be performed simultaneously so it is important to assign the tasks as appropriate when establishing the MTSRU under Stage 1. Any annexes mentioned in the required actions are located in reference (c) of this Standard Operating Procedure (SOP). If conflicts arise between this SOP and CG doctrine outlined in COMDTINST and LANTAREA SOP or PACAREA Instruction, the latter will take precedence.

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References: Copies of these reference materials are included in the MTSRU Go-Kit in the Manual labeled REFERENCE MATERIALS and located on the MTSRU Go-Kit Hard Drives. A. Commandant Instruction 16000.28 (series) Recovery of the Marine Transportation System for the Resumption of Commerce B. LANTAREA SOP or PACAREA Marine Transportation System Recovery Guidance C. USCG COMDTPUBP3120.17A U. S. USCG Incident Management Handbook D. CART User Guide E. USCG MTSL Job Aid

Common Terms: This section defines certain terms/acronyms, which might be unique to the MTSRU; it is designed to explain terms, which personnel may encounter while assigned to the MTSRU.

Term Description CG1 View GIS Program/Software used to interface with CART and display multiple

layers of data to show MTS impact and create presentations for Situation Briefings, JIC imagery, and the IC/UC.

CART Common Assessment and Reporting Tool. Database available at https://cgcart.uscg.mil and used to track MTS status, recovery, and fulfills MTS reporting requirements.

Essential Elements of Information (EEIs)

Templates designed to facilitate collecting and disseminating consistent information of 35 key MTS functions and services regarding the status of the MTS following a significant disruption in Incident Areas and specified Non-Incident Areas. Reporting and maintenance of this information will reside within CART.

MTSRU MTS Recovery Unit. Unit of the Planning Section staffed by members of the USCG, State, and Industry stakeholders when necessary to identify MTS impacts and facilitate long-term planning to restore the MTS to pre-incident status.

MTSL MTSRU Leader. The MTSL will track and report on the status of the MTS, its recovery or alternative courses of action.

Recovery Emergency measures, operations, and actions that facilitate the resumption of commerce and re-establish basic functionality of the MTS. (typically 03-30 days in duration)

Restoration Actions taken to restore the MTS to pre-incident capacity. Restoration is principally structural measures but may include other courses of action such as regulatory measures.

Resumption of Commerce

Facilitating the movement of vessels, commodities, and passengers following a disruption to the MTS.

Significant disruption of the MTS

Major interruption or delay to a normally functioning MTS for a period possibly exceeding 3 days.

SITL Situation Unit Leader. SITU Situation Unit. Unit of the Planning Section responsible for collecting,

processing and organizing incident information.

https://cgcart.uscg.mil/

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Stage 1: Establishing the Marine Transportation System Recovery Unit The MTSL will notify the members assigned on [insert Unit name here] WQSB to the MTSRU of activation and the location of the MTSRU. The initial meeting MUST be attended by all members if operationally available so that critical information can be passed. This information will include: • Initial Incident Brief (ICS-201) (copy) • Specific MTSRU assignments • Location of MTSRU (if remote) • Work Schedule/Battle Rhythm

1.1 The following are general initial activities to be considered and implemented by the MTS

Recovery Unit Leader (MTSL) upon activation of the MTSRU by the PSC:

Task LEADER Activity Description Complete

MTSL-1 Initial Assignment

Meet with Planning Section Chief (PSC) or Incident Commander (IC) (if no PSC) and receive initial briefing on MTSRU objectives. Identify the Operations Section units that may have been activated and determine sources of information for MTS Status.

MTSL-2 Initial Brief

Review ICS-201 or existing IAP to determine size and complexity of incident. Visit Sector Command Center (SCC) or Situation Unit for complete assessment of incident area and impact. Identify other agencies/groups that may have to be incorporated into the MTSRU.

MTSL-3 Notify MTSRU Access the appropriate WQSB for the MTSRU Staffing. Ensure the assigned representatives are contacted and notified of the initial meeting time and location. Initiate ICS-214 Activity Log.

MTSL-4 MTSRU Workspace Assessment

Determine space requirements for MTSRU and possibility for expanding to include industry/other government agency stakeholders. See Space requirements in Section 3.B.1.d to this Plan. Ensure there is adequate space for private discussions with industry.

MTSL-5 Assign Tasks to MTSRU

Ensure personnel are appropriately assigned tasks and understand expectations. At a minimum, a CART Specialist, Operations/Assessment Team Liaison, and Situation Unit Liaison should be assigned immediately.

MTSL-6 Consider additional resources necessary to support MTSRU

Identify potential need to request resources via ICS-213RR-CG, including MTSRSC (via District IMT), GIS Specialist, or additional personnel to support MTSRU from within or outside of Sector.

MTSL-7

Conduct Initial Outreach to MTS Recovery stakeholders (scenario dependent)

Coordinate with Operations Section and Liaison Officer to initiate formal outreach efforts to industry stakeholders via teleconference, meetings, or other means. Goal is to solicit a standard set of information and post-incident reporting/info gathering requirements to assist in prioritizing recovery activities.

MTSL-8 Establish impact area and initial list of EEIS.

Review input from MTSRU team (see MTSRU-6) and SITL to provide PSC with the initial list of the EEIs impacted by the event and extent of impact area. If available, provide an initial status report of all EEIs.

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Stage 2: Obtain Situational Awareness The second stage of the MTSRU cycle is to obtain Situational Awareness. As the MTSL is coordinating activities with the PSC and attending initial meetings, it is critical that the MTSRU act immediately and independently to provide the initial snapshot of the status of the MTS and impacted/potential impacted areas. This activity will require outreach efforts with different Sections or Units within the Incident Command as well as industry. The following are general activities for MTSRU personnel to accomplish during the first operational period.

Task MEMBER Activity Description Complete

MTSRU-1 MTSRU Set-Up and Organization

Upon receiving direction to establish and set-up the MTSRU the team should refer to the guidance and recommendations in section 3.B.1.d to this Plan for required space, materials, and recommended setup/displays

MTSRU-2 Meet with SITL

The MTSRU Rep assigned as the Situation Unit Liaison should conduct an initial meeting with SITL prior to the Initial Unified Command Meeting. Identify critical reporting times, display information required, and the assigned Battle Rhythm. Ensure this information is disseminated within the MTSRU.

MTSRU-3 Meet with Operations /Assessment Teams

The MTSRU Rep assigned as the Operations/Assessment Team Liaison should conduct an initial meeting with his/her counterpart in Operations to outline an information sharing process, identify location of forms/displays to assist in identifying impacted area(s). Some recommended forms for display can be found in the MTSRU Go-Kit.

MTSRU-4 Create Contact List for EEIs impacted.

Based on the impact area and EEIs affected, create a comprehensive list of Names/Telephone #/E-mail Addresses/ Fax # for facility and vessel operators. A Baseline Contact List should be available in the Sector MTS Recovery Plan.

MTSRU-5 Solicit Industry Feedback

Depending on the stage of the incident the MTSRU will be expected to provide detailed information to the PSC and IC/UC on the status of the EEIs, critical needs within the local/regional area, and what additional resources may be required to facilitate a rapid recovery. Access the Industry Feedback Form and utilize the most efficient means to distribute to industry: posting the form to Homeport, use of e-mail, fax, and consider providing blank copies to Port Assessment Teams to deliver/distribute during their post-incident activities.

MTSRU-6 Develop Initial List of Impacted EEIs

If received, start to develop and provide the MTSL (see MTSL-8) with the initial list of impacted EEIs, current status, and any information on possible dates of repair/correction based on the information received.

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Stage 3: Determine MTS Impact and Recommend COAs The third stage of the MTSRU cycle is to determine the impacts to the MTS and recommended COAs. These actions will be taken after the initial Situational Awareness stage is completed and the MTSL has determined there is sufficient information to provide the PSC and UC/IC with a valid status of the MTS, current impacts, possible secondary impacts, and recommended COAs. This stage requires the MTSL and all members of the MTSRU to ensure that all operational assessments (field assessment team info) and information received from stakeholders is accounted for, reviewed, and considered while developing the MTS Impact Report and identifying possible COAs. The following are general activities for the MTSRU personnel to accomplish during the first operational period after completion of MTSRU Tasks 1-6 and all critical EEI Information is received. Task Unit Member Activity Description Complete

MTSRU-7 Create Event in CART Using the guidance provided in the CART User Manual and Job-Aid, create an event in CART.

MTSRU-8 Enter all EEI Status information into CART

The CART Specialist assigned should coordinate with MTSL to determine which EEIs are expected to be included within the incident. The CART Specialist will create the Event in CART consistent with the CART User Manual and enter all EEIs affected, the status, and additional information required.

MTSRU-9

Identify vessels currently in port and all arrival information for at least the next 48 hours.

Coordinate with Port Assessment Teams to develop a comprehensive list of vessel movements for at least a 48 hour period. If possible utilize the Vessel Prioritization Tool and develop a DRAFT prioritized list of vessels to present to the PSC/IC/UC. This may not be required depending on whether this event resulted in a port closure longer than 24 hours.

MTSRU-10

Coordinate with Operations on identifying need for and development of any control measures applied within the port.

Identify potential courses of action that will assist in recovery efforts or support resumption of vessel/cargo movements. This may require collaboration with Operations Section and other external partners such as CBP, Bar Pilots, Towing Vessel Operators, USACE, and possibly DoD. Some possible COAs include special traffic management plans, draft restrictions, Safety/Security Zones, or temporary reduction in federal oversight/regulations.

MTSRU-11

Develop recommended prioritization of MTS Recovery Operations within the port based on the assessment information received from the OSC.

Based on the results of using the Vessel Prioritization Tool and the collaboration/outreach efforts noted above, develop a prioritized list of MTS Recovery operations and possible activities necessary to recommend goals for the next Operational Period. Completion of this list of action items will be necessary for the Tactics Meeting.

MTSRU-12 Pause: Review all EEI Categories for Quality Control.

Ensure all areas of emphasis within the port network have been appropriately assessed and are assigned a mission via - ICS204s (ATON/Bridges/Facilities/Waterways/Monitoring Systems)

MTSRU-13 Develop EEI and COA Work List for next shift.

Identify issues that will require additional work by the on-going MTSRU personnel. Provide out-brief and ensure all critical times/deliverables are discussed.

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Stage 4: MTS Reporting Requirements The fourth stage of the MTSRU cycle is maintain the reporting requirements established during Stage 2 of the MTSRU cycle. CART will be the main reporting tool for the status of the MTS to all stakeholders unless otherwise directed. The MTS-209 Executive Summary can be provided for external stakeholders. The MTSL will assign at least one representative of the MTSRU to the CART Specialist position. This position requires familiarity with CART, the [insert Unit name here] EEIs, and how to navigate CART to ensure all applicable MTS Sections are appropriately addressed and populated in accordance with the existing Data Integrity Standards in the CART User Manual. See CART Job-Aid for more information on basic CART procedures. There are also critical periods during the Planning Cycle that information must be available to the PSC and UC/IC so that vital prioritization and operational decisions can be made. These periods include the initial IC/UC meeting, the period prior to the Tactics Meeting, during the Planning Meeting, and during the IAP Prep & Approval period. The following are general activities for MTSRU personnel to accomplish during the first operational period and updated as necessary. This stage may be completed concurrent with stages 2-3, as external reporting requirements may not wait until all required information on the EEIs and status are received.

Task Unit Member Activity Description Complete

MTSRU-14

Maintain Battle Rhythm and critical reporting times for the IC/UC.

The CART Specialist(s) assigned to the MTSRU must ensure that the MTS status in CART is updated as required at the critical times previously determined, both to the IC/UC as well as to senior CG Stakeholders. The former may require specific reports (i.e. MTS-209) while the latter will rely solely on the information entered into CART.

MTSRU-15 Create Open Action Tracking List

The MTSRU may receive and is expected to reply to Requests for Information (RFI) during operational periods from within the UC/IC as well as RFIs originating from outside of the organization. The CART Specialist as well as the SITL Liaison should also be aware of these requests and route them as appropriate to the MTSL as well as documenting the status when completed. Utilize form ICS 233-CG for RFI Status Reporting.

MTSRU-16 Update CART EEI Status and Information

Real Time Updates. As information is obtained on the status of EEIs, ensure the information is entered into CART as soon as practical.

MTSRU-17

Prepare MTS Recovery Status Information/Slide/Table for Situation Brief

The MTS-209 automatically generated in CART will act as the main reporting tool for external CG stakeholders. Within the IC/UC it may be necessary to create or update a daily MTS Status Slide/Table/Display for use during the Command Staff and General Briefing

MTSRU-18

Review Joint Information Center Public Statements for MTS Accuracy

If established, a Joint Information Center may issue frequent public statements or publish incident information for the public, including MTS Status Information. Review any releases for MTS Accuracy. Ensure that ONLY information allowed to be released as per the CART policy is released outside the MTSRU.

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Stage 5: Demobilization of the MTSRU The fifth and final stage of the MTSRU cycle is to determine when the MTS has been recovered to the levels stated in the original incident objectives, to develop a phased demobilization strategy, and to prepare a Demobilization Report to the UC/IC outlining any remaining activities that require long-term management or support. These long-term actions will be taken after all MTS Recovery Objectives are sufficiently met. The following are general activities for the MTSRU personnel to accomplish when the objectives of restoring the MTS to pre-incident status or as near as possible have been achieved.


MTSRU-19

Prepare MTS Status Report for PSC at 15-30-45-60 Day Intervals

A report should be generated at 15 day cycles or sooner if the recovery is stood down. This report will be provided to the PSC and identifies the status of all EEIs, remaining actions necessary to bring all EEIs to a Fully Available Status (if possible in the short term), and include a list of long-term restoration issues that will extend beyond Incident Management period.

MTSRU-20

Receive Demobilization Plan from PSC or Demobilization Unit Leader.

Review the plan, including critical dates/times to ensure it is consistent with the remaining objectives for the MTSRU. If there is a conflict, immediately notify the MTSL/PSC.

MTSRU-21 Brief MTSRU on Demobilization Plan

Brief the entire MTSRU on the Demobilization Plan if possible to ensure all questions/areas of emphasis are asked and answered. Assign tasking as appropriate to each member. If necessary, assign 1 member as the MTSRU Unit Demobilization Liaison to the PSC/SITL.

MTSRU-22 Supervise Demobilization of MTSRU

Ensure all electronic equipment is accounted for and returned as appropriate to the responsible groups/individuals.

MTSRU-23

Supervise organization and transfer of all forms and documentation to the Documentation Unit.

The MTSRU will contain numerous documents that will be required to be maintained. Ensure all RFIs, MTS-209s, Status Reports, and ICS 214 Logs are archived and delivered to the Documentation Unit Leader.

MTSRU-24 Meet with MTSRU for Lesson Learned

Provide each MTSRU member with an opportunity to provide any feedback or lessons learned during the MTSRU activation period. Lessons learned can be broken down consistent with stages of the MTSRU Cycle or any other way the MTSL determines. Ensure this information is provided to the unit Contingency Planning/Force Readiness Division for inclusion in MTSRP updates.

MTSRU-25 Complete Check-out Ensure all members complete the MTSRU Check-Out Sheet (ICS-221 or locally developed from specific to MTSRU).

MTSRU-26 Awards / Recognition Maintain a list of all personnel (name/unit/dates/position) assigned to the MTSRU and ensure appropriate recognition for services performed.

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MSTRU (all) attend Ops Briefing—gather info on next Op Period; MSTRU Family Meeting

Monitor on-going operations & make adjustments to MTS plans/actions; Measure/ensure progress against stated objectives; Prepare to brief UC/Planning on MTS accomplishments & future plans.

An incident or event has occurred in your area and it may or may not impact the Marine Transportation System (MTS). Impacts to the MTS may not be apparent in the first phases of the response (or even the first few op periods)…if not a part of the initial response phase, stay patient and stay informed of the situation/incident. Be prepared to start MTS Recovery actions potentially following the initial UC or Objectives Meeting.

MTSL attend as a Technical Specialist or Subject Matter Expert. Advise OSC, PSC & others on MTS recovery priorities and COAs. De-conflict vessel traffic management, vessel queues/pilot issues, ATON issues, COTP actions and/or potential clean up actions.

Finalize recovery plans, prepare port marine advisories; contact port stakeholders for up-to-date port status and EEIs.

Meeting for the IC/UC, Command & General Staff, to review planned actions and finalize information that will be incorporated into the Incident Action Plan (IAP) Get tacit approval from IC/UC on planned actions

Time block set aside for completing all documentation associated with the IAP—including Executive Summary;

IC/UC approves IAP

Brief Planning Section Chief & Liaison Officer on current and projected MTS impacts, objectives & priorities; Use meeting time to stand-up workspace, telephone lines & documentation.

Meet staff, set guidelines & procedures; develop recovery objectives & identify MTS Recovery priorities; advise UC on potential MTS

Block of time set aside for prepare MTS recovery strategies, courses of action (COAs) & tactics; outline contingencies (e.g., vessel management schemes; ATON recovery, stakeholder outreach).

Operations Briefing

Initial UC Meeting

Incident/Event/Imminent threat

Notification

Initial Response &

Incident Brief ICS-201

Tactics Meeting

Preparing for the Tactics

Meeting

Execute Plan & Assess Progress

New Ops

Period

Command & General Staff Meeting / Briefing

IC / UC Develop/ Update

Objectives Meeting

Preparing

for the Planning Meeting

Planning Meeting

IAP Prep &

Approval

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TAB J: INFRASTRUCTURE CHECKLISTS

A. Use of Checklists

The use of checklists to determine the operational status of infrastructure will be determined by the type of MTS disruption event. There are various checklists used to determine the operational status of waterways and infrastructure in the Area Contingency Plan, Area Maritime Security Plan, and Heavy Weather Plan. The checklists contained in these contingency plans are to be used by Coast Guard personnel only when conducting post-disruption event assessments. These checklists are not to be provided directly to industry representatives to complete and return to the Coast Guard/Incident Command. Doing so would be a violation of the Paperwork Reduction Act. Should the MTSRU or Operations Section personnel determine that the most efficient means to solicit feedback from industry regarding the operational status and priorities of a particular facility, Coast Guard form CG-11410A (2018) shall be used and available on HOMEPORT.

Figure 13 CG1140A

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TAB K: MTSRU DEMOBILIZATION REPORT TEMPLATE

[“Event Name”] Marine Transportation System (MTS) Recovery

Demobilization Report for USCG Sector Jacksonville

From : Sector Jacksonville To: LANT Area Via: CCGD7 MTS Waterways Management

Ref: (a) [Area Policy]

(b) [District Policy] (c) [Sector/MSU Name] INST [Enter #]) Marine Transportation System Recovery Plan

1. In accordance with reference (a), this Demobilization Report captures the status of the MTS including

outstanding issues post <Event Name>. This report contains the following:

a. By category, the status of Essential Elements of Information (EEIs) that remain in a condition of other than fully available.

b. List of recommended legal, regulatory, or policy initiatives that address outstanding MTS infrastructure issues, and

c. List of stakeholder concerns regarding infrastructure restoration.

2. EEI Status Information: The following is a complete list of relevant EEI Groups and their current status to include the Categories under each: a. Waterways and Navigation Systems b. Waterway Incidents c. Port Area – MTS Infrastructure d. Port Area – Vessels e. Monitoring Systems

3. Policy Recommendations: The following is a list of recommended legal, regulatory, or policy initiatives that

address the outstanding MTS infrastructure

a. Type 2 or higher event MTS Recovery Unit (MTSRU) Staffing (example):

b. Emergency permitting relief from Federal, State, and local governments.

4. Stakeholder Concerns: The following is a list of stakeholder concerns regarding infrastructure restoration.

a. Regulatory Agency communications (example):

b. Private Stakeholder communications

5. USCG Best Practices and Lessons Learned: The following is a list of observed best practices and lessons learned for MTSR of the [Sector/MSU] area of responsibility.

a. Best Practices:

i. (example)

b. Lessons Learned:

i. (example)

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TAB L: MTSRU NOTIFICATION PROCESS GUIDE Policy/Program Information [Enter MTSRU Team Name] Alert is the process by which the Sector Command Center (SCC) alerts the members of [Enter MTSRU Team Name] that the MTSRU has been activated in response to a port disruption incident or an incident that could affect normal port operations. These incidents could range from major infrastructure damage incidents to a MARSEC increase in another port. The MTSRU serves as the Captain of the Port’s subject matter expertise for all segments of port operations and provides advice and status updates of critical infrastructure and key operations within the MTS. REFERENCES: (a) Area Maritime Security Plan for [Name or other reference] (b) USCG [Insert Unit Name] Marine Transportation System Recovery Plan (Series)

KEY DATA: Establish Situational Awareness Person Activating the [MTSRU Team Name]: Phone Numbers:

1. Enter Phone Numbers or Standing Teleconference Line Info as appropriate

Reason for Activation: Describe incident What action is being taken? Describe any initial actions of USCG, OGAs, or Industry.

GATHER OTHER SIGNIFICANT INFO: If reported into the CC… ANSWER How long will port operations be interrupted?

Is the security of the port or port facilities at risk as a result of the incident?

Have any other agencies been notified?

Has the immediate threat been mitigated?

What are the short-term effects of the incident on facility, vessel, and MTS operations?

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NOTIFICATIONS: Improve/Strengthen Agency Partnerships TIME Prepare Incident Brief for Moderator (Prevention/Planning Dept Heads)

Utilize the [Pre-Developed AWS Scenario Created for this QRC.] Follow the guidance in Alert Warning System (AWS) Alert Quick Response Card (QRC) for [MTSRU Team Name] Activation. Coordinate initial text verbiage * with Prevention/Planning Dept Heads. Provide a minimum of 30 minutes from Text Alert to Teleconference.

Track responses to AWS. If no response within 30 minutes notify Prevention/Planning Dept Heads. Move on to secondary means of communication via personal telephone notification.

Brief CDO, COTP and Prevention/Planning Dept Heads when 100% notification has been achieved.

Dial into Conf Room established for Team Notification.

* <Recommended text for Scenario> There is basic text already in the AWS Scenarios for the Port Coordination Team activation. There may be need to add additional text such as an official time for a teleconference, etc. The following is basic text to consider: “The [MTSRU Team Name] has been activated. It is requested that you dial into the [MTSRU Team Name] teleconference number and pass-code located on your quick reference guide at (Insert Time). Please be prepared to provide a briefing to the [MTSRU Team Name] on your assigned missions. Contact the [location/phone number] with any urgent questions. Thank you.” The below script will be used for the Activation teleconference:

The below Conference Call Script is provided as a tool to assist in facilitating a port-wide teleconference to discuss the status of the MTS, concerns & recommendations from industry and other federal-state-local stakeholders, and provide an overview of current and future operations.

“Good (morning/afternoon/evening). My name is (name) of USCG [Enter Sector/MSU Name]. The [MTSRU Team Name] has been activated in response to [identify the name of the incident]. I will serve as the facilitator for this conference call. This meeting (is /is not) recorded and will not contain any classified information. The USCG has initiated this Conference Call to brief you on the [describe incident], assess the current status of the MTS, the need to establish any cargo and vessel priorities, the decisions and actions that the (Incident Command or Unified Command) that have been made to support industry’s efforts to effect port recovery efforts and to solicit input for future decisions and operational planning. The purpose of the brief is to facilitate the communication of the status of the MTS to large segments of industry in a concise and uniform way and to solicit feedback or recommendations to achieve our objectives.

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At the end of this Status Report Brief, participants will be provided an e-mail address and Homeport Website to forward their issues or concerns for consideration in future decision-making as well as providing the time for the next [MTSRU Team Name] Conference Call. The [MTSRU Team Name] Conference Calls will continue every (12/24 hours) until the (Incident Command /Unified Command) determines they are no longer necessary. Before we begin, I ask that all participants observe the following rules:

• Please use the MUTE feature on your phone to minimize background noise. • Please hold all comments and questions to the portion of the meeting where we open the

floor to agency/organization/port affiliation comments. • Please identify yourself and your organization/company when speaking. • Please do not talk over others as they are offering comments or questions. • Only members of the [Team Name] will provide information during this teleconference.

A brief summary of the agenda for this Conference Call is as follows:

a. Provide a brief summary of the incident and its impact on the MTS. b. Provide a brief summary of previous calls held and any issues that need to be

addressed during this call. c. Respond to questions for clarification from Conference Call participants. d. Request each participant provide/share any information of critical importance

regarding the recovery of the MTS. “Representing the USCG is: (name/rank/position) Representing U. S. Customs & Border Protection (if included) is: (name/rank/position) As I run down the list of invited participants please indicate that you are on the line (facilitator reads the list of participants. Check off all participants from the laminated PCT Roster and note any missing agencies for follow-up call). Have we missed anyone? I will now turn the conference over to (name/position) who will provide an assessment of the incident.” Assessment should include:

• Area affected • Status of port approaches [Refer to Pilots; Towing Vessel Operator for additional or

verification information if USCG does not have full awareness of status] • Status of Channel (includes ATON Status) [Refer to USACE and NOAA if necessary] • Status of Waterway Closures (List by name and reason for closure) • Status of port facilities and infrastructure [Refer to port and industry stakeholders for

validation or verification of information] • Status of downstream transportation systems (roads/highways/rails/secondary

waterways) • Current priorities and location of the Incident/Unified Command • Resources enroute and/or requested-ordered

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If Previous Conference Calls external to this group have been held provide a summary of that call, the attendees to that call if different, and any actions or decisions that may have been taken that has impact on the current status of the MTS. “I will now go down the list of participants so that you may state your status as Fully Operational or Limited Operations, ask questions about the situation, share information of critical or strategic importance regarding the recovery of the MTS, and brief the group on any actions you may currently be taking within your company or organization”. By name, ask participants to provide their report and any recommendations for action. “I will now open the floor for any other discussion, recommendations, or questions.” Address the issues presented by the participants. “Thank you all for the participation. The next conference call is scheduled for (Date/Time) and the number. Please refer to the USCG Homeport web page for any updates.”

-END-

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TAB M: PUBLIC AFFAIRS CONSIDERATION

1. GENERAL: The need to create, distribute, and continually update the status of the Marine Transportation System (MTS) and the underway recovery operations is vitally important to maintain the economic baseline of the impacted region. The confidence in the MTS and continuity of services provided by local maritime industries is the cornerstone of maritime trade. When an incident occurs that threatens the continuity of services and business in the affected area, maritime interests will quickly and efficiently locate alternative sources of supply or destination for its cargoes so it is imperative that the public message attesting to the status of the port and its maritime infrastructure reflects the true condition of the port and the efforts being taken to restore trade and services.

2. JOINT INFORMATION CENTERS: Joint Information Centers (JIC) will be activated

during most incidents resulting in an interruption of the MTS. Guidance, requirements, and procedures for establishing and maintaining an appropriate public information distribution venue can be found in various references including the U. S. Coast Guard Incident Management Handbook, COMDTINST 3120.14 (series); Homeland Security Presidential Directive-5; National Incident Management System (NIMS) 2008.

3. USE OF SOCIAL MEDIA: Coast Guard Seventh District Public Affairs Detachment

(PADET) Jacksonville will support Sector Jacksonville and the Incident/Unified Command in developing and disseminating public information regarding the status of the Marine Transportation System following standard press-release practices and through the use of social media. However, collaboration with other members of the JIC, if activated, may result in multiple social media streams so it is imperative that all information regarding MTS status and recovery efforts is appropriately reviewed and approved by the Public Information Officer (PIO) before posting. All posts must first be made using the following authorized social media accounts or, if created, the designated social media accounts for the response. The following authorized and pre-established social media accounts will be used:

a) Facebook https://www.facebook.com/USCoastGuardSoutheast With 4000+

followers as of January 2014, this site will be used for incident messaging and information dissemination. Access to this account will be limited to Coast Guard Public Affairs Specialists.

b) Twitter https://twitter.com/USCGSoutheast With 2000+ followers as of January

2014 including multiple media outlets, this site will be used for incident messaging and information dissemination. Access to this account will be limited to Coast Guard Public Affairs Specialists.

https://www.facebook.com/USCoastGuardSoutheast

https://twitter.com/USCGSoutheast

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4. PUBLIC AFFAIRS SUPPORT: a. Local Public Affairs Support Local support is available 24/7 and requested via Coast

Guard Seventh District PADET Jacksonville. The Sector Command Center (SCC) will notify the Supervisor, PADET Jacksonville as per standing directives.

b. Seventh District Public Affairs During Type II and Type I Complex Incidents an

enhanced Public Affairs presence will be required. The Coast Guard Seventh District PIO will determine the appropriate personnel and location for this support.

c. Public Information Assist Team (PIAT) The PIAT is a special force available to the

U. S. Coast Guard via the National Strike Force. The PIAT can assist in establishing a JIC, and providing additional Public Affairs trained personnel and equipment.

d. Jacksonville Marine Transportation Exchange (JMTX) JMTX was established to provide a stable coordinating structure for port-wide planning, communication, coordination, and infrastructure recommendations. JMTX serves as an information clearinghouse for port critical information, provides a forum for stakeholder issues and serves as a stakeholder advocate to local, regional and national agencies. With its extensive membership base and partnership with other nationally recognized marine exchanges, JMTX is a vital partner in the dissemination of critical recovery and trade resumption information. The IC/UC Public Affairs Specialists; JIC; and the MTS Recovery Unit will provide updated information to JMTX as necessary to post and disseminate through their website: www.jmtx.org .

http://www.jmtx.org/

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SECTION 4: MTSRP MAINTENANCE AND EXERCISE A. PURPOSE: This section discusses plan validation, update, and exercise requirements.

Lessons learned and recommended actions from training and exercises as required by Enclosure 2 identify best practices and areas of needed improvement. This section will also discuss the process for requesting MTS Recovery exercise credit.

B. MTSRP VALIDATION:

1. Annual MTSRP Validation

a. The COTP Jacksonville will evaluate the MTSRP annually for adequacy, accuracy, consistency, and completeness. The purpose of the review is to ensure that the plan incorporates changes based on policy, lessons learned, and changes to port operations.

b. Annual validation will be completed prior to the initial planning phase of any MTS

Recovery exercise. This will ensure that the MTS Recovery exercise scenario is developed using the most accurate information available. The MTS Recovery exercise and/or real world event can be used to validate any plan updates.

c. Minor amendments or updates to the plan do not require formal review by District or

Areas. This includes updates to EEIs, Port Coordination Team rosters, cargo or infrastructure priorities, and assignment of responsibilities within the IMT. Any annual changes, updates, or modifications to the plan after promulgation will be recorded in the Record of Changes to this plan. These changes will be socialized to federal, state, and local government agencies as well as maritime stakeholders in the Captain of the Port Jacksonville Zone. The primary means of socializing these changes will be HOMEPORT.

d. District and LANT Area will approve the major rewrite on the five-year review and

update cycle.

2. CART Validation a. CART is a critical element to support post-incident stabilization and short-term

recovery of the MTS. b. The COTP Jacksonville shall review all EEI data for accuracy annually, but no later

than 31 May each year.

c. Each EEI has data integrity standards that provide uniformity to report status and potential consequences from the event. The COTP Jacksonville will use MTSR EEI Form (CG-11410) to capture the necessary information. (See Appendix B)

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C. MTSRP UPDATES:

1. Five Year Review and Approval of MTSRP a. The COTP Jacksonville will conduct a formal, detailed review of the MTSRP every

five years. The review will focus on policy change and the identified best practices and lessons learned from actual events while incorporating any new format or content requirements provided by CG Headquarter and Area program managers. In review, the following documents must be considered:

(1) After Action Reports and recommendations from MTS/Port Recovery exercises, (2) Lessons learned from local stakeholder exercises,

(3) Lessons learned from past disaster recovery events (e.g. severe weather events, oil spill incidents, mass rescue operations),

(4) Review of government, industry and academic studies of industry interdependencies, downstream effects of transportation disruptions, and the resiliency of industries and transportation sectors in recovering from a disaster or an incident, and

(5) Policy updates. b. The COTP Jacksonville will ensure that the five-year review plan is forwarded to the

cognizant District Commander Plan Review Authority for review.

c. Review the plan and forward to the Plan Approval Authority for approval.

2. Immediate MTSRP Program Updates – An immediate program wide MTSRP review and update may not be aligned with the existing five-year review and approval cycle. The five-year review and approval timeframe may be restarted by the Commandant (CG-FAC) MTS Recovery Program Manager to meet the mandated updates.

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ANNEX A: NE FLORIDA PORT COORDINATION TEAM ACTIVATION PROCEDURES A. GENERAL: The Northeast Florida Post Incident Port Coordination Team (PCT) will

operate in accordance with the protocols described in this Annex. The principal roles of the PCT are to advise the Captain of the Port (COTP) and/or the Incident/Unified Command on the post-incident Marine Transportation System (MTS) Status, operationalize decisions in preparation for recovery from a port disruption event, and collaborate on issues not requiring full activation of an IMT. The PCT will closely coordinate with any Business Resumption Groups activated in response to the MTS disruption incident. Recovery principles and procedures will be closely aligned with Business Resumption requirements to ensure a rapid recovery of the MTS and trade within Northeast Florida is resumed in a transparent and equitable process. The authorities, process, and priorities described in this plan and the reference plans will be closely adhered to.

1. The PCT is comprised of selected members of specific federal and state agencies and key commercial stakeholders in Northeast Florida. The members are drawn from Federal, State, and local law enforcement and government agencies and certain operational stakeholders throughout the ports. The members represent the core constituencies and are responsible for consolidating and reporting information to the Incident Management Team (IMT) on critical port operational and infrastructure status and needs. The following agencies and port stakeholders have representatives appointed for a one-year period to the PCT:

(1) U. S. Coast Guard Sector Jacksonville (2) U. S. Coast Guard Military Force Protection Unit (MFPU) Kings Bay, GA (3) U. S. Customs and Border Protection (4) U. S. Navy Mayport Harbor Operations (5) U.S. Navy Region Southeast (6) U.S. Navy Kings Bay (7) U. S. Army Corps of Engineers (8) National Oceanic and Atmospheric Administration (9) U. S. Maritime Administration (MARAD) (10) Jacksonville Port Authority (11) Crowley Maritime (12) Duval County Emergency Operations Center (13) St. Johns Bar Pilots Association (14) Fernandina Pilots (15) Port Authority of Nassau County / Port of Fernandina (16) Moran Towing (17) McAllister Towing (18) Tote Services (19) TrailerBridge (20) Fernandina Ports Authority

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B. CONCEPTUAL OPERATION: A disruption event as noted in Section 1 to this plan may occur under one of the following three event types:

1. Severe Infrastructure Impact – A significant event causing damage to a component or

components of the MTS Infrastructure that will likely require a comprehensive assessment operation and repair period prior to resumption of operations / alternative strategies / vessel traffic control actions by the COTP/Federal Maritime Security Coordinator (FMSC). Examples Include: o Hurricane /Tropical Storm o Flood o Major Infrastructure Casualty (Bridges-Roads-Public Infrastructure) o Cyber Attack with Infrastructure Damage o Terrorist Attack

2. MTS Capacity Constrained – Any event without infrastructure damage that interrupts the

normal port rhythm, including cargo operations, vessel movement, and physical security capabilities. Examples Include: o Maritime Security (MARSEC) Level Increase o Cyber-attack without infrastructure damage o Labor Shortage-Disruption Event o Security or Casualty Event in other Regional Ports (e.g. Savannah / Charleston /

Miami) causing enhanced cargo movement in the COTP Jacksonville Zone

3. MTS-Affected by a Primary Response – Any event that may disrupt the normal MTS Rhythm beyond pre-determined thresholds in the Sector Jacksonville Area of Responsibility (AOR). Examples Include: o Oil Discharge / Hazardous Material Release Response o Mass Rescue Operations o Marine Casualty Response and may or may not involve infrastructure damage. MTS

Recovery will be a consideration in the primary response 4. Based on the scenario type the PCT may be either Activated or Convened. Figure 14 is a

decision matrix for determining whether Activation or Convening of the PCT is required.

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MTS Disruption Incident Occurs

Possible Port Interruption exceeding 24 hours?

Yes

No

Monitor Situation IAW existing

internal policy. No Action Required

PCT Activation Required?

Yes

MonitorNo

Refer to ANNEX B of the MTS Recovery Plan.Will the PCT Require

Teleconference Only?

Sector Jacksonville Activate the Alert Warning System (AWS) for Initial Notification

Identify Procedure for PCT Members to follow (i.e. Annex A or B,; Quick Reference Card; Time for Teleconference).

Yes No


Identify Location for the PCT Convening Location


Follow-Up Teleconference

Required? Yes

No END

Follow-Up Convening Required?

Establish the time for the next meeting.

Identify remaining items or follow-up

items.


Identify remaining items or follow-up items.

Figure 14 PCT Activation Decision Matrix

Activation will only require the members of the group to utilize the conference call protocols described in this Annex. It is anticipated that Heavy Weather events, oil or hazardous material discharges, marine fires or casualties, salvage operations, or mass rescue operations may only require the use of the Activation protocols. Transportation Security Incidents (TSI) may require more in-depth analysis and the sharing of information up to but not limited to Sensitive Security Information (SSI) information. In that event, it is anticipated the COTP or Incident/Unified Command will Convene the PCT at the pre-determined meeting location identified in Chapter 2 to this plan.

C. ACTIVATION: Generally, the COTP, Incident/Unified Command, or members of the PCT

may activate or request the activation or convening of the PCT when an event occurs that has the potential to disrupt the MTS for a period exceeding 48-72 hours. Based on the importance of timely response and initiation of the protocols, USCG Sector Jacksonville will initiate notification in two (2) ways; use of Alert Warning System (AWS) and direct telephone notification. The USCG Sector Jacksonville Command Center (SCC) acts as the primary communications hub for all incidents. In that regard, SCC will initiate the AWS and direct

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phone calls to the agencies represented on the PCT. A confirmation e-mail will follow the voice notification. The initial notification will include the following information to ensure the PCT Members are provided full “situational awareness” and allow them to better discharge their specific duties to the PCT:

1. Nature, time, and location of the incident prompting the Activation or Convening of the

PCT

2. Actions taken by the USCG; OGAs, Port Stakeholders, or Vessel/Facility Owners-Operators.

3. If this situation requires an Activation or Convening notification.

Activation: The SCC will provide the time and telephone number of the teleconference.

Convening: The SCC will notify the PCT members of the time and location of the convening meeting.

4. Additional information may be passed to specific representatives, including additional information that may be required, a request to reach out to other port stakeholders or constituents, or anything else that the COTP/ Incident/Unified Command may deem necessary.

5. Members of the PCT will be provided as much time as possible, event permitting, to

prepare for the Activation or Convening of the PCT. Table 1 in Section 4 of this Annex offers PCT Members recommendations on actions to take after notification and prior to the PCT teleconference or meeting.

D. PRE-MEETING CONSIDERATIONS: Any incident prompting a prolonged closure of the

waterways resulting in a significant impact of normal port trade and operations will require PCT members to manage and communicate not only with other members of the PCT but also within their own organization. The COTP, Planning Section Chief, or MTS Recovery Unit (MTSRU) Leader (all possible facilitators of the meeting) will identify and focus on the highest priority needs and courses of action to manage the current level of risk within the port.

1. Tables 21-23 on the following pages, PCT Membership Assessment Considerations,

provides PCT members, by agency or stakeholder group, with recommended types of information to prepare prior to the teleconference or meeting. This does not preclude or prevent the PCT member from seeking out or providing additional information that he/she may feel is pertinent to the recovery of the MTS, this is only a guide pointing toward the likely high priority items the PCT will be addressing.

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Activation of the Northeast Florida Port Coordination Team

Federal Agencies Description: High Risk or High Priority Marine Transportation System Elements to Consider

Agency Information for Activation or Convening of PCT Notes U. S. Coast Guard 1. Status of all SAR Assets and Crews

2. Scenario 3. Current Status 4. USCG Actions Taken or Status of:

• ATON / Vessels In Port • Pollution Response • Maritime Security (MARSEC – Non-Classified)

U. S. Customs and Border Protection

1. Status of CBP Personnel and Assets 2. Trade or Business Resumption Messages 3. Ability to respond to or address increased OPTEMPO of cruise vessels (if required) 4. Status of JMASTT 5. Critical CBP Support Needs

U. S. Army Corps of Engineers

1. Status of Waterways 2. Assets available to conduct channel surveys 3. Timeline for deployment of Assets if required 4. Timeline for receipt of data for channel or obstruction assessment 5. Equipment or personnel staging needs 6. Ability to provide support directly to the Incident Command Post

U. S. Navy Mayport Harbor Operations

1. Status of USN Assets in port 2. Critical Arrivals or Departures that may require prioritization within the next 24-48 hours 3. Availability of resources (if required) to assist with response and recovery efforts.

MARAD 1. Assets available to support response and recovery efforts. 2. Critical MARAD needs

NOAA 1. Status of Waterways 2. Assets available to conduct surveys 3. Timeline for deployment of assets if required. 4. Equipment or personnel staging needs 5. Ability to provide support directly to the Incident Command Post.

USCG MFPU 1. Status of MFPU Assets 2. Any waterway assessment from KB to St. Mary’s Entrance and discrepancies noted. 3. HVUs requiring support or consideration. (This information may be classified and provided via SEPCOR. Status is NOT to be entered into CART)

Table 21: PCT Membership Assessment Considerations

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State and Local Agencies Description: High Risk or High Priority Marine Transportation System Elements to Consider Agency Information for Activation or Convening of PCT Notes Duval County Emergency Operations Center

1. Status of bridges and roadways 2. Status of Power and Utilities to port 3. High priority operations within the maritime domain that may impact MTS Recovery 4. Refined energy product inventories or criticality.

Jacksonville Port Authority

1. Status of JPA personnel and assets 2. Status of JPA Tenants 3. Labor Status 4. Status of JPA Infrastructure

• Cruise Terminals • Cargo Piers • Communications Network • Security Infrastructure (Cameras/Fencing/TWIC)

5. Critical JPA needs 6. Priority vessels or cargoes requiring immediate attention 7. Ability to receive vessels at all CTs or if diversion may be required. 8. Any regulatory relief considerations that may assist.

St. Johns and Fernandina Pilots Assoc.

1. Status of Bar Pilots and assets 2. Number of vessels in the queue for the next 12-24 hours 3. Number of vessels in the queue for the next 24-48 hours 4. Ability to respond to higher OPTEMPO 5. Critical ATON requiring immediate response/repair. 6. Recommendations for port opening (if required)

Port Authority of Nassau County (Port of Fernandina)

1. Status of PoF personnel and assets 2. Status of PoF Tenants 3. Status of PoF Infrastructure

• Cargo Piers • Communications Network • Security Infrastructure (Cameras/Fencing/TWIC)

4. Critical PoF needs 5. Priority vessels or cargoes requiring immediate attention 6. Ability to receive vessels or if diversion may be required. 7. Any regulatory relief considerations that may assist.

Table 22: State/Local Government PCT Membership Assessment Considerations

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Port Stakeholders Description: High Risk or High Priority Marine Transportation System Elements to Consider Agency Information for Activation or Convening of PCT Notes Crowley Maritime 1. Status of Crowley personnel and infrastructure.

2. Status of vessels that may currently be moored at Crowley facility. 3. Critical Caribbean Support Needs 4. Outlook of anticipated arrivals for the next 96 hours

Moran and McAllister Towing

1. Status of towing vessels and crews within the port. 2. Ability to meet higher OPTEMPO 3. Critical needs

Tote Services 1. Status of in-port or outbound vessels. 2. Critical Caribbean Support needs 3. Outlook of anticipated arrivals or operations for the next 96 hours

Also report on any LNG-related issues including anticipated bunkering operations.

TrailerBridge 1. Status of in-port or outbound vessels. 2. Critical Caribbean Support needs 3. Outlook of anticipated arrivals or operations for the next 96 hours

Inbound barges with empty containers may still be considered as critical cargo.

Table 23: Stakeholder PCT Membership Assessment Considerations

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E. MEETING PROTOCOL: The Sector Jacksonville COTP, Planning Section Chief, MTS Recovery Branch Chief, or Marine Transportation System Recovery Unit (MTSRU) Leader will facilitate the teleconference using the script below. Variances from this script may be required based on the MTS disruption incident.

1. The below script may be used for the Activation teleconference:

This Conference Call Script is provided as a tool to assist in facilitating a port-wide teleconference to discuss the status of the MTS, concerns & recommendations from industry and other federal-state-local stakeholders, and provide an overview of current and future operations.

“Good (morning/afternoon/evening). My name is (name) of Sector Jacksonville. The Northeast Florida Port Coordination Team has been activated in response to [identify the name of the incident]. I will serve as the facilitator for this conference call. This meeting (is / is not) recorded and will not contain any classified information.

The Coast Guard has initiated this Port Coordination Conference Call to brief you on the [describe incident], assess the status of the MTS, the need to establish any cargo and vessel priorities, the decisions and actions (Incident / Unified Command) that have been made to support industry’s efforts to effect port recovery efforts and to solicit input for future decisions and operational planning. The purpose of the brief is to facilitate the communication of the status of the MTS to large segments of industry in a concise and uniform way and to solicit feedback or recommendations to achieve our objectives. At the end of the Status Report Brief, participants will be provided an e-mail address and Homeport Website to forward their issues or concerns for consideration in future decision-making as well as providing the time for the next Port Coordination Team Conference Call. The Port Coordination Team Conference Calls will continue every (12/24 hours) until the (Incident / Unified Command) determines they are no longer necessary.

Before we begin, I ask that all participants observe the following rules:

• Please use the MUTE feature on your phone to minimize background noise • Please hold all comments and questions to the portion of the meeting where we open the

floor to them • Please identify yourself and organization/company when speaking • Please do not talk over others as they are offering comments or questions • Only members of the PCT will be providing any information during this teleconference.

A brief summary of the agenda for this Conference Call is as follows:”

a. Provide a brief summary of the incident and its impact on the MTS as we know at this

time b. Provide a brief summary of the previous calls held and any issues that need to be

addressed during this call

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c. USCG and CBP respond to questions for clarification from Conference Call participants

d. Request each participant provide/share any information of critical importance regarding the recovery of the MTS

“Representing the U. S. Coast Guard is: (name/rank/position) Representing U. S. Customs & Border Protection (if included) is: (name/rank/position) As I run down the list of invited participants please indicate that you are on the line (facilitator reads the list of participants.). Have we missed anyone? I will now turn the conference over to (name/position) who will provide an assessment of the incident.” Assessment should include:

• Area affected • Status of port approaches • Status of Channel (includes ATON Status) • Status of Waterway Closures (List by name and reason for closure) • Status of port facilities and infrastructure • Status of vessels in port (if applicable) • Status of downstream transportation systems (roads/highways/rails/secondary


If Previous Conference Calls external to this group have been held provide a description of that call, the attendees to that call if different, and any actions or decisions that may have been taken that has impact on the current status of the MTS. “I will now go down the list of participants so that you may and brief the group your Essential Elements of Information list and on any actions you may currently be taking within your company or organization”. Please focus only on the affected items, assuming that all other elements are fully operational. “ By name ask each participant to provide their report and any recommendations for action. “I will now open the floor for any other discussion, recommendations, or questions.” Address the issues presented by the participants. “Thank you all for the participation. The next conference call is scheduled for (Date / Time) and the number. Please continue to monitor the Sector Jacksonville Coast Guard Homeport web page for further developments and information applicable to the next teleconference.”

-END-

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2. The below Agenda is a recommended format and may be used for the Convening meeting: I. Opening and Introduction USCG II. Basic Meeting Rules USCG III. Roll Call USCG IV. Incident Overview / MTS Status USCG V. Participant Briefs All VI. Current Courses of Action USCG VII. Recommendations USCG/All VIII. Summary and Next Meeting Info USCG -Close-

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F. WATERWAY AND CARGO PRIORITIES: The PCT may have to consider prioritization of waterway assessments & recovery, prioritization of vessel movements within the port, and prioritization of cargoes based on the type of event and its impact on local, regional, or national recovery efforts. The PCT will consider these nationally accepted priorities in when making recommended courses of action for recovery to the Incident/Unified Command.

1. Vessels and Cargo Flow Based on the type of interruption event and the length of any

potential vessel movement delay, the MTSRU will coordinate with the PCT to develop a prioritized vessel movement (Figure 15) and cargo movement scheme that will align with national and/or regional priorities if the event is a Type I or II complex incident. Additional critical elements that may influence the departure from pre-planned priorities may include activities required to reduce the risk to public safety or welfare; security issues with the vessel, crew, and cargo; security elements at the facility of destination; or other national-level elements that may drive additional refinement of the priorities established in this plan. The MTSRU and the NE and East Central Florida PCTs will provide recommended priorities to the Incident/Unified Command based on the priorities described in the CBP-USCG Joint Protocols for the Resumption of Trade and the results of the Vessel Arrival Scoring and Prioritization Tool (VASPT) described in Annex C to this plan.

a. The results of the VASPT are not final and are designed solely to provide an entering

argument for any prioritization scheme and takes into consideration the cargo, facility status, operating restrictions, and any security or safety issues inherent with the vessel itself. The results are solely a risk-based and weighted scoring result with certain features open to interpretation or modification by members of the PCT such as the terminal status scoring and operating restrictions.

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Vessel and Cargo Priorities Description

National Response Supplies Personnel and equipment necessary to conduct response operations at the national level

National Recovery Supplies Personnel and equipment necessary to conduct recovery operations at the national level.

National Defense Materials Materials or cargoes that support the national defense industrial base or that are vital to national security.

Other National Priority Cargo

As defined by the CBP-USCG Joint Protocols for the Resumption of Trade after consultations with Carrier and Trade Support Groups

Regional Response and Recovery Supplies

Personnel and equipment necessary to conduct response and recovery operations on a regional level. This includes any critical fuels or energy generation inventories determined to be critical for regional consumption.

Local Response and Recovery Supplies

Personnel and equipment necessary to conduct response and recovery operations on a local level in support of routine commerce and trace activity within the port and its environs.

Local Fuels and Energy Cargoes

The incident(s) may result in immediate shortages of necessary fuels or commodities that must be addressed. Examples include refined products, coal, LNG.

Local Consumption Food or Manufacturing Inventories

The incident(s) may create shortages that must be considered for prioritization including certain chemicals necessary for pharmaceutical industries; drinking water filtration products, foodstuffs, etc. This category could also include refrigerated or “Just In Time” cargoes that if delayed could present a significant hardship or loss to a particular industry segment or group.

Other Local Priority Cargoes

Materials, products, or services that maintain local employment at normal levels. This includes products for manufacturing, local or regional distribution (automobiles), High Capacity Passenger Vessel operations.

All Other Cargoes All other cargoes not identified above will receive an appropriate risk-based review and decision by the MTS Recovery Unit and Port Coordination Team

Figure 15: Cargo Description

2. Waterways The most crucial local waterways to open after an incident are listed in Figure 16 and in the Area Maritime Security Plan (reference (O)). The extent to which any or all of the waterways suffer or escape damage during an incident will influence how and when they are cleared and supporting infrastructure repaired. Figures 17 and 18 are graphic representations of the waterway priorities in NE Florida ports. The Incident /Unified Command will receive the initial waterway status and recommendations from the PCT described in Annex A and Annex B to this plan.

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Within the Incident Command System, the Operation Section’s specific unit tasked with Waterway Assessment will take the following steps as outlined in the Sector Jacksonville Heavy Weather Plan:

• Assess overall damage to the port waterways and infrastructure thru on-scene observation and overflights;

• Determine priority of on-water channel and waterway assessments;

• Conduct centerline profiles to determine the general extent of any waterway impact;

• Conduct controlling depth assessment and reports for each waterway based on its priority;

• Survey Aids to Navigation (ATON) and prioritize critical aid re-establishment;

• Conduct side-scan SONAR and magnetometer surveys of channel berths as required.

Priority Waterway Priority Description

Reopen ocean access to Naval Station Mayport, Marine Corp Base Blount Island and Jacksonville Northside Generating Station

High St. Johns River Sea Buoy entrance to Blount Island

Reopen ocean access to the Jacksonville Oil Terminal docks and dry cargo docks High St. Johns River from Blount

Island to Mathews Bridge Reopen ocean access to the Naval Ordinance Testing Unit and tankship docks in Port Canaveral High Canaveral Inlet to Middle Basin

and South Bank Oil Docks.

Restore ocean access Port Canaveral Cruise Ship docks and dry cargo docks High Canaveral Middle Basin to

Cruise Ship Basin

Reopen access to King’s Bay Naval Sub Base High St. Mary’s Entrance Sea Buoy to King’s Bay

Restore access to Fernandina commercial docks Medium St. Mary’s Entrance Sea Buoy to Nassau Terminal

Restore ocean access to Ponce Inlet passenger vessels. Medium Seabuoy, Ponce Inlet Channel, and ICW to the gaming vessel docks.

Restore exit route for commercial vessels that took refuge from the storm on the St. Johns River. (Heavy Ex Consideration)

Low Mathews Bridge to Green Cove Springs

Restore exit route for commercial vessels that took refuge from the storm on the Banana and Indian Rivers. (Heavy Wx Consideration)

Low Canaveral Barge Canal and ICW in the immediate vicinity of the barge canal.

Restore inshore access from Jacksonville to Fernandina Low ICW St. Johns River to St. Mary’s River

Restore access to the port of Sanford. Low Green Cove Springs to Sanford. Restore inshore access from Jacksonville to Port Canaveral Low ICW St. Johns River to Port

Canaveral

Figure 16: Waterway Priorities

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Figure 17: Port of Fernandina Priority Waterways

Figure 18: Port of Jacksonville Priority Waterways

Assess and reopen St. Marys Entrance Channel and access to Kings Bay Naval Sub Base

Assess and reopen Quarantine and Seaboard Reach – Access to Fernandina

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G. ESSENTIAL ELEMENTS OF INFORMATION: The U. S. Coast Guard and the NE

Florida Area Maritime Security Committee have developed a detailed listing of the Essential Elements of Information (EEIs) determined to be critical for the recovery of the MTS and resumption of trade. The EEIs form the basis of recovery operations and reporting of the status of MTS recovery operations. The NE Florida PCT will consider the impacts on all EEIs and determine their status as Fully Available (FA); Partially Available (PA); and Not Available (NA). Any determination of a PA or NA status will require the EEI to be formally assessed and a determination made as to whether jurisdiction or regulatory limitations will allow for additional resources or actions to assist in recovery.

To adequately measure the effectiveness of recovery operations, the default status of any EEI entered into the CART event is Requires Assessment (RA). Only after a formal assessment has been conducted will the status be determined to be FA, PA, or NA.

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ANNEX B: EAST CENTRAL FLORIDA PORT COORDINATION TEAM ACTIVATION PROCEDURES A. GENERAL: The East-Central Florida Post Incident Port Coordination Team (PCT)

will operate in accordance with the protocols described in this Annex. The principal roles of the PCT are to advise the Captain of the Port (COTP) and/or the Incident/Unified Command on the post-incident Marine Transportation System (MTS) status and to operationalize decisions in preparation for recovery from a port disruption event. The PCT will closely coordinate with any Business Resumption Groups activated as a result of the MTS disruption incident. Recovery principles and procedures will be closely aligned with Business Resumption requirements to ensure a rapid recovery of the MTS and trade within East Central Florida is achieved in a transparent and equitable process. The authorities, process, and priorities described in this plan and the reference plans will be closely adhered to.

1. The PCT is comprised of selected members of specific agencies and stakeholders in East

Central Florida. The members are drawn from Federal, State, local law enforcement and government agencies, and certain operational stakeholders throughout the ports. The members represent the core constituencies and are responsible for consolidating and reporting information to the Incident Management Team on critical port operational and infrastructure status and needs. The following agencies and port stakeholders have representatives appointed for a one-year period to the PCT: (1) U. S. Coast Guard Sector Jacksonville (2) U. S. Customs and Border Protection (3) U. S. Naval Ordnance Test Unit (NOTU) (4) U. S. Army Corps of Engineers (5) National Oceanic and Atmospheric Administration (6) U. S. Maritime Administration (MARAD) (7) Canaveral Port Authority (8) SEAPORT Canaveral (9) Brevard County Emergency Operations Center (10) Canaveral Pilots Association (11) Port Canaveral Police (12) Canaveral Fire Rescue (13) Towing Vessel Representative (14) Vessel Agent Representative

B. CONCEPTUAL OPERATION: A disruption event as noted in Chapter 1 to this plan may

occur under one of the following three event types:

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1. Severe Infrastructure Impact – A significant event causing damage to a component or components of the MTS Infrastructure that will likely require a comprehensive assessment operation and repair period prior to resumption of operations / alternative strategies / vessel traffic control actions by the COTP/Federal Maritime Security Coordinator (FMSC). Examples Include: o Hurricane /Tropical Storm o Flood o Major Infrastructure Casualty (Bridges-Roads-Public Infrastructure) o Cyber Attack with Infrastructure Damage o Terrorist Attack

2. MTS Capacity Constrained – Any event without infrastructure damage that interrupts the normal port rhythm, including cargo operations, vessel movement, and physical security capabilities. Examples Include: o Maritime Security (MARSEC) Level Increase o Cyber-attack without infrastructure damage o Labor Shortage-Disruption Event o Security or Casualty Event in other Regional Ports (e.g. Savannah / Charleston /

Miami) causing enhanced cargo movement in the COTP Jacksonville Zone

3. MTS-Affected by a Primary Response – Any event that may disrupt the normal MTS Rhythm beyond pre-determined thresholds in the Sector Jacksonville Area of Responsibility (AOR). Examples Include: o Oil Discharge / Hazardous Material Release Response o Mass Rescue Operations o Marine Casualty Response and may or may not involve infrastructure damage. MTS

Recovery will be a consideration in the primary response

4. Based on the scenario type the PCT may be either Activated or Convened. Figure 18 is a decision matrix for determining whether Activation or Convening of the PCT is required.

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MTS Disruption Incident Occurs

Possible Port Interruption exceeding 24 hours?

Yes

No

Monitor Situation IAW existing

internal policy. No Action Required

PCT Activation Required?

Yes

MonitorNo

Refer to ANNEX B of the MTS Recovery Plan.Will the PCT Require

Teleconference Only?



Yes No


Identify Location for the PCT Convening Location


Follow-Up Teleconference

Required? Yes

No END

Follow-Up Convening Required?


Identify remaining items or follow-up

items.


Identify remaining items or follow-up items.

Figure 19. PCT Activation Decision Matrix

Activation will only require the members of the group to utilize the conference call protocols described in this Annex. It is anticipated that Heavy Weather events, oil or hazardous material discharges, marine fires or casualties, salvage operations, or mass rescue operations may only require the use of the Activation protocols. Transportation Security Incidents (TSI) may require more in-depth analysis and the sharing of information up to but not limited to Sensitive Security Information (SSI) information. In that event it is anticipated the COTP or Incident/Unified Command will Convene the PCT at the pre-determined meeting location identified in Chapter 2 to this plan and the Canaveral Port Authority Business Continuity Framework, as described in reference (v).

C. ACTIVATION: Generally, the COTP, Incident/Unified Command, or members of the PCT

may activate or request the activation the PCT when an event occurs that has the potential to disrupt the MTS for a period exceeding 48-72 hours. Based on the importance of timely response and initiation of the protocols, USCG Sector Jacksonville will initiate notification in two (2) ways; use of Alert Warning System (AWS) and direct telephone notification. The USCG Sector Jacksonville Command Center (SCC) acts as the primary communications hub for all incidents. In that regard, SCC will initiate the AWS and direct phone calls to the

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agencies represented on the PCT. A confirmation e-mail may follow after the voice notification. The initial notification will include the following information to ensure the PCT Members are provided full “situational awareness” and allow them to better discharge their specific duties to the PCT:

1. Nature, time, and location of the incident prompting the activation or convening of the

PCT.

2. Actions taken by the USCG; Other Government Agencies (OGAs), Port Stakeholders, or Vessel/Facility Owners-Operators.

3. If this situation requires an Activation or Convening notification.

Activation SCC will provide the time and telephone number of the teleconference

Convening SCC will notify the PCT members of the time and location of the meeting

4. Additional information may be passed to specific representatives, including additional

information that may be required, a request to reach out to other port stakeholders or constituents, or anything else that the COTP or Incident/Unified Command may deem necessary.

5. Members of the PCT will be provided as much time as possible, event permitting, to

prepare for the Activation or Convening of the PCT. Table 1 in Section 4 of this Annex offers PCT Members recommendations on actions to take after notification and prior to the PCT teleconference or meeting.

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D. PRE-MEETING CONSIDERATIONS: Any incident prompting a prolonged closure of the waterways resulting in a significant impact of normal port trade and operations will require PCT members to manage and communicate not only with other members of the PCT but also within their own organization. The COTP, Planning Section Chief, or MTS Recovery Unit (MTSRU) Leader (all possible facilitators of the meeting) will identify and focus on the highest priority needs and courses of action to manage the current level of risk within the port.

1. Table 24 on the following pages, PCT Membership Assessment Considerations, provides

PCT members, by agency or stakeholder group, with recommended types of information to prepare prior to the teleconference or meeting. This does not preclude or prevent the PCT member from seeking out or providing additional information that he/she may feel is pertinent to the recovery of the MTS, this is only a guide pointing toward the likely high priority items the PCT will be addressing.

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Activation of the East Central Florida Port Coordination Team Federal Agencies

Description: High Risk or High Priority Marine Transportation System Elements to Consider

Agency Information for Activation or Convening of PCT Notes U. S. Coast Guard 1. Status of all SAR Assets and Crews

2. Scenario 3. Current Status 4. USCG Actions Taken or Status of:

• ATON • Pollution Response • Security (Non-Classified) • Status of vessels in port.

DHS Infrastructure 1. DHS Infrastructure Briefing including any CFAT concerns; Florida State priorities; resource availability for post-incident assessments if required.

U. S. Customs and Border Protection

1. Status of CBP Personnel and Assets 2. Current or planned Trade or Business Resumption Messaging 3. Ability to respond to or address increased OPTEMPO of cruise vessels (if required)

U. S. Army Corps of Engineers

1. Status of Waterways and Locks 2. Assets available to conduct channel surveys 3. Timeline for deployment of Assets if required 4. Timeline for receipt of data for channel or obstruction assessment 5. Equipment or personnel staging needs 6. Ability to provide support directly to the Incident Command Post

U. S. Navy NOTU 1. Status of USN Assets in port/at pier (Non-Classified Only) 2. Critical Arrivals or Departures that may require prioritization within the next 24-48 hours 3. Availability of resources (if required) to assist with response and recovery efforts.

MARAD 1. Assets available to support response and recovery efforts. 2. Critical MARAD needs

NOAA 1. Status of Waterways 2. Assets available to conduct surveys 3. Timeline for deployment of assets if required. 4. Equipment or personnel staging needs 5. Ability to provide support directly to the Incident Command Post.

Table 24: PCT Membership Assessment Considerations

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Activation of the East Central Florida Port Coordination Team

State and Local Agencies

Description: High Risk or High Priority Marine Transportation System Elements to Consider Agency Information for Activation or Convening of PCT Notes Brevard County Emergency Operations Center

1. Status of bridges and roadways 2. Status of Power and Utilities to port 3. High priority operations within the maritime domain that may impact MTS Recovery

Canaveral Port Authority 1. Status of CPA personnel and assets 2. Status of CPA Tenants 3. Status of CPA Infrastructure • Cruise Terminals / Cargo Piers • Status of Vessels in Port • Communications Network • Security Infrastructure (Cameras/Fencing/TWIC)

4. Critical CPA needs 5. Priority vessels or cargoes requiring immediate attention 6. Ability to receive vessels at all CTs or if diversion may be required. 7. Any regulatory relief considerations that may assist.

Port Canaveral Police 1. Status of PC Police personnel and assets 2. High Priority Port Security activities ongoing that may interrupt or prevent MTS Recovery 3. Ability of PCP to respond to increased OPTEMPO for HCPVs if required. 4. Any other maritime security threat 5. Needs of the PCP

Canaveral Pilots Assoc. 1. Status of Bar Pilots and assets 2. Number of vessels in the queue for the next 12-24 hours 3. Number of vessels in the queue for the next 24-48 hours 4. Ability to respond to higher OPTEMPO 5. Critical ATON requiring immediate response/repair. 6. Recommendations for port opening (if required)

Canaveral Fire Rescue 1. Status of Canaveral Fire Rescue Personnel and Assets 2. Critical emergency operations ongoing within the maritime domain that may affect MTS Recovery 3. Critical Canaveral Fire Rescue needs

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Activation of the East Central Florida Port Coordination Team

Port Stakeholders Description: High Risk or High Priority Marine Transportation System Elements to Consider Agency Information for Activation or Convening of PCT Notes SEAPORT Canaveral 1. Status of SEAPORT Canaveral personnel and

infrastructure. 2. Status of vessels that may currently be moored at SEAPORT Canaveral facility. 3. Current inventory of fuels on SEAPORT 4. Anticipated date when current levels, if not replenished, may have critical impact on the local, regional, or national level. 5. Outlook of anticipated arrivals for the next 96 hours 6. Ability to continue tank to truck loading operations.

Pet Chem 1. Status of towing vessels and crews within the port. 2. Ability to meet higher OPTEMPO 3. Critical needs

Ambassador Services 1. Status of ability for agents to provide services to clients 2. Ability to communicate with USCG/CBP/CPA/Labor/Stakeholders 3. High priority vessels or cargoes that may require attention within the next 12-24 hours.

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E. MEETING PROTOCOL: The Sector Jacksonville COTP, Planning Section Chief, or Marine Transportation System Recovery Unit (MTSRU) Leader will facilitate the teleconference using the script below. Variances from this script may be required based on the MTS disruption incident.

1. The below script will be used for the Activation teleconference:

The below Conference Call Script is provided as a tool to assist in facilitating a port-wide teleconference to discuss the status of the MTS, concerns & recommendations from industry and other federal-state-local stakeholders, and provide an overview of current and future operations.

“Good (morning/afternoon/evening). My name is (name) of Sector Jacksonville. The East Central Florida Port Coordination Team has been activated in response to [identify the name of the incident]___________________. I will serve as the facilitator for this conference call. This meeting (is / is not) recorded and will not contain any classified information.

The Coast Guard has initiated this Port Coordination Conference Call to brief you on the [describe incident], assess the status of the MTS, the need to establish any cargo and vessel priorities, the decisions and actions (Incident / Unified Command) that have been made to support industry’s efforts to effect port recovery efforts and to solicit input for future decisions and operational planning.

The purpose of the brief is to facilitate the communication of the status of the MTS to large segments of industry in a concise and uniform way and to solicit feedback or recommendations to achieve our objectives. At the end of the Status Report Brief, participants will be provided an e-mail address and Homeport Website to forward their issues or concerns for consideration in future decision-making as well as providing the time for the next Port Coordination Team Conference Call. The Port Coordination Team Conference Calls will continue every (12/24 hours) until the (Incident / Unified Command) determines they are no longer necessary.

Before we begin I ask that all participants observe the following rules:

• Please use the MUTE feature on your phone to minimize background noise • Please hold all comments and questions to the portion of the meeting where we open the

floor to them • Please identify yourself and organization/company when speaking • Please do not talk over others as they are offering comments or questions • Only members of the PCT will be providing any information during this teleconference.

A brief summary of the agenda for this Conference Call is as follows:”

a. Provide a brief summary of the incident and its impact on the MTS as we know at this

time

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b. Provide a brief summary of the previous calls held and any issues that need to be addressed during this call

c. USCG and CBP respond to questions for clarification from Conference Call participants

d. Request each participant provide/share any information of critical importance regarding the recovery of the MTS

“Representing the U. S. Coast Guard is: (name/rank/position) Representing U. S. Customs & Border Protection (if included) is: (name/rank/position)

As I run down the list of invited participants please indicate that you are on the line (facilitator reads the list of participants.). Have we missed anyone? I will now turn the conference over to (name/position) who will provide an assessment of the incident.”

Assessment should include: • Area affected • Status of port approaches • Status of Channel (includes ATON Status) • Status of Waterway Closures (List by name and reason for closure) • Status of port facilities and infrastructure • Status of vessels in port (if applicable) • Status of downstream transportation systems (roads/highways/rails/secondary


If Previous Conference Calls external to this group have been held provide a description of that call, the attendees to that call if different, and any actions or decisions that may have been taken that has impact on the current status of the MTS.

“I will now go down the list of participants so that you may and brief the group your Essential Elements of Information list and on any actions you may currently be taking within your company or organization”. Please focus only on the affected items, assuming that all other elements are fully operational.”

By name ask each participant to provide their report and any recommendations for action.

“I will now open the floor for any other discussion, recommendations, or questions.”

Address the issues presented by the participants.

“Thank you all for the participation. The next conference call is scheduled for (Date / Time) and the number.

-END-

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2. The below Agenda is a recommended agenda format and may be used for the Convening meeting of the PCT:

I. Opening and Introduction USCG II. Basic Meeting Rules USCG III. Roll Call USCG IV. Incident Overview / MTS Status USCG V. Participant Briefs All VI. Current Courses of Action USCG VII. Recommendations USCG/All VIII. Summary and Next Meeting Info USCG

-Close- F. WATERWAY AND CARGO PRIORITIES: The PCT may have to consider prioritization

of waterway assessments & recovery, prioritization of vessel movements within the port, and prioritization of cargoes based on the type of event and its impact on local, regional, or national recovery efforts. The PCT will consider these nationally accepted priorities in when making recommended courses of action for recovery to the Incident/Unified Command.

1. Vessels and Cargo Flow Based on the type of interruption event and the length of any

potential vessel movement delay, the MTSRU will coordinate with the PCT to develop a prioritized vessel movement (Figure 25) and cargo movement scheme that will align with national and/or regional priorities if the event is a Type I or II complex incident. Additional critical elements that may influence the departure from pre-planned priorities may include activities required to reduce the risk to public safety or welfare; security issues with the vessel, crew, and cargo; security elements at the facility of destination; or other national-level elements that may drive additional refinement of the priorities

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established in this plan. The MTSRU and the Northeast and East Central Florida PCTs will provide recommended priorities to the Incident/Unified Command based on the priorities described in the CBP-USCG Joint Protocols for the Resumption of Trade and the results of the Vessel Arrival Scoring and Prioritization Tool (VASPT).

a. The results of the VASPT are not final and are designed solely to provide an entering

argument for any prioritization scheme and takes into consideration the cargo, facility status, operating restrictions, and any security or safety issues inherent with the vessel itself. The results are solely a risk-based and weighted scoring result with certain features open to interpretation or modification by members of the PCT such as the terminal status scoring and operating restrictions.

Vessel and Cargo Priorities Description National Response Supplies Personnel and equipment necessary to conduct response operations at the national level

National Recovery Supplies Personnel and equipment necessary to conduct recovery operations at the national level.

National Defense Materials Materials or cargoes that support the national defense industrial base or that are vital to national security.

Other National Priority Cargo

As defined by the CBP-USCG Joint Protocols for the Resumption of Trade after consultations with Carrier and Trade Support Groups

Regional Response and Recovery Supplies

Personnel and equipment necessary to conduct response and recovery operations on a regional level. This includes any critical fuels or energy generation inventories determined to be critical for regional consumption.

Local Response and Recovery Supplies

Personnel and equipment necessary to conduct response and recovery operations on a local level in support of routine commerce and trace activity within the port and its environs.

Local Fuels and Energy Cargoes

The incident(s) may result in immediate shortages of necessary fuels or commodities that must be addressed. Examples include refined products, coal, LNG.

Local Consumption Food or Manufacturing Inventories

The incident(s) may create shortages that must be considered for prioritization including certain chemicals necessary for pharmaceutical industries; drinking water filtration products, foodstuffs, etc. This category could also include refrigerated or “Just In Time” cargoes that if delayed could present a significant hardship or loss to a particular industry segment or group.

Other Local Priority Cargoes

Materials, products, or services that maintain local employment at normal levels. This includes products for manufacturing, local or regional distribution (automobiles), High Capacity Passenger Vessel operations.

All Other Cargoes All other cargoes not identified above will receive an appropriate risk-based review and decision by the MTS Recovery Unit and Port Coordination Team

Table 25 Cargo Priorities

2. Waterways The most crucial local waterways to open after an incident are listed in Figure 26 below and in the Area Maritime Security Plan, reference (o). The extent to which any or all of the waterways suffer or escape damage during an incident will influence how and when they are cleared and supporting infrastructure repaired. The Incident Command/Unified Command will receive the initial waterway status and recommendations from the PCT described in Annex A and Annex B to this plan. Figure 20 is a graphic representation of the priority routes in the East Central Florida area including Canaveral and Ponce Inlet. Within the Incident Command System, the Operation Section’s specific unit tasked with Waterway Assessment will take the following steps as outlined in the Sector Jacksonville Heavy Weather Plan:

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• Assess overall damage to the port waterways and infrastructure thru on-scene observation and overflights.

• Determine priority of on-water channel and waterway assessments.

• Conduct centerline profiles to determine the general extent of any waterway impact

• Conduct controlling depth assessment and reports for each waterway based on its priority

• Survey Aids to Navigation (ATON) and prioritize critical aid re-establishment.

• Conduct side-scan SONAR and magnetometer surveys of channel berths as required.

Priority Waterway Priority Description

Reopen ocean access to Naval Station Mayport, Marine Corp Base Blount Island and Jacksonville Northside Generating Station

High St. Johns River Sea Buoy entrance to Blount Island

Reopen ocean access to the Jacksonville Oil Terminal docks and dry cargo docks.

High St. Johns River from Blount Island to Mathews Bridge

Reopen ocean access to the Naval Ordinance Testing Unit and tankship docks in Port Canaveral.

High Canaveral Inlet to Middle Basin and South Bank Oil Docks.

Restore ocean access Port Canaveral Cruise Ship docks and dry cargo docks..

High Canaveral Middle Basin to Cruise Ship Basin

Restore access to Fernandina commercial docks Medium St. Marys River to Nassau Terminal Reopen access to King’s Bay Naval Sub Base Medium St. Mary’s River Sea Buoy entrance

to King’s Bay Restore ocean access to Ponce Inlet passenger vessels. Medium Seabuoy, Ponce Inlet Channel, and

ICW to the gaming vessel docks. Restore exit route for commercial vessels that took refuge from the storm on the St. Johns River. (Heavy Wx Consideration)

Low Mathews Bridge to Green Cove Springs

Restore exit route for commercial vessels that took refuge from the storm on the Banana and Indian Rivers. (Heavy Wx Consideration)

Low Canaveral Barge Canal and ICW in the immediate vicinity of the barge canal.

Restore inshore access from Jacksonville to Fernandina Low ICW St. Johns River to St. Mary’s River

Restore access to the port of Sanford. Low Green Cove Springs to Sanford. Restore inshore access from Jacksonville to Port Canaveral Low ICW St. Johns River to Port

Canaveral

Table 26 Waterway Restoration Priorities

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Figure 20: Canaveral Waterway Priorities

G. ESSENTIAL ELEMENTS OF INFORMATION: The Coast Guard and East Central Florida Area Maritime Security Committee have developed a detailed listing of the Essential Elements of Information (EEIs) determined to be critical for the recovery of the MTS and resumption of trade. The EEIs form the basis of recovery operations and reporting of the status of MTS recovery operations. The East Central Florida PCT will consider the impacts on all EEIs and determine their status as Fully Available (FA); Partially Available (PA); and Not Available (NA). Any determination of a PA or NA status will require the EEI to be formally assessed and a determination made as to whether jurisdiction or regulatory limitations will allow for additional resources or actions to assist in recovery.

To adequately measure the effectiveness of recovery operations, the default status of any EEI entered into the CART event is Requires Assessment (RA). Only after a formal assessment has been conducted will the status be determined to be FA, PA, or NA.

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ANNEX C: MARINE TRANSPORTATION SYSTEM RECOVERY BRANCH Standard Operating Procedures

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MARINE TRANSPORTATION SYSTEM RECOVERY BRANCH

The Sector Jacksonville Marine Transportation System Recovery (MTS) Recovery Branch Standard Operating Procedures (SOP) is applicable to all events disrupting the Marine Transportation System. This is a reconfiguration of the normal Planning and Operations Section construct due to the complexity of the type of event, necessity of rapid communication between the MTS Recovery Unit and the Operations Section, and the need to communicate, in real time, the status of all aspects of the MTS to senior CG Leadership. The Sector Commander has determined that the development of the MTS Recovery Branch within the Operations Section to manage all aspects of MTS Recovery during major infrastructure damage events is consistent with COMDTINST 16000.28 (series).

This SOP does not supersede the guidance, pre-determined priorities, or concepts contained within the Sector Jacksonville MTS Recovery Plan but does provide operational and actionable content to ensure that the MTS Recovery activities are coordinated with key stakeholders, aligns with local and regional priorities, and provides the ability to provide timely and accurate MTS Status reporting via the USCG Common Assessment and Reporting Tool (CART).

The organization structure displayed below will be the basic structure for the MTS Recovery Branch during all heavy weather or major infrastructure damage events as determined by the Incident Commander. Specific guidance to each MTS Branch element below is contained in this SOP.

Operations Section Chief

Marine Transportation System Branch Director

Waterways Group Infrastructure Division Vessel Division

MTS Staff Element

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Contents MARINE TRANSPORTATION SYSTEM ............................................................................... 136

BRANCH LEADER ................................................................................................................... 136


MARINE TRANSPORTATION SYSTEM ............................................................................... 139

STAFF ELEMENT MISSION STATEMENT ........................................................................... 139

WATERWAYS GROUP ............................................................................................................ 143


WATERWAYS GROUP SUPERVISOR................................................................................... 144

WATERWAYS GROUP SUPERVISOR (WGS) CHECKLIST ............................................... 148

ATON TASK FORCE ................................................................................................................ 149

ATON TASK FORCE LEADER (TFL) CHECKLIST.............................................................. 151

CHANNEL ASSESSMENT TEAMS ........................................................................................ 152

INFRASTRUCTURE DIVISION .............................................................................................. 157

INFRASTRUCTURE DIVISION SUPERVISOR ..................................................................... 158

INFRASTRUCTURE DIVISION SUPERVISOR (IDS) CHECKLIST .................................... 162

INFRASTRUCTURE ASSESSMENT TEAMS ........................................................................ 163

VESSEL DIVISION ................................................................................................................... 166

VESSEL DIVISION SUPERVISOR .......................................................................................... 167

VESSEL DIVISION SUPERVISOR CHECKLIST ................................................................... 171

REMAIN IN PORT LIAISON (RIPLO) .................................................................................... 172

Tab A Priority ATON List and Anchorage Areas .......................................................... 174

Tab B Channel / Waterway List ........................................................................................ 178

Port of Jacksonville Channel/Waterways .................................................................................. 178

Waterway Name.......................................................................................................................... 178


Port of Fernandina / St. Marys Waterway/Channels .................................................................. 178

Waterway Name.......................................................................................................................... 178


Port Canaveral Waterway / Channels ......................................................................................... 179

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Waterway Name.......................................................................................................................... 179


Tab C Critical Infrastructure Priority List ......................................................................... 180

Tab D Example ICS-204 .................................................................................................. 182

Tab E Vessel Remain in Port DRAFT Approval / Denial Letters ..................................... 185

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MARINE TRANSPORTATION SYSTEM BRANCH LEADER

MISSION STATEMENT The MTS Branch Director provides the focus, leadership, and acts as the single point of

contact for the Incident Command/Unified Command for all issues with an MTS Recovery nexus. With the safety of the MTS Recovery Branch personnel as the overall objective, the MTS Recovery Branch Director will provide operational tasking to the Divisions and Groups activated for Pre and Post Impact Assessments and Recovery Effort and accurately report the status to senior CG Leadership. The MTS Branch Director will collaborate with the Division and Group Supervisors to develop risk-based recommendations to the Incident Command for port management activities; coordinate decisions and actions with key port stakeholders; and partner with federal-state-local government agencies to leverage the maritime resources available to execute the mission of recovery of the marine transportation system.


Waterways Group

ATON Task Force

Channel Assessment Teams

Infrastructure Division

Assessment Teams North / South

Vessel Division

Remain in Port LiaisonsNE and E Central Ports

(RIPLO)

Vessel Targeting Teams

Vessel Inspection Teams

MTS Staff Element

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The position will require extensive coordination with resource managers from District Seven along with other government agencies (OGAs) such as the U. S. Army Corps of Engineers, NOAA, port stakeholders, and municipal law enforcement resource managers. This coordination will be accomplished with daily interactions with the NE and E Central FL Port Coordination Teams.

A Checklist of recommended activities for each Division / Group in the TMS Branch, including activation of the MTS Branch; meeting schedules; draft ICS-204s, and other guidance are contained in this SOP.

Initial Objectives for the recovery of the Marine Transportation System (MTS) include:

• Identify impacts to MTS infrastructure and cargo flow. • Identify constraints on port operations based on the type of incident. • Determine and recommend MTS stabilization and short-term recovery activities needed to

restore basic functionality of the MTS. • Support private sector efforts to adjust cargo flow. • Restore basic functionality of MTS infrastructure to facilitate the rapid resumption of

commerce. In addition to the above MTS Recovery Objectives, there are Waterway Management Objectives noted in the IMH with a direct MTS Recovery relationship that can be merged or considered with the above list. These include:

• Conduct port assessment and establish priorities for facilitating commerce. • Develop and implement a transit plan to include final destination and berth (for vessels). • Identify safe refuge/berth for impacted vessels. • Establish and maintain close coordination for possible movement of national or homeland

security assets. • Restore maritime commerce and operations.

These objectives can be amended in a Pre- or Post-Impact environment as necessary. The MTS Branch Director should ensure that the position leverages the MTS Staff Element to: effectively report the status of the MTS Recovery efforts via CART; coordinate the priorities of each Division/Group; Prioritize vessels if required; and, deliver MTS-specific information at the Tactics and Planning Meetings. There is no normal position at these meetings for MTS Briefs or participation, however, MTS Recovery is a major objective for Sector Jacksonville in a Pre- and Post-Impact environment so participation by the MTS Branch Directors is expected. Refer to the CG Incident Management Handbook for additional information on Meeting participation and expectations. Training Requirements include:

- Training: ICS- ICS-300 Intermediate ICS - ICS-339 Division/Group Supervisor or - (MTSL3) MTS Recovery Unit Leader

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PRE-IMPACT Task Director Activity Description Complete MTS

Branch DIR 1

Receive Initial Guidance from Ops Section Chief

Receive initial briefing. Review ICS-201 (if available) for any MTS-Port Preparation or Recovery Actions taken. Determine Battle Rhythm for first IAP Development meetings. (Critical)

MTS Branch DIR 2

Review or recommend initial MTS-specific objectives for incident or operational period.

Review MTS-specific objectives on page 4-5 of the IMH. In pre-impact environment, consider adjustment of the 5 basic objectives to focus on critical infrastructure assessments; remain in port request management; Port Coordination Team outreach; and, post-impact preparations for all field teams.

MTS Branch DIR 3

Meet with Branch Div/Group Supervisors

Meet with MTS Branch Div/Group Supervisors and review initial tasking and objectives. Ensure sufficient personnel available. Identify any key personnel missing (TAD/Leave/Etc.) and ID alternatives. Review all Safety requirements for field teams and ensure Safety Briefs conducted.

MTS Branch DIR 4

Prepare for Initial Port Coordinating Team Telecon

Work with MTS Staff Element to review Port Coordination Team process (membership; agenda; initial objectives to discuss). Ensure AWS Alert is prepared and ready to transmit to PCT membership alerting of the initial PCT Teleconference.

MTS Branch DIR 5

Review At Each Port Condition Change. Prep for Post-Impact Operations

Assess objectives for each Port Condition Change and ID any new or key issues to coordinate with PCT (DoD issues, vessel movements, or other potential port interruption issues).

POST-IMPACT Task Director Activity Description Complete MTS

Branch DIR 6

Meet with Div/Group Supervisors

Review objectives and priorities for each field-deployed team. Ensure ICS-204s are detailed with safety information, communication expectations, and priorities based on the storm impact.

MTS Branch DIR 7

Hold first Post-Impact PCT Teleconference.

Outline objectives; assess status of PCT Membership, and leverage OGAs to support missions such as: channel assessment, infrastructure assessment, and port opening recommendations.

MTS Branch DIR 8 Track Team Progress

Meet with MTS Staff to review status of all infrastructure, ATON, and vessel queue. Develop objectives for next operational period. Ensure MSIBs and all AWS Alerts transmitted and posted on HOMEPORT.

MTS Branch DIR 9

Resource Requests Determine any additional resources for either assessment or repair of ATON. Provide to IDS.

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MARINE TRANSPORTATION SYSTEM STAFF ELEMENT MISSION STATEMENT

The MTS Staff Element will accurately report the status of the Marine Transportation System and

assist the MTS Branch Director in coordinating the Pre- and Post-Impact activities of the Divisions/Groups activated for the incident. The MTS Staff Element will be proficient with and leverage the tools available in CART; E-GIS/CG1 View; AWS; HOMEPORT; and the Port Coordinating Teams to align priorities with local and regional needs and ensure stakeholders are participating in the MTS Recovery process.

The Staff Element of the Marine Transportation System Branch reports directly to the MTS Branch Director and provides the following coordination support and subject matter expertise:

• Coordinates the efforts of the Division/Groups for pre-impact port preparation activities. Assists in helping organize their information reporting process to ensure timely and accurate information is available for operational planning and status reporting.

• Acts as the coordination mechanism for government agencies and port stakeholders via the Port Coordination Team teleconferences.

• Maintains the Common Assessment and Reporting Tool in a near real-time environment to provide senior leadership with accurate MTS Status updates; identifies key operational and planning issues, and ensures all public messaging regarding the MTS is in alignment with CART and field-reporting.

• Helps develop the Common Operating Picture for pre-post impact vessel status in all three deepwater ports including. Status of Vessels Remaining in Port Location of Vessels for Post-Impact Assessment Status of Critical ATON Vessel Arrival and Queue Information

• Participates in and monitors MTS-specific information in all IAP Development Meetings • When activated, works with D7 MTS Recovery Support Cell staff at D7 on issues

regarding MTS Recovery, which may include Port Status Reporting, Resource Requests, and Critical Information Reports as required.

• Monitors HOMEPORT to ensure accuracy of Port Status Reporting and operational guidance for industry via the MSIBs.

Battle Rhythm: The MTS Staff Element will operate in a high-tempo environment and participate in several Incident Action Plan development meetings throughout the course of the day. In alignment with the “Planning P” meeting schedule, the following Table provides guidance on Waterway-Specific information necessary to develop activities and identify resources for the next operational period:


MTS Staff Element

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Meeting Information Required Preparing for Tactics Meeting Ensure each Division/Group is prepared to attend and

deliver key information on Infrastructure, Vessels, and Critical ATON issues. In addition, communicate any stakeholder concerns as noted in PCT Teleconferences which may include:

• Stakeholder concerns and means of input • Critical economic impacts or considerations

Tactics Meeting SME for all MTS Recovery issues. Monitor discussion and ensure accuracy of recommendations including vessel traffic restrictions, ATON issues, accurate status of assessment and repair of ATON, and Channel Assessment status.


Attend and monitor the development of the next operational MTS Recovery Activities to ensure accuracy in CART Reporting.

Operations Briefing Entire MTS Recovery Branch Staff should attend if possible. Provide any clarification to field Divs/Groups/ Branches regarding planned ATON or Channel ops.

Monitor Ongoing Operations Receive, monitor, and assess field-generated information to measure progress toward operational goals and overall incident objectives. Maintain CART in a near real-time environment and monitor progress of all activated Div/Groups in the MTS Branch.

Supervision: The MTS Staff Element will not directly supervise the activity of any other MTS Branch Member other than staff assigned to this position.

Staffing: Optimal staffing will include the MTS Staff Leader and at least one supporting member during the operational period to provide that consistent real-time CART data entry and MTS Status reporting. If necessary, a CG-213RR will be prepared and submitted requesting support from an MTSL3-trained and qualified representative. This representative must have the MTSL3 Qualification in TMT and an active CART account.

Required Training: In addition to MTSL3 Training, all MTS Staff Element Members should have the following training:

- ICS 100; ICS-200, ICS-700, ICS-800 (On-Line Courses) - ICS-300 Intermediate ICS - ICS-339 Division/Group Supervisor - Basic CART and GIS Training (Non-Formal)

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MTS STAFF CHECKLIST PRE-IMPACT

Task Staff Member Activity Description Complete

MTS STAFF-1

Meet with MTS Branch Director

Identify current status. Get Copy of ICS-201 if available. Determine objectives for the first pre-impact operational period. Identify Divisions/Groups Activated and their initial tasking.

MTS STAFF-2

Open CART Event

Utilize MTS Report Summary templates as necessary. Add ALL EEIs into CART Event.

MTS STAFF-3

Review Battle Rhythm. Determine specifics for PCT Notification and prepare AWS Alert.

The Battle Rhythm dictates the reporting cycles for MTS Status Reporting. Review for critical meetings and timelines. ID the time and intent of the first Port Coordination Team teleconferences.

MTS STAFF-4

Participate in Tactics Meeting

Review operational requirements for ATON and Channel Assessment with MTS Branch Director and Ops Section Chief. ID data reporting process from field teams to the ATON, Infrastructure, and Vessel Divisions/Groups. Prepare process to receive info.

MTS STAFF-5

Assist SITL with any MTS-specific Common Picture. Review HOMEPORT for accuracy.

Graphics may be required to note vessel queues, priorities, and Remain in Port vessels and locations. Prepare to support development of each of these graphic requirements.

MTS STAFF-6

Final Pre-Impact Mtg

Attend any final meeting with Div/Group Leaders to prepare for post-impact reporting.

POST-IMPACT Task Staff Member

Activity Description Complete

MTS STAFF-7

Meet with MTS Branch Director

Review 1st Operational Period ICS-204s and identify teams activated in preparation of receipt of status reports. Monitor to ensure ATON and Infrastructure Teams are targeting priority/critical EEIs as planned. Identify times for the first Post-Impact Port Coordination Team Meetings

MTS STAFF-8

CART Update Maintain continuous update in CART upon receipt of any field-reports.

MTS STAFF-9

Vessel Division Support

Identify any support that can be provided to the Vessel Division including use of VASPT to develop vessel priorities.

MTS STAFF-11

Documentation Maintain electronic or paper documentation of all correspondence, logs, e-mails, and decisions affecting MTS Recovery.

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EEI Priorities: The priorities have been established for the first operational periods both pre and post-impact. The MTS Staff Element will monitor progress of the pre and post-impact assessments to determine that the priorities are being adhered to and reporting is immediately achieved via CART. The priorities include:

ATON (Tab A) Channels/Waterways (Tab B) Facilities/Infrastructure (Tab C)

Vessel Priorities: Priorities will be determined post impact based on regional needs, information provided by senior leadership, and will incorporate the Vessel Arrival and Scoring Prioritization Tool (VASPT) Results provided by the Targeting Team in the Vessel Division. In general, Cargo Priorities will dictate the priority order. Cargo priorities are in alignment with national priorities as noted in the U.S. CBP-Coast Guard Joint Protocols for the Expeditious Resumption of Trade and are as follows: National Response Cargoes National Recovery Supplies National Defense Materials Other National Priority Cargoes Regional Response and Recovery Cargoes Regional Energy Cargoes Regional Critical Cargoes (Caribbean Cargoes) Local Response and Recovery Cargoes Local Energy Cargoes Other Local Priority Cargoes All Other Cargoes

The cargo information will be considered along with operational restrictions, receiving terminal status, and other amplifying information to develop a risk-based and comprehensive recommendation to the Incident or Unified Command.

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WATERWAYS GROUP MISSION STATEMENT

With safety of personnel in mind, the Waterways Group will manage and conduct the prioritized post-impact assessment of the critical ATON and key waterways in all 3 Deepwater Ports and manage the corrective actions required. The Waterways Group will leverage all USCG, other government agency (OGA), and port stakeholder personnel and assets to accomplish the mission and provide the Incident Command/Unified Command with risk-based status updates and provide recommendations on the safe resumption of vessel traffic in the ports. The Waterways Group will provide all stakeholders with current and detailed information on the status of the ports and operational restrictions with the use of multiple communication tools such as HOMEPORT and the Alert Warning System (AWS).

MTS System Branch Director

Waterways Group Supervisor

ATON Task Force

Channel Assessment Teams

MTS Staff Element

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WATERWAYS GROUP SUPERVISOR The Waterway Group Supervisor reports directly to the MTS System Branch Director and is responsible for the overall operational management of the ATON Task Force and Channel Assessment Teams. This includes:

• Development of ICS-204s for the ATON Task Force. • Development of ICS-204s for the Channel Assessment Teams. • Support development of Port Opening Recommendations to IC/UC. • Support development of Marine Safety Information Bulletins. • Development of Resource Requests (ICS_213RR) for ATON Task Force and Channel

Assessment Teams. • Providing progress reports to the MTS Staff for accurate reporting of the status of the

MTS and MTS Recovery efforts. • Coordination with OGAs where required to facilitate ATON correction or Channel

Assessments including USACE, NOAA, USN.

Battle Rhythm: The Waterways Group Supervisor will participate in several Incident Action Plan development meetings throughout the course of the day. In alignment with the “Planning P” meeting schedule, the following Table provides guidance on Waterway-Specific information necessary to develop activities and identify resources for the next operational period:

Meeting Information Required Preparing for Tactics Meeting Provide initial assessment results and potential

/recommended courses of action (COA). These may include: • Critical ATON and key waterway status updates; • Stakeholder concerns and means of input; and • Critical economic impacts or considerations.

Tactics Meeting SME for Waterway Recovery operations. Monitor discussion and ensure accuracy of recommendations including vessel traffic restrictions, ATON issues, accurate status of assessment and repair of ATON, and Channel Assessment status.


Finalize plan for Waterway-specific operations during the next operational period.


Monitor Ongoing Operations Receive, monitor, and assess field-generated information to measure progress toward operational goals and overall incident objectives. Report status immediately when received to MTS Staff for inclusion in the Common Assessment and Reporting Tool (CART).

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Supervision: The Waterways Group Supervisor is the single point of contact for ATON Task Force assets and Channel Assessment Teams. The ATON Task Force may include additional assets assigned from outside of the AOR via the D7 Area Command. The Waterways Group Supervisor will also be responsible for the prioritized tasking of these external assets and will act as the single point of contact for reporting. Support for these assets, including fuel, lodging, ATON repair supplies, mooring, and any other supporting needs will be coordinated through the Logistics Section.

Channel Assessment Teams will likely include multiple agencies in support of the mission. The Waterways Group Supervisor will also act as the single point of contact for these assets for both tasking and reporting. See Tab X to this Section for detailed information on Agency Points of Contact. The supporting agencies are responsible for communicating safe operational guidelines and no direction from the Waterways Group Supervisor can supersede OGA Safe Operational Guidelines.

Operational Tasking will be provided via the ICS-204 CG Assignment List. See Tab D to this Section for examples of ICS-204 CG for the various ATON and Channel Assessment Teams. The ICS-204 CG will include detailed information on tasking for the operational period; communication requirements; reporting requirements; special instructions; and any other materials necessary for the safe execution of the daily mission.

Communication: The Waterways Group Supervisor is responsible for accurate and timely reporting of the status of the ATON and Waterways both internally within the USCG and externally to port stakeholders.

• Internal Reporting: The primary means of reporting the status of ATON and Waterways is with the Common Assessment and Reporting Tool (CART). The MTS Branch Staff Element is responsible for entering and maintaining this information in CART. The Waterways Group Supervisor is responsible for providing timely, accurate status reports to the MTS Branch Staff Element as soon as received. CART is assumed to be a real-time representation of the status of MTS Recovery operations. In addition, there may be internal reporting requirements not relevant to the Incident Management Team and CART but import to the ATON Program management. This includes ATON-specific message traffic via CG-OIX or the Integrated Aids to Navigation Information System (I-ATONIS).

• External Reporting: The Waterways Group Supervisor will be responsible for the development of Marine Safety Information Bulletins and/or Broadcast Notice to Mariners regarding the status of the waterways and ATON in the affected areas. The Waterways Group Supervisor will coordinate with the MTS System Branch Director to DRAFT and release the MSIBs and BNTMs via HOMEPORT or other approved means. Copies of DRAFT Template MSIBs and BNTMs are located in the Sector Jacksonville Heavy Weather Plan and housed on the unit’s Public Folders within the Prevention Department.

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Stakeholder Outreach: The Waterways Group Supervisor may be required to coordinate with OGAs and port stakeholders to accomplish the ATON and Channel Assessment missions. The table below provides information on some of the agencies involved and potential support or resources available. .

Agency Support and Resources USN - Mayport Operations - SUBGRU10

Ability to coordinate use of C-Tractor Tugs to assist in either moving ATON out of a key waterway; acting as a Vessel of Opportunity to assess and correct floating ATON; or provide basic sounding information when other sources are unavailable.

USACE Responsible for federal channel maintenance and safety. Can provide rapid response to affected areas to conduct channel assessment and deliver detailed reports. Will act as a Vessel of Opportunity for USCG personnel to facilitate rapid reporting of waterway status. Coordination of this asset will be through D7.

NOAA Can provide SME support and smallboat assets to assist with assessment of key waterways in all three Deepwater Ports. Coordination of this external asset will be through D7.

Jacksonville and Canaveral Bar Pilots Can act as a vessel of opportunity for USCG personnel to conduct ATON Assessments or provide basic sounding information when other sources are unavailable.

Towing Vessel Companies Act as a vessel of opportunity for USCG personnel to conduct ATON Assessments or provide basic sounding information when other sources are unavailable.

Priorities: Priorities have been developed for ATON and Waterways in the Sector Jacksonville AOR. See Tabs A and C for Prioritized Lists of ATON and Channels/Waterways. It is likely that additional or lower priority ATON and waterways may be assessed either during return from Safe Haven or as part of an initial assessment operation. Teams should include this information as available to the Waterways Group Supervisor but it is imperative that the Supervisor ensures the teams are appropriately targeting the Priority ATON and Waterways during the initial Operational Periods for the purpose of opening the port to vessel traffic.

Required Training: The Waterways Group Supervisor should have the following training:

- ICS 100; ICS-200, ICS-700, ICS-800 (On-Line Courses) - ICS-300 Intermediate ICS - ICS-339 Division/Group Supervisor

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Safety: Safety of the personnel performing the ATON and Channel Assessment activities is paramount. The Waterways Group Supervisor will ensure that the ATON Task Force members and Channel Assessment Teams, including OGA assets, are: working within safe operational guidelines established for personnel and assets; performing daily safety briefings; provided sufficient safety gear and materials for the missions; and, working with the Safety Officer to identify any safety gaps or issues that require immediate response or reporting.

Operational Risk Assessments will be performed prior to every ATON mission. Some basic operational guidelines include:

• Wx conditions for transport of personnel and equipment via roads • Wind conditions for safe climbing • Sea State for buoy assessment / jumping • Sea State for corrective actions for buoy tenders

Range Assessment Safety will follow the applicable risk assessment, training, qualification, and procedures as per normal program guidance. Nothing in this SOP will relieve the Team Leader from the responsibility of ensuring all safety factors are addressed prior to conducting any climbing operation on range towers. The USCG Sector Command Center will be notified when climbing operations are initiated and completed. All Climbing Teams will include qualified personnel and qualified support personnel. Floating ATON Assessment will be conducted waterside via ANT Team TANB or other vessels of opportunity. Operational risk assessment and standard safety procedures for position assessment or jumping floating ATON for full or temporary corrections will be strictly adhered to. Documentation: The Waterways Group Supervisor will maintain an ICS-214 to document all critical discussions, communications, or incidents that occur within the Waterways Group. Paper records will be retained and delivered to the DOCL in accordance with any process/procedure developed for the incident. Electronic records, including e-mail, documents, message traffic, or any other electronic transmissions will be maintained in a central folder for the incident.

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WATERWAYS GROUP SUPERVISOR (WGS) CHECKLIST

PRE-IMPACT Task Supervisor Activity Description Complete

WGS-1 Meet with MTS Branch Director

Identify current status. Get Copy of ICS-201 if available. Determine objectives for the first pre-impact operational period.

WGS-2

Meet with ATON Task Force and Channel Assessment Team Leaders

Discuss objectives. Focus on pre-impact preparations including staging-deployment areas, communication process and procedures, safety considerations, gear testing and preparation.

WGS-3 Review Resources for ATON and Channel Teams

Identify any gaps based on availability of personnel or equipment. Submit ICS 213RR to Logistics.

WGS-4 Participate in Tactics Meeting

Review operational requirements for ATON and Channel Assessment with MTS Branch Director and Ops Section Chief.

WGS-5 Conduct Outreach with OGA and local LEAs.

CCGD7 will be making determination of assignment of post-impact resources for Channel Assessments for USACE and NOAA. Conduct outreach with USN, local Pilots, and local LEA maritime assets who may support either mission.

WGS-6 Final Pre-Impact Mtg

Conduct final meeting with ATON Task Force Leader and Channel Assessment Team Leaders. Review safety, comms, and post-impact reconstitution/sortie procedures.

POST-IMPACT Task Supervisor Activity Description Complete

WGS-7 Meet with MTS Branch Director

Review 1st Operational Period ICS-204 and identify any safe operating restrictions. Communicate to the ATON and Channel Team Leaders

WGS-8 Maintain Comms Ensure comms schedule is adhered to. Monitor for accountability of teams in the field.

WGS-9 Review Results

Review ATON and Channel Results. Make informed recommendations to MTS Branch Director for port opening, restrictions, and start prioritizing repair efforts

WGS-10 Document Results Ensure results are provided to MTS Staff Element to document in CART

WGS-11 DRAFT MSIBs DRAFT MSIB for port stakeholders. Post on HOMEPORT

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ATON TASK FORCE The ATON Task Force is responsible for the assessment and correction of 126 Vital and Stakeholder Essential ATON in the 3 Deepwater Ports of Fernandina, Jacksonville, and Canaveral. These ATON have been identified by the USCG and stakeholders as the minimum ATON necessary for Incident/Unified Command consideration to safely open the ports to vessel traffic. See Tab A for a port-by-port breakdown of the Stakeholder Essential and USCG Vital Aids to Navigation.

The Task Force is organized into Climbing Teams (Range Assessment and Repair) and Jumper Teams (Floating ATON Assessment and Correction). A detailed description of the Teams is included in the Table below with additional operational guidance and communication details noted in the ICS-204 CG in Tab D.

Team Port Area ATON Type Total Number

ANT Jax Climber Team 1 Port of Fernandina Fixed Ranges and Floating ATON

8

ANT Jax Climber Team 2 Kings Bay and Cumberland Sound* Fixed Ranges 23 ANT Jax Climber Team 3 Port of Jacksonville Fixed Ranges 34 ANT Jax Jumper Team 1 St. Marys Entrance Channel* Floating ATON 20 MARIA BRAY Jumper Team 2 Port of Jacksonville Floating ATON 22 ANT Ponce Climber Team 1 Port Canaveral Fixed Ranges 6 ANT Ponce Positioning Team 1 Port Canaveral Floating ATON 12

* Contains US Navy Critical ATON

Task Force Leader: The Sector Jacksonville ATON Officer will act as Task Force Leaders for the Jumper and Climber teams and coordinate their efforts thru the Jax and Ponce ANT Team Officers in Charge. The Task Force leaders will:

• Ensure appropriate safety procedures are briefed and documented prior to each operational period • Keep the Waterways Group Supervisor informed of progress and ATON Status • Identify and report critical asset support or material needs • Identify and report safety restrictions such as wx or sea-state that prevent the operational

assignments from being completed. • Make recommendations to the Waterways Group Supervisor for the next operational period

activities; vessel movement restrictions based on ATON Status. • Monitor and adjust workload of the different teams based on safety or other operational

restrictions Critical Information Reporting: The following will require immediate reporting to the Waterway Group Supervisor:

• Injury to personnel or other safety issue threatening personnel or public safety • Any ATON restricting the Waterways or vessel movement • Any Stakeholder Essential Aids to Navigation that will not be corrected immediately or will

require long-term repair (exceeding 30 days) • Any conflicts with OGA or port stakeholders while performing the mission • Any violations of COTP directives regarding vessel movements or port status

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Communication: The ATON Task Force assets will communicate with the IC/UC via the Communication guidelines noted on the ICS-204 CG. Reporting schedules and Battle Rhythm requirements will change from incident to incident and be provided as required.

Primary means of communication will likely be via cellular phone to the ATON Group Supervisor. Direct telephone numbers will be provided on the ICS-204 CG. Secondary means of communication will be via the Sector Command Center using Ch. 21, 21A, or 81A as appropriate. These frequencies will be coordinated with the Sector Command Center.

Tertiary means of communication may include SMS Text if available or coordinated meeting between team members and ATON Group Supervisors.

Status Determinations: For reporting purpose on the Critical and Stakeholder Essential ATON only, the ATON Task Force will report the status of ATON to the MTS Staff Element in the following terms:

ATON Status (Used in CART)

Operational Status CG Actions Required

Requires Assessment RA

Default Status in CART Assess status of all Critical ATON entered into Event.

Fully Available FA

Watching Properly No CG Corrective Actions Required

Partially Available PA

DO NOT USE FOR ATON N/A

Not Available NA

Not Watching Properly Requires CG Activity to correct. (Include additional specific details such as asset/materials that may be required, estimated date of repair, or any operational restrictions preventing immediate on-site repair including wx considerations or offshore sea conditions)

All other ATON Assessment, Correction, and Status Reporting for lower priority ATON will follow normal ATON reporting requirements and will not be included in CART or coordinated via the Incident/Unified Command. The ATON Group Supervisor will coordinate the transition from assessment and reporting of the Critical ATON to normal management processes and procedures.

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ATON TASK FORCE LEADER (TFL) CHECKLIST

(Pre-impact/ Post-Impact)

PRE-IMPACT Task Leader Activity Description Complete

ATON TFL-1

Receive Initial Guidance from MTS Branch Director

The ATON Task Force Leader receives initial tasking from the Waterway Group Supervisor. Tasking includes ICS-201 Incident Brief / Meeting Schedule / Objectives for Operational Period / Reporting Guidance-Requirements.

ATON TFL-2

Meet with Climb / Jump / and Buoy Tender Teams

Deliver incident objectives. Review pre-planned ICS-204A for Assessment. Evaluate climbing/positioning equipment capabilities and needs.

ATON TFL-3

Review Reporting Procedures

Meet with MTS Staff Element to review reporting procedures for ATON Status Reporting.

ATON TFL-4 Comms Test Test Communications with all deployable teams.

ATON TFL-5

Review Staging Procedures

Review Staging Locations for all teams during storm impact. Review post-storm contact procedures and process.

POST-IMPACT Task Leader Activity Description Complete

ATON TFL-6

Review WX for Safe Operating Conditions

Ensure Teams are provided sufficient weather information to support determination of safe operating environment. Document.

ATON TFL-7

Dispatch Teams when IC/UC determines safe conditions exist for deployment.

Notify Team Leaders time for deployment. Establish Comms Schedule for deployed teams and verify Comms Plan (e.g., radio, cell).

ATON TFL-8 Track Team Progress Document check-in and start-stop operations as

reported by Team Leaders.

ATON TFL-9 Receive Reports Document status of ATON. Deliver status reports to

MTS Staff Element to include in CART.

ATON TFL-10 Evaluate Results

Develop recommended traffic patterns/restrictions/ opening with MTS Branch Chief and present to IC/UC for consideration.

ATON TFL-11

DRAFT BNTM or MSIBs

As required. DRAFT appropriate BNTM or MSIB to notify stakeholders

ATON TFL-12 Resource Requests Determine any additional resources for either

assessment or repair of ATON. Provide to IDS.

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CHANNEL ASSESSMENT TEAMS The Channel Assessment Teams are responsible for the assessment of key waterways in the three deepwater ports and accurate reporting of any issues that may restrict normal deep draft traffic. The channel assessments will be accomplished by the use of technically accurate OGA support via USACE and NOAA or with alternative support via USCG, Bar Pilots, or local LEA maritime assets using alternative means such as echo-depth sounding or side-scan assets. The Channel Assessment Teams are designed to provide an immediate reporting capability to the Incident/Unified Command for rapid assessment and decision-making. The USACE and NOAA Survey Program policies do not allow their teams the flexibility of providing immediate interpretation of results due to the highly detailed electronic assessments being conducted and legal implications involved with the data interpretation. However, USCG personnel participating in the assessment onboard the OGA assets can report anomalies immediately without compromising the legal or technical restrictions of the supporting agencies. When USACE and NOAA Teams operate without USCG support, anticipate any reports to be a lagging indicator and require at least eight to 12 hours after assessment to be provided to the Incident/Unified Command.

A list of the prioritized waterways in the three deepwater ports is provided in Tab B to this SOP. This list includes the charted navigable waterway name along with the USACE channel designation. This is provided to ensure the IC/UC and OGAs are assessing and evaluating the same waterways for accuracy.

The USACE and NOAA assets are provided to support incident management in the SEC JAX impacted areas by the CG Seventh District. It is anticipated that USACE will participate in the assessment of the Fernandina/Kings Bay and Jacksonville assessments based on existing agreements between the USACE and USN but this is not guaranteed. NOAA assets may be assigned based on other District needs or availability of assets. This information will be provided to the Incident/Unified Command. Channel Assessment Teams will be deployed / assigned via the ICS-204 CG as appropriate.

The Channel Assessment Teams are divided into geographical areas by deepwater ports. Below is a Table of the Assessment Teams and basic prioritized list of areas for assessment. Additional details are noted in the SEC JAX Heavy Weather Plan.

Team and Deepwater Port

Description Objective

Team 1 Fernandina / St. Marys 1 CG Rep + Vessel Team

St. Marys Entrance Channel to USN Kings Bay and Nassau Terminal

Assess and reopen ocean access to Kings Bay Naval Sub Base and Fernandina commercial wharfs/piers/docks.

Team 2 Jacksonville 1 CG Rep + Vessel Team

St. Johns River Entrance Channel to Blount Island

Assess and reopen ocean access to Naval Station Mayport, USMC Blount Island, and Oil Terminals/Dry Cargo docks.

Team 3 Port Canaveral 1 CG Rep + Vessel Team

Canaveral Inlet to Middle Basin and West Basin / Cruise Ship Basin

Assess and reopen ocean access to the Naval Ordinance Test Unit, tank ship piers, and HCPV docks/dry cargo docks.

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Assignment: Channel Assessment Team guidance on the ICS-204 CG will include information on:

• The vessel of opportunity/asset assigned • The meeting location for boarding the vessel • Prioritized list of waterways for the operational period • Communication • Additional Safety Information specific to the agency or vessel of opportunity

Safety: The Channel Assessment Teams will be operating in a post-storm environment and exposed to some of the highest risk factors of the MTS Recovery Branch. These risk factors include extended work hours on a smallboat; extreme sea-state conditions; extreme wx conditions; remote operating environment; and working on unfamiliar vessels of opportunity. The Channel Assessment Teams and Waterways Group Supervisor will work together with the Safety Officer to ensure appropriate risk-reduction measures are in place and monitored for required changes or updates daily.

Critical Information Reporting: The following will require immediate reporting to the Waterway Group Supervisor:

• Injury to personnel or other safety issue threatening personnel or public safety • Any restrictions noted in the Waterways including potential type of restriction, depth restrictions,

obstructions, or other anomalies. • Any conflicts with OGA or port stakeholders while performing the mission • Any violations of COTP directives regarding vessel movements or port status

Communication: The Channel Assessment Teams will communicate with the IC/UC via the Communication guidelines noted on the ICS-204 CG. Reporting schedules and Battle Rhythm requirements will change from incident to incident and be provided as required. While underway the Sector Command Center will monitor progress via scheduled updates.

Primary means of communication will likely be via radio to the Sector Command Center using Ch. 21, 21A, or 81A as appropriate. Secondary means of communication may be cellular phone to the ATON Group Supervisor. Direct telephone numbers will be provided on the ICS-204 CG.

Tertiary means of communication may include SMS Text, if available, or coordinated meeting between team members and ATON Group Supervisors.

Results: USACE will not provide immediate results of waterway segment assessments. Data will have to be downloaded and reviewed before a formal determination will be provided. USCG personnel onboard the vessels of opportunity are authorized to provide reports of noted potential anomalies, obstructions, or other restrictions directly to the Sector Command Center. Immediate reports should include:

• USCG-USACE Waterway Segment Name • Location (Latitude/Longitude) • Type of Restriction • Depth note

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St. Marys / Fernandina USACE Channel Designation

01 St. Marys Entrance Channel Kings Bay (Entrance Channel)

02 St. Marys Range A Kings Bay (Entrance Channel)

03 St. Marys Range A1 Kings Bay (Inner Channel)

03A St. Marys Range A2 Kings Bay (Inner Channel)

04 St. Marys Range B Kings Bay (Inner Channel)

05 St. Marys Range C Kings Bay (Inner Channel)

06 St. Marys Range D Kings Bay (Inner Channel)

07 St. Marys Range E Kings Bay (Inner Channel)

08 St Marys Quarantine Reach Kings Bay (Inner Channel)

09 St Marys Old Town Reach Kings Bay (Inner Channel)

10 St Marys Seaboard Reach Kings Bay (Inner Channel)

Port of Jacksonville USACE Channel Designation

01 St Johns Bar Cut Range East Section Cut 3

02 St Johns Mayport Entrance Channel Mayport Entrance Channel

03 St Johns Bar Cut Range West Section Cut 3

04 St Johns Pilot Town Cut Cut 6

05 St Johns Mayport Cut Cut 7

06 St Johns Sherman Cut Cut 8

07 St Johns Mile Point Lower Range and Turn Cut 9, 10, 11, 12, 13

08 St Johns Training Wall Reach Cut 14, 15, 16

09 St Johns Short Cut Turn Cut 17, 18, 19

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Port of Jacksonville USACE Channel Designation

11 St Johns Bluff Reach Cut 40

11A St Johns Blount Island East Channel Cut A, B, C, D

12 St Johns Dames Point Fulton Cutoff Range Cut 42

13 St Johns Blount Island West Channel Cut G, F

14 St Johns Dames Point Turn Cut 43

15 St Johns Quarantine Upper Range Cut 44

16 St Johns Brills Cut Range Cut 45, 46

17 St Johns Broward Point Turn Cut 47, 48, 49

18 St Johns Drummond Creek Range Cut 50

19 St Johns Trout River Cut Range Cut 51

20 St Johns Chaseville Turn Cut 52, 53, 54

21 St Johns Long Branch Range Cut 55

22 St Johns Terminal Channel Terminal Channel

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Port Canaveral USACE Channel Designation

01 Port Canaveral Outer Reach Cut 1A 02 Port Canaveral Middle Reach Cut 1B 03 Port Canaveral Inner Reach Cut 1 04 Port Canaveral Middle Basin Middle Turning Basin 05 Port Canaveral West Access Channel (East Portion) Cut 2 05A Port Canaveral West Access Channel (West Portion) West Access Channel 06 Port Canaveral West Basin West Turning Basin DoD Port Canaveral East Basin Trident Turning Basin

Port Canaveral Assessment Teams will likely need to coordinate with vessels of opportunity to complete assessments. Coordination of these assets may be via the Port Coordination Team for East Central Florida or via the Canaveral Port Authority Interagency Maritime Operations Center. Sector Jacksonville will coordinate the use of CG Station Canaveral waterborne assets, however, it is highly probable that the assets are staged in an offsite location and will be in transit when the channel assessment teams are in place to initiate channel assessments.

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INFRASTRUCTURE DIVISION MISSION STATEMENT

With safety of personnel in mind, supervise the prioritized pre-impact and post-impact assessment of the critical infrastructure in all three Deepwater Ports and identify any effects that impacted infrastructure may have on the Marine Transportation System. The critical infrastructure includes all Petroleum Facilities, Bulk Oil Terminals; Passenger Terminals; Container Terminals; Bulk Terminals, Non-Container Terminals; Shipyards; Passenger Terminals; Road and Rail Bridges crossing key waterways; Locks, and Ferry Terminals. The Infrastructure Division will leverage all USCG, other government agency (OGA), and port stakeholder personnel and assets to accomplish the mission. Provide the Incident Command/Unified Command with risk-based status updates, provide recommendations on the safe resumption of cargo operations, and support the re-start of vessel traffic in the ports.



Assessment Teams North

Assessment Teams South

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INFRASTRUCTURE DIVISION SUPERVISOR The Infrastructure Division Supervisor reports directly to the MTS System Branch Director and is responsible for the overall operational management of the Infrastructure Assessment Teams. This includes:

• Development of ICS-204s for the Infrastructure Assessment Teams (Pre-Impact) • Development of ICS-204s for the Infrastructure Assessment Teams (Post-Impact) • Support development of Port Opening Recommendations to IC/UC • Support development of Marine Safety Information Bulletins • Development of Resource Requests (ICS_213RR) for Post Impact Assessment Follow-Up if

necessary • Providing progress reports to the MTS Staff for accurate reporting of the status of the MTS and MTS

Recovery efforts. • Coordination with OGAs where required to facilitate Infrastructure correction or FL DOT, Port

Authorities, etc. Battle Rhythm: The Infrastructure Division Supervisor will participate in several Incident Action Plan development meetings throughout the course of the day. In alignment with the “Planning P” meeting schedule, the following Table provides guidance on Waterway-Specific information necessary to develop activities and identify resources for the next operational period:

Meeting Information Required Preparing for Tactics Meeting Provide initial assessment goals, results, or recommended courses

of action (COA). These may include: • Critical Issues involving priority facilities or operations • Stakeholder concerns and means of input • Critical economic / energy impacts or considerations • Assessment Team readiness

Tactics Meeting SME for Infrastructure Assessments. Monitor discussion and ensure accuracy of recommendations including status of terminals, vessels requiring Remain In Port authorization; violations or issues requiring pre-post impact follow-up, prioritization of vessels based on terminal status.


Finalize plan for Infrastructure-specific operations during the next operational period.

Operations Briefing Entire MTS Recovery Branch Staff should attend if possible. Provide any clarification to field Divs/Groups/ Branches regarding planned Infrastructure Assessment operations.

Monitor Ongoing Operations Receive, monitor, and assess field-generated information to measure progress toward operational goals and overall incident objectives. Report status immediately when received to MTS Staff for inclusion in the Common Assessment and Reporting Tool (CART).

Supervision: The Infrastructure Division Supervisor is the single point of contact for Infrastructure Teams and assets. The Infrastructure Assessment Teams may include additional assets assigned from outside of the AOR via the D7 Area Command. The Infrastructure Division Supervisor will also be responsible for the prioritized tasking of these external assets and will act as the single point of contact for reporting. Support for these assets, including fuel, lodging, and any other supporting needs will be coordinated through the Logistics Section.

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Infrastructure Assessment Teams will likely involve communication and interaction with numerous terminal managers in support of the mission. Tab X to this section includes a list of prioritized terminals and infrastructure for each team, point of contact, and additional information that may be critical to pre-post impact assessment operations. .

Operational Tasking will be provided via the ICS-204 CG Assignment List. See Tab D to this Section for an example of an ICS-204 CG for the various Infrastructure Assessment Teams. The ICS-204 CG will include detailed information on tasking for the operational period; communication requirements; reporting requirements; special instructions; and any other materials necessary for the safe execution of the daily mission.

Communication: The Infrastructure Division Supervisor is responsible for accurate and timely reporting of the status of the critical infrastructure both internally within the USCG and externally to port stakeholders.

• Internal Reporting: The primary means of reporting the status of Critical Infrastructure is with the Common Assessment and Reporting Tool (CART). The MTS Branch Staff Element is responsible for entering and maintaining this information in CART. The Infrastructure Division Supervisor is responsible for providing timely, accurate status reports to the MTS Branch Staff Element as soon as received. CART is assumed to be a real-time representation of the status of MTS Recovery operations. In addition, there may be internal reporting requirements not relevant to the Incident Management Team and CART but are important to the Sector Jax Facilities Program management. This includes any requirement for data entry into MISLE.

• External Reporting: The Infrastructure Division Supervisor will be responsible for the development of Marine Safety Information Bulletins and/or Captain of the Port Orders regarding any restrictions for operations within the affected port areas. The Infrastructure Division Supervisor will coordinate with the MTS System Branch Director to DRAFT and release the MSIBs or Captain of the Port Orders via HOMEPORT or other approved means. All copies of external communications will be maintained and housed on the unit’s Public Folders within the Prevention Department.

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Stakeholder Outreach: The Infrastructure Division Supervisor may be required to coordinate with OGAs and port stakeholders to accomplish the Pre and Post Impact Assessment missions. The table below provides information on some of the agencies involved and potential support or resources available.

Agency Support and Resources Port Authorities

- Jacksonville - Fernandina - Canaveral

Ability to coordinate use of C-Tractor Tugs to assist in either moving ATON out of a key waterway; acting as a Vessel of Opportunity to assess and correct floating ATON; or provide basic sounding information when other sources are unavailable.

FL State Department of Transportation

- Bridges - Highways

Responsible for federal channel maintenance and safety. Can provide rapid response to affected areas to conduct channel assessment and deliver detailed reports. Will act as a Vessel of Opportunity for USCG personnel to facilitate rapid reporting of waterway status. Coordination of this asset will be thru D7.

County Emergency Operations Centers

- Police - Fire

If necessary, can provide SME support and infrastructure safety information or recommendations in addition or in lieu of the assessment teams.

Jacksonville and Canaveral Bar Pilots Can act as a vessel of opportunity for USCG personnel to conduct waterside Infrastructure Assessments if required.

Towing Vessel Companies Act as a vessel of opportunity for USCG personnel to conduct Infrastructure Assessments or provide basic sounding information at terminals when other sources are unavailable.

Priorities: Priorities have been developed for Infrastructure Assessment Ops in the Sector Jacksonville AOR. See Tabs A-C for Prioritized Lists. While conducting this assessment mission it is likely that assessment teams will identify damage or other issues regarding lower priority infrastructure such as marinas or other non-commercial recreational boating service areas. Assessment teams should note these discrepancies but remain on task to complete the priority assessments.

Required Training: The Waterways Group Supervisor should have the following training:


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Safety: Safety of the personnel performing the Infrastructure Assessment mission is paramount. The Infrastructure Division Supervisor will ensure that the Infrastructure Assessment Team members are working within safe operational guidelines established for personnel and assets, perform daily safety briefings, are provided sufficient safety gear and materials for the missions, and work with the Safety Officer to identify any safety gaps or issues that require immediate response or reporting.

Operational Risk Assessments will be performed prior to every Infrastructure Assessment mission. Some basic operational guidelines include:

• Wx conditions for transport of personnel and equipment via roads • Road Conditions • Coordination with any Public Safety warnings

Infrastructure Assessment Teams will follow basic facility/terminal safety procedures. Nothing in this SOP will relieve the Team Leader from the responsibility of ensuring all safety factors are addressed prior to accessing any facility or terminal. The USCG Sector Command Center or Infrastructure Division Supervisor will be notified when assessment operations are initiated and completed at each terminal or facility Documentation: The Infrastructure Division Supervisor will maintain an ICS-214 to document all critical discussions, communications, or incidents that occur within Infrastructure Division. Paper records will be retained and delivered to the DOCL in accordance with any process/procedure developed for the incident. Electronic records, including e-mail, documents, message traffic, or any other electronic transmissions will be maintained in a central folder for the incident.

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INFRASTRUCTURE DIVISION SUPERVISOR (IDS) CHECKLIST PRE-IMPACT

Task Division Member Activity Description Complete

IDS-1 Meet with MTS Branch Director


IDS-2 Meet with Infrastructure Teams and/or Leaders

Discuss objectives. Focus on pre-impact preparations including staging-deployment areas, communication process and procedures, safety considerations, gear testing and preparation.

IDS-3 Review Resources for Assessment Teams

Identify any gaps based on availability of personnel or equipment. Submit ICS 213RR to Logistics.

IDS-4 Participate in Tactics Meeting

Review operational requirements for Infrastructure Assessment Teams t with MTS Branch Director and Ops Section Chief.

IDS-5

Coordinate Development of Infrastructure Common Operating Picture with MTS Branch Staff

Utilize Infrastructure Tracking Tool or other means to document progress of teams conducting assessment operations.

IDS-6 Final Pre-Impact Mtg

Review status of all terminals prior to impact and compare against CART Report. Identify Terminals of highest risk, including terminals with Remain in Port Vessels, and provide final briefing to Infrastructure Assessment Teams

POST-IMPACT Task Division Member Activity Description Complete

IDS-7 Meet with MTS Branch Director

Review 1st Operational Period ICS-204 and identify any safe operating restrictions. Communicate to the Infrastructure Assessment Team Leaders

IDS-8 Maintain Comms Ensure comms schedule is adhered to. Monitor for accountability of teams in the field.

IDS-9 Review Results

Review Infrastructure Assessment results. Make informed recommendations to MTS Branch Director for port opening, restrictions, and start prioritizing repair efforts if required.

IDS-10 Document Results Ensure results are provided to MTS Staff Element to document in CART

IDS-11 Coordinate Messages Work w/all MTS Branch on MSIBs, BNTMs, etc.

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INFRASTRUCTURE ASSESSMENT TEAMS The Infrastructure Assessment Teams are responsible for the assessment of the key infrastructure in the three deepwater ports and accurate reporting of any issues that may restrict the safe and efficient movement of cargo. This infrastructure includes:

• Bulk Oil Terminals Petroleum Facilities • Cargo Terminals Ro-Ro Facilities • Non-Container Terminals Bulk Terminals • Passenger Terminals Chemical Facilities • Ferry Terminals Key Bridges (Road) • Key Bridges (Rail)

The Infrastructure assessments will be accomplished by the deployment of trained and qualified facilities inspection personnel with pre-identified and prioritized lists. The Infrastructure Assessment Teams are designed to provide an immediate reporting capability to the Incident/Unified Command for rapid assessment and decision-making. A list of the prioritized infrastructure in the three deepwater ports is provided in Tab C to this SOP. This list includes the facility/terminal/bridge name along with the appropriate point of contact.

The Infrastructure Assessment Teams are divided into geographical areas by deepwater ports. Below is a Table of the Assessment Teams and basic prioritized list of areas for assessment. Additional details are noted in the SEC JAX Heavy Weather Plan.

Team and Deepwater Port

Description Objective

Team 1 Jacksonville Blount Island and Fernandina Terminal Areas 2-CG Reps

Blount Island Terminal Facilities including JEA Northside, JAXPORT, and Coal Terminal. Fernandina facilities include Kinder Morgan, Rayonier.

Assess the Pre and Post Impact Status of the assigned Terminals/Infrastructure and report to the Infrastructure Division Supervisor.

Team 2 Jacksonville Heckscher Dr. and Talleyrand Terminal Areas 2 CG Reps

Bulk Oil and Passenger Terminals along Heckscher Dr. to Talleyrand Terminal then to North Florida Shipyard and Commodore’s Pt.

Assess energy corridor terminals along Heckscher Dr. noting operational capability and critical needs. Continue to container and Ro-Ro Infrastructure along Talleyrand.

Team 3 Port Canaveral Terminal Areas 2 CG Reps

Canaveral Inlet to Middle Basin and West Basin / Cruise Ship Basin

Assess the Pre and Post Impact Status of the assigned Terminals/Infrastructure and report to the Infrastructure Division Supervisor. Note any info received regarding HCPV issues and Passenger Terminal

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Assignment: Infrastructure Assessment Team guidance on the ICS-204 CG will include information on:

• List of Priority Terminals for the Operation Period • Vehicles Assigned • Communication Requirements • Safety Information • Additional Information as may be required

Training Required: The Infrastructure Assessment Teams should have the following basic training or qualifications:

• ICS 100; ICS-200, ICS-700, ICS-800 (On-Line Courses) • Basic CART Training (Provided by PSS-R) • Minimum of one qualified Facility Inspector per Assessment Team • Optional: One Port State / Pollution Investigator per Assessment Team

Safety: The Infrastructure Assessment Teams will be operating in a high-tempo, pre-impact environment and likely in very high-risk, post-impact conditions. These different risk factors may include: extended work hours; extreme wx conditions; major debris/road damages, remote operating environments; and working on potentially unsafe facilities or terminals. The Infrastructure Assessment Teams and Waterways Group Supervisor will work together with the Safety Officer to ensure appropriate risk-reduction measures are in place and monitored for required changes or updates daily.

Basic personal and vehicle safety equipment for all Infrastructure Teams will include:

Personal Safety

• Hard-hat • High-visibility reflective vests • Safety Glasses (including safety sun glasses) • Leather Gloves • 4-Gas Meter • Radiological Detection Equipment (if available or assigned) • Flashlight

Vehicle Safety Equipment will include:

• Road Maps • Hand-Held GPS (if available) • High Power Spotlights or Strobes • First Aid Equipment • Flat Tire Repair Equipment • Potable Water

Critical Information Reporting: The following will require immediate reporting to the Waterway Group Supervisor:

• Injury to personnel or other safety issue threatening personnel or public safety • Any restrictions noted in the Waterways including potential type of restriction, depth restrictions,

obstructions, or other anomalies. • Any conflicts with OGA or port stakeholders while performing the mission • Any violations of COTP directives regarding vessel movements or port status

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Communication: The Infrastructure Assessment Teams will communicate with the IC/UC via the Communication guidelines noted on the ICS-204 CG. Reporting schedules and Battle Rhythm requirements will change from incident to incident and be provided as required. While underway the Sector Command Center will monitor progress via scheduled updates.

Primary means of communication will likely be via cellular phone directly to the Infrastructure Division Supervisor. Direct numbers will be provided on the ICS-204-CG. Secondary means of communication will be via hand-held radios to the Sector Command Center using Ch. 21, 23A, or 81A as appropriate.

Tertiary means of communication may include SMS Text, if available, or coordinated meeting between team members and ATON Group Supervisors.

In a Pre-Impact Assessment environment, Team Leaders will report their status hourly to the Infrastructure Division Supervisor. In a Post-Impact environment, Team Leaders will report into the Incident Command post hourly at a minimum (or as determined by the Comms Plan) and when initiating/completing each assigned infrastructure assessment.

Results: Post Impact assessment results will be reported as noted above. The results report will include:

• Terminal Name • Status (Fully, Partially, or Not Available) • Reason for Status • MARSEC compliance • Critical Needs • Anticipated vessel arrival

• Critical • Cargoes Utility Status

Infrastructure Assessment Team Leaders will check in upon completion of their assigned missions and meet with Infrastructure Division Supervisor to review reports and make any final corrections. Results will be delivered to the MTS Staff immediately for incorporation into CART. Infrastructure Assessment results will be reviewed during Tactics Meetings to identify any need for follow-up visits by the Infrastructure Assessment Teams. Checklists will be scanned and entered into the Common folder created for the Heavy Weather Event.

Resources: The Infrastructure Division Supervisor will assess and request, via CG-213RR, any additional personnel or assets required to conduct the Pre- and Post-Impact assessments.

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VESSEL DIVISION MISSION STATEMENT

With safety of personnel in mind, manage all aspects of U.S. Flag and Foreign Vessel safety in the pre-impact and post-impact environment. Identify vessels that present a significant public and port safety risk associated with remaining in port during the storm and ensure appropriate risk reduction measures are taken via the Remain in Port process. Provide the Incident / Unified Command with risk-based recommendations for approval or denial of the Remain in Port request and act as the Subject Matter Expert in providing a recommendation to reduce vessel queues that may arise during port closures. Identify normal vessel safety inspections that can be delayed or cancelled in support of pre and post storm preparation and response. Coordinate with the Waterways Group and Infrastructure Divisions to develop risk-based and data-driven recommendations to the Incident/Unified Command for recovery of the Marine Transportation System and assist in communicating this message to key stakeholders.


Vessel Division Supervisor

Vessel North Division

Remain in Port Liaison

Vessel Targeting Team

Vessel Inspection Team

Vessel South Division

Remain in Port Liaison

Vessel Inspection Team

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VESSEL DIVISION SUPERVISOR The Vessel Division Supervisor reports directly to the MTS System Branch Director and is responsible for the overall operational management of the Vessel Targeting and Remain in Port Assessment Teams. This includes:

• Development of ICS-204s for the Targeting and Remain in Port Teams Pre-Impact • Development of ICS-204s for the Targeting and Remain in Port Teams Post-Impact • Support development of Port Opening Recommendations to IC/UC • Support development of Marine Safety Information Bulletins as applicable to vessels • Development of Resource Requests (ICS_213RR) for U.S. and Domestic Vessel inspection or

assessment requirements post-storm • Help maintain a Common Operating Picture of vessel locations and status for those that have

approved Remain in Port Requests • Supervise the daily targeting and when required prioritization of arrivals with the use of the

Vessel Arrival Scoring and Prioritization Tool (VASPT) • Leverage use of AWS and HOMEPORT to notify stakeholders of pre and post storm vessel

requirements

Battle Rhythm: The Vessel Division Supervisor will participate in several Incident Action Plan development meetings throughout the course of the day. In alignment with the “Planning P” meeting schedule, the following Table provides guidance on Waterway-Specific information necessary to develop activities and identify resources for the next operational period:

Meeting Information Required Preparing for Tactics Meeting Provide initial assessment results and potential/ recommended

courses of action (COA). These may include: • Scheduled arrivals for Operational Period • Vessels requesting authorization to R.I.P. • Workload Reduction Recommendations • Cargo and Passenger Priorities

Tactics Meeting SME for Vessel Targeting and Remaining in Port Activities. Monitor discussion and ensure accuracy of recommendations including approvals or denials of requests, vessel diversions to this port or to alternate port, number/ locations of RIP vessels, of ATON, and Channel Assessment status.


Finalize plan for Waterway-specific operations during the next operational period.


Monitor Ongoing Operations Receive, monitor, and assess field-generated information to measure progress toward operational goals and overall incident objectives. Report status immediately when received to MTS Staff for inclusion in CART.

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Supervision: The Vessel Division Supervisor (VDS) is the single point of contact for Vessel Targeting and the Remain in Port Liaison Teams. As vessel operations require direct interaction with several federal and state agencies as well as port stakeholder groups, the VDS should be fully cognizant of the vessel operations and stakeholders within the NE and East Central Florida AOR. These vessels will typically only require interaction with vessels >300GT, however, there may be circumstances where Small Passenger Vessels / Commercial Fishing Vessels / or other commercial operations require the support of qualified marine inspection personnel. The VDS will be the coordinator for these activities as well.

Key functions the VDS will manage include the Remain in Port Request process; Vessel Targeting and Prioritization process post-impact; and possible marine inspection support. As vessel status and prioritization is one of the top Critical Information Communication requirements, the VDS will be responsible to ensure that any vessel requests, status information, or prioritization efforts are immediately communicated to the MTS Branch Chief.

Operational Tasking will be provided via the ICS-204 CG Assignment List. See Tab D to this Section for examples of ICS-204 CG for the various Remain in Port and Vessel Targeting Teams. The ICS-204 CG will include detailed information on tasking for the operational period; communication requirements; reporting requirements; special instructions; and any other materials necessary for the safe execution of the daily mission.

Communication: The Vessel Division Supervisor is responsible for reporting the following information to the MTS.

• Internal Reporting: The primary means of reporting the status of vessels, vessel queues, prioritization efforts, and any other vessel-related issues is with the Common Assessment and Reporting Tool (CART). The MTS Branch Staff Element is responsible for entering and maintaining this information in CART. The Vessel Division Supervisor is responsible for providing timely, accurate status reports to the MTS Branch Staff Element as soon as received. CART is assumed to be a real-time representation of the status of MTS Recovery operations. In addition, there may be internal reporting requirements not relevant to the Incident Management Team and CART but import to the normal Prevention Dept vessel management process. This includes any MISLE Case Activity that would normally be required.

• External Reporting: The Vessel Division Supervisor will assist in the development of Marine Safety Information Bulletins and/or Broadcast Notice to Mariners regarding any operational restrictions that may affect operations of vessels greater than 300 Gross Tons. The Waterways Management Group will be the entity in charge of drafting the MSIBs, posting on HOMEPORT, and releasing AWS Alerts to stakeholders when required.

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Stakeholder Outreach: The Vessel Division Supervisor may be required to coordinate with OGAs and port stakeholders to accomplish the Vessel Targeting and Remain in Port missions. The table below provides information on some of the agencies involved and potential support or resources available.

Agency Support / Information Port Authorities Remain in Port Requests may require verification or ability

to deconflict information between vessel operators and the intended facilities in Jacksonville and Canaveral. In addition, post impact status of Port Authority properties may impact the prioritization efforts. Port Authority reps are able to rapidly assess their own infrastructure and participate in both Port Coordinating Team Teleconferences.

U.S. CBP Customs and Border Protection is a key partner and stakeholder involved in the arrival process for foreign and domestic vessels. CBP can provide rapid identification of critical cargoes, clarify issues preventing vessel entry, and participates in all Port Coordinating Teleconferences in Jacksonville and Canaveral.

Jacksonville and Canaveral Bar Pilot Associations

Can provide SME support for vessel arrival information to enhance the information already known for 96 Hour ANOA as well as providing SME support for vessel mooring locations if required by the Remain in Port Requests.

Vessel Agents Key stakeholder in vessel scheduling. Provides critical information on vessel arrivals and can increase the Vessel Division awareness on information including cargoes, labor scheduling, or other issues that may factor into the prioritization process.

Towing Vessel Companies Important resource for validating decision regarding Remain in Port Requests. Many vessels assume the use of a very limited supply of towing vessels in the ports so validating assumptions with towing vessel companies is essential. Can support decisions on vessel prioritization efforts.

Priorities: One of the key responsibilities for the VDS is the oversight of targeting and prioritizing vessels (if required) for port entry after prolonged closures. It is essential for the VDS to understand the process for targeting and prioritizing vessels and provide the avenue for the Port Coordinating Teams to review and provide input into the process.

Required Training: The Vessel Division Supervisor should have the following training:


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Documentation: The Vessel Division Supervisor will maintain an ICS-214 to document all critical discussions, communications, or incidents that occur within the Waterways Group. Paper records will be retained and delivered to the DOCL in accordance with any process/procedure developed for the incident.

Electronic records, including e-mail, documents, message traffic, or any other electronic transmissions will be maintained in a central folder for the incident.

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VESSEL DIVISION SUPERVISOR CHECKLIST PRE-IMPACT


VDS-1 Meet with MTS Branch Director


VDS-2 Meet with Remain in Port and Targeting Teams

Assign tasks as appropriate. Teams should collaborate on vessels to determine actual and potential requests to remain in port.

VDS-3 Review inspection schedule

Identify any non-priority marine inspection activities that may be required and terminate to provide additional personnel and vehicle resources

VDS-4 Participate in Tactics Meeting

Review operational requirements Remain in Port and Vessel Targeting Teams. Ensure they are appropriately staffed and ID any need to request additional resources.

VDS-5

Initiate Remain in Port outreach and Arrival Schedule efforts.

Leverage use of the Alert Warning System and HOMEPORT to notify stakeholders of pending port condition changes, requirement to submit Requests, and changes on arrival times/dates.

VDS-6 Report results to MTS Staff and MTS Branch Director

Ensure detailed list of Remain in Port Vessels; vessel schedule for re-entry, and any diversions are reported.

POST-IMPACT Task Unit Member Activity Description Complete

VDS-7 Meet with MTS Branch Director

Review 1st Operational Period ICS-204 and identify priorities for vessel prioritization and for post-impact outreach to Remain in Port vessels.

VDS-8 Maintain Comms Ensure adherence to the comms schedule. Monitor for accountability of teams in the field.

VDS-9 Review Results

Review results from assessments and next op period vessels requesting entry. Make informed recommendations to MTS Branch Director for port opening, restrictions, and start prioritizing vessels.

VDS-10 Document Results Ensure results are provided to MTS Staff Element to document in CART.

VDS-11 Participate in PCT Teleconferences

Participate as available in a listening status to hear concerns from stakeholders and validate any information regarding Arrivals or Remain in Port vessel status.

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REMAIN IN PORT LIAISON (RIPLO) The Remain in Port Liaison (RIPLO) position is responsible for the management of the Remain in Port Requests in a pre-impact environment as required by the Sector Jacksonville Heavy Weather Plan for NE and East Central Florida. This position requires the coordination of personnel in the Ports of Jacksonville and Canaveral and ability to rapidly review submitted requests, conduct a thorough risk assessment of the required information, and provide route a clear and unambiguous recommendation through the leadership to ensure vessel operators are provide sufficient time to make appropriate vessel safety movements.

Battle Rhythm: It is possible that activity required by the Remain in Port Liaison will start prior to moving into Port Condition Whiskey. The SECJAX Vessel Sortie Policy requires vessels to submit their Remain in Port Request along with the Annex H Checklist within 12 hours of setting this port condition. Requests may be made and received before the unit has established the MTS Branch. In that event, the Remain in Port Liaison collateral duty officer should coordinate any review and response thru the Domestic Vessels Branch Chief and then transition all information to the IMT and Vessel Division Supervisor of the MTS Recovery Branch.

Supervision: The RIPLO will manage all personnel assigned to the Vessel Division, specifically the Remain in Port element of the Vessel Division.

Staffing: The RIPLO will be supported by a Jacksonville assigned representative familiar with domestic and foreign vessel management and a Canaveral representative with the same skills/qualification.

Required Training: ICS-100/200; ICS-300 (Required). -MTSL3 (Optional) -ICS-339 (Optional)

Communication: The RIPLO will communicate both internally within the IMT and externally with port stakeholders to receive Remain in Port Requests; review and make appropriate recommendations to the IMT; and follow up with stakeholders. To accomplish this, the RIPLO will use the following communication options:

External Communications:

Stakeholder Communication Node Info Vessel Operators / Pilots / Towing Vessel Operators

E-Mail; Homeport Communicate requirements for remaining in port; communicate submittal process and approvals/denials.

MTS Recovery Branch Sup. CG Memo; PowerPoint Slide (provided by MTSR Branch Element)

List of vessels requesting to Remain in Port; Location; Vessel Characteristics, Risk Analysis, and Recommendation

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PRE-IMPACT Task Unit Member


RIPLO-1

Meet with Vessel Division Supervisor

Identify current status. Get Copy of ICS-201 if available. Determine objectives for the first pre-impact operational period. Get copy of Battle Rhythm for Meetings and Conference Calls with Industry.

RIPLO-2

Meet with RIPLO Team

Discuss objectives. Focus on receipt of Remain in Port Requests. Target those operations that have submitted Heavy Wx Plans prior to the Hurricane Season (Dredge Operators). Ensure Remain in Port Requests from Port Canaveral are included.

RIPLO-3

Initiate Remain In Port Request Tracker

Use Common Folder in P: Drive. Tracker should include receive date, dates routed for COTP Approval/Denial, and Date/Time COTP decision transmitted to operators.

RIPLO-4

Develop Graphics of Vessel Types, and Locations

Coordinate with MTS Staff Element. The use of a standard slide is recommended.

RIPLO -5 Prepare Remain in Port Status Sheet

This RIP Status Sheet will include vessel names, types, locations, and 24 hour POC. Post outside MTS Branch Office.

RIPLO -6

Review SITL Display to ensure accuracy of RIP Vessel Locations

This will require participation in the various Plan Development Meetings including Pre-Planning, Tactics, etc.

POST-IMPACT Task Unit Member


RIPLO -7

Contact Remain in Port 24 hour contacts

When determined safe, contact the 24- hour reps for all vessels authorized to Remain in Port and gauge their status to include safety of personnel, safe mooring status, damage, or any other information that may interrupt port opening. Update Vessel Status Sheet and report results to Vessel Division Supervisor. Determine need to recommend deployment of Marine Inspectors to assess vessel status.

RIPLO -8 Continue to monitor vessel status.

Identify and report any planned movements or requests to move the vessels that may be contrary to operational restrictions placed in the port.

RIPLO -9 Stand Down and Archive all Docs

When all RIP Vessels have been assessed and determined to be safe, prepare all paper and electronic documents for archiving.

RIPLO -10 Assist As Directed

Assist other Vessel Division operations as may be requested by the Vessel Division Supervisor or MTS Branch Chief.

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Tab A Priority ATON List and Anchorage Areas

Fernandina / St. Marys ATON 1-S Amelia River Lighted Buoy 1 LLNR 7050 1-S Amelia River Lighted Buoy 2 LLNR 7045 / 37925 1-S Amelia River Lighted Buoy 4 LLNR 7060 / 37940 1-S Amelia River Lighted Buoy 6 LLNR 7070 / 37950 1-S Amelia River Lighted Buoy 8 LLNR 7080 / 37960 1-S Cumberland Sound Lower Range A Range Front Light LLNR 6735 1-S Cumberland Sound Lower Range A Range Rear Light LLNR 6740 1-S Cumberland Sound Lower Range C Range Front Light LLNR 6880 1-S Cumberland Sound Lower Range C Range Rear Light LLNR 6885 1-S Cumberland Sound Range B Front Light LLNR 6780 1-S Cumberland Sound Range B Range Rear Light LLNR 6785 1-S Cumberland Sound Range D Front Light LLNR 6905 1-S Cumberland Sound Range D Rear Light LLNR 6910 1-S Cumberland Sound Range Front Light A-1 LLNR 6745 1-S Cumberland Sound Range Front Light A-2 LLNR 6760 1-S Cumberland Sound Range Rear Light A-1 LLNR 6750 1-S Cumberland Sound Range Rear Light A-2 LLNR 6765 1-S Cumberland Sound Upper Range A Front Light LLNR 6690 1-S Cumberland Sound Upper Range A Rear Light LLNR 6695 1-S Cumberland Sound Upper Range C Front Light LLNR 6850 1-S Cumberland Sound Upper Range C Rear Light LLNR 6855 1-S Kings Bay Lower Range E Front Light LLNR 6935 1-S Kings Bay Lower Range E Rear Light LLNR 6940 1-S Kings Bay Upper Range E Front Light LLNR 6945 1-S Kings Bay Upper Range E Rear Light LLNR 6950 1-S St Marys Entrance Range Front Light LLNR 6525 1-S St Marys Entrance Range Rear Light LLNR 6530 1-S St. Marys Entrance Lighted Buoy 1 LLNR 6515 1-S St. Marys Entrance Lighted Buoy 10 LLNR 6570 1-S St. Marys Entrance Lighted Buoy 11 LLNR 6575 1-S St. Marys Entrance Lighted Buoy 12 LLNR 6580 1-S St. Marys Entrance Lighted Buoy 13 LLNR 6585 1-S St. Marys Entrance Lighted Buoy 14 LLNR 6590 1-S St. Marys Entrance Lighted Buoy 15 LLNR 6595 1-S St. Marys Entrance Lighted Buoy 16 LLNR 6600 1-S St. Marys Entrance Lighted Buoy 17 LLNR 6605 1-S St. Marys Entrance Lighted Buoy 18 LLNR 6630 1-S St. Marys Entrance Lighted Buoy 19 LLNR 6635 1-S St. Marys Entrance Lighted Buoy 2 LLNR 6520 1-S St. Marys Entrance Lighted Buoy 20 LLNR 6650 1-S St. Marys Entrance Lighted Buoy 21 LLNR 6655 1-S St. Marys Entrance Lighted Buoy 3 LLNR 6535 1-S St. Marys Entrance Lighted Buoy 4 LLNR 6540 1-S St. Marys Entrance Lighted Buoy 6 LLNR 6650 1-S St. Marys Entrance Lighted Buoy 7 LLNR 6555

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Fernandina / St. Marys ATON 1-S St. Marys Entrance Lighted Buoy 8 LLNR 6560 1-S St. Marys Entrance Lighted Buoy 9 LLNR 6565 Amelia Island Light LLNR 565 Kings Bay Navigation Light LLNR 37730 St. Marys Daybeacon N LLNR 6680 St. Marys Daybeacon S LLNR 6685

1-S – Stakeholder Essential for Initial Assessment and Corrective Activity

Jacksonville ATON

1-S Drummond Creek Cut Lighted Buoy 59 LLNR 7500 1-S Drummond Creek Lighted Buoy 58 LLNR 7505 1-S Long Branch Lighted Buoy 71 LLNR 7590 1-S Long Branch Lighted Buoy 69 LLNR 7575 1-S Mile Point Lighted Buoy 22 LLNR 7270 1-S Mile Point Lighted Buoy 24 LLNR 7280 1-S Mile Point Lower Range Front Light LLNR 7260 1-S Mile Point Lower Range Rear Light LLNR 7265 1-S Mile Point Upper Range Front Light LLNR 7287 1-S Mile Point Upper Range Rear Light LLNR 7290 1-S Sherman Cut Lighted Buoy 18 LLNR 7250 1-S Sherman Cut Lighted Buoy 20 LLNR 7255 1-S Sherman Cut Range Front Light LLNR 7235 1-S Sherman Cut Range Rear Light LLNR 7240 1-S St Johns Bar Cut Range Front Light LLNR 7115 1-S St Johns Bar Cut Range Rear Light LLNR 7120 1-S St Johns River Entrance Lighted Buoy 3 LLNR 7125 1-S St Johns River Entrance Lighted Buoy 4 LLNR 7130 1-S St Johns River Lighted Bell Buoy 6 LLNR 7140 1-S St Johns River Lighted Buoy 5 LLNR 7135 1-S Trout River Cut Lighted Buoy 63 LLNR 7540 1-S Trout River Cut Lighted Buoy 64 LLNR 7545 1-S Trout River Cut Lighted Buoy 66 LLNR 7560 1-S Trout River Cut Lighted Buoy 67 LLNR 7565 1-S Trout River Cut Lighted Buoy 68 LLNR 7570 1-S Trout River Range Front Light LLNR 7530 1-S Trout River Range Rear Light LLNR 7535 Blount Island Channel Range Front Light LLNR 7400 Blount Island Channel Range Rear Light LLNR 7405 Brills Cut Range Front Light LLNR 7475 Brills Cut Range Rear Light LLNR 7480 Dames Point Cutoff Range Front Light LLNR 7375 Dames Point Cutoff Range Rear Light LLNR 7380 Drummond Creek Lighted Buoy 61 LLNR 7525 Drummond Creek Range Front Light LLNR 7515 Drummond Creek Range Rear Light LLNR 7520 Dunn Creek Lighted Buoy 55 LLNR 7490

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Jacksonville ATON

Dunn Creek Lighted Buoy 57 LLNR 7495 Fulton Cutoff Light 36 LLNR 7360 Fulton Cutoff Lighted Buoy 35 LLNR 7345 Fulton Cutoff Range Front Light LLNR 7350 Fulton Cutoff Range Rear Light LLNR 7355 Long Branch Range Front Light LLNR 7610 Long Branch Range Rear Light LLNR 7615 Mayport Basin Range Front Light LLNR 7155 Mayport Basin Range Rear Light LLNR 7160 Mayport Cut Range Front Light LLNR 7215 Mayport Cut Range Rear Light LLNR 7220 Pilot Town Cut Range Front Light LLNR 7200 Pilot Town Cut Range Rear Light LLNR 7205 Quarantine Island Upper Range Front Light 7450 Quarantine Island Upper Range Rear Light LLNR 7455 Terminal Channel Lighted Buoy 79 LLNR 7640 Training Wall Range Front Light LLNR 7295 Training Wall Range Rear Light LLNR 7300 White Shells Cut Range Front Light LLNR 7320 White Shells Cut Range Rear Light LLNR 7325


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Canaveral ATON

1-S Canaveral East Basin Range Front Light LLNR 9660 1-S Canaveral East Basin Range Rear Light LLNR 9665 1-S Canaveral Harbor Approach Channel Lighted Buoy 5 LLNR 9595 1-S Canaveral Harbor Approach Channel Lighted Buoy 6 LLNR 9600 1-S Canaveral Harbor Approach Channel Lighted Buoy 7 LLNR 9605 1-S Canaveral Harbor Approach Channel Lighted Buoy 8 LLNR 9610 1-S Canaveral Harbor Approach Channel Lighted Buoy 9 LLNR 9615 1-S Canaveral Harbor Approach Channel Range Front Light LLNR 9575 1-S Canaveral Harbor Approach Channel Range Rear Light LLNR 9580 1-S Canaveral Harbor Entrance Channel Buoy 14A LLNR 9685.5 1-S Canaveral Harbor Entrance Channel Light "Beacon" 14 LLNR 9655 1-S Canaveral Harbor Entrance Channel Lighted Buoy 10 LLNR 9625 1-S Canaveral Harbor Entrance Channel Lighted Buoy 11 LLNR 9640 1-S Canaveral Harbor Entrance Channel Lighted Buoy 12 LLNR 9645 1-S Canaveral Harbor Entrance Channel Lighted Buoy 13 LLNR 9650 1-S Canaveral Harbor Entrance Channel Lighted Buoy 13A LLNR 9650.5 1-S Canaveral Harbor Entrance Channel Range Front Light LLNR 9630 1-S Canaveral Harbor Entrance Channel Range Rear Light LLNR 9635


Designated Anchorage Areas Anchorage Name Alternate Name

Anchorage A – Port of Jacksonville Upper Anchorage Anchorage B – Port of Jacksonville Lower Anchorage

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Tab B Channel / Waterway List Port of Jacksonville Channel/Waterways

Waterway Name USACE Designation 01 St Johns Bar Cut Range East Section Cut 3 02 St Johns Mayport Entrance Channel Mayport Ent Channel 03 St Johns Bar Cut Range West Section Cut 3 04 St Johns Pilot Town Cut Cut 6 05 St Johns Mayport Cut Cut 7 06 St Johns Sherman Cut Cut 8 07 St Johns Mile Point Lower Range and Turn Cut 9, 10, 11, 12, 13 08 St Johns Training Wall Reach Cut 14, 15, 16 09 St Johns Short Cut Turn Cut 17, 18, 19 10 St Johns White Shells Cut Range Cut 39 11 St Johns Bluff Reach Cut 40 11A St Johns Blount Island East Channel Cut A, B, C, D 12 St Johns Dames Point Fulton Cutoff Range Cut 42 13 St Johns Blount Island West Channel Cut G, F 14 St Johns Dames Point Turn Cut 43 15 St Johns Quarantine Upper Range Cut 44 16 St Johns Brills Cut Range Cut 45, 46 17 St Johns Broward Point Turn Cut 47, 48, 49 18 St Johns Drummond Creek Range Cut 50 19 St Johns Trout River Cut Range Cut 51 20 St Johns Chaseville Turn Cut 52, 53, 54 21 St Johns Long Branch Range Cut 55 22 St Johns Terminal Channel Terminal Channel

Port of Fernandina / St. Marys Waterway/Channels Waterway Name USACE Designation

01 St. Marys Entrance Channel Kings Bay (Entrance Channel) 02 St. Marys Range A Kings Bay (Entrance Channel) 03 St. Marys Range A1 Kings Bay (Inner Channel) 03A St. Marys Range A2 Kings Bay (Inner Channel) 04 St. Marys Range B Kings Bay (Inner Channel) 05 St. Marys Range C Kings Bay (Inner Channel) 06 St. Marys Range D Kings Bay (Inner Channel) 07 St. Marys Range E Kings Bay (Inner Channel) 08 St Marys Quarantine Reach Kings Bay (Inner Channel) 09 St Marys Old Town Reach Kings Bay (Inner Channel) 10 St Marys Seaboard Reach Kings Bay (Inner Channel)

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Port Canaveral Waterway / Channels Waterway Name USACE Designation

01 Port Canaveral Outer Reach Cut 1A 02 Port Canaveral Middle Reach Cut 1B 03 Port Canaveral Inner Reach Cut 1 04 Port Canaveral Middle Basin Middle Turning Basin 05 Port Canaveral West Access Channel (East Portion) Cut 2 05A Port Canaveral West Access Channel (West Portion) West Access Channel 06 Port Canaveral West Basin West Turning Basin DoD Port Canaveral East Basin Trident Turning Basin

180

Tab C Critical Infrastructure Priority List Fernandina / St. Marys Critical Infrastructure

Infrastructure Type Name Bulk Liquid Facilities Rayonier Products Container Facilities Kinder Morgan (Port of Fernandina)

Port Canaveral Critical Infrastructure Infrastructure Type Name

Container Facilities Port Canaveral: Gulftainer USA (NCP 5-6)

Non-container Facilities Port Canaveral: Ambassador Services Inc. MISLE #: SYS-100062196

Non-container Facilities Port Canaveral: Canaveral Port Authority Non-container Facilities Port Canaveral: Hanson Slag Cement Non-container Facilities Port Canaveral: Morton Salt Non-container Facilities Port Canaveral: North Cargo Piers (NCP) 5 Non-container Facilities Port Canaveral: South Cargo Piers (SCP) 1-4 Pass/Ferry Terminals Port Canaveral: Cruise Terminal 1 Pass/Ferry Terminals Port Canaveral: Cruise Terminal 2 Pass/Ferry Terminals Port Canaveral: Cruise Terminal 6 Pass/Ferry Terminals Port Canaveral: Cruise Terminal 8 Pass/Ferry Terminals Port Canaveral: Victory Casino Cruises Pass/Ferry Terminals Port Canaveral: Cruise Terminal 05 Pass/Ferry Terminals Port Canaveral: Cruise Terminal 10 Petroleum Facility Port Canaveral: SEAPORT Canaveral Petroleum Facility Port Canaveral: Transmontaigne

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Jacksonville Critical Infrastructure Infrastructure Type Name

Break-Bulk Facility SSA/Cooper LLC (Includes NYK and SSA Warehouse) Bulk Facility Keystone Industries LLC Bulk Facility Martin Marietta Aggregates Bulk Facility St. Johns River Coal Terminal Bulk Facility U.S. Gypsum Bulk Liquid Facilities JEA--Kennedy Bulk Liquid Facilities JEA--Northside Bulk Liquid Facilities TransMontaigne Inc. / Jacksonville FL Chemical Facility Contanda Container Facilities Blount Island Marine Terminal Container Facilities Crowley Liner Services (Container Facilities) Container Facilities Hamburg Sud Talleyrand Terminal Container Facilities PORTUS Container Facilities SEAONUS Container Facilities SSA Cooper Container Facilities TOTE Maritime (Container) Container Facilities Trailerbridge Container Facilities TraPac Terminal at JAXPORT Non-container Facilities Jacksonville Port Authority (JAXPort) Non-container Facilities Moran Towing / Fleeting Facility Pass/Ferry Terminals Jacksonville - St. Johns River Ferry (Mayport Side) Pass/Ferry Terminals Jacksonville - St. Johns River Ferry Terminal - North Side of River Pass/Ferry Terminals Jacksonville: JAXPORT Cruise Terminal / Carnival Cruise Lines Pass/Ferry Terminals VICTORY II- Jacksonville Petroleum Facility Blanchard Terminal Co. LLC Petroleum Facility BUCKEYE Partners L.P. Petroleum Facility CENTERPOINT Petroleum Facility NUSTAR Petroleum Facility Port Consolidated Inc. Petroleum Facility USN Fuel Depot Ro-Ro Facility AMPORTS Ro-Ro Facility Ceres Terminal Ro-Ro Facility Crowley Liner Services Ro-Ro Facility Horizon Terminal Services Ro-Ro Facility Ports America Ro-Ro Facility Southeast Toyota Distributors LLC Ro-Ro Facility WWL Vehicle Services Americas Inc. Auto Importers Shipyards BAE Systems (former Atlantic Marine) Shipyards Cross State Towing Shipyards Mobro Marine Shipyards North Florida Shipyard

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Tab D Example ICS-204

1. Incident Name

EXAMPLE 2. Operational Period (Date/Time) From: 0700 16 May 17 To: 0700 17 May 17

Assignment List ICS 204-CG

3. Branch

MTS Branch

4. Division/Group/Staging

Remain in Port Division 5. Operations Personnel Name Affiliation Contact # (s)

Operations Section Chief: CDR Burkett

Branch Director: LCDR Geoffrien

Division/Group Supervisor/STAM: CWO Duncan

6. Resources Assigned “X” indicates 204a attachment with additional instructions

Strike Team/Task Force/Resource Identifier Leader Contact Info. #

# Of Persons Reporting Info/Notes/Remarks

RIPLO Team North CWO Duncan/MST2 Terpstra

2 Require Gov’ t Vehicle

RIPLO Team South CWO Corr 1

7. Work Assignments

RIPLO Team – As needed, receive and review all Remain in Port Requests for vessels <500FT or meeting criteria as required by the Captain of the Port.

7. Special Instructions:

Complete review and provide recommendation to the Incident Command/COTP within 2 hours of receipt of request. Requests are time-sensitive so team must be prepared to receive/respond and provide recommendations quickly.

All documentation, letters, and scanned copies, including tracking system, will be maintained in P:\PREVENTION DEPT (sp)\Branch, Waterways Management\WATERWAYS MANAGEMENT\Hurricane Documents Folder\RIPLO

9. Communications (radio and/or phone contact numbers needed for this assignment) Name/Function Radio: Freq./System/Channel Phone Cell/Pager Primary ____ Secondary ___________________ ____ ____ 10. Prepared by: Date/Time

11. Reviewed by (PSC): Date/Time 12. Reviewed by (OSC): Date/Time

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1. Incident Name

EXAMPLE 2. Operational Period (Date/Time) From: 0700 16 May 17 To: 0700 17 May 17

Assignment List ICS 204-CG

3. Branch

MTS Branch


Channel Assessment Teams 5. Operations Personnel Name Affiliation Contact # (s)

Operations Section Chief: CDR Burkett

Branch Director: LCDR Geoffrien

Division/Group Supervisor/STAM: TBD

6. Resources Assigned “X” indicates 204a attachment with additional instructions


# Of Persons Reporting Info/Notes/Remarks

Channel Assessment Team North 1 TBD TBD 1

Require Gov’ t Vehicle

Assign Waterborne Asset TBD

Channel Assessment Team North 2

TBD TBD 1 Require Gov’ t Vehicle Assign Waterborne Asset TBD

Channel Assessment Team South

TBD TBD 1 Require Gov’ t Vehicle Assign Waterborne Asset TBD

7. Work Assignments

Pre-Storm: Review assigned areas. Meet with Branch Director. Review contact standards and safety protocols.

Post Storm: Meet with assigned waterborne asset (USACE/NOAA/USCG/) and conduct channel assessment as directed by Branch Director.

7. Special Instructions:

Report Anomalies immediately to MTSR Branch via cell or Ch. 23 to SCC.

9. Communications (radio and/or phone contact numbers needed for this assignment) Name/Function Radio: Freq./System/Channel Phone Cell/Pager Primary ____ Secondary ___________________ ____ ____ 10. Prepared by: Date/Time

11. Reviewed by (PSC): Date/Time 12. Reviewed by (OSC): Date/Time

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1. Incident Name

TBD EXAMPLE ICS-204

2. Operational Period (Date/Time)

From: TBD To: TBD

Assignment List

ICS 204-CG

3. Branch

MTS Recovery Branch


Waterways Group

5. Operations Personnel Name Affiliation Contact # (s)

Operations Section Chief: TBD

Deputy Operations Section Chief:

Branch Director: TBD

Deputy Branch Director:

Division/Group Supervisor/STAM: LT Storm/MST1 Fosdick

Task Force Leader CWO Lemay USCG Sector Jax TBD


# Of Person

s

Reporting Info/Notes/Remarks

ANT Jax Climber Team 1

Sortie ABS to Fernandina


Sortie TANB t Fernandina /


Sortie TANB to St. Johns

7. Work Assignments

8. Special Instructions

9. Communications (radio and/or phone contact numbers needed for this assignment)

Assignment Channel Name Frequency (Tx) Phone

Primary –USCG Radio USCG 23-A

Secondary-Cellular

Emergency Communications

Medical Evacuation Other

10. Prepared by: Date/Time

11. Reviewed by (PSC): Date/Time

12. Reviewed by (OSC): Date/Time

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Tab E Vessel Remain in Port DRAFT Approval / Denial Letters

Commander United States Coast Guard Sector Jacksonville

10426 Alta Drive Jacksonville, FL 32226-2302 Phone: (904) 714-7500 Fax: (904) 714-7483

16601/ INSP ##-### Date 2017

Special Line Navigation Company Attn: Mr. Big Shot 3565 Cardinal Point Dr. Jacksonville, FL 32257 Subject: REMAIN IN PORT APPROVAL – M/V IM SPECIAL (O.N. 1234567) Dear Mr. Bridges:

This is to confirm receipt of your proposed remain-in-port request dated 04 October 2016, requesting the M/V IM SPECIAL (O.N. 1234567) be permitted to remain at North Florida Shipyard in Jacksonville, Florida.

We have completed a review of the proposed arrangements and have determined your vessel adequately meets the requirements set forth in Annex H of SECJAXINST 16600.1E. Based on the proposed amendments, your vessel’s remain in port request has been approved. This approval is valid until otherwise directed by the Captain of the Port. You may amend the remain-in-port request information, in writing, to this office at any time during the hurricane season for approval. Marine Inspectors from this office will periodically verify that your vessel is secured as detailed in your plan, particularly during the approach of any forecasted heavy weather.

This approval letter does not guarantee that the vessel will be permitted to remain in port for the entire duration of the hurricane season, and the Captain of the Port may require the vessels to get underway if deemed necessary.

If you have any questions regarding this matter, please contact [insert name] at (904) 714-7604.

Sincerely,

[Name Here]

Captain, U.S. Coast Guard Captain of the Port

Jacksonville, Florida

Sector Jacksonville Marine Transportation System Recovery Plan€¦ · MTS Recovery Unit Leader ......

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