HomeMy WebLinkAbout03/17/2008
STUDY SESSION AGENDA
CITY COUNCIL MEETING
CITY OF WHEAT RIDGE, COLORADO
City Council Chambers
7500 W. 29th Ave.
March 17. 2008
6:30 n.m.
APPROVAL OF AGENDA
Item 1.
Item 2.
Item 3.
Item 4.
Staff Reports
a) Rob Osborn and WR 2020
b) Emergency Preparedness Plan
c) Administrative Model Process
d) Police Department Organizational Assessment
Public Art Programs Type /I
Outside Agency Contributions Selection Process Type /I
Elected Officials Public Liability Video - CIRCA Type I
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r~WlieatF-l..dge
~OLICE DEPARTMENT
Study Session
March 17, 2008
Item 1 b
Memorandum
TO: Jerry DiTullio, Mayor and City Council
THROUGH: Daniel Brennan, Chief of Police
Randy Young, City Manager
FROM: Wade Hammond, Lieutenant
DATE: March 8,2008
SUBJECT: Emergency Operations Plan Draft
EXECUTIVE SUMMARY:
The current City of Wheat Ridge Emergency Operation Plan was last updated in the year 2000
and was in its entirety fourteen pages long. Since the year 2000 the country has experienced the
terrorist attack on the W orId Trade Center, the hurricane Katrina, and locally the winter storms
of 2006-2007 and the Holly tornado. In response to the national tragedies mentioned and in
preparation for the possibilities of future terrorist attacks and the inevitable natural disasters to
come the Federal government has mandated that all state and local communities have an
emergency operations plan that will meet the needs of any major emergency disaster.
For about the last year a committee of employees representing all the departments of the city
have met and developed an emergency operations plan that they believe will prepare the city
government to respond to any major disaster that may occur within the City of Wheat Ridge.
STATEMENT OF ISSUES:
The purpose of the Wheat Ridge Emergency Operations Plan is to provide general guidelines and
principles for planning, managing and coordinating the overall response and recovery activities
of the Wheat Ridge government before, during and after major emergency and disaster events. It
delineates the roles and responsibilities of city departments, outside agencies, and volunteer
organizations which are expected to contribute to the protection of people and property.
This Emergency Operations Plan (EOP) was prepared under the Comprehensive Emergency
Management Concept developed by the Federal Emergency Management Agency (FEMA) to
integrate the response of all available emergency management resources and increase the level of
emergency preparedness in Wheat Ridge. The Basic Plan is outlined as follows:
. Introduction
. Purpose
. Basic Plan
. Legal Authorities
,.
r ': ~i'
. Situations - Includes description of natural and technological (man made) hazards;
assumptions; continuity of government; line of succession; concept of operations;
organization and assigrnnent of responsibilities (government and resources)
Attachments to this EOP may be developed as needed. Such attachments are called Annexes and
are incorporated into this EOP by reference, without the need for amendment of this EOP by
resolution of City Council. Such Annexes will further outline the various response and recovery
activities outlined in this EOP. Annexes should be kept confidential as they may contain security
information. The EOP is a general guideline and should be public record. Once approved any
changes, additions or deletions to the substanti",~ content of this EOP must be done by an
amendment to the EOP and approved by the City Manager, Chief of Police and City Council.
FINANCIAL IMPACT
At this time no financial impacts have been identified. Having a sound emergency operations
plan will assist the department with any future requests for federal or state grants specific to
emergency preparedness.
ALTERNATIVES CONSIDERED
l. Do not have a formal emergency operations plan. For obvious reasons, this approach is not
recommended.
2. Adopt this emergency operation's plan as a best business practice.
RECOMMENDATION
The police department recommends that this Emergency Operations Plan be reviewed by the
Mayor and members of City Council; the City Attorney; the City Manager; and all City
department directors. Any comments should be provided to the police department to be
addressed or incorporated into the plan no later than March 31, 200S. The final draft of this
Emergency Operations Plan will then be submitted to City Council for formal adoption at a later
date.
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Table of Contents
Letter of Promulgation
Review and Concurrence
Distribution Plan
Revisions
1...................................................................................... INTRODUCTION
1.1. .......................................................................................Purpose
2............................................................................................. BASIC PLAN
2.1. ......................................................................... Legal Authorities
2.2. ......... ....................................................... .................... Situations
Natural Hazards
Technological (Man-Made) Hazards
2.3. ......... .............................. ......... ................. .............. Assumptions
2.4. ........................................................... Continuity of Government
Purpose
Line of Succession
2.5. ................................................................ Concept of Operations
National Incident Management System (NIMS)
Incident Response
Management and Functional Facilities
2.6. ....................... Organization and Assignment of Responsibilities
General
Mayor
City Council
Chief of Police
Police Department
Fire Departments within the City of Wheat Ridge
Public Works
Administration
City Attorney
City Treasurer
Specific Outside Agencies
Jefferson County Health Department
School District
American Red Cross (ARC)
Salvation Army
Amateur Radio Emergency Service
County Coroner
Social Services
Xcel Energy
Telecommunications
ANNEXES
ANNEXES
Annex I - Direction and Control
Annex II - Warning
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Annex III - Communications
Annex IV - Health and Medical
Annex V - Emergency Public Information
Annex VI - Sheltering / Mass Care
Annex VII - Evacuation
Annex VIII - Resource Management
Annex IX - Damage Assessment
Annex X - Vital Records
Annex XI - Administrative Services
Annex XII - Debris Management
Annex XIII- Civil Disturbance
Annex XIV - Hazardous Materials
Annex XVI - Terrorism / Weapons of Mass Destruction
Annex XVII - Tornado
Annex XVIII- Earthquake
Annex XX - Flood
Annex XXI - Winter Storm
......................................................Priority East-West Bound Streets
.................................................. Priority North-South Bound Streets
Annex XXII - Emergency / Disaster Reporting Process
Annex XXIV - Volunteer Management
Annex XXVI - Cyber Attack Management
Annex XXVII - Communications Systems Failure Management
References:
City Charter
Code of Laws
Declaring a disaster
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CITY OF WHEAT RIDGE
Emergency Operations Plan
Letter of Promulgation
This Emergency Operations Plan is hereby approved and ordered published and
distributed.
All department heads and personnel are directed to accept the responsibilities as
herein assigned and to conduct the organizational planning and training to
implement the plan.
Mayor/City Council
Dated
Page 1
DRAFT 10/07
CITY OF WHEAT RIDGE
Emergency Operations Plan
Review and Concurrence
The following departments assigned responsibilities in the plan have reviewed
and concurred.
Mayor/City Council
City Manager
City Attorney
City Clerk
Public Works
Community Development
Parks and Recreation
Police Department
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DRAFT 10107
CITY OF WHEAT RIDGE
Emergency Operations Plan
Distribution Plan
The initial distribution of this plan was made to the following listed officials for
information and utilization during a disaster emergency. Additional copies are
available upon request to the Police Chief. Each copy is numbered for
accountability and updating.
OFFICIAL
Mayor
Council
City Manager
Deputy City Manager
Police Chief & Supervisory Staff
City Clerk
City Attorney
City Treasurer
Emergency Operations Manager
Public Works Director & Supervisory Staff
Community Development Director
Parks and Recreation Director & Supervisory Staff
Jefferson County Emergency Services
Colorado Office of Emergency Management
DRAFT 10/07
NUMBER Quantity
1
2
3
4
5
6
7
8
9
10
11
12
13
14
Page 1 Iii
CITY OF WHEAT RIDGE
Emergency Operations Plan
Revisions
Policy
The Coordinator of Emergency Preparedness shall update the Emergency
Operations Plan whenever necessary, and shall formally review the Plan on an
annual basis. Once every five years this plan shall be formally reviewed by
committee for accuracy, relevance and completeness. All such revisions shall be
so noted in the Record of Revisions.
RECORD OF REVISIONS
Revision
Number
Date Entered
Entered by
I Section Revised I
Page 1 iv
DRAFT 10/07
1. INTRODUCTION
1.1. Purpose
The purpose of the Wheat Ridge Emergency Operations Plan is to provide
general guidelines and principles for planning, managing and coordinating the
overall response and recovery activities of the Wheat Ridge government before,
during and after major emergency and disaster events. It delineates the roles
and responsibilities of city departments, outside agencies, and volunteer
organizations which are expected to contribute to the protection of people and
property.
This Emergency Operations Plan (EOP) was prepared under the Comprehensive
Emergency Management Concept developed by the Federal Emergency
Management Agency (FEMA) to integrate the response of all available
emergency management resources and increase the level of emergency
preparedness in Wheat Ridge.
The Plan should be reviewed annually and updated as necessary. Once every
five years this plan shall be formally reviewed by committee for accuracy,
relevance and completeness. Maintaining and updating this plan is the
responsibility of the Chief of Police, or his designee, for Wheat Ridge.
2. BASIC PLAN
Attachments to this EOP may be developed as needed. Such attachments shall
be called Annexes and shall be incorporated into this EOP by reference, without
the need for amendment of this EOP by resolution of City Council. Such
Annexes will further outline the various response and recovery activities outlined
in this EOP. Any changes, additions or deletions to the substantive content of
this EOP must be done by an amendment to the EOP and approved by the City
Manager, Chief of Police and City Council.
2.1. Legal Authorities
The development of this plan meets the requirements for local emergency
planning established under the State of Colorado Disaster Emergency Act of
1992 and also meets the requirements of other State and Federal guidelines for
local emergency management plans and programs. The contents of this plan are
intended to provide a basis for the coordinated planning and management of the
types of emergencies and disaster events most likely to occur in Wheat Ridge. It
will also provide the basic framework for the management of unforeseen events.
Specific legal references include:
. Title VI of PL 93-288, as amended, entitled "The Robert T. Stafford
Disaster Relief and Emergency Assistance Act"
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. Title 24, Article 32, Part 2101 et. seq., Colorado Revised Statutes, as
amended; entitled the "Colorado Disaster Emergency Act of 1992."
. Disaster Mitigation Act of 2000
· Wheat Ridge City Charter Section 3.2 - Power and duties of the mayor
· Wheat Ridge City Code Section 6-21 through 6-27
2.2. Situations
The Disaster Mitigation Act of 2000 provided for new approaches and support for
comprehensive hazard mitigation planning. One of the requirements of this Act
was the development of a State Mitigation Plan as a condition of federal disaster
assistance. It also established a new requirement for local government planning
efforts.
Natural Hazards
Natural hazards in which Wheat Ridge is vulnerable include:
. Severe Winter Storm
. Flood
. Tornado
Technological (Man-Made) Hazards
Technological hazards are those that occur as a result of either an accident or a
deliberate act. The five technological hazards of greatest potential significance
include:
. Mass Casualty Incidents
. Hazardous Materials Releases
. Terrorism
. Civil Disturbances
. Major Power Outage
. Cyberterrorism
2.3. Assumptions
With respect to natural or technological emergencies, standard assumptions can
be made regarding the incident:
. The City will continue to be subject to the hazards noted above. Warning
time available to implement this plan will vary from little to no warning, to
days or weeks, depending on the type of hazard.
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. City officials, both elected and appointed will carry out all responsibilities
regarding public safety and protection of property. This includes all
phases of comprehensive emergency management and provisions to
ensure continuity of government.
. Citizens expect governments to keep them informed and to provide
guidance and assistance in the event of a threat, emergency or disaster.
. Departments with emergency responsibilities will ensure that all personnel
concerned are properly trained and familiar with this plan and all
department standard operating procedures (SOP) so they are capable of
implementing them in a timely and effective manner.
. With the possibility of terrorism and weapons of mass destruction (WMD)
any technological hazard must be approached as if it GOuld be an act of
terrorism.
. The Incident Command System (ICS) will be used as the on-scene
incident management system.
. State and Federal Assistance as well as volunteer and private
organizations will be available to supplement the City's resources as
needed.
2.4. Continuity of Government
Purpose
To provide a means of ensuring the continuity and preservation of the Wheat
Ridge government during a major emergency or disaster.
Disasters can interrupt, paralyze, or destroy the ability of local government to
carry out their functions. Therefore, it is important that each level of government
have the capability to preserve, maintain, and reconstitute its ability to carry out
essential functions.
The State of Colorado identifies two important factors for assuring continuity of
government at the local level: First, well defined and understood lines of
succession for key officials and authorities; second, preservation of records and
critical facilities which are essential to the effective functioning of government and
for the protection of rights and interests of the citizens.
Provision of Essential Services
Identify those services that are determined to be life-saving/preserving and those
critical to the immediate operation of the City. Such services need to be
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maintained or restored immediately should they be struck by a disaster and
rendered unusable. Identify functions that can be suspended during
emergencies and which functions can be performed through telework and/or
alternate scheduling. In the event that a City facility is rendered unusable, a
back-up facility should be designated that will allow for essential services to be
provided.
Preservation of Essential Records
Protection of essential records is vital if City government and society are to
resume functioning after a major catastrophe or national emergency.
The selection of the records to be preserved rests with the official rendering the
service involved or with the custodians of the records. These decisions should be
made in concert with the organization's overall plan for determination of value,
protection and disposal of records. The vital records should be duplicated and
the duplicate copies maintained in an accessible format in the safest possible
location, preferably off site.
Line of Succession
The statutory responsibility for the management of an emergency or disaster in
Colorado rests with the duly elected leadership of each jurisdiction. It is
recommended that each department "cross train" employees to support mission
essential functions within their respective department and across departmental
boundaries. The following line of succession, by department, will be observed,
based on the availability of the senior ranking public official:
Elected Officials
1. Mayor
2. Mayor Pro-Tem
3. City Clerk
4. City Treasurer
Citv Administration
1. City Manager
2. Deputy City Manager
LeGal
1. City Attorney
2. City Prosecutor
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Police Deoartment
1. Police Chief
2. Police Commander Operations Division
3. Police Commander Support Services Division
Public Works Deoartment
1. Director of Public Works
2. Operations Manager
3. Emergency Manager
Parks and Recreation
1. Director of Parks and Recreation
2. Parks Manager
Communitv Develooment
1. Director of Community Development
2. Senior Planner
3. Chief Building Official
2.5. Concept of Operations
If a disaster occurs within the City of Wheat Ridge with little or no warning,
immediate response by the City will be required. Only personnel trained in the
prearranged plans and procedures will be prepared to make the coordinated
efforts necessary to meet a threat of life and/or property.
When response to a disaster exceeds the capabilities of Wheat Ridge,
emergency response agencies will request resources through mutual aid
agreements (usually discipline specific, such as fire, law enforcement,
emergency medical, or public works). All local governments and special districts
within Jefferson County are responsible for coordinating with one another and for
providing mutual aid within their capabilities and according to established written
agreements.
When all local resources and mutual aid resources are exhausted, the City of
Wheat Ridge through Jefferson County may request aid from the state.
The Emergency Operations Plan (EOP) is based on the concept that emergency
response functions will generally parallel the normal operations of all city
departments. To the extent possible, the same personnel will be utilized in both
cases. Those day-to-day functions which would not contribute to emergency
operations may be suspended for the duration of the emergency and recovery
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period. Resources normally required for day-to-day operations may be redirected
for accomplishment of emergency tasks.
2.6.6 Delegation of Authority - Mayor, City Council, City Manager
Certain events may require the Incident Commander to perform actions beyond
the normal scope of their duties as defined by existing laws or policies. In this
event, the appropriate City official(s) may need to provide a written delegation of
a utho rity.
A delegation of authority allows the Incident Commander to assume command
and carry out the specific functions outlined in the delegation of authority. It does
NOT relieve the granting authority for the ultimate responsibility of the incident.
A delegation of authority may be required to allow resources from other
jurisdictions to operate within the corporate boundaries of the City of Wheat
Ridge (e.g. to allow peace officers from another agency to perform police
functions with the City).
National Incident Management System (NIMS)
NIMS is a predetermined flexible command structure, incorporating the concepts
of the Incident Command System (ICS) for safely directing all emergency
response activities at the scene of an emergency during life-threatening
situations that go beyond a routine, single-agency response.
The National Incident Management System is a system mandated by HSPD-5
that provides a consistent nationwide approach for Federal, State, local, and
tribal governments; the private-sector, and nongovernmental organizations to
work effectively and efficiently together to prepare for, respond to, and recover
from domestic incidents, regardless of cause, size, or complexity. To provide for
interoperability and compatibility among Federal, State, local, and tribal
capabilities, the NIMS includes a core set of concepts, principles, and
terminology. HSPD-5 identifies these as the ICS; multiagency coordination
systems; training; identification and management of resources (including systems
for classifying types of resources); qualification and certification; and the
collection, tracking, and reporting of incident information and incident resources.
The National Response Plan is a plan mandated by HSPD-5 that integrates
Federal domestic prevention, preparedness, response, and recovery plans into
one all-discipline, all-hazards plan.
Incident Command System (ICS)
ICS is a standardized on-scene emergency management construct specifically
designed to provide for the adoption of an integrated organizational structure that
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reflects the complexity and demands of single or multiple incidents, without being
hindered by jurisdictional boundaries. ICS is the combination of facilities,
equipment, personnel, procedures, and communications operating within a
common organizational structure, designed to aid in the management of
resources during incidents. It is used for all kinds of emergencies and is
applicable to small as well as large and complex incidents. ICS is used by
various jurisdictions and functional agencies, both public and private, to organize
field-level incident management operations.
Unified Command
An application of ICS used when there is more than one agency with incident
jurisdiction or when incidents cross political jurisdictions. Agencies work together
through the designated members of the UC, often the senior person from
agencies and/or disciplines participating in the UC, to establish a common set of
objectives and strategies and a single lAP.
National Response Plan
A plan mandated by HSPD-5 that integrates Federal domestic prevention,
preparedness, response, and recovery plans into one all-discipline, all-hazards
plan. The National Response Plan addresses fifteen Essential Functions (EFS)
of an emergency operation:
ESF #1 - Transportation
. Transportation safety
. Restoration/recovery of transportation infrastructure
. Movement restrictions
. Damage and impact assessment
ESF #2 - Communications
. Coordination with telecommunications industry
. Restoration/repair of telecommunications infrastructure
. Protection, restoration, and sustainment of cyber and
information technology resources
ESF #3 - Public Works and Engineering
. Infrastructure protection and emergency repair
. Infrastructure restoration
. Engineering services, construction management
ESF #4 - Firefighting
. Firefighting activities
. Resource support to rural and urban firefighting operations
ESF #5 - Emergency Management
. Coordination of incident management efforts
. Resource and human capital
. Incident action planning
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DRAFT 10/07
. Financial management
ESF #6 - Mass Care, Housing, and Human Services
. Mass care
. Disaster housing
. Human services
ESF #7 - Resource Support
· Resource support (facility space, office equipment and
supplies, contracting services, etc.)
ESF #8 . Public Health and Medical Services
. Public health
. Medical
. Mental health services
. Mortuary services
ESF #9 - Urban Search and Rescue
. Life-saving assistance
. Urban search and rescue
ESF #10 - Oil and Hazardous Materials Response
. Oil and hazardous materials (chemical, biological,
radiological, etc.) response
. Environmental safety and short- and long-term cleanup
ESF #11 - Agriculture and Natural Resources
. Nutrition assistance
. Animal and plant disease/pest response
. Food safety and security
. Natural and cultural resources and historic properties
protection and restoration
ESF #12 - Energy
. Energy infrastructure assessment, repair, and restoration
. Energy industry utilities coordination
ESF #13 - Public Safety and Security
. Facility and resource security
. Security planning and technical and resource assistance
. Public safety/security support
. Support to access, traffic, and crowd control
ESF #14 - Long-Term Community Recovery and Mitigation
. Social and economic community impact assessment
. Mitigation analysis and program implementation
ESF #15 - External Affairs
· Emergency public information and protective action
guidance
. Media and community relations
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Incident Response
. Upon notification of an actual or impending disaster, the responsible
Department Head, the Emergency Operations Manager, or the Mayor will
activate all or part of this Emergency Operations Plan.
Emergencies will be managed in the field under the plan assignments as set forth
herein. The Emergency Operations Center will be activated to help support the
assigned agencies and to carry out the additional functions that are needed (e.g.
damage assessment, coordination of outside agencies and volunteers,
intergovernmental relations, public information support, etc.) The Primary
Emergency Operations Center will be located at the City of Lakewood EOC. A
Secondary (backup) EOC, if needed, will be located in the police department
training room.
Management and Functional Facilities
Incident Manaaement
Each hazard, whether natural or technological will be assigned a Lead Agency.
It will be this Lead Agency's responsibility to provide the overall incident
management.
The Emergency Operations Manager will then coordinate department heads, and
all supporting agencies within the EOC. The coordinator will ensure that
messages, information and data are kept current and that written
communications are processed in a timely manner.
Each department operating within the EOC is responsible for keeping accurate
records regarding resources and expenses. Each department is responsible for
maintaining a log that includes the dates and times of events that occurred to that
department during the event. Information regarding resources is to be forwarded
to the EOC Planning Section Chief. Information regarding expenses is to be
forwarded to the EOC Finance/Administration Section Coordinator.
Department event logs will be forwarded to the EOC Planning Section Chief to
collate into a final report of the incident.
Functional Facilities
The Emergency Operations Center (EOC) provides a functional area for
decision-making officials to operate. It also provides communication capabilities,
resources for logging data, and a conference area. Access to the EOC is
restricted to key personnel.
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The EOC Policy Group is comprised of the Mayor, City Manager, other city
department heads, or their deputies as well as the Fire Chiefs, or their deputies,
from the affected fire protection districts. In a disaster or major emergency
incident the executive management of the City of Wheat Ridge will convene as
necessary to support the EOC and Incident Commander with executive policy
decisions.
Some of these decisions might include:
1. Issuing or applying for disaster declarations
2. Disseminating damage assessment information
3. Maintaining liaison with other municipalities, state, or federal
representatives.
The Incident Commander (IC) will control and coordinate all response forces at
the emergency or disaster scene. IC will establish and maintain communication
with the EOC and the response forces.
2.6. Organization and Assignment of Responsibilities
General
Most of the city departments have emergency functions in addition to their
normal operations. Each department is responsible for developing and
maintaining its own emergency management procedures and operating guides.
Mayor
. Proclaim the existence and then the termination of the emergency.
· Request assistance if it appears that the resources and the ability of the
City are inadequate to cope with the emergency.
· Attend to the duties and authorities set forth in the City Charter
City Manager
· Implement the Emergency Operations Plan in whole or in part as the
situation requires.
. Hold direction and control of all city departments before, during and after
an emergency event.
. Establish a policy for expenditures and allocations of funds.
. Develop a plan to ensure that all vital records are identified and protected.
. Attend to the duties and authorities set forth in the City Charter
. Approve media releases
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City Council
. Convene the Council, if reasonable to do so.
. Enact ordinances that authorize the Mayor to initiate and implement all or
part of the plan prior to, during, and after an emergency or disaster to
protect the lives and property of the citizens of Wheat Ridge.
. Approve authorization of expenditures that have been expended during
major emergencies or disasters.
Chief of Police
. Act as coordinating staff advisor to the Mayor and key city officials during
all levels of response to disaster emergencies.
. Function as overall coordinator of disaster operations until normal
government operations can be resumed.
Emergency Operations Manager
. Monitor implementation of the Emergency Operations Plan.
. Establish the Emergency Operations Center (EOC) and be responsible for
its operation.
. Compile, coordinate and present a request to the state and federal
government for disaster relief assistance.
. Prepare the Emergency Operations Plan for the City of Wheat Ridge and
conduct training exercises as necessary to maintain and improve the
response capabilities of all elements of the city.
. Develop private and local government resource lists.
. Coordinate disaster planning, operations, and training exercises with
public utilities, welfare agencies and emergency preparedness and
management directors of higher and adjacent political jurisdictions to
enhance the integrated emergency management system.
. Represent the city as directed on matters relating to emergency
management.
. Keep the Department of Local Affairs (DOLA) informed of a disaster
situation.
Police Department
. Conduct all regularly assigned functions relating to law enforcement in the
City of Wheat Ridge.
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· Maintain the position of Emergency Operations Manager.
· Evacuate people who are or may be threatened by an imminent disaster.
· Control traffic access to the scene of a disaster.
· Plan and coordinate response to hostage situations, as well as civil
disturbances.
· Establish mutual aid agreements with local law enforcement jurisdictions.
. Develop an intelligence gathering and analysis capability.
· Provide law enforcement assistance to shelter managers when requested.
· Receive, relay and secure national warning service emergency messages.
· Receive and relay National Warning Service messages to proper
authorities.
Fire Departments within the City of Wheat Ridge
· Provide all regularly assigned departmental functions relating to fire
prevention and control to minimize loss of life and property, as per their
department polices, procedures and/or protocols.
· Provide continuous communication between the disaster scene and EOC.
· Establish and maintain radiological monitoring capabilities.
· Respond to and direct operations in hazardous material incidents.
. Direct and conduct all search and rescue operations.
· Provide decontamination and neutralization of any hazardous or
radioactive material spills.
· Establish mutual aid agreements with local fire jurisdictions.
Public Works
· Provide emergency traffic engineering and control measures to include
signalization and barricading. Maintain emergency traffic routes in
coordination with police and fire departments.
· Coordinate clearing of major thoroughfares and removal of debris that
inhibits or blocks thoroughfares.
· Establish damage assessment capabilities and procedures specific to City
infrastructure located within public right-of-ways.
. Provide snow removal under all winter storm conditions.
· Provide resources and technical support to public safety operations.
. Provide mapping, ownership, and assessment of structural conditions of
bridges and roadways.
· Conduct all regularly assigned functions relating to the provision and
maintenance of storm sewer services for the City of Wheat Ridge.
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. Notify, as necessary, respective water and sanitary sewer districts located
within the City, to provide for emergency shutdown of water and sanitary
sewer services.
. Coordinate, as necessary, with respective water districts, who shall have
provisions in place, to provide potabie water for essential City relief
activities.
. Notify, as necessary, respective water and sanitary sewer districts of
repairs needed to respective utility systems.
Administration
. Provide administrative and logistical support to City Council, Boards and
Commissions, Mayor, and all departments within the City.
. Develop a methodology for purchasing supplies, services, and equipment
under emergency conditions.
. Provide logistical support to maintain or restore Information Technology
infrastructure and services.
. Provide incident management support for police Computer Aided
Dispatch, Records Management Systems, Mobile applications, and
GIS/Mapping applications tailored to the scope of the incident.
. Provide logistical support to activate alternate emergency operation
venues when the scope of the incident requires a mobile command post,
or relocation of emergency operations from City Hall to other City facilities,
or if the severity of the incident requires relocation to a designated EOC in
another jurisdiction.
. Prepare damage assessments to the information technology infrastructure
and provide recommendations for recovery. Initiate disaster recovery
procedures and contingency plans as directed to contact established
vendors for support; procure hardware, software, and networking services;
and recover archived data resources from off-site storage.
. Assess, prepare and initiate disaster recover operations for City financial
and support services such as accounting revenue and expenditures,
payroll accounting and processing, general ledger processing and public
access to information broadcasts.
. In the event of service disruption, act as liaison for service providers such
as Qwest Communications and A T& T/Cingular to maintain or restore hard
wired and wireless networks outside of the City's direct control.
. Coordinate and manage workers compensation issues.
Community Development
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· Assist in the coordination of disaster recovery planning efforts as it relate
to public buildings.
· Assist in the preparation of damage assessment reports as it relates to
public buildings.
· Assist in recommending which public buildings or structures are retained
or demolished.
. Assist in the declaration of safe buildings or structures for occupancy.
. Develop a plan to keep vital city facilities operating during a disaster.
. Staff and support damage assessment team and coordinate inspection
services.
. Identify alternate facilities for use by the city to carry on essential
operations.
. Assist in the coordination of sanitation issues.
City Attorney
· Provide legal assistance to the City Council, Mayor, and Departments in
the conduct of official business, including operation of municipal justice
system.
· Prepare emergency disaster declarations and emergency ordinances.
· Provide interpretation of federal and state regulations that relate to
disasters.
· Prepare recommended ordinances, proclamations and other legal
documents for City Council action to implement Federal and State
directives that provide authority in the City of Wheat Ridge for a timely
emergency response.
City Treasurer
. Provide financial advice to Mayor.
· Coordinate the development of a damage assessment reporting system to
meet post-disaster needs.
· Maintain detailed records of all disaster-related expenditures.
· Coordinate all data for damage assessment reports to be forwarded to
state and federal disaster agencies.
Parks and Recreation
· Provide meeting places and facilities as needed to support disaster
operations and recovery efforts.
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. Assist in short-term shelter management using City-owned facilities.
Assist outside agencies (American Red Cross, Salvation Army, School
District) in evacuation and transportation.
. Coordinate with Public Works to clear major thoroughfares and removal of
debris that inhibits or blocks thoroughfares using Parks and Forestry Staff.
Maintain active list of emergency tree contractors.
. Provide equipment and manpower to City departments upon request.
. Provide snow removal under all winter storm conditions.
Specific Outside Agencies
In addition to city departments, specific outside agencies will be available to
provide emergency functions in additional to their normal operations. The list
includes, but is not limited to:
Jefferson County Office of Emergency Management
. Coordinates the Multi Agency Coordinating Committee.
. In large disasters coordinates disaster declarations.
. Coordinates communication and requests between EOCs.
. Coordinates distribution of necessary medical supplies from state and
federal agencies.
Jefferson County Health Department
. Issue precautionary health warnings as necessary.
. Provide advice on all health matters.
. Provide air contamination surveillance.
. Monitor the disposal of hazardous and radiological materials.
. Inspect all food services facilities at relocation centers.
. Determine food and water safety and arrange for the removal of any
contaminated product.
. Inoculate for the prevention of disease.
. Provide information on disinfecting public and private water supply.
. Send representative to City EOC as needed.
Adams-Jeffco Hazardous Response Authority
. Respond to hazardous material incidents or WMD events as requested by
the Incident Commander.
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· Establish the appropriate "HazMat" function with the existing Incident
Command Structure.
· Perform Technician level actions to stop or mitigate the release or event.
· Provide for the decontamination of team members, other first responders,
and the public as may be required.
· Establish and maintain air monitoring capabilities appropriate to the
incident.
Jefferson County Sheriff's Office - Bomb Squad
· Respond to incidents involving the use or threatened use of explosive
devices.
· Provides for the removal of actual or simulated explosive devices.
. Neutralizes explosive devices.
· Advises the incident commander on explosive devices and potential
consequences.
School District
. Provide for the safety and protection of pupils and school personnel.
· Coordinate with the City and the American Red Cross for feeding,
sheltering, and transportation of displaced persons caused by a disaster.
· Assist the City with identification and selection of school facilities best
suited for sheltering and feeding displaced persons caused by a disaster.
~ Advise the Emergency Operations Managei on the availability of school
district resources.
. Send representative to City EOC as needed.
American Red Cross (ARC)
· The ARC operates under the Charter of the United States Congress.
Under the Charter, they provide relief and assistance for a myriad of
human needs resulting from natural and technological disasters.
· Designate and provide shelter to disaster victims.
. Provide food and services for these shelters.
. Assist disaster victims in the repair of their homes.
· Register displaced persons and provide information through the Disaster
Welfare Inquiries System (DWI).
. Provide referrals to nursing homes for special needs' victims.
· Provide crisis counseling to disaster victims and response workers.
. Provide first-aid stations, nurses, etc. to disaster victims.
. Provide assistance to damage assessment teams.
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. Send representative to City EOC as needed.
Salvation Army
. Assist with personnel evacuation and shelter.
. Assist the American Red Cross with crisis counseling for victims.
. Provide food to disaster relief workers.
. Provide clothing to disaster victims.
. Send representative to City EOC as needed.
Amateur Radio Emergency Service
. Set up emergency communications at the request of the EOC.
. Provide communications to emergency workers.
. Assist with damage assessment upon request.
County Coroner
. Develop a plan to handle mass fatalities in the event of a major disaster.
. Establish a temporary morgue should existing facilities become
overwhelmed.
. Perform all functions relating to identification, registration, and disposition
of fatalities.
. Send representative to City EOC as needed.
Social Services
. Assist with evacuation and sheltering as needed.
. Provide food and clothing to disaster victims.
. Assist the American Red Cross with disaster welfare inquiries.
. Assist with shelter management.
. Send representative to City EOC as needed.
Xcel Energy
. Coordinate with the city to expedite restoration of gas and electric
disruptions caused by a disaster or emergency.
. Provide a liaison to the EOC upon request.
Telecommunications
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· Coordinate with the city to expedite restoration of telephone and other
communications disruptions caused by disaster or emergency.
. Provide emergency cell phone capabilities upon request.
. Provide a liaison to the EOC upon request.
Sanitation District
· Coordinate with the City to expedite restoration of sanitary sewer mainline
service and appurtenances caused by disaster or emergency.
. Provide a liaison to the EOC upon request.
Sanitation Districts Located Within the City of Wheat Ridge
Wheat Ridge Fruitdale
Clear Creek Valley Westridge
Northwest Lakewood Applewood
Water District
· Coordinate with the City to expedite restoration of water mainline service
and appurtenances caused by disaster or emergency.
. Provide a liaison to the EOC upon request.
Water Districts Located Within the City of Wheat Ridge
Valley
Consolidated Mutual
Wheat Ridge
Denver
Mountain View, Town of
North Ridge
Edgewater, Town of
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GLOSSARY
For the purposes of the NIMS, the following terms and definitions apply:
Agency: A division of government with a specific function offering a particular
kind of assistance. In ICS, agencies are defined either as jurisdictional (having
statutory responsibility for incident management) or as assisting or cooperating
(providing resources or other assistance).
Agency Representative: A person assigned by a primary, assisting, or
cooperating Federal, State, local, or tribal government agency or private entity
that has been delegated authority to make decisions affecting that agency's or
organization's participation in incident management activities following
appropriate consultation with the leadership of that agency.
Area Command (Unified Area Command): An organization established (1) to
oversee the management of multiple incidents that are each being handled by an
ICS organization or (2) to oversee the management of large or multiple incidents
to which several Incident Management Teams have been assigned. Area
Command has the responsibility to set overall strategy and priorities, allocate
critical resources according to priorities, ensure that incidents are properly
managed, and ensure that objectives are met and strategies followed. Area
Command becomes Unified Area Command when incidents are
multijurisdictional. Area Command may be established at an emergency
operations center facility or at some location other than an incident command
post.
Assessment: The evaluation and interpretation of measurements and other
information to provide a basis for decision-making.
Assignments: Tasks given to resources to perform within a given operational
period that are based on operational objectives defined in the lAP.
Assistant: Title for subordinates of principal Command Staff positions. The title
indicates a level of technical capability, qualifications, and responsibility
subordinate to the primary positions. Assistants may also be assigned to unit
leaders.
Assisting Agency: An agency or organization providing personnel, services, or
other resources to the agency with direct responsibility for incident management.
See also Supporting Agency.
Available Resources: Resources assigned to an incident, checked in, and
available for a mission assignment, normally located in a Staging Area.
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Branch: The organizational level having functional or geographical responsibility
for major aspects of incident operations. A branch is organizationally situated
between the section and the division or group in the Operations Section, and
between the section and units in the Logistics Section. Branches are identified by
the use of Roman numerals or by functional area.
Chain of Command: A series of command, control, executive, or management
positions in hierarchical order of authority.
Check-In: The process through which resources first report to an incident.
Check-in locations include the incident command post, Resources Unit, incident
base, camps, staging areas, or directly on the site.
Chief: The ICS title for individuals responsible for management of functional
sections: Operations, Planning, Logistics, Finance/Administration, and
Intelligence (if established as a separate section).
Command: The act of directing, ordering, or controlling by virtue of explicit
statutory, regulatory, or delegated authority.
Command Staff: In an incident management organization, the Command Staff
consists of the Incident Command and the special staff positions of Public
Information Officer, Safety Officer, Liaison Officer, and other positions as
required, who report directly to the Incident Commander. They may have an
assistant or assistants, as needed.
Common Operating Picture: A broad view of the overall situation as reflected
by situation reports, aerial photography, and other information or intelligence.
Communications Unit: An organizational unit in the Logistics Section responsible
for providing communication services at an incident or an EOC. A
Communications Unit may also be a facility (e.g., a trailer or mobile van) used to
support an Incident Communications Center.
Cooperating Agency: An agency supplying assistance other than direct
operational or support functions or resources to the incident management effort.
Coordinate: To advance systematically an analysis and exchange of information
among principals who have or may have a need to know certain information to
carry out specific incident management responsibilities.
Deputy: A fully qualified individual who, in the absence of a superior, can be
delegated the authority to manage a functional operation or perform a specific
task. In some cases, a deputy can act as relief for a superior and, therefore, must
be fully qualified in the position. Deputies can be assigned to the Incident
Commander, General Staff, and Branch Directors.
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Dispatch: The ordered movement of a resource or resources to an assigned
operational mission or an administrative move from one location to another.
Division: The partition of an incident into geographical areas of operation.
Divisions are established when the number of resources exceeds the
manageable span of control of the Operations Chief. A division is located within
the ICS organization between the branch and resources in the Operations
Section.
Emergency: Absent a Presidentially declared emergency, any incident(s),
human-caused or natural, that requires responsive action to protect life or
property. Under the Robert T. Stafford Disaster Relief and Emergency
Assistance Act, an emergency means any occasion or instance for which, in the
determination of the President, Federal assistance is needed to supplement
State and local efforts and capabilities to save lives and to protect property and
public health and safety, or to lessen or avert the threat of a catastrophe in any
part of the United States.
Emergency Operations Centers (EOC's): The physical location at which the
coordination of information and resources to support domestic incident
management activities normally takes place. An EOC may be a temporary facility
or may be located in a more central or permanently established facility, perhaps
at a higher level of organization within a jurisdiction. EOC's may be organized by
major functional disciplines (e.g., fire, law enforcement, and medical services), by
jurisdiction (e.g., Federal, State, regional, county, city, tribal), or some
cornbination thereof.
Emergency Operations Plan: The "steady-state" plan maintained by various
jurisdictional levels for responding to a wide variety of potential hazards.
Emergency Public Information: Information that is disseminated primarily in
anticipation of an emergency or during an emergency. In addition to providing
situational information to the public, it also frequently provides directive actions
required to be taken by the general public.
Emergency Response Provider: Includes Federal, State, local, and tribal
emergency public safety, law enforcement, emergency response, emergency
medical (including hospital emergency facilities), and related personnel,
agencies, and authorities. See Section 2 (6), Homeland Security Act of 2002,
Pub. L. 107-296, 116 Stat. 2135 (2002). Also known as Emergency Responder.
Evacuation: Organized, phased, and supervised withdrawal, dispersal, or
removal of civilians from dangerous or potentially dangerous areas. and their
reception and care in safe areas.
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Event: A planned, nonemergency activity. ICS can be used as the management
system for a wide range of events, e.g., parades, concerts, or sporting events.
Fan Out: A system for the dissemination of information, orders or equipment.
Federal: Of or pertaining to the Federal Government of the United States of
America.
Function: Function refers to the five major activities in ICS: Command,
Operations, Planning, Logistics, and Finance/Administration. The term function is
also used when describing the activity involved, e.g., the planning function. A
sixth function, Intelligence, may be established, if required, to meet incident
management needs.
General Staff: A group of incident management personnel organized according
to function and reporting to the Incident Commander. The General Staff normally
consists of the Operations Section Chief, Planning Section Chief, Logistics
Section Chief, and Finance/Administration Section Chief.
Group: Established to divide the incident management structure into functional
areas of operation. Groups are composed of resources assembled to perform a
special function not necessarily within a single geographic division. Groups,
when activated, are located between branches and resources in the Operations
Section. (See Division.)
Hazard: Something that is potentially dangerous or harmful, often the root cause
of an unwanted outcome.
Incident: An occurrence or event, natural or human-caused, that requires an
emergency response to protect life or property. Incidents can, for example,
include major disasters, emergencies, terrorist attacks, terrorist threats, wildland
and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft
accidents, earthquakes, hurricanes, tornadoes, tropical storms, war-related
disasters, public health and medical emergencies, and other occurrences
requiring an emergency response.
Incident Action Plan: An oral or written plan containing general objectives
reflecting the overall strategy for managing an incident. It may include the
identification of operational resources and assignments. It may also include
attachments that provide direction and important information for management of
the incident during one or more operational periods.
Incident Command Post (ICP): The field location at which the primary tactical-
level, on-scene incident command functions are performed. The ICP may be
collocated with the incident base or other incident facilities and is normally
identified by a green rotating or flashing light.
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Incident Command System (ICS): A standardized on-scene emergency
management construct specifically designed to provide for the adoption of an
integrated organizational structure that reflects the complexity and demands of
single or multiple incidents, without being hindered by jurisdictional boundaries.
ICS is the combination of facilities, equipment, personnel, procedures, and
communications operating within a common organizational structure, designed to
aid in the management of resources during incidents. It is used for all kinds of
emergencies and is applicable to small as well as large and complex incidents.
les is used by various jurisdictions and functional agencies, both public and
private, to organize field-level incident management operations.
Incident Commander (IC): The individual responsible for all incident activities,
including the development of strategies and tactics and the ordering and the
release of resources. The IC has overall authority and responsibility for
conducting incident operations and is responsible for the management of all
incident operations at the incident site.
Incident Management Team (IMT): The IC and appropriate Command and
General Staff personnel assigned to an incident.
Incident Objectives: Statements of guidance and direction necessary for
selecting appropriate strategy(s) and the tactical direction of resources. Incident
objectives are based on realistic expectations of what can be accomplished have
been effectively deployed. Incident objectives must be achievable and
measurable, yet flexible enough to allow strategic and tactical alternatives.
Initial Action: The actions taken by those responders first to arrive at an incident
site.
Initial Response: Resources initially committed to an incident.
Intelligence Officer: The intelligence officer is responsible for managing internal
information, intelligence, and operational security requirements supporting
incident management activities. These may include information security and
operational security activities, as well as the complex task of ensuring that
sensitive information of all types
(e.g., classified information, law enforcement sensitive information, proprietary
information, or export-controlled information) is handled in a way that not only
safeguards the information, but also ensures that it gets to those who need
access to it to perform their missions effectively and safely.
Joint Information Center (JIC): A facility established to coordinate all incident-
related public information activities. It is the central point of contact for all news
media at the scene of the incident. Public information officials from all
participating agencies should collocate at the JIC.
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Joint Information System (JIS): Integrates incident information and public
affairs into a cohesive organization designed to provide consistent, coordinated,
timely information during crisis or incident operations. The mission of the JIS is to
provide a structure and system for developing and delivering coordinated
interagency messages; developing,
recommending, and executing public information plans and strategies on behalf
of the IC; advising the IC concerning public affairs issues that could affect a
response effort; and controlling rumors and inaccurate information that could
undermine public confidence in the emergency response effort.
Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at
an incident related to their legal responsibilities and authority. Jurisdictional
authority at an incident can be political or geographical (e.g., city, county, tribal,
State, or Federal boundary lines) or functional (e.g., law enforcement, public
health).
Liaison: A form of communication for establishing and maintaining mutual
understanding and cooperation.
Liaison Officer: A member of the Command Staff responsible for coordinating
with representatives from cooperating and assisting agencies.
Local Government: A county, municipality, city, town, township, local public
authority, school district, special district, intrastate district, council of governments
(regardless of whether the council of governments is incorporated as a nonprofit
corporation under State law), regional or interstate government entity, or agency
or instrumentality of a local government; an Indian tribe or authorized tribal
organization, or in Alaska a Native village or Alaska Regional Native Corporation;
a rural community, unincorporated town or village, or other public entity. See
Section 2 (10), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135
(2002).
Logistics: Providing resources and other services to support incident
management. Logistics Section: The section responsible for providing facilities,
services, and material support for the incident.
Major Disaster: As defined under the Robert T. Stafford Disaster Relief and
Emergency Assistance Act (42 U.S.C. 5122), a major disaster is any natural
catastrophe (including any hurricane, tornado, storm, high water, wind-driven
water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide,
snowstorm, or drought), or, regardless of cause, any fire, flood, or explosion, in
any part of the United States, which in the determination of the President causes
damage of sufficient severity and magnitude to warrant major disaster assistance
under this Act to supplement the efforts and available resources of States, tribes,
local governments, and disaster relief organizations in alleviating the damage,
loss, hardship, or suffering caused thereby.
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Management by Objective: A management approach that involves a four-step
process for achieving the incident goal. The Management by Objectives
approach includes the following: establishing overarching objectives; developing
and issuing assignments, plans, procedures, and protocols; establishing specific,
measurable objectives for various incident management functional activities and
directing efforts to fulfill them, in support of defined strategic objectives; and
documenting results to measure performance and facilitate corrective action.
Mitigation: The activities designed to reduce or eliminate risks to persons or
property or to lessen the actual or potential effects or consequences of an
incident. Mitigation measures may be implemented prior to, during, or after an
incident. Mitigation measures are often informed by lessons learned from prior
incidents. Mitigation involves ongoing actions to reduce exposure to, probability
of, or potential loss from hazards. Measures may include zoning and building
codes, floodplain buyouts, and analysis of hazard- related data to determine
where it is safe to build or locate temporary facilities. Mitigation can include
efforts to educate governments, businesses, and the public on measures they
can take to reduce loss and injury.
Mobilization: The process and procedures used by all organizations-Federal,
State, local, and tribal-for activating, assembling, and transporting all resources
that have been requested to respond to or support an incident.
Multiagency Coordination Entity: A multiagency coordination entity functions
within a broader multiagency coordination system. It may establish the priorities
among incidents and associated resource allocations, deconflict agency policies,
and provide strategic guidance and direction to support incident management
activities.
Multiagency Coordination Systems: Multiagency coordination systems provide
the architecture to support coordination for incident prioritization, critical resource
allocation, communications systems integration, and information coordination.
The components of multiagency coordination systems include facilities,
equipment, emergency operation centers (EOCs), specific multiagency
coordination entities, personnel, procedures, and communications. These
systems assist agencies and organizations to fully integrate the subsystems of
the NIMS.
Multijurisdictionallncident: An incident requiring action from multiple agencies
that each have jurisdiction to manage certain aspects of an incident. In ICS,
these incidents will be managed under Unified Command.
Mutual-Aid Agreement: Written agreement between agencies and/or
jurisdictions that they will assist one another on request, by furnishing personnel,
equipment, and/or expertise in a specified manner.
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National: Of a nationwide character, including the Federal, State, local, and tribal
aspects of governance and polity.
National Disaster Medical System: A cooperative, asset-sharing partnership
between the Department of Health and Human Services, the Department of
Veterans Affairs, the Department of Homeland Security, and the Department of
Defense. NDMS provides resources for meeting the continuity of care and mental
health services requirements of the Emergency Support Function 8 in the
Federal Response Plan.
National Incident Management System: A system mandated by HSPD-5 that
provides a consistent nationwide approach for Federal, State, local, and tril;>al
governments; the private-sector, and nongovernmental organizations to work
effectively and efficiently together to prepare for, respond to, and recover from
domestic incidents, regardless of cause, size, or complexity. To provide for
interoperability and compatibility among Federal, State, local, and tribal
capabilities, the NIMS includes a core set of concepts, principles, and
terminology. HSPD-5 identifies these as the ICS; multiagency coordination
systems; training; identification and management of resources (including systems
for classifying types of resources); qualification and certification; and the
collection, tracking, and reporting of incident information and incident resources.
National Response Plan: A plan mandated by HSPD-5 that integrates Federal
domestic prevention, preparedness, response, and recovery plans into one all-
discipline, all-hazards plan.
Nongovernmental Organization: An entity with an association that is based on
interests of its members, individuals, or institutions and that is not created by a
government, but may work cooperatively with government. Such organizations
serve a public purpose, not a private benefit. Examples of NGOs include faith-
based charity organizations and the American Red Cross.
Operational Period: The time scheduled for executing a given set of operation
actions, as specified in the Incident Action Plan. Operational periods can be of
various lengths, although usually not over 24 hours.
Operations Section: The section responsible for all tactical incident operations.
In ICS, it normally includes subordinate branches, divisions, and/or groups.
Personnel Accountability: The ability to account for the location and welfare of
incident personnel. It is accomplished when supervisors ensure that ICS
principles and processes are functional and that personnel are working within
established incident management guidelines.
Planning Meeting: A meeting held as needed prior to and throughout the
duration of an incident to select specific strategies and tactics for incident control
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operations and for service and support planning. For larger incidents, the
planning meeting is a major element in the development of the Incident Action
Plan (lAP).
Planning Section: Responsible for the collection, evaluation, and dissemination
of operational information related to the incident, and for the preparation and
documentation of the lAP. This section also maintains information on the current
and forecasted
situation and on the status of resources assigned to the incident.
Preparedness: The range of deliberate, critical tasks and activities necessary to
build, sustain, and improve the operational capability to prevent, protect against,
respond to, and recover from domestic incidents. Preparedness is a continuous
process. Preparedness involves efforts at all levels of government and between
government and private-sector and nongovernmental organizations to identify
threats, determine vulnerabilities, and identify required resources. Within the
NIMS, preparedness is operationally focused on establishing guidelines,
protocols, and standards for planning, training and exercises, personnel
qualification and certification, equipment certification, and publication
management.
Preparedness Organizations: The groups and fora that provide interagency
coordination for domestic incident management activities in a nonemergency
context. Preparedness organizations can include all agencies with a role in
incident management, for prevention, preparedness, response, or recovery
activities, They represent a wide variety of committees, planning groups, and
other organizations that meet and coordinate to ensure the proper level of
planning, training, equipping, and other preparedness requirements within a
jurisdiction or area.
Prevention: Actions to avoid an incident or to intervene to stop an incident from
occurring. Prevention involves actions to protect lives and property. It involves
applying intelligence and other information to a range of activities that may
include such countermeasures as deterrence operations; heightened inspections;
improved surveillance and security operations; investigations to determine the full
nature and source of the threat; public health and agricultural surveillance and
testing processes; immunizations, isolation, or quarantine; and, as appropriate,
specific law enforcement operations aimed at deterring, preempting, interdicting,
or disrupting illegal activity and apprehending potential perpetrators and bringing
them to justice.
Private Sector: Organizations and entities that are not part of any governmentai
structure. It includes for-profit and not-for-profit organizations, formal and informal
structures, commerce and industry, and private voluntary organizations (PVO).
Processes: Systems of operations that incorporate standardized procedures,
methodologies, and functions necessary to provide resources effectively and
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efficiently. These include resource typing, resource ordering and tracking, and
coordination.
Public Information Officer: A member of the Command Staff responsible for
interfacing with the public and media or with other agencies with incident-related
information requirements.
Publications Management: The publications management subsystem includes
materials development, publication control, publication supply, and distribution.
The development and distribution of NIMS materials is managed through this
subsystem. Consistent documentation is critical to success, because it ensures
that all responders are familiar with the documentation used in a particular
incident regardless of the location or the responding agencies involved.
Qualification and Certification: This subsystem provides recommended
qualification and certification standards for emergency responder and incident
management personnel. It also allows the development of minimum standards
for resources expected to have an interstate application. Standards typically
include training, currency, experience, and physical and medical fitness.
Reception Area: This refers to a location separate from staging areas, where
resources report in for processing and out-processing. Reception Areas provide
accountability, security, situational awareness briefings, safety awareness,
distribution of lAPs, supplies and equipment, feeding, and bed down.
Recovery: The development, coordination, and execution of service- and site-
restoration plans; the reconstitution of government operations and services;
individual, private- sector, nongovernmental, and public-assistance programs to
provide housing and to promote restoration; long-term care and treatment of
affected persons; additional measures for social, political, environmental, and
economic restoration; evaluation of the incident to identify lessons learned;
postincident reporting; and development of initiatives to mitigate the effects of
future incidents.
Recovery Plan: A plan developed by a State, local, or tribal jurisdiction with
assistance from responding Federal agencies to restore the affected area.
Resources: Personnel and major items of equipment, supplies, and facilities
available or potentially available for assignment to incident operations and for
which status is maintained. Resources are described by kind and type and may
be used in operational support or supervisory capacities at an incident or at an
EOC.
Resource Management: Efficient incident management requires a system for
identifying available resources at all jurisdictional levels to enable timely and
unimpeded access to resources needed to prepare for, respond to, or recover
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from an incident. Resource management under the NIMS includes mutual-aid
agreements; the use of special Federal, State, local, and tribal teams; and
resource mobilization protocols.
Resources Unit: Functional unit within the Planning Section responsible for
recording the status of resources committed to the incident. This unit also
evaluates resources currently committed to the incident, the effects additional
responding resources will have on the incident, and anticipated resource needs.
Response: Activities that address the short-term, direct effects of an incident.
Response includes immediate actions to save lives, protect property, and meet
basic human needs. Response also includes the execution of emergency
operations plans and of mitigation activities designed to limit the loss of life,
personal injury, property damage, and other unfavorable outcomes. As indicated
by the .situation, response activities include applying intelligence and other
information to lessen the effects or consequences of an incident; increased
security operations; continuing investigations into nature and source of the threat;
ongoing public health and agricultural surveillance and testing processes;
immunizations, isolation, or quarantine; and specific law enforcement operations
aimed at preempting, interdicting, or disrupting illegal activity, and apprehending
actual perpetrators and bringing them to justice.
Safety Officer: A member of the Command Staff responsible for monitoring and
assessing safety hazards or unsafe situations and for developing measures for
ensuring personnel safety.
Section: The organizational level having responsibility for a major functional area
of incident management, e.g., Operations, Planning, Logistics,
Finance/Administration, and Intelligence (if established). The section is
organizationally situated between the branch and the Incident Command.
Span of Control: The number of individuals a supervisor is responsible for,
usually expressed as the ratio of supervisors to individuals. (Under the NIMS, an
appropriate span of control is between 1:3 and 1 :7.)
Staging Area: Location established where resources can be placed while
awaiting a tactical assignment. The Operations Section manages Staging Areas.
Strategic: Strategic elements of incident management are characterized by
continuous long-term, high-level planning by organizations headed by elected or
other senior officials. These elements involve the adoption of long-range goals
and objectives, the setting of priorities; the establishment of budgets and other
fiscal decisions, policy development, and the application of measures of
performance or effectiveness.
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Strike Team: A set number of resources of the same kind and type that have an
established minimum number of personnel.
Strategy: The general direction selected to accomplish incident objectives set by
the IC.
Supporting Technologies: Any technology that may be used to support the
NIMS is included in this subsystem. These technologies include orthophoto
mapping, remote automatic weather stations, infrared technology, and
communications, among various others.
Task Force: Any combination of resources assembled to support a specific
mission or operational need. All resource elements within a Task Force must
have common communications and a designated leader.
Technical Assistance: Support provided to State, local, and tribal jurisdictions
when they have the resources but lack the complete knowledge and skills
needed to perform a required activity (such as mobile-home park design and
hazardous material assessments).
Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as
activity that involves an act dangerous to human life or potentially destructive of
critical infrastructure or key resources and is a violation of the criminal laws of the
United States or of any State or other subdivision of the United States in which it
occurs and is intended to intimidate or coerce the civilian population or influence
a government or affect the conduct of a government by mass destruction,
assassination, or kidnapping. See Section 2 (15), Homeland Security Act of
2002, Pub. L. 107-296, 116 Stat. 2135 (2002).
Threat: An indication of possible violence, harm, or danger.
Tools: Those instruments and capabilities that allow for the professional
performance of tasks, such as information systems, agreements, doctrine,
capabilities, and legislative authorities.
Type: A classification of resources in the ICS that refers to capabiiity. Type 1 is
generally considered to be more capable than Types 2, 3, or 4, respectively,
because of size; power; capacity; or, in the case of incident management teams,
experience and qualifications.
Unified Area Command: A Unified Area Command is established when
incidents under an Area Command are multijurisdictional. (See Area Command.)
Unified Command: An application of ICS used when there is more than one
agency with incident jurisdiction or when incidents cross political jurisdictions.
Agencies work together through the designated members of the UC, often the
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senior person from agencies and/or disciplines participating in the UC, to
establish a common set of objectives and strategies and a single lAP.
Unit: The organizational element having functional responsibility for a specific
incident planning, logistics, or finance/administration activity.
Unity of Command: The concept by which each person within an organization
reports to one and only one designated person. The purpose of unity of
command is to ensure unity of effort under one responsible commander for every
objective.
Volunteer: For purposes of the NIMS, a volunteer is any individual accepted to
perform services by the lead agency, which has authority to accept volunteer
services, when the individual performs services without promise, expectation, or
receipt of compensation for services performed. See, e.g., 16 U.S.C. 742f(c) and
29 CFR 553.101.
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ANNEXES
THIS PAGE LEFT BLANK INTENTIONALLY
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Annex I - Direction and Control
Lead
Agency/Agencies:
Supporting
Agency/Agencies:
Emergency Management
Purpose
To provide timely, effective and efficient direction and control of available
resources in response to a natural or technological emergency or disaster.
Situation
The direction and control organization must be able to activate quickly at any
time day or night, operate around the clock, and deal effectively with emergency
situations that range from minor to catastrophic.
Assumptions
. Many emergency situations occur with little or no warning. If warning is
available, alerting the public, recommending suitable protective actions,
taking preventative measures, and increasing the readiness of and
deploying emergency response forces may lessen the impact of some
emergency situations.
. Wheat Ridge resources will be used to respond to emergency situations
and, if needed, requests for mutual aid assistance and supplemental
assistance from neighboring jurisdictions, County, State, or Federal
agencies will be made if the city resources become limited or expended as
a result of the emergency or disaster.
Concept of Operations
. NIMS-ICS will be used as the command structure for emergency
situations.
. Each natural or technological disaster classification will be assigned a
Lead Agency - a specific department that is responsible for overall
management and coordination. The responsibilities of the Lead Agency
include but are not limited to:
o Activate the EOP and declare the response level.
o Notify key officials to include Mayor, Emergency Operations
Manager, Communications Center, and other departments as
necessary.
o Call in personnel as directed by event.
. During all major emergencies, the Wheat Ridge Emergency Operations
Plan (EOP) will be activated as provided for in this Plan.
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. Each department is responsible for developing standard operating
procedures (SOP) in response to all emergency situations.
. Each department is responsible for maintaining a current call-up list for
essential employees.
. The Wheat Ridge Communications Center will serve as the main contact
point, on a 24-hour basis, for key official notification. They will maintain a
current list of all department on-call personnel and their phone and pager
numbers. The 24-hour phone number is 303-237-2220
. Each department is responsible to have properly-trained employees to
manage their operations.
. The Incident Command Post (ICP) will be supported by the Emergency
Operations Center (EOC), staff and other emergency supporting agencies
as needed. This emergency organization functioning within the EOC, is
designed to:
o Maintain existing leadership and response authority and
responsibility (continuity of government).
o Provide leadership and response organization.
o Insure a leadership and response organization when an incident
requires the potential for State and/or Federal assistance.
. The Emergency Operations Center (EOC) is established as the central
point to which essential reports and information concerning the emergency
or disaster will flow.
. The principle functions of the EOC are to:
o Monitor potential threats.
o Support on-scene response operations.
o Receive, compile, and display data on the emergency situation and
resource status.
o Analyze problems and formulate options for solving them.
o Coordinate among local, state and federal agencies, if required.
o Develop and disseminate warnings and emergency public
information.
o Coordinate damage assessments activities and assess the health
and safety of the public.
o Request external assistance from other jurisdictions, volunteer
organizations, businesses, or from the State and County.
. The following personnel may comprise the Emergency Operations Staff:
o Emergency Operations Manager
o Police Chief or designee
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o Fire Department Representative
o Emergency Medical Service Representative
o Director of Public Works or designee
o City Clerk
o City Attorney
o Finance Director
o Public Information Officer
o Other staff as necessary based on the emergency event
. Authority to activate and operate the EOC
o City Manager
o Police Chief
o Emergency Operations Manager
o Senior Supervisor present.
. Primary EOC Location
o The primary EOC will be the City of Lakewood EOC
o Alternate EOC location(s) may be:
. The Wheat Ridge Police Training Room
. The determination to use an alternate EOC location will be
rnade by the Emergency Operations rv1anager and should be
based upon the usability of the primary location and the type
of emergency or disaster.
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Annex II - Warning
lead
Agency I Agencies:
Wheat Ridge Police Department
Wheat Ridge Fire Department
Arvada Fire Department
West Metro Fire Department
Fairmont Fire District
Supporting
Agency/Agencies:
Jefferson County Sheriffs Department
Purpose
To provide the resources to warn the public in a timely manner of a pending or
occurring emergency or disaster.
Assumptions
· Many emergency situations occur with little or no warning. If warning is
available, alerting the public, recommending suitable protective actions,
taking preventative measures, and increasing the readiness of and
deploying emergency response forces may lessen the impact of some
emergency situations.
Concept of Operations
· Wheat Ridge Police Communication Center will be the recipient of
emergency information to be disseminated to the public.
. Warnings will be disseminated to the public via:
o Activation of the Emergency Alert System
o Electronic media
o Public address system
o Door-to-door
o Emergency Preparedness network (EPN) (reverse 9-1-1)
o Emergency Siren System
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Annex III - Communications
Lead
Agency/Agencies:
Supporting
Agency/Agencies:
Wheat Ridge Police Department
Arvada Police Department
Lakewood Police Department
To provide assurance that communications during major emergencies will be
maintained. To identify alternative resources should Wheat Ridge's capabilities
be rendered inoperable.
Situation
Communications systems are an integral part in the successful completion of any
emergency or disaster type situation.
Concept of Operations
. It is recognized that some telecommunications elements of the emergency
or disaster response will be established before the activation of this plan.
Therefore, a pre-set formal structure is not desirable. However, the
following guidelines will be used:
o In an inter-jurisdictional or multi-agency response, common radio
channels between agencies will be utilized first for communications.
. The Wheat Ridge EOC will have the responsibility to communicate
pertinent inforrnation to all key officials.
. It is the responsibility of all departments to develop and utilize their own
fan-out system.
. Public safety communications will activate their emergency procedures.
. The Wheat Ridge Mobile Command Post may be set up for poi ice and fire
as necessary for interoperable cornmunications.
o Additional mobile communications vans may be requested from the
following agencies:
. City and County of Denver
. Arapahoe County
. City of Brighton
. South Metro Fire
. City of Aurora
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Annex IV - Health and Medical
Lead
Agency/Agencies:
Supporting
Agency/Agencies:
Wheat Ridge EMS Provider(s)
Wheat Ridge Police Department
Jefferson County Coroners Office
Colorado Department of Public Health & Environment
Purpose
To outline the general responsibilities for providing proper care, treatment and
transportation to victims of a mass casualty or mass fatality event.
Situation
Virtually any type of natural or technological disaster carries the potential for
significant numbers of dead and injured.
A catastrophic event could activate the National Disaster Medical System
(NDMS), causing an overflow of victims into or out of the Denver metropolitan
area. The Disaster Mortuary Response Team (DMORT) could be activated as
well.
Assumptions
. Paramedics will assume the responsibility for emergency medical
operations.
. Area hospitals may become overwhelmed.
· The Metropolitan Medical Response System (MMRS) may be activated to
provide mutual aid and equipment.
Concept of Operations
· Preservation of life and safety of emergency workers and the public will
take precedence over all activities addressed in this Annex.
. Personnel providing health and medical services will adhere to accepted
standards of care and take appropriate protective measures.
· Emergency health and medical services programs will be administered by
those agencies having day-to-day responsibility.
. Representatives at the EOC will be assigned within the Incident Command
System structure and health and medical operations will be coordinated
using that system.
. In a mass fatality incident, the police department will be the lead-
investigating agency, until such time that the incident is handed over to
another qualified investigating agency, if deemed necessary.
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. The police department will be responsible for investigating violations of
applicable laws and for securing the scene and evidence.
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Annex V - Emergency Public Information
Lead
Agency/Agencies:
Supporting
Agency/Agencies:
Wheat Ridge Police Department
Wheat Ridge Administration
Purpose
To establish responsibilities and procedures for preparation and dissemination of
timely and accurate official information to the public during a major emergency or
disaster.
Situation
The need for the effective collection, monitoring, management, and
dissemination of accurate, useful, and timely public information to the media and
for the public during disasters and emergencies is vital to keeping the public and
others informed.
Assumptions
· The public needs timely and accurate information for protection of life and
property during response to, and recovery from a disaster or emergency
situation.
. The City of Wheat Ridge public information officer has the lead
responsibility as the official spokesperson for all official city statements
and media releases.
· The Police Department public information officer has responsibility as the
official spokesperson for emergency operation actions.
Concept of Operations
. This annex will be activated whenever accurate and timely information is
needed to inform the public during an emergency or disaster.
· In order to reduce confusion, control rumors, and promote public
confidence in emergency response efforts, a single point-of-contact will be
established for the direct release of disaster-related information to the
public via the news media during a major event.
. Disaster-related information may include information during a disaster or
emergency concerning the situation and instructions to the public for
obtaining disaster relief and assistance.
· This single point-of-contact should be designated to the EOC to give
media briefings and to approve coordinated news and public information
releases when the city is in Emergency Response.
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. In smaller incidents, a single spokesperson from the primary response
department at the scene will be designated to release information about
the incident.
. A Joint Public Information Center (JPIC) may be established when there
exists a need to coordinate emergency information from a large number of
agencies and/or political jurisdictions.
. When a JPIC is established, the City's single point-of-contact shall be
designated as the JPIC Manager and shall coordinate the release of
information through the Police Department.
. Records shall be kept of actions performed and information that is
released.
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Annex VI - Sheltering / Mass Care
Lead
Agency/Agencies:
Wheat Ridge Police Department
Wheat Ridge Parks and Recreation
Wheat Ridge Fire Department
Supporting
Agency/Agencies:
American Red Cross
Salvation Army
Jefferson County Office of Emergency Management
Colorado Division of Emergency Management
Rl School District Transportation Services
Purpose
To provide shelter and care to disaster victims within the City.
Situation
An emergency or disaster may cause victims to be forced from their homes.
Family members may be separated immediately following an emergency or
disaster, such as children in school and parents at work.
Assumptions
· Not all disaster victims will require mass care services. Some victims will
go to mass shelters, others will find shelter with friends and relatives;
many victims will remain with or near their damaged homes.
. Private and volunteer organizations, i.e., ARC, Salvation Army, COVOAD,
etc., will provide immediate shelter, feeding, and emergency first aid relief
to individuals and families, not normally available from government
resources.
Concept of Operations
· The Police and Fire Departments will determine the threat, magnitude and
need for mass care services.
. Establish an on-scene Incident Command Post.
. The Police Department will coordinate the evacuation process.
· The Police Department will contact the American Red Cross who
maintains formal written agreements with local schools for the use of
school facilities for mass care in a disaster event.
· RTD and/ or school district will supply buses for transportation if needed.
· The American Red Cross will provide for the immediate needs of sheltered
residents for lodging, food, clothing, and personal items.
. The Police Department will provide security for the evacuated area.
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. Door-to-door notifications will be made to assure evacuation complete.
. The Police Department will provide security to the shelters if needed.
. A disaster welfare network will be set up by the American Red Cross.
. Sheltering arrangements will be made for pets.
. A list of evacuees and their location will be maintained.
. The City must send a representative to each shelter. This representative
will be in contact with the EOC-either by phone or radio-so occupants
of the shelter may receive regular updates on the status of the emergency,
the duration of their needed stay and other information relative to the
incident.
. Contact will be made with Jefferson County Office of Emergency
Management, if necessary, to assist with additional sheltering, and
resource allocation.
Local designated shelters include:
Jefferson High School 2305 Pierce SI.
Edgewater, CO (303)982-6056 Capacity: 750
contact: Jose Martinez (Principal)
Wheat Ridge H.S. 9505 W. 320d Av.
Wheat Ridge (303)982-7695 Capacity: 750
Contact: Pat Harrison
lather schools pending review by the Red
Cross and R-1 Schools
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Annex VII - Evacuation
Lead
Agency/Agencies:
Supporting
Agency I Agencies:
Wheat Ridge Police Department
Wheat Ridge Fire Department
West Metro Fire Department
Arvada Fire Department
Fairmont Fire Department
Jefferson County Office of Emergency Management
Colorado Division of Emergency Management
R-l School District Transportation Services
Purpose
To put a plan in place when a disaster makes it necessary to evacuate a portion
of or the entire City.
Situation
An emergency or disaster may cause victims to be forced from their homes
and/or businesses depending on such factors as time of occurrence, area
demographics, building construction, and existing weather conditions.
There are two types of evacuations that may be utilized: general and limited.
· A general evacuation would involve the relocation of a large portion of the
public from a risk area. The EOC will be activated.
. A limited evacuation would involve the relocation of a smaller portion of
the public from a risk area. The EOC may be activated.
Assumptions
· First responders (fire, police, EMS) will usually be able to recognize a
situation requiring an evacuation, and would initiate initial evacuation
recommendations and procedures.
· The annex focuses on hazards that provide sufficient warning time to
implement a planned evacuation for people identified as being at risk in
the jurisdiction.
· Some residents may refuse to evacuate after being advised to do so.
· Most evacuees would try to relocate with friends or relatives, or go to a
hotel/motel, rather than go to a public shelter.
· Residents may try to re-enter a risk area before safe to do so.
. Spontaneous evacuation will occur when there is sufficient warning of the
threat.
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. Some owners of companion animals will refuse to evacuate unless
arrangements have been made to care for their animals.
. Evacuation of people at risk for emergency situations that occur with little
or no warning will be implemented on an ad hoc basis. The individual
responsible for implementing it should be the IC at the scene of the
emergency, with support arranged through the EOC as necessary.
. Evacuation instructions should be based on known or assumed health
risks associated with the hazard.
Concept of Operations
. The Police and Fire Departments will determine the threat, magnitude,
intensity, time until onset, and expected duration of the emergency as well
as the need for evacuation.
. Establish an on-scene Incident Command Post. Activate the EOC, if
necessary.
. The Police Department and Fire Department will coordinate the
evacuation process until such time as the EOC is operational, to include:
o Identifying the number of people requiring transportation to
evacuate.
o Designating an assembly point for evacuees without their own
transportation for assembly
o Arranging transportation for evacuees without their own vehicles.
o Arranging shelters to house evacuees.
o Providing evacuation inforrnation to the local media to be
disseminated.
. The Police Department will provide security for the evacuated area.
. Door-to-door notifications will be made to assure evacuation complete.
. A list of evacuees and their location will be maintained.
. Contact will be made with Jefferson County Office of Emergency
Management, if necessary, to assist with evacuation, additional sheltering,
and resource allocation.
. An evacuation of the City of Wheat Ridge will impact neighboring
jurisdictions and evacuation routes will need to be coordinated.
. The Wheat Ridge Emergency Operations Manager will designate general
evacuation routes for residents to use.
. Provisions, to the extent possible, will be made for providing the elderly
and special needs population with transportation methods, medical
assistance, and other related support during emergency situations.
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· If there is not enough time to acquire transportation for persons without
their own mode of transportation, or if there is a shortfall of vehicles for
transportation, as a last resort, officials may recommend in-place
sheltering.
· Able-bodied evacuees may be asked to walk to the nearest assembly
point to wait for transportation.
. Access to controlled areas will be controlled by law enforcement. Law
enforcement will patrol all evacuated areas unless officers are at risk.
· Re-entry into the evacuation area will only be allowed after it is determined
by the appropriate officials that it is safe to do so. Technical advice from
the state or federal officials may be necessary in some instances
(radiological, hazardous materials type incidents, etc.)
. If all local efforts have been exhausted, assistance in evacuation
operations will be requested from nearby jurisdictions, or the state, or
federal government. Assistance requests to nearby jurisdictions should be
done directly to the jurisdiction. Requests to the state or federal
government should be directed to the CDOEM, through Jefferson County
OEM, if possible.
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Annex VIII - Resource Management
Lead
Agency/Agencies:
Wheat Ridge Police Department
Wheat Ridge Public Works
Supporting
Agency/Agencies:
All Wheat Ridge City Departments
Jefferson County Office of Emergency Management
Colorado Division of Emergency Management
Purpose
The purpose of this annex is to provide a plan for effective procurement and use
of human and material resources in the case of any type of emergency or
disaster within the City of Wheat Ridge.
Situation
City resources will be available during an emergency and should be used
accordingly; however, as city resources become depleted, mutual aid resources,
as well as state and federal resources may be requested.
Assumptions
. Shortages in Wheat Ridge response resources may occur in any
emergency or disaster. Procedures should be maintained to identify where
and how to replenish them.
. Private contractors and volunteer agencies may be willing to assist the
community during an emergency or disaster. They should to be identified
by material or service they can provide.
. Mutual aid agreements with neighboring jurisdictions will be established
and invoked as needed.
. Support is available through requests to state and federal agencies.
Procedures should to be maintained for accessing this support.
Concept of Operations
. Pre-emergency planning requires that each department that is assigned a
responsibility in the basic plan will identify all personnel and material
resources they may require and how to access or procure those
resources.
. Emergency procurement procedures will be established and records
maintained of all expenditures for goods, services and personnel.
. If additional resources are required, requests should be made through the
Emergency Operations Center (EOC).
. All purchases and requests for additional resources require the approval
of the Incident Commander and will be coordinated through the EOC.
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Annex IX - Damage Assessment
Lead
Agency/Agencies:
Wheat Ridge Community Development
Public Works
Supporting
Agency/Agencies:
Wheat Ridge Public Works Department
Jefferson County Office of Emergency Management
Colorado Division of Emergency Management
Purpose
To provide timely and comprehensive information on the scope and impacts of a
disaster and when necessary meet disaster declaration needs consistent with
state and federal criteria.
Situation
An emergency or disaster requires an accurate assessment of the actual impact
on the population and property. Such an assessment defines the severity and
magnitude of loss, and directs attention to the mobilization of resources
necessary to cope with the situation.
State and Federal disaster assistance may be required during an emergency or
disaster. If such assistance is necessary, it must be based upon an accurate
aggregate damage/loss estimate.
Concept of Operations
· The Chief Building Official and Engineering Manager will begin an Initial
Damage Assessment to collect, record and report data. Information will
serve as the basis for evaluating the need for disaster declaration at city,
state, and federal levels should such action become necessary.
· Information and documentation compiled will be consolidated into a
Preliminary Damage Assessment report forwarded to the EOC who will
report such damage to key personnel and the State Office of Emergency
Management.
· A Disaster Declaration may be declared by the Mayor in order to fully
mobilize resources or to enact temporary restrictions, such as curfews and
price controls. Such declaration will be given prompt and general publicity
and will be filed with the City and respective County Clerk and two copies
will be forwarded to the State Office of Emergency Management (OEM).
A local declaration is a precondition for State emergency assistance in
most cases.
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Annex X - Vital Records
Lead
Agency/Agencies:
Supporting
Agency/Agencies:
Wheat Ridge City Clerk
All Wheat Ridge Departments
Purpose
To ensure that a list of vital records be maintained by all departments.
Situation
In any emergency or disaster, the continuity of government and the re-
establishment of government after a situation are vital to the public. Vital records
maintained by government are an essential aspect of continuity and re-
establishment of operations.
Assumptions
. Government maintains various records that can include:
o Vital Statistics
o License registers
o Election records
o Budget records
o Charters
o Official Minutes
o Crimina! and Court Records
o Incorporation Records
o Contracts
o Statutes and Ordinances
o Boundary Determinations
o Inventory of Property and Equipment
. Government records must be producible when requested by an official
agency or the public.
Concept of Operations
. Each department is responsible for maintaining vital records related to
their respective operations.
. Each department is responsible for identifying vital records necessary for
continuity of government and for the re-establishment of government
before, during, and after an emergency or disaster.
. Vital records should be stored in at least two (2) separate locations, with
one being off site.
. Procedures for obtaining off-site records should be established and
updated as necessary.
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Annex XI- Administrative Services
Lead
Agency/Agencies:
Supporting
Agency/Agencies:
Administration Department
All Wheat Ridge Departments
Purpose
To support emergency operations with administrative resources needed for
timely assessment of the financial impact of a disaster; to prompt recovery of
voice and data systems; to effect procurement of goods, services and manpower;
follow a logical system for allocation and expenditure of funds; and keep detailed
records of disaster-related expenditures.
Situation
In any emergency or disaster, administrative services along with emergency first
responders are a vital component of the overall effective management of a
situation.
Assumptions
· Administrative services will continue to provide an infrastructure for City
services and resources despite disruptions caused by an emergency.
· Initial assessment of the financial magnitude of disaster response and
recovery and the extent of insurance coverage will determine the need to
request state and federal financial assistance.
Concept of Operations
· Administrative services will be responsible for developing and maintaining
their own detailed emergency procedures.
· City Chief Building Inspector. will develop a damage assessment record
keeping system to meet post-disaster needs.
. Finance will maintain records of disaster-related expenditures to support
reimbursement from insurers, state and federal agencies.
· Finance will function as principal advisor to the City Manager on all fiscal
matters.
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Annex XII - Debris Management
Lead
Agency/Agencies:
Supporting
Agency/Agencies:
Wheat Ridge Public Works Department
All Wheat Ridge Departments
Purpose
To plan the coordination of the removal, collection, and disposal of debris
following a disaster. To mitigate against any potential threat to health, safety, and
welfare of the impacted citizens.
Definitions
Phase I - consists of the clearance of the debris that hinders immediate life
saving actions being taken within the disaster area and the clearance of that
debris which poses an immediate threat to public health and safety.
Phase II - consists of the removal and disposal of that debris which is
determined necessary to ensure the orderly recovery of the community and to
eliminate less immediate threats to public health and safety.
Situation
Disasters precipitate a variety of debris that includes, but is not limited to, trees,
sand, gravel, building construction material, vehicles, personal property, and
hazardous materials.
Assumptions
. The amount of debris resulting from a disaster could exceed the City of
Wheat Ridge's ability to dispose of it.
. If a State of Emergency is declared, State resources would be made
available to assist in the removal and disposal of debris.
. Private contractors will play a significant role in the debris removal,
collection, reduction and disposal process.
. The Public Works Department will pre-designate temporary debris storage
and reduction sites including exact location, size, and ingress and egress
routes.
Concept of Operations
. The Public Works Department will determine the extent of damage and
resulting debris will be categorized for Phase I or Phase II removal.
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Annex XIII - Civil Disturbance
Lead
Agency I Agencies:
Supporting
Agency I Agencies:
Wheat Ridge Police Department
Area Law Enforcement Agencies
Purpose
To facilitate the City's response to the threat or actual event of civil disaster.
Situation
Emergency situations such as civil disturbances, looting, evacuations, active
shooter situations, hostage situations, widespread power outages, etc. may
cause need for specialized law enforcement activities, including outside
assistance.
Citizens may gather to vocally promote or demonstrate their individual rights, or
group interests. These demonstrations although normally peaceful, have the
potential of turning violent, and causing injury to persons, and damages to
property. It is therefore prudent that the Wheat Ridge Police Department
monitors large gatherings within the City for the potential of becoming unruly or
violent. Additionally, the police department must be prepared to handle large-
scale civil unrest should it break out with little or no warning.
Assumptions
· Civil disorders can cause alteration or disruption of daily operations.
. City employees may be in danger in normal field operations.
. Public utilities may be disrupted.
. Public information will be a vital function.
. Law enforcement activities will increase significantly during a major
disaster, civil disturbance, or other emergency situation.
. During an emergency situation, the Wheat Ridge Police Department may
be required to expand their operations beyond normal law enforcement
duties to provide increased protection and security required by these
conditions.
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Concept of Operations
. Emergency law enforcement operations will be an expansion of normal
functions and responsibilities.
. Law enforcement may be required to gather intelligence, within applicable
laws, against groups that form with a potential for civil disturbance or
violent activities.
. Pre-planning and using mutual aid can reasonably assure the law
enforcement officials that adequate support is available to counter a civil
disturbance and maintain or restore order.
. Once the City issues a "State of Emergency" proclamation, the City has
the additional authority to effectively address the situation through its
applicable departments.
. The EOC may be activated for a threat or actual event.
. Mutual aid resources may be called in.
. The Colorado Office of Emergency Management may be notified.
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Annex XIV - Hazardous Materials
Lead
Agency/Agencies:
Wheat Ridge Police Department
Supporting
Agency/Agencies:
Wheat Ridge Fire Department
Arvada Fire Department
West Metro Fire Department
Fairmont Fire Protection District
Purpose
To protect the citizens and employees of the City of Wheat Ridge from the
immediate and long-term effects of exposure to hazardous materials, and to
identify the actions and responsible agencies for handling a hazardous materials
incident.
Situation
There are thousands of chemicals in daily use that can cause an emergency
affecting a substantial number of people. These effects include massive
contamination, explosion, fire, injury and/or loss of life.
Many of these chemicals and flammable gasses are transported via air, rail and
motor transport. The U.s. Department of Transportation requires adequate
warning markings on the carrier vehicle, however, there are numerous
exceptions.
Identification of the precise nature of the chemicals involved in a particular
incident is a major problem, and care should be taken to note location,
hazardous properties, characteristics, and potential hazardous reactions with
each other.
Assumptions
· Incidents involving hazardous materials may occur during transportation,
near the City. 1-70 as well as 1-25 are designated routes for transporting
hazardous materials.
. Numerous emergency service agencies will be called upon to assist in
their area of expertise during a hazardous materials incident.
Concept of Operations
· The Fire Department having jurisdiction will coordinate all response
activities associated with a hazardous materials incident in accordance
with established SOP's.
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DRAFT 10/07
. Hazardous material accidents require early identification of the hazardous
material to formulate a plan of action to handle the emergency.
The size of the spill, characteristics of the material, and potential threat
determine the structure of the emergency response effort.
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DRAFT 10107
Annex XVI - Terrorism / Weapons of Mass Destruction
Lead
Agency/Agencies:
Supporting
Agency/Agencies:
Wheat Ridge Police Department
Wheat Ridge Fire Department
Arvada Fire Department
West Metro Fire Department
Fairmont Fire Protection District
Adams-Jeffco Hazard Response Authority
All Wheat Ridge Departments
Purpose
To facilitate the City's response to threats or actual terrorism events as they
relate to weapons of mass destruction (WMD).
Situation
Since the events of September 11, 2001, any area of the United States may be
subject to acts of terrorism and/or weapons of mass destruction. These acts do
not adhere to geographic or political boundaries, thus making the City of Wheat
Ridge susceptible to the effects of such acts whether they occur within our
boundaries or outside our boundaries.
Assumptions
· An attack may not be recognizabie as a terrorism event until there are
multiple casualties.
. There may be multiple events.
· First responders will be placed at higher risk of becoming casualties.
· Mass casualties/fatalities will occur. National support teams may be
called in.
. Event may overwhelm local resources.
Concept of Operations
· The initial response will be coordinated by a Fire Department as a
hazardous materials incident.
· Unified command between police and fire will be required.
· The EOC may be activated for a credible threat/actual event.
· Departments will activate their fan-out procedures as needed.
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DRAFT 10/07
. All available communications will be utilized to verify and disseminate
warnings.
. Mutual aid resources will be called up.
. The Colorado Office of Emergency Management will be notified.
. Emergency response stages may be
o Stage I - threat
. Notify the Mayor, the City Manager, the Chief of Police and
other key officials of the threat or possibility of an actual
event.
. Activate emergency team members.
. Activate city and other communication networks; coordinate
and monitor media; brief employees.
. Involve community leaders in planning activities.
. Notify and secure city facilities.
o Stage 1/- imminent or confirmed event
. Complete actions stated at Stage I
. Activate and staff EOC if necessary.
. Notify and utilize support agencies as necessary.
. Recall city employees from the field as needed for employee
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. Maintain security of all city facilities and equipment.
. Provide daily personnel roster of individuals in field.
. Define and secure affected area if possible. Allow only
individuals with proper identification and need into the
secure area.
. Activate and utilize volunteer organizations as needed.
. Provide information network for family members.
o Stage 111- State of Emergency
. Complete actions stated at Stage II
. Mayor to declare a State of Emergency.
. Request State resources as needed.
. Order and enforce a curfew as needed.
o Stage IV - restoration
. Restore vital City services and provide temporary care
measures for victims.
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DRAFT 10/07
. Request state and federal grants as necessary.
. Begin long-term restoration of the community and provide a
good public relations program.
. Provide Critical Incident Stress Management (CISM) for
employees.
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Annex XVII - Tornado
Lead
Agency/Agencies:
Wheat Ridge Police Department
Wheat Ridge Fire Department
Arvada Fire Department
West Metro Fire Department
Fairmont Fire Protection District
Supporting
Agency/Agencies:
All Wheat Ridge Departments
Jefferson County Office of Emergency Management
Area Law Enforcement and Fire Agencies
Purpose
To ensure a plan is in place in the event of a tornado.
Situation
If a tornado reaches the ground, its high winds and sudden drop in air pressure
as it passes cause almost complete destruction of everything in its path.
Assumptions
. Citizens will be advised of potential severe weather conditions
through a variety of means, including: National Oceanic &
Atmospheric Administration (NOAA) radio, standard radio
announcements, TV announcements, reverse 911 ,local sirens, etc.
. The National \lJeathei Service (N'lJS) vvill piovide tOinado and seveie
weather warnings. Warning time will vary.
Concept of Operations
. The National Weather Service will advise the area of potential severe
thunderstorm and tornado activity.
. Evacuation of city facilities may be deemed necessary and may be called
for by the Mayor, the City Manager, the responsible Department Head for
the facility, the Emergency Operations Manager, or the senior supervisor
on-duty.
. Stage 1- Tornado Watch / Warning
o The Wheat Ridge Communications Center will notify key officials
and field personnel of pending severe weather.
o The Jefferson County Dispatch Center will alert all City
Departments when a Tornado Watch or higher is issued.
o Tornado Warnings are disseminated through all available
communication systems
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DRAFT 10/07
. Stage 1/ - Response
o Confirmation of a tornado touchdown, resulting in injuries and
property damage.
o The EOC will be activated and staffed as necessary by key
individuals.
o All support agencies will be notified and coordination maintained
throughout the emergency. Designated individuals by department
may be dispatched to affected areas.
o Damage assessment team will be activated as needed.
o Direction and control of field operations will be managed through
on-site command post.
o All news releases will be coordinated through the Public Information
Officer.
o "All Clear" messages will be initiated when the threat of an active
tornado has dissipated.
. Stage 111- State of Emergency
o Mayor by request will declare a state of emergency.
o State and federal agencies will be notified.
o Restoration of vital city services will begin.
o City Council will approve emergency contingency funding.
. Stage IV - Recovery
o The Emergency Operations Manager will act as overall coordinator
of the recovery event and coordinate disaster relief assistance with
state and federal agencies.
o Short and long-term disaster recovery will begin.
o Mayor may request a State or Federal Disaster Declaration.
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Annex XVIII - Earthquake
Lead
Agency/Agencies:
Wheat Ridge Police Department
Wheat Ridge Fire Department
Arvada Fire Department
West Metro Fire Department
Fairmont Fire Protection District
Supporting
Agency/Agencies:
All Wheat Ridge City Departments
Jefferson County Office of Emergency Management
Area Law Enforcement and Fire Agencies
Public Utilities
Purpose
To identify the major hazards associated with earthquake disaster and
community response.
Assumptions
. An earthquake could occur at any location in the state and/or Denver
Metro area, causing injuries, death and building damage and destruction.
. A major earthquake will cause cascading events such as fires, hazardous
materials incidents and others.
. Several earthquakes have occurred in the past in the area of the Rocky
tv10untain Arsenal in Adanls County.
. There are numerous faults within the State that may cause an earthquake.
. Mutual aid may be needed immediately.
. Amateur radio and other communication systems may need to be brought
in.
. Utilities may face major disruption and hazardous situations.
. Infrastructure, such as roads, highways, bridges, may be unusable.
. Telephone communications may be non-existent or overloaded.
. Buildings and structures may be damaged and uninhabitable.
Concept of Operations
. Conduct damage assessment.
. Activate the Emergency Operations Center.
. Facilitate emergency response.
. Facilitate reactivation of vital facilities.
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DRAFT 10107
. Protect property.
. Coordinate and liaison with other agencies.
. Maintain functional operation of all city facilities to the extent possible.
. Investigate and assess damage to buildings, structures and property
within the city for the purpose of:
o Identifying imminently hazardous conditions for immediate
abatement.
o Inspecting and identifying buildings and property for re-occupancy
and posting and declaring unsafe conditions.
o Determining the cost and percentage of damage to all buildings,
structures and properties.
o Compiie a statistical damage assessment report for distribution to
city officials, county, state and federal government agencies,
media, various organizations, and the general public.
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Annex XX - Flood
Lead
Agency/Agencies:
Wheat Ridge Police Department
Wheat Ridge Public Works
Supporting
Agency/Agencies:
All Wheat Ridge City Departments
Wheat Ridge Fire Department
Arvada Fire Department
West Metro Fire Department
Fairmont Fire Protection District
Jefferson County Office of Emergency Management
Purpose
To ensure a plan is in place to respond to flooding in the City of Wheat Ridge.
Urban Drainage and Flood Control District
. Wheat Ridge falls within the Districts boundaries.
. Provides Local Flood Warning Program in conjunction with NWS.
. Messages that the District can send out:
o MESSAGE 1 (Internal Alert)
. This is an advisory message which is meant to inform key
people that weather conditions are such that flood producing
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advisory requires priority handling by a communications
dispatcher, the message will be preceded with the statement:
"THIS IS A RED FLAG MESSAGE."
o MESSAGE 2 (Flash Flood Watch)
. This message indicates that a Flash Flood Watch has been
issued by NWS and/or a private meteorological service
employed by the District and they feel the risk is high that a Iife-
threatening flood may occur later in the day. If it is felt that this
watch requires priority handling by a communications
dispatcher, it will be identified as a RED FLAG message.
o MESSAGE 3 (Flash Flood Warning)
. This message indicates that a Flash Flood Warning has been
issued by NWS andlor a private meteorological service
employed by the District. This warning message requires priority
handling by the communications dispatcher (i.e. AUTOMATIC
RED FLAG).
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DRAFT 10/07
o MESSAGE 4
. This message cancels the flood potential status. This message
is issued by the private meteorological service after consultation
with NWS and other entities involved with direct private
meteorological service communications.
Assumptions
· The delivery of public flood warnings is dependent, to a large extent, upon
the electronic news media (i.e., radio and television) with the National
Weather Service (NWS) being primarily responsible for the initial release
of the warning and its content.
· Local governments are also responsible for disseminating public warning
information within their political boundaries.
· Flash floods on the front range can occur at anytime.
· Street flooding from heavy rains or snowmelt may also occur.
Concept of Operations
· Depending upon flood threat conditions, this annex may be conducted in
four stages.
. Stage I
o Notification of all departments and key individuals.
o Police and Fire will maintain a continuous monitoring of all weather
conditions.
o The Emergency Operations Manager will coordinate with other
departments and decide when a Stage II activation is required.
o Potential evacuation of suspected flood locations will be
considered.
o Police and Fire personnel will respond to the potential danger areas
to warn individuals.
o EOC may be activated.
o Incident Command Post may be established.
o Evacuation routes may need to be established.
o Determine need for diking (sandbags, earth, etc.)
o Determine available resources from outside agencies; stage if
possible.
. Stage 1/
o Warn public through available means of public notification (See
Warning Annex).
o Evacuate public to other locations or staging areas.
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DRAFT 10/07
o Establish communications with Jefferson County Office of
Emergency Management.
o Initiate fan-out or call-out lists.
o Provide search and rescue operations as required.
o Relocate essential city services, if in the danger zone.
o Request appropriate agencies to assist in providing temporary
housing, food and shelter.
o The EOC will be activated and staffed as necessary.
o All support agencies will be notified.
o Designated individuals may be dispatched to potential hazard areas
to monitor and report findings.
o Shelters and transportation will be provided for evacuees.
o Damage assessment team will be activated if needed.
. Stage 111
o Mayor will declare a State of Emergency, by request.
o Notification of state and federal agencies will be implemented.
o Restoration of vital city services and long-term recovery will begin.
o City Council will approve emergency contingency funding.
. Stage IV
o The Emergency Operations Manager will act as overall coordinator
of the recovery event and coordinate disaster reiief assistance with
state and federal agencies.
o Short and long-term disaster recovery will begin.
o Mayor may request a State or Federal Disaster Declaration.
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DRAFT 10/07
Annex XXI - Winter Storm
Lead
Agency/Agencies:
Supporting
Agency/Agencies:
Wheat Ridge Public Works
All Wheat Ridge Departments
Wheat Ridge Fire Department
Arvada Fire Department
West Metro Fire Department
Fairmont Fire Protection District
Jefferson County Office of Emergency Management
Purpose
To ensure essential city services are maintained during severe winter weather.
Definitions
Winter Storm Watch - issued when severe winter weather is possible, including
cold air, strong winds, and accumulations of snowfall.
Winter Storm Warnina, - issued when snowfall is expected to exceed six inches
in a 12-hour period or eight inches in 24 hours.
.Blizzard Warnina, - issued when severe winter weather with sustained winds of at
least 35 mph is expected, along with considerable snowfall.
Winter Storm Emeraencv - vital community services have been severely
impacted. The Mayor has declared a state of emergency.
Assumptions
. All areas of Colorado are vulnerable to major winter storms.
· Longtime residents of the area are usually well equipped to handle routine
and even severe winter weather.
. Loss of utilities in the City can create a critical situation in a short period of
time for a large number of people.
. The demand for emergency services poses the greatest difficulty.
. Medical assistance may become critical.
Concept of Operations
. Depending upon the winter storm threat conditions, this annex may be
conducted in three stages, in addition to Section 2.7.2.
o Stage I
. Notification of emergency management staff, police, fire, and
other key officials.
. Activation of the EOC or the establishment of a call will be at
the discretion of the Wheat Ridge Director of Public Works.
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DRAFT 10107
. Emergency management personnel, as necessary, will staff
the EOC.
o Stage 1/
. Stage II is activated at the discretion of the Emergency
Operations Manager.
. Other essential personnel will respond to the EOC as called.
. Support agencies will be contacted and placed on standby.
. Departments will operate according to their procedures.
o Stage 11/
. The Mayor shall declare an operation Stage III proclaiming a
citywide emergency. This proclamation gives the Mayor the
power to enact any order necessary to preserve public
peace, health, and safety.
. All affected department directors will report to the EOC.
. The State office of Emergency Management will be notified.
. Snow Routes
The following streets are priority streets in regard to snow removal:
Prioritv East-West Bound Streets
West 45th Avenue: Pierce Street to Newland Street.
West 44th Avenue: 1-70 overpass to Fenton Street.
West 41st Avenue: Kipling to Independence & Ammons to Wadsworth Blvd.
West 39th Avenue: Kipling Street east to school & High Court to Reed St.
West 38th Place: Parfet Street to Oak Street.
West 38th Avenue: Youngfield Street to Sheridan Blvd.
West 32nd Avenue: Youngfield Service Road to Sheridan Blvd.
West 29th Avenue: Wadsworth Blvd. To Sheridan Blvd.
West 26th Avenue* : Pierce Street to Sheridan Blvd.
* West 26th Avenue from Oak to Kipling Street & Wadsworth Blvd. to Pierce Street is
maintained by the City of Lakewood.
Prioritv North-South Bound Streets
Youngfield Street: W. 29m Avenue to W. 44th Avenue.
Quail Street: W. 32nd Avenue north to school.
Pierson Street: W. 32nd Avenue north to school.
Parfet Street: W. 32nd Avenue to W. 38th Place.
Miller Street: W. 44th Avenue to 1-70 South Frontage Road.
Kipling Street: 1-70 North Frontage Road to W. 51st Place.
Independence Street: W. 38th Av to 41st Av & W.44th Av to 1-70 S. Frontage
Holland Street: W. 32nd Avenue to W. 38th Avenue.
Dudley Street: W. 32nd Avenue to W. 38th Avenue.
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DRAFT 10107
Dover Street:
Ammons Street:
Upham Street:
High Court:
Reed Street:
Pierce Street:
Otis Street:
Newland Street:
Harlan Street:
W. 38th Avenue to W. 44th Avenue.
W. 41st Avenue to W. 44th Avenue.
W. 38th Avenue to W. 44th Avenue.
W. 38th Avenue to W. 39th Avenue.
W. 38th Avenue to W. 44th Avenue.
W. 26th Avenue to W. 48th Avenue.
W. 38th Avenue to W. 44th Avenue.
W. 44th Avenue to W. 48th Avenue.
W. 32nd Avenue to 1-70 overpass.
Kipling Street, Wadsworth Boulevard and Sheridan Boulevard are priority
level 2 streets maintained by the Colorado Department of Transportation
(CDOT). However, City crews may be assigned to maintain these streets
as necessary in the event of heavy accumulations and/or an emergency
has been declared.
Department responsibilities:
. The Public Works Department is responsible for the clearing and
maintenance of all city streets (not state highways) during the
event. They are also responsible for maintaining a list of
contractors that provide barricades, tree removal, debris removal
and additional snow removal services.
. Colorado State Department of Highways is responsible for the
clearing and maintenance of all state highways and roads with the
city boundaries.
. The Parks and Recreation Department is responsible for the
maintenance of all city facilities and the parking lots and accesses
to these buildings.
. The Police Department is responsible for responding to traffic
accidents, the enforcement of all laws and the clearing of any
abandoned vehicles on all roadways.
. The Fire Departments are responsible for any rescue operations
within their jurisdictions.
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DRAFT 10/07
Annex XXII - Emergency / Disaster Reporting Process
Lead
Agency/Agencies:
Supporting
Agency/Agencies:
Wheat Ridge Administration
All Wheat Ridge City Departments
Purpose
To ensure proper reporting of expenditures and other actions taken to ensure
maximum reimbursement for losses and expenses incurred in the recovery
process.
Situation
Prompt and accurate reporting is a must in order to ensure that local
governments recover the maximum financial reimbursement for authorized
disaster emergency related expenses and losses. It is almost impossible to
document claims after the work has been done and a period of time has passed.
Assumptions
. Any disaster or emergency will come with associated costs and
expenditures.
. Additional funding will be needed and/or reimbursement necessary for
costs associated with a disaster or emergency.
. Current budget amounts as well as any reserve funds may need to be
expended on the disaster or emergency.
Concept of Operations
. All departments, organizations, and agencies involved in a disaster or
emergency occurring within Wheat Ridge will need to keep accurate
records of expenditures, losses, and other actions taken.
. These records will be forwarded to the City Administration for tracking of
overall expenditures and losses.
. Initial Report
o Reporting Disaster Emergency Information
o Upon confirmation of a Disaster or Emergency Event:
o Activate local warning systems
o Implement your Local Emergency Operations Plan (LEOP)
o Mobilize local emergency response resources
o Activate Local Emergency Operations Center (EOG)
o Contact Jefferson County Office of Emergency Management
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DRAFT 10/07
o Contact Colorado Division of Emergency Management at the 24-
hour emergency telephone number (303) 279-8855
o Lead time is critical when contacting CDEM. Early warning will give
the Duty Officer time to place response resources in stand-by and
alert the Federal Government as necessary.
. Initial Situation Assessment
o This should be made by, or authorized by an elected official.
o Initial decisions to mobilize and activate resources will be made on
this report.
o Assess the situation accurately and provide ongoing information
flow from the field to local EOCs.
o Provide Situation Reports from local EOCs to CDEM/SEOC
o CDEM will advise appropriate departments of State Government,
and request the governor, and Federal Agencies to provide the
necessary support.
o Update Situation Reports as new information is secured.
. Initial Damage Report
o Reporting Location
o Type of Disaster/Emergency
o Area Affected
o Number of Persons Killed, Injured, or Endangered
o Damage to Essential Facilities
o Damage To Public Property
o Damage To Private Property
o Types of Assistance Needed
. Record keeping
o The basic rule is to maintain proof of any disaster-related
expenditure.
o Some examples are:
. Records of Overtime Compensation to Employees
. Receipts - Purchase Orders
. Contracts For Emergency Repairs
. Equipment Logs (including Work Site)
. Receipts for Rented or Leased Equipment
. Issue Slips for Supplies Used
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DRAFT 10107
. Local Declaration of Disaster Emergency
o 24-32-2109 CRS - Local Disaster Emergencies, -The Charter of
the City of Wheat Ridge Chapter 1 ,Section 3.2 Power and Duties of
the Mayor, - Wheat Ridge City Code of Laws, Atricle II. Civil
Emergencies.
. A local disaster may be declared only by the chief executive
officer of a political subdivision. It shall not be continued or
renewed for a period in excess of seven days except by or
with the consent of the governing board of the political
subdivision. Any order or proclamation declaring, continuing,
or terminating a local disaster emergency shall be given
prompt and general publicity and shall be filed promptly with
the county clerk and recorder, city clerk, or other authorized
record keeping agency and with the office.
. The effect of a declaration of a local disaster emergency is to
activate the response and recovery aspects of any and all
applicable local and inter-jurisdictional disaster emergency
plans and to authorize the furnishing of aid and assistance
under such plans.
o The declaration should be made when it is determined that the
needed response to a disaster or emergency event is at or beyond
the normal capability of local government agencies.
o Two copies should be sent to CDEM, one of which will be
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IVI VVCI UC:;U LV LIfe; ~u VC:;IIIVI.
. Situation Reports
o During any disaster or emergency operation, daily reports of threat,
damage, response and needs are necessary for efficient
coordination of outside resource requirements.
o Situation reports should contain:
. Nature of Disaster/Emergency/Threat and Current
Magnitude
. Deaths and Injuries (Total to Date)
. Damage / Potential Damage
. Utilities
. Public Property
. Private Property
. Resources Committed and Reserves
. Local Resources
. Outside Resources
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DRAFT 10/07
· Volunteer Activities - Search and Rescue, etc.
. Local Government Actions
. Activation of Emergency Operation Plan
. Manning of EOC
. Evacuation
. Other Information
. Additional Assistance Needed
. Date and Time Sent
o Damage Assessment
· Use to tabulate initial reports and estimate of damages.
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DRAFT 10/07
Annex XXIV - Volunteer Management
Lead
Agency/Agencies:
Supporting
Agency/Agencies:
Wheat Ridge Police Department
Wheat Ridge Police Department
American Red Cross
Jefferson County Office of Emergency Management
Purpose
Develop a plan to track and assign convergent, citizen volunteers during a
disaster.
Situation
History has proved through the many disasters and emergencies that have
occurred in this country, the public wants to help in any way that they can. Many
citizens respond to disaster or emergency scenes, unsolicited, and offer their
assistance. This can pose an additional dilemma for emergency services.
Assumptions
. Citizens who want to help respond to disaster areas without direction.
. Liability becomes an issue.
Concept of Operations
The Patrol Division Administrative Sergeant assigned by the Police Department will
be in communication with the Incident Commander and will be assigned to manage
the citizen volunteer response as needed. The City Volunteer Manager will initially
handle all incoming requests for volunteers.
. Unsolicited emergency service personnel, non-emergency personnel,
vehicles, equipment and citizen volunteers will be staged away from the
scene in several locations, depending on the scope of the incident and the
volunteer response.
. Organized and trained groups of volunteers will be put into service first on
a priority basis. Volunteer Coordinators will provide first responders with a
source of additional volunteers with specific abilities by screening
volunteers to determine skills and experience.
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Annex XXV - Animal Emergency Management
Lead
Agency/Agencies:
Supporting
Agency/Agencies:
Wheat Ridge Police Department
Wheat Ridge Police Department
American Red Cross
Jefferson County Office of Emergency Management
Purpose
Develop a plan to evacuate and ensure care for animals during amajor disaster
emergency
Situation
Animals of all kinds are integral parts of our society and economy, accounting for
over billions of dollars in annual commercial livestock and poultry production and
a pet care industry that exceeds 50 billion dollars yearly. Nearly 60% of our
nation's households include pets, a number greater than the number of
households with children. The human-animal bond is a powerful force, helping
provide companionship for many individuals, creating positive impacts on mental
and physical health. Service animals provide augmentation to the senses of sight
and sound to disabled persons, and both dogs and horses add critical
capabilities to our law enforcement and emergency response community. Caring
for animals helps provide meaningful stewardship experiences, helping build
responsibility within our society.
Assumptions
. The primary responsibility for evacuating and providing care for
animals during an emergency rests with the animals' owners.
· Experience has shown that this is often impossible when
. Owners are unable to evacuate with their animals and are
forced by urgent circumstances to leave them behind
. Owners become separated from their animals during or after
an evacuation,
. When animal shelters are not available in close proximity to
human shelters so that owners can evacuate to an
appropriate destination where they can continue to provide
daily care.
Concept of Operations
A designated Community Service Officer assigned by the Police Department will be in
communication with the Incident Commander and will be assigned to manage the
animal evacuation response as needed. The Community Service Officer will initially
handle all incoming requests for:
. small and large animal housing
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DRAFT 10/07
. husbandry (feeding, cleaning, etc.)
. veterinary care
. facility usage
. evacuation options
. displaced pet/livestock, wildlife, and exotic animal assistance
City of Wheat Ridge's Animal Response Plan (ARP) for companion animals,
livestock, research animals, exhibit animals, and wildlife provides for rapid
response to events affecting the health, safety, and welfare of human beings and
animals. The veterinary medicine and animal care activities (in the preparedness,
mitigation, response, and recovery activity phases of emergency management)
include, but are not limited to:
. small and large animal housing
. husbandry (feeding, cleaning, etc.)
. veterinary care
. facility usage
. evacuation options
. wildlife issues
. displaced pet/livestock, wildlife, and exotic animal assistance
. Transportation' Transportation of people will often necessitate
transportation of companion animals, especially during emergency
evacuations and rescue efforts.
. Transportation of emergency supplies of animal feeds (hay, grain, and
species-specific rations) may be necessary when a natural disaster has
destroyed local pastures and stored feed supplies.
. Dead animal removal and disposal management support by public works
Local designated shelters for animals include:
. Denver Dumb Friends League (can take three animals from each resident)
. Jefferson County Animal Control (Sheriff's Office dispatch)
. Horse Protection League 303 424-0037
. Colorado State Animal Response Team 303 539-7633
Owners should be allowed to either shelter-in-place or immediately return to care
for their animals. Livestock owners should be provided priority access to and
assistance in resuming normal operations for humane care reasons and also to
minimize both immediate and downstream economic impacts.
The American Red Cross assists in essential functions to provide the planning,
support, resources, program implementation, and emergency services that are
most likely to be needed during incidents.
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DRAFT 10/07
Annex XXVI - Cyber Attack Management
Lead
Agency/Agencies:
Supporting
Agency/Agencies:
Wheat Ridge Information Technology
All Wheat Ridge City Departments
Purpose
Develop a plan to to ensure business continuity and availability of essential
automated systems for the City of Wheat Ridge in the event of a massive or
sustained cyber systems compromise or attack.
Situation
Current events and threats from terrorists both local and foreign have attacked
and threatened the information technologies of both private industry and
government. To ensure that critical information is protected and retained for the
efficient operation of the city a plan to protect such information and technologies
should be implemented.
Assumptions
Mitigation & Preparedness are the best defense against an attack on information
technologies
Concept of Operations
. The city shall have the latest versions of firewall, anti-virus, and spyware
software technologies deployed across the enterprise.
. The city shall have a system to monitor misuse or unauthorized/remote
access of cyber systems, especially by personnel under emotional or
financial strains and with access to major data and system integrity.
. The city shall have a proactive and well-documented cyber-security
training program for all personnel with potential access.
. The city shall have rules for employees working from home to comply with
information and systems security.
. The city shall have data back-up (data redundancy) processes and
policies for enterprise wide and departmental specific data systems.
. The city shall have a management process to approve all cyber-
technologies utilized in the organization, including but not limited to
different systems sharing like data and how shared or exchanged data
protected from corruption while allowing access to critical data under
emergent conditions.
. The city shall have policies for the interface and deployment of wireless
data and voice systems communications.
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DRAFT 10107
o The city shall have trained personnel for cyber-system response and
recovery operations.
o The city shall have a protocol to monitor the number of cyber-system
response events involving external attacks by deliberate attempts to
penetrate, and take appropriate protective actions.
o The city completed a hazard vulnerability analysis of all cyber-systems to
determine infrastructure security improvements needed for all internal and
external threats.
o The city shall have data security exchange protocols for secure interface
with authorized emergency management agencies under a unified
command.
o The city shall comply with current standards on disaster/emergency
management and business continuity programs as they apply to all third-
party vendors that support and supply cyber-technology services, such as
offsite backup and data recovery process for the institution.
. The city have a system of cyber-security audits using a scenario based
evaluation or a series of critical benchmarks approved by a multi-
disciplinary committee of your organization.
. The city shall have standards for the development and security of systems
and substructures (i.e., departments), including non-IT/IS staff with special
levels of cyber-systems knowledge.
. The city shall have the ability to terminate access immediately upon an
employee's termination of employment.
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Annex XXVII - Communications Systems Failure Management
Lead
Agency/Agencies:
Supporting
Agency/Agencies:
Wheat Ridge Communications Center
Wheat Ridge City Information Technology
Purpose
Develop a plan to ensure continuity and availability of essential communication
systems for the City of Wheat Ridge in the event of a massive or sustained
failure of systems during a disaster.
Situation
Numerous natural and man made disasters can affect one or multiple
communications systems. It is essential for the efficient management of a major
emergency disaster to provide for alternate communications systems.
Assumptions
. Specific failures of communications systems are hard to predict. The
Continuity of Operations Plan shall hold specific information as to
personnel responsibility and equipment information.
· Should the Communications Center become uninhabitable or should all
systems fail the Communication operation shall be transferred to a
predestinated facility with equipment and space to provide for the City of
Wheat Ridge's needs.
Concept of Operations
The Communication plan may be either a part of the Information Officer's role or
linked to this role. However, during the time when an incident is in process, all
aspects of the Communication plan should be cleared with the Incident
Commander before any information is released. In addition to the COOP the
following will be developed by the Emergency Manager, Information
Technologies, and the Communications Center:
. Plans and policies for the transfer of 911 calls shall be maintained by the
Communications Center.
. Radio systems shall be transferred from the Communications Center to
the either the Command van or to a designated radio back-up call center.
. Communication mediums: paper copy; bulletin board; press release;
telephone tree; remote telephone call center; remotely stored information
for retrieval by others; out of area contact personnel, etc.
· Templates and samples: canned statements and background information
on key personnel, locations, suppliers, charts, graphs and diagrams and
maps for complex areas that would be difficult to communicate in written
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DRAFT 10/07
or spoken form. A set of forms to track various messages and a log form
to document sources of information, decisions, management approvals,
etc.
. Easy to understand and train other instructions; "how to" note sheets
laminated in plastic so they won't get damaged in water, etc.
. A detailed training plan to train essential personnel in the organization that
need to be involved in alternative communication systems.
. A testing plan and schedule periodic tests of the COOP using realistic
scenarios shall be regularly conducted.
Page 79
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Wheat Ridge City Charter References
Sec. 3.2. Power and duties of the mayor.
The mayor shall be the recognized head of the city government for all legal and
ceremonial purposes. All contracts in writing binding the city, all conveyances of
interests in land by the city, and any other documents requiring his signature
shall be signed by the mayor (or person acting as mayor as herein provided).
The mayor shall be the chief elected officer of the city. The mayor shall be
responsible for the efficient administration of all affairs of the city placed in his
charge. The mayor shall serve as a liaison between the city council and the city
administration, including, but not limited to, attendance at meetings and special
events involving the city administration.
The mayor shall be a conservator of the peace, and in emergencies may
exercise within the city the powers conferred by the Governor of the State of
Colorado for the purposes of military law, and shall have the authority to
command the assistance of all able-bodied citizens to aid in the enforcement of
the ordinances of the city and to suppress riot and disorder. Except as may be
required by statute, the mayor shall exercise such other powers as the council
shall confer upon him.
The mayor shall have the power to veto any ordinance passed by the council in
accordance with the procedure set forth in section 5.14 of this Charter. The
mayor shall also preside over city council meetings.
In the event of a tie vote by the city council, except upon adoption or amendment
of the budget, the mayor shall cast a tie-breaking vote. In no other instance shall
the mayor cast a vote on a matter presented to the council for decision. On any
ordinance upon which the mayor has cast a tie-breaking vote, the mayor shall not
exercise his power to veto said ordinance.
Wheat Ridge Code of Laws (references)
Chapter 6 CIVIL DISASTERS AND EMERGENCIES*
*Cross references: Interference of public officers at scene of disaster, ~ 16-
155.
State law references: Home rule powers, Col. Const. Art. XX, ~ 6; Colorado
Disaster Emergency Act of 1973, C.R.S. S 24-33.5-701 et seq.
Article. I. In General
Secs. 6-1--6-20. Reserved.
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DRAFT 10/07
Article II. Civil Emergencies
Sec. 6-21. PUrDose of article.
Sec. 6-22. Violations.
Sec. 6-23. Mavor's Dowers--General/v.
Sec. 6-24. Same--Declaration of emeraencv.
Sec. 6-25. Same--Enumerated.
Sec. 6-26. Proclamation of emeraencv--When effective.
Sec. 6-27. Same-- Termination.
ARTICLE II. CIVIL EMERGENCIES*
*State law references: Local disaster emergencies, C.R.S. !l24-33.5-709.
Sec. 6-21. Purpose of article.
The city will from time to time in the future, in all probability, have within its
corporate limits fires, floods, civil disturbances and riots; and, therefore, it is
deemed in the best interest of the city to exercise certain emergency police
powers necessary to and incidental to the maintenance of the safety, health and
welfare of the citizens of the city.
(Code 1977, !l7-1)
Sec. 6-22. Violations.
Any person who shall willfully fail or refuse to comply with the orders of
duly authorized law enforcement officers or personnel charged with the
responsibility of enforcing the proclamation of emergency authorized herein shall
be deemed guilty of a misdemeanor and, upon conviction thereof, shall be
subject to a fine of not more than one thousand dollars ($1,000.00).
(Code 1977, !l7-7; Ord. No. 1998-1120, !l3, 6-8-98)
Sec. 6-23. Mayor's powers--Generally.
Emergency police powers shall be placed in the hands of the mayor of the
city and that these powers should be exercised only in the event of an
emergency as herein contemplated and shall only be exercised for such period of
time as the actual emergency exists and further that such powers shall only be
invoked after declaration and proclamation of an emergency.
(Code 1977, !l7-2)
Sec. 6-24. Same--Declaration of emergency.
In addition to any and all powers enumerated in the ordinances of the city,
the mayor shall have further emergency powers necessary to preserve the peace
and order of the city as follows:
(1) The mayor shall have the power to declare an emergency to exist when, in
his opinion, one (1) or more of the following conditions exists:
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DRAFT 10/07
a. That there is extreme likelihood of danger of destruction of life or property
due to unusual conditions.
b. Unusual or extreme weather conditions, making use of city streets or areas
difficult or impossible.
c. Civil unrest, commotion or uprising is imminent or exists.
d. There is a stoppage or loss of electrical power affecting a major portion of the
city.
(2) The emergency shall be declared in a proclamation of the mayor, which
proclamation shall be delivered to the chief of police, who shall then see that
such proclamation is delivered to all news media within the city who shall
immediately notify the public or such proclamation and that violators will be
arrested and subject to penalty.
(Code 1977, S 7-3)
Sec. 6-25. Same--Enumerated.
After declaration of an emergency under the provisions of this article, the
mayor shall have the authority to exercise any or all of the following powers:
(1) Call upon enforcement agencies. To call upon regular and auxiliary
enforcement agencies and organizations within or without the city to assist in
preserving and keeping the peace and the preservation of life and property of the
citizenry of the city.
(2) Close streets and sidewalks. The power to close streets and sidewalks and
to delineate areas within the city wherein an emergency exists.
(3) Curfew. To impose a curfew upon all or any portion of the city thereby
requiring all persons in such designated curfew areas to forthwith remove
themselves from the public streets, alleys, parks or other public places; provided,
that ambulance operators performing medical services, utility personnel
maintaining essential public services, firemen and city authorized or requested
enforcement officers and personnel may be exempted from such curfew.
(4) Business closing. To order the closing of any business establishments
anywhere within the city for the period of the emergency, such businesses to
include, but not be limited to, those selling intoxicating liquors, malt beverages,
gasoline or firearms.
(5) Acts necessary to preserve life. The power to do any and all acts necessary
and incidental to the preservation of life, limb and property within the city.
(Code 1977, S 7-4)
Sec. 6-26. Proclamation of emergency--When effective.
The proclamation of emergency specifying with exactness the area in
which the emergency is declared to exist shall become effective upon its
issuance and dissemination to the public by the appropriate news media.
(Code 1977, S 7-5)
Sec. 6-27. Same--Termination.
(a) Any emergency proclaimed in accordance with the provision of section 6-24
shall terminate after forty-eight (48) hours from the issuance thereof, or upon the
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DRAFT 10/07
issuance of a proclamation determining an emergency no longer exists,
whichever occurs first; provided, however, upon declaration of a second or
further emergencies to exist the emergency powers set forth herein may be
exercised during such further emergency period or periods, but never for more
than forty-eight (48) hours in one (1) declared emergencyperiod.
(b) No emergency period shall extend beyond the next regular. special or called
meeting of the city council unless at such meeting the declaration of emergency
is specifically approved by resolution of the council.
(Code 1977, S 7-6)
ARTICLE I. IN GENERAL
Sec. 19-1. Creation of department.
There is hereby created a police department for the city which shall consist of
one (1) chief of police and as many policemen as may from time to time be deemed
necessary for the safety and good order of the city.
(Code 1977, S 18-1)
Sec. 19-2. Rules and regulations.
The police department shall be operated and managed in accordance with such
departmental rules and regulations as may from time to time be adopted by the chief of
police with the approval of the city manager.
(Code 1977, S 18-3)
Sec. 19-3. Duties of police force.
It shall be the duty of the police force to suppress all riots, disturbances and
breaches of the peace and apprehend any and all persons in the act of committing any
offense against the laws of the state or of the ordinances of this city and to forthwith
bring such persons before the proper court or other competent authority for examination;
and, at all times, to diligently and faithfully enforce all such laws, ordinances and
regulations for the preservation of good order and the public welfare as the city council
may enact. Every officer so authorized to make arrests or to serve process may, in the
discharge of his duties, enter into all public places and, with or without process, arrest
any persons upon probable cause that such persons have committed any crime or
violated any city ordinance, and forthwith bring such persons before the proper court if
such court be then in session and, if not, then to convey such persons to the designated
city jail until such time as they can be brought before such court, then to deliver them up
for trial and examination.
(Code 1977. S 18-4)
Sec. 19-4. Chief of police generally.
The chief of police may be appointed from the ranks of the classified
service, and, in such an event, during the time he shall serve in such capacity he
shall retain and have accrued to him such time as active service in the police
department and in the classified service thereof, for all purposes in connection
with retirement, pension benefits, sick leave, vacation leave, terminal pay,
hospitalization, doctors, surgeons, nurses and medical care when injured in the
line of duty, leaves of absence when injured in the line of duty, benefits to his
Page 83
DRAFT 10/07
wife and dependent children upon death and all other benefits of the classified
service of the police department which may now be in force or hereafter be
provided, other than salary, on the same basis and with the same effect as if
during such time he had remained in active service in the police department and
in the classified service thereof in the rank which he held in the classified service
when appointed.
(Code 1977, S 18-2)
Sec. 19-5. Powers and duties of chief of police.
The chief of police works under immediate supervision of the city manager
to perform the following functions:
(1) Maintaining law and order, protecting life and property.
(2) Directing and controlling traffic.
(3) Investigating and apprehending law violators and maintaining of police
records.
(4) Regulating and inspecting required licenses.
(5) Cooperating with other law enforcement agencies.
(6) Coordinating with all groups and governmental units on law enforcement
matters.
(7) Preparing drafts of proposed regulatory ordinances and laws regarding
public safety and enforcement of laws.
(8) Preparing and justifying the annual budget for law enforcement services.
(9) Preparing studies relating to public safety and providing input to traffic
engineering and planning.
(10) Conducting crime prevention programs.
(11) Providing members to the police pension board in accordance with the
police pension plan.
(12) Directing the animal control program.
(13) Preparing law enforcement assistance grant applications and administering
grant funds.
(14) Working with the city manager or his or her designee on hiring and
disciplinary procedures.
(15) Providing central dispatching services for fire district and police vehicles.
(Code 1977, S 18-5; Ord. No. 1259, S 6,8-12-02)
Sec. 19-6. Police officers--Duties.
All members of the police department shall have the following powers and
duties:
(1) They shall perform all duties required of city marshals.
(2) They shall suppress all riots, disturbances and breaches of the peace,
apprehend all disorderly persons in the city, and shall pursue and arrest any
person fleeing from justice in any part of the state.
(3) They shall be the enforcement officers of the city and shall see that the
ordinances of the city and the laws of the state are complied with. They shall
arrest without process all persons engaged in the violation in their presence of
any provision of the ordinances of the city or the law of the state. Upon such
Page 84
DRAFT 10/07
arrest they shall forthwith convey such offenders before the proper officer to be
dealt with according to law; provided, that they may incarcerate any person
whom they shall arrest at a late and unusual hour of the night until the following
morning; and provided, further, that in the special cases relating to traffic
offenses they may release an arrested person upon his written promise to appear
in court.
(4) They shall report such offenses as may come to their knowledge to the
proper city official or they shall report the same to the municipal judge securing a
warrant for the arrest of offenders when desirable.
(5) They shall execute and return all writs and process to them directed by the
municipal judge in any case arising under a city ordinance, and they may serve
the same in any part of the county in which such city is situated.
(6) They shall observe the condition of the streets, sidewalks and alleys of the
city, and of any obstruction, nuisance or impediments therein, and shall take
necessary measures to rernove or abate the same.
(Code 1977, S 18-6)
Sec. 19-7. Same--Oath.
Before entering upon the duties of his office, each police officer shall take
and subscribe an oath that he will support the Constitution and laws of the state,
the Constitution of the United States, and the ordinances of the city, and that he
will faithfully perform the duties of the office upon which he is about to enter.
(Code 1977, S 18-7)
Sec. 19-8. Assignment by chief of police of officers to temporary
extraterritorial duty.
The chief of police may, in his discretion, upon request of the chief of
police or person exercising the functions thereof in any other jurisdiction, assign
police officers under his control together with such equipment as he shall deem
to be proper, to perform temporary duty in the requesting jurisdiction.
(Code 1977, S 18-10)
Sec. 19-9. Appointment and powers of special and reserve police.
The chief of police, upon the approval of the city manager, may appoint
special police officers as he may deem necessary during times of emergency.
Such appointments shall not exceed seven (7) days without approval of the city
council. The chief of police, with the approval of the city manager and city
council, may appoint such number of special police officers as he deems
necessary to serve upon days of election, public celebration and holidays; and
such special police officers shall have and possess all arrest powers of regular
police officers during the time for which they are serving under appointment to
active duty. The chief of police may appoint such number of reserve police
officers as authorized by city council, and such reserve police officers shall have
all the arrest powers of regular police officers. However, reserve police officers
shall not have the pay, retirement, fringe benefits or privileges conferred on
behalf of regular police personnel of the city.
Page 85
DRAFT 10/07
REFERENCE: Colorado Disaster Declaration Process
Disaster Declarations usually follow these steps:
. Local government responds, supplemented by mutual aid from
neighboring communities and volunteer agencies. If the disaster
exceeds the local capabilities, they can request state assistance.
A local government may declare a local disaster or an emergency through the
chair of the Board of County Commissioners, or other principal executive officer
of a political subdivision, through an order or proclamation and submit it to the
state. This activates response and recovery of all applicable local and inter-
jurisdictional disaster emergency plans.
Why Declare a Disaster?
. To gain access to TABOR emergency reserves
. To qualify for certain types of federal and state disaster assistance
. To activate local and inter-jurisdictional emergency plans and mutual
assistance agreements
. To support the enactment of temporary emergency restrictions or controls
(e.g., curfews, price controls)
. The State Responds with state resources as requested (and/or needed)
by the local government.
The Colorado Division of Emergency Management, Department of Military and
Veterans Affairs, Department of Public Health & Environment, Department of
Transportation, Department of Local Affairs, Department of Public Safety,
Colorado State Patrol, Department of Human Services, Department of
Agriculture, and the Department of Natural Resources are all examples of
Colorado agencies who may respond to a disaster.
The State may declare a disaster or emergency by Executive Order or
Proclamation of the Governor if the Governor finds a disaster has occurred or
that this occurrence or the threat of a disaster or emergency is imminent. This
frees up State TABOR reserves and Disaster Emergency funds, enables the
Governor to temporarily enact or suspend State restrictions or controls, activates
the State Emergency Operations Plan, and activates the State Emergency
Operations Center.
. Damage Assessment. The state can request a disaster declaration from
the Governor with a preliminary damage assessment from the local
governrnent through the state Division of Emergency Management.
Page 86
DRAFT 10/07
The state can also perform a formal federal, state, and local preliminary damage
assessment with FEMA to determine if damage amounts may qualify for a
presidential disaster request and therefore, federal assistance.
A presidential disaster declaration and/or emergency can be requested by the
governor to the President through FEMA, based on the damage assessment,
and an agreement to commit state funds and resources to the long-term recovery
is made.
. FEMA will evaluate the request and recommend action to the White
House based on the disaster damage assessment, the local community
and the state's ability to recover.
. The President approves the request or FEMA informs the governor it has
been denied. The decision process could take a few hours or several
weeks depending on the nature of the disaster.
Note: The difference between a disaster declaration and an emergency
declaration is that an emergency can be declared even though there is no
disaster. An example would be the Summit of the Eight or World Youth Day.
Additional resources were requested and the State Emergency Operations Plan
was activated. Also, an emergency declaration is generally of lesser scope and
impact than a major disaster declaration.
Sample Disaster / Emergency Declaration
WHEREAS, The City of Wheat Ridge suffered serious damage to roads, bridges,
homes, businesses, and other public and private facilities caused by excessive
snow melt and unreasonably heavy rains, which occurred on
and (date)
WHEREAS, the cost and magnitude of responding to and recovering from the
impact of the ensuing event is far in excess of the city's available resources;
Now THEREFORE, be it resolved, that the City Council of Wheat Ridge,
Colorado, declare this to be a disaster area.
DATED AT
THIS
at
DAY OF
(TIME)
, COLORADO
, (DATE)
Mayor of the City of Wheat Ridge
Page 87
DRAFT 10/07
NOTE: Supply two (2) copies to CDEM -
9195 East Mineral Avenue, Suite 200
Centennial, Colorado 80112
Fax: 720.852.6750
DEM will forward one (1) copy to the
Governor's Office.
Page 88
DRAFT 10/07
...1."4'
~ ~ City of
ra':WheatF-l.-dge
~OLICE DEPARTMENT
Study Session
March 17, 2008
Item 1 c
Memorandum
TO:
Mayor Jerry DiTullio, and City Council
Randy Young, City Manager~ r<'5().
Daniel G. Brennan, Chief of Police ~ ~
Jim Lorentz, Division Commande..n. ~
Support Services Division 'tv I
THROUGH:
FROM:
DATE:
March 7, 2008
SUBJECT:
Staff Report - Administrative Model Process and Community Services
Update
ADMINISTRATIVE MODEL PROCESS
In 2007, City Council approved the Administrative Model Process, which went in to
effect in mid-June. Since this new process involved a significant change in procedures,
the Community Services Team has addressed several administrative and financial
controls associated with implementation. Statistical data included in this report is
effective beginning June 15, 2007 through the end of the year.
Training specific to the administrative model process was conducted by representatives
from the City Attorney's Office. This proved to be an important step in a city-wide effort
to implement the new administrative model. The initial training led to follow-up training
sessions for the Community Services Team, Court personnel, Finance personnel, and
Community Development and Administrative hearing officers. The adjunct computer
package for tracking code complaints and financial activity for the new process
inadvertently increased administrative tasks for Community Service Officers (CSOs).
The administrative process has resulted in a voluntary compliance rate of 66% with
fewer return responses to properties by community service officers.
The following tables indicate the 2007 year-end financial reports. Table 1 and Table 2
reflect total receivables, charges and outstanding balances subsequent to the
administrative process. Table 3 reflects total code enforcement citations issued
relevant to code enforcement calls for service.
J
Staff Report Community Services Team
March 7,2008
Page 2
TABLE 1. TOTAL FINES AND FEES OUTSTANDING
(06/15/07 through 12/31/07)
TOTAL DUE
TOTAL PAID
TOTAL OUTSTANDING
$44,046.25
- 16.625.00
$27,421.25
TABLE 2. TOTAL FINES AND FEES
(06/15/07 through 12/31/07)
1ST CITATION FINES DUE
2ND CITATION FINES DUE
3RD CITATION FINES DUE
TOTAL CITATION FINES DUE
LATE FEES DUE
PROCESSING FEES DUE
HEARING FEES DUE
TOTAL FEES DUE
ABATEMENT FEES DUE
TOTAL DUE
$20,500.00
8,750.00
8.500.00
$37,750.00
1ST CITATION FINES PAID
2ND CITATION FINES PAID
3RD CITATION FINES PAID
TOTAL CITATION FINES
PAID
$7,465.00
2,100.00
100.00
$9,665.00
$2,200.00 LATE FEES PAID $ 400.00
1,290.00 PROCESSING FEES PAID 210.00
1.800.00 HEARING FEES PAID .400.00
$5,290.00 TOTAL FEES PAID $2,010.00
~~.O06.25 FINES DISMISSED BY AHO $ 950.00
FINES SUSPENDED BY AHO 1,350.00
f'hf\If't:1 I t:n t'"""IT.l't.TI"I\IC: 'J ,:::t:;,n nn
....."I.....,L..L..L..L..IJ _11"11_....... '-..........v_....~
$44,046.25 TOTAL PAID $16,625.00
TABLE 3. CALLS FOR SERVICE
(06/15/07 through 12/31/07)
Total Code Calls For Service 578
Total Notices of Violation Issued 444
Total 1st Citations Issued 148
Total 2nd Citations Issued 27
Total3rd Citations Issued 16
CODE ENFORCEMENT OFFICER CERTIFICATION
In an effort to enhance the professionalism and consistency in Wheat Ridge Code
Enforcement efforts, all Community Services Officers (CSO's) attended and
successfully completed Code Enforcement Official Basic Certification Training, and
were certified by the Colorado Association of Code Enforcement Officials (CACEO).
CODE ENFORCEMENT SEASONAL PROGRAM
Three temporary seasonal community service officers were hired in May, 2007.
Staff Report - Commnnity Services Team
March 7,2008
Page 3
Although the formation of the seasonal program produced some challenges, the
Comrnunity Services Team cooperative effort ultimately resulted in positive results.
Seasonal CSO's assisted the team by responding to a total of 625 calls for service
during the peak summer months.
The temporary seasonal program will be activated again in May, 2008. The program will
be redesigned to consider training requirements, essential functions, hours of operation,
and vehicle availability.
NEWS RACK PERMITS
The news rack permitting process has been in place for several years and the
Community Services Team worked collectively during the last two quarters of 2007 to
hold vendors accountable as required. News racks were located, brochures were
designed, and permit information was mailed. News rack vendors were given until
January 31, 2008 to obtain permits.
DOG LICENSING PROGRAM
The pet licensing program, which has been in effect in unincorporated Jefferson County
since 1994, was expanded to Wheat Ridge beginning July 1, 2007. Prior to licensing,
dog owners were only required to have a current rabies vaccination tag on their dog.
Rabies tags could only be traced through the issuing veterinary clinic and only when the
clinic was open.
Dog licensing ensures current rabies vaccinations, allows community services officers
to return lost pets to their owners more quickly, and provides the team a mechanism to
tr",,,k rl"'nnF!rnll<: rlnn<: "'nnrF!<:<:ivF! rlnn<: ",nn ~mim:'ll-Iaw h:'lbitu:'ll offenders
~.__.. --..;:}-.--- --;:;1-' -;:;1;;:;#"------ --a- ----- _n______n - --- - - - -- -
The dog population in Wheat Ridge is estimated to be 9,983. A total of 1,135 dog
licenses were issued in 2007, providing license revenue of $11,627.00. An education
and enforcement campaign will begin January 1, 2008, to increase the total number of
issued dog licenses to a minimum of 2,000.
NEIGHBORHOOD SATURATIONS
Three areas were identified for code violation directed enforcement.
1. The 38th Avenue business district was visited prior to Carnation Festival.
2. 44th Avenue between Harlan Street and Wadsworth Blvd. was visited.
3. Chase Street between 26th Avenue and 29th Avenue in District 1 was visited.
4. The Community Services Team collaborated with WR2020 to promote the dumpster
program in each Council District in 2007.
EDUCATIONAL PROGRAMS
1. "Cody", the Code Ranger made his debut at the September Town Hall Meeting.
2. An educational video, featuring "Cody", an animated character was completed in
partnership with the City Manager's Office. The video explains the code
administrative process and high-profile violations in an entertaining manner.
3. The City's web page has been updated with information related to code
enforcement, animal issues and the Community Services Team.
JL
~ l.' ~
~ _ ~ City of .
~Wlieat~dge
~OLlCE DEPARTMENT
Study Session
March 17, 2008
Item 1 d
Memorandum
TO:
Mayor Jerry DiTullio and City Council
Randy Young, City Manage~
Daniel Brennan, Chief of Police ~
THROUGH:
FROM:
DATE:
March 7, 2008
SUBJECT:
Police Department Organizational Assessment
In September of 2004, the City entered into an agreement with the G. L. Williams Group,
LLC to "conduct a comprehensive examination and review of the Wheat Ridge Police
Department." The assessment was completed and presented to the City in January, 2005.
The organizational assessment report contained fourteen (14) broad recommendations
(see the attached recommendations). In 2005, the department's leadership team
developed a three-year strategic plan (2005-2007) that listed each of these fourteen (14)
recommendations as a goal, and each goal contained a set of objectives or performance
measurements to guide the organization in achieving an outcome. As the department
begins the process of developing a new strategic plan for 2008-2010, I wanted to provide
a summary update to City Council on the status of the fourteen (14) original
recommendations. To date the department has achieved the majority of the original
recommendations made in the assessment report thanks in large part to the support of
department members, City staff, and City Council.
In 2005, the department created and implemented a new organizational Vision, Mission
and Core Values statement to guide the department and its members. A component of this
and other recommendations was to improve communications within the department.
Today, formal and informal meetings involving employees from all levels of the
department are held at different intervals. Representatives from employee groups meet
with the police chief on a bi-monthly basis to discuss a variety of topics and concerns to
them. The department conducts award ceremonies on a semi-annual basis and one of
these ceremonies consists of a "State of the Department" address by the Chief of Police.
I also attend team meetings to present service pins and commendations. The department
is doing a better job of recognizing employee or team performance; and has a process to
commend exceptional performance. The department will soon begin a "Challenge Coin"
award program designed to recognize exceptional P.:,i;'UHUance in the area of community
policing.
The department has established minimum staffmg levels for the Patrol Operations
Division and each shift. The City has been divided into two sectors (east and west) and
four police beats. At least one police officer per shift staffs each beat. Patrol lieutenants
and police officers now have geographical responsibility for a designated sector. A
.,
Police Department Organizational Assessment
March 7,2009
Page 2
workload analysis of the patrol operations division is completed annually and the
department has developed alternative means of service delivery with the establishment of
the Telephone Reporting Unit. In addition, citizens can now access crime information in
their neighborhoods via the City website (Public CADmine).
In 2005, the deputy police chief position was eliminated and the department re-organized
into three bureaus based on recommendations made in the assessment report. A major
theme throughout the assessment report was a lack of supervisory consistency in the
organization. In 2007, the department created three mid-management positions from
existing positions and re-organized the department from three bureaus into two divisions.
This move addressed issues of span of control, unity of command and put in place a
mechanism to ensure leadership consistency throughout the department.
Technology can make police organizations more efficient and effective; however, the
strategic and tactical aspects of these systems continue to challenge us. A new 800 MHz
radio system was designed and installed in 2006 with the assistance of a federal grant. A
partnership with the West Metro Fire Department and the Lakewood Police Department
has allowed the department to join their radio backbone improving our radio coverage
from 65% of the City to 95% coverage throughout the City. The agreement also provides
access to trained radio technicians to program and repair our radios. Bi-directional
antennas (BDA) have been installed in needed locations throughout the City to address
radio coverage issues at specific locations (Municipal Center, Wheat Ridge Middle
School and the Arapahoe House). A portable BDA will be installed in a patrol
supervisors vehicle this year to enhance radio communications on major calls.
The department and City Information Technology (I/T) division have worked
cooperatively to address the issues identified in the assessment report pertaining to the
computer-aided dispatch, field reporting and records management systems. The
replacement costs for these systems is cost prohibitive at this time and a plan has been
implemented to create a replacement fund for both these systems. In the meantime, the
department and City I/T have a plan in place to improve user efficiency and
effectiveness.
The City has addressed the issues noted in the assessment report concerning salary,
benefits and retirement vesting. The adoption of a specific pay plan for sworn officers
and non-sworn employees by City Council has had a positive influence on the morale and
retention of employees in the department. The retirement vesting schedule for sworn
employees has been adjusted to reflect similar plans in surrounding agencies.
The department has conducted several staff inspections of organizational units to review
processes and positions recommended in the assessment. Assessments ofthe
department's SWAT Team; the Investigations Bureau to include the case management
system and forensic crime lab; recruitment and hiring processes; and Communications
Center have been completed to date.
The assessment report recommended the development of a fair and equitable evaluation
system for all employees. In 2006 and 2007, the department provided training and
Police Department Organizational Assessment
March 7, 2009
Page 3
established expectations for all department supervisors on performance accountability
and writing effective performance evaluations. The City's supervisory certificate training
will provide additional training that will enhance supervisory skills in this area.
The department is currently in the process of becoming re-accredited by the Colorado
Association of Chief s of Police. In December 2007, the department began the process of
seeking national accreditation through the Commission on Accreditation for Law
Enforcement Agencies. Both processes will help ensure that the police department has a
policy manual that reflects national standards and best business practices.
Lastly, the assessment report recommended the creation of a crime analyst position, with
computer and state-of-the-art crime analysis software, as one of its most important
findings. This position is tremendously important to the long-term success of this
department: from gathering the proper data, to how the data should be analyzed and then
operationalized either tactically or strategically, or both. This position would enhance the
department's SAFER Wheat Ridge program and make us more effective and responsive
to addressing issues of crime. The department recognizes that the crime analyst position
is important to the organizations delivery of services and we will continue to attempt to
fund this position through the budget process.
DB
Attachment
dl'JTllnd!j'.,BrL'lllWnJ it:, (-,,(,nc:il\Sratf Hcpmt (>rg~llllL:alltmdl '\,~SGSSI\\L'nl_d{)c
~).A",
~ _ ~ City of
Art/'. Wlieat&""dge
~OLICE DEPARTMENT
ORGANIZATIONAL ASSESSMENT RECOMMENDATIONS
1. Create and implement an Organizational Mission, set of Core Values and establish a Vision
for all employees of the Wheat Ridge Police Department through a series of facilitated
team building sessions.
2. Create the position of non-sworn Crime Analyst within the Wheat Ridge Police
Department.
3. Develop, enhance and/or formalize communications.
4. Establish patrol beats, implement minimum staffing levels for all shifts, conduct a
comprehensive patrol/traffic workload analysis, and implement an overhire process for
patrol.
5. Eliminate the Deputy Police Chief position and develop an organizational structure of three
bureaus or divisions consisting of a Patrol, Investigations, and Support Services Bureau or
Division, each bureau or division headed by a commander who reports directly to the Chief
of Police.
6. Enhance or replace the current police radio system to remove the dead spots and address
the uureliability and incompatibility of the current police radio systems.
7. WRPD must determine whether to make a firm operational commitment to the complete
utilization of the available technology throughout the organization by all members; or to
abandon the concept of technological advancement and continue in the current mode which
is merely a passing nod to technology while actually accomplishing the work through the
use of pen, paper and staff hours.
8. Adopt as a "Best Practices" model the Commission on Accreditation for Law Enforcement
Agencies standards as an organizational template for all future policies and procedures
development.
9. The City of Wheat Ridge should consider the adoption of a specific pay and benefits policy
for the police department. This WRPD policy would establish an on-going competitive
position or target range to maintain with other front-range municipal police agencies in
both salary and total benefit package components, including condensing salary steps and
reducing the retirement vesting schedule. This policy should contain a time frame to reach
the competitive range target.
10. Develop a fair, objective and comprehensive process and position evaluation process and
use this process to conduct an assessment of certain positions and organizational processes
within the WRPD to ascertain to what degree modifications need to be considered for
possible implementation to those processes and positions. This evaluation initially should
include at a minimum, the SWAT Team, the Forensic Detective positions (2), the CORE
Detective positions, Recruitment and Hiring processes for both sworn and non-sworn, and
finally the Animal, Parks Code Enforcement Officer position.
11. The WRPD should develop without delay a fair and equitable evaluation system for all new
employees. This new evaluation system should be implemented department -wide as soon
as possible, with all employees being held to the same standards of hard work and high
standards.
12. The WRPD should evaluate alternatives for police service delivery methodologies and
move toward the implementation of service request alternatives where appropriate to the
traditional methods currently in place throughout the organization.
13. WRPD should develop and implement at least semi-annual and at best quarterly awards
programs for all police employees.
14. Refme and enhance the WRPD Detective Case Management accountability system.
~u.(
, or City of
~ WheatBl.-dge
~PARKS AND RECREATION
Study Session
March 17, 2008
Item 2.
Memorandum
TO:
Mayor and City Council
FROM:
Joyce Manwaring, Parks and Recreation Director
Randy Young, ~ager
THROUGH:
DATE:
March 5, 2008
SUBJECT:
Public Art ProgramsIFunding Strategies
The attached packet is provided to you for the purpose of providing information on Public Art programs.
Staff is not requesting direction from City Council at this time.
The information includes the background and current status of the City of Wheat Ridge public art
program, advantages to the community and economic development benefits of a public art program, as
well as funding strategies. The packet also contains a chart listing exampleS offunding policies by
individual government agencies for public art programs.
The Cultural Commission has been working on the first steps of a Public Art Action plan, which has
involved identifying City of Wheat Ridge owned locations that may be suitable for public art. The next
step in moving forward with this plan is to identify what types of art would be appropriate for each
location. The Cultural Commission also received a copy of this information in their March 12, 2008
packet.
Barbara Neal, Public Art Consultant has been working with the Cultural Commission and will also be in
attendance at the March 17 study session to answer any questions. Her resume is attached.
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BARBARA
ll.Rml&
wi"i
11~C()RP{J:RATEO
ro BOX 69'82
!HNVER COllJRADG
s
o
, 0
vnrCE/FkX
303 S 3 0 3 T 9 1
ARTS CONSULTING
1994 to present
Provides consulting assistance to enable nonprofit cultural, educational and service
organizations and conununities to realize their potential through strategic planning and
communications.
.
Areas of exnertise:
. Strategic planning
. Conununity arts and cultural assessment
. Program design, resource identification and evaluation
. Conununication planning and advocacy strategies
. Arts education planning and program development
. Public Art master planning and selection processes
Relevant consulting contracts:
Planning Facilitation - Adams County District 14 Schools; Aspen Santa Fe Ballet;
AspenlSnowmass Arts Council; Arizona Conunission on the Arts; Augnstana Arts; Carnegie
Arts Center (NE); City of Arvada; Colorado Art Education Association; Colorado Dance
Alliance; Council for Jewish Arts and Culture; Cultural Arts Forum; Denver County Cultural
Council; Denver Film Society; Douglas County Cultural Council; Durango Arts Force; High
Plains Arts Council (NE); Lakewood Conunission on Heritage, Culture and the Arts; Los
Alamos Cultural Arts Council (NM), Neighborhood Cultures of Denver; PlatteForum;
Scientific and Cultural Facilities District Tier II; Tekamah council on the Arts and Humanities
(NE); Town of Castle Rock; University of Denver School of Art and Art History; West
Nebraska Arts Center; Western States Arts Federation
Arts Program Develonment for the Colorado Conununity College System
Arts Education Planning for the Nebraska Arts Council; Scientific and Cultural Facilities
T\~,.,h..~",+ T~o~ TTT (~""f-...,,~,,1~+...... T'\"""'T"""'\
.LJl';'Ulvl ~l\"'l llll.,Ul,-,uvpVluau .LJ\..>UV"-'l)
Public Art Consulting for the Colorado Council on the Arts; the City of Wheat Ridge;
ConunonWealth Partners; Regional Transportation District; Forest City Stapleton for the
Stapleton Redevelopment
Current affiliations:
Center for Bioethics and Humanities, University of Colorado Health Sciences Center, Co-
Chair Gallery Committee; former Trustee of The Denver Foundation.
Professional Experience:
Executive Director, Colorado Council on the Arts (1987 through 1994)
Provided leadership and management of state agency with a $2.2 million budget, advising the
state and otller public and private sectors on cultural opportunities and resources.
Elected to leadership positions in regional and national arts organizations; Chair of Western
States Arts Federation (Santa Fe, NM), Vice President of National Assembly of State Arts
Agencies (Washington, DC), Panelist for tile National Endowment for the Arts (Washington,
DC).
Designed and/or directed planning processes for the Colorado Council on the Arts, Western
States Arts Federation
Education:
B.A. - Smith College, Northampton, MA
3/08
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PUBLIC ART PROGRAMSIFUNDING STRATEGIES
Traditionally, public art has been exactly that-art in public places. The term, public art, may
spawn images of a heroic soldier in the park, a bronze eagle on a bank, or a decorative relief on
the fa~ade of city hall, but public art entails so much rnore than just those irnages. While
traditional works like these represent the foundation of public art, contemporary public art has
grown to encompass a wide range of innovative concepts, projects and programs.
Historically, one might use the Statue of Liberty as a good example of "new" art born from
traditional ideals. A gift to the United States in 1885, it took over 20 years for F.A. Bartholdi to
develop, design and create the world famous statue. Although his heroic image of liberty was
based on figurative sculptures of the past, its representation of freedom as a woman was unusual
in the United States and became cause for debate. People were afraid she'd look tired or old and
be less than heroic. Rumors, misperceptions and concerns over its "contemporary" nature
created intense controversy in the 1880's and the sculpture was nearly rejected. Now, almost
120 years later, it is one of the most recognizable examples of public art in the world.
Today, public art includes "traditional" monuments and decorations along with a broad spectrum
of unique projects and programs. In many cases, artists are included early in the design process
or as part of the design team, and community leaders work to include and educate the public
throughout the development of projects. With these and other new strategies, more often than
not, public art becomes a source of pride and enjoyment for visitors and residents of the cities
and communities it inhabits. At the start of the new millemlium we've learned that a
comprehensive public process is often the key to successful public art projects.
Some works, like the Statue of Liberty, have worldwide impact while others may identify a city
or simply brighten a neighborhood. There are many examples of successful permanent and
temporary public art projects throughout the nation: the "Chicago Picasso" in Chicago's Civic
Center Plaza; unique benches and bus shelters adorning parks and sidewalks across the country;
photographs, films and television programs projected on the side of buildings by artists for
viewers gathered in the street; artists, architects and designers collaborating to transform land
fills into scenic parks; street musicians and performers entertaining lunch time crowds; a garden
designed by an artist and a scientist that will help remove toxins from soil; buses painted by local
citizens to celebrate and add vibrancy to city life; a quilt with sections made by people from
around the world that travels the country to raise awareness about AIDS; The "Gateway Arch"
on the shore of the Mississippi River.
From "A Reference Guide for Developing Public Art Programs and Projects",
St. Louis Regional Arts Commission
I
BACKGROUND
City of Wheat Ridl!e
The Wheat Ridge City Council formally established the groundwork for an expanded public art
program in 2002 with the adoption of a public art ordinance, management guidelines and policies
to implement acquisition of artwork for interior and exterior locations accessible to the public
within the City of Wheat Ridge.
WHEREAS the City of Wheat Ridge wishes to enhance the public spaces and provide for a more
aesthetic and humane environment in the City by acquiring works of art which shall become the
City's public art collection. (Ordinance No. 1257, July 2002)
The ordinance did not include percent for art language or identify specific sources of revenue for
a public art program.
Within this framework, since 2002, the City of Wheat Ridge has installed four pieces of public
art in civic facilities and public areas that are enjoyed by our citizens and visitors. (There are
several other public art pieces that were in place before the 2002 public art ordinance.) These
include:
Founders Park
"What Has Stood, Shall Always Be" Josh Weiner marble sculpture
Open Space Fund 32
Wheat Ridue Recreation Center
"She Ain't Heavy"
DonationlFund Raising
Walt Horton
bronze sculpture
Wheat Ridue Recreation Center
"Natural Impressions" Carol Schneider Fennell clay tile mural
Scientific and Cultural Facilities District (SCFD) Grant
Wheat Rid\!e Recreation Center
"Seasons"
SCFD Grant
Carol Schneider Fennell clay tile mural
We firmly believe that the City of Wheat Ridge can build on this public art program to utilize
more effectively the potential of public art to enhance pride in the community and to become
more competitive in plans for economic development as articulated in plans for Wheat Ridge
2020.
Advanta"es of Public Art to the Community
. Gives meaning and enjoyment to public spaces
. Generates a sense of pride in the community
. Creates a sense of place; encourages people to gather and helps visitors navigate the city
2
. Enhances an enviromnent and can transform the landscape
. Reflects the diversity, richness and heritage of the community
. Expresses community values
. Displays freedom of expression
. Heightens our awareness or questions our assumptions
. Demonstrates artistic excellence and technical competence
. Helps to boost public awareness and appreciation about art.
In positioning Wheat Ridge as a community attentive to its cultural life, public art will help the
City to realize its economic development goals.
. It will attract and retain residents who will build strong households and families that will
engage in and contribute to a vibrant community life.
. It will also attract businesses seeking to grow and serve the community.
Advantal!es of Public Art in Economic Develonment
. Revitalization efforts in communities across the United States have featured public art.
Benefits include development of community identity and pride, growth of the types of
businesses that contribute to creation and installation of artwork, and cultural tourism.
. Large city examples include Providence, RI; Chicago, IL; and Minneapolis, MN.
Successful initiatives in smaller communities include North Adams, MA; Loveland, CO;
and Grand Junction, CO.
. The popularity of the "Cows on Parade" project speaks to the ability to create community
partnerships and generate tourism revenues even with temporary exhibitions.
Pubiic art in private deveiopment offers benefits tu the developers a:s well as to the COll11TIUl1it-y.
. Tenants respond to having artwork in their workplace. Artwork gives the building or
location an identity. Some developers believe that artwork increases the value of the
property.
. Supporting public art can be used as a promotion; it can serve as a public relations
strategy.
. Public art is a way to give back to the community in return for permission to develop.
. Public art gives the development and the community an identity that can foster cultural
tourism.
Fundinl! stratemes for Dublic art
Countless communities throughout the country have instituted public art programs in local
agencies as well as 50 I (c) 3 organizations. The vast majority of these programs are supported by
a "percent for art" funding scenario. In this, a small percentage of capital improvement funds are
set aside for commissioning or purchasing artwork for the public spaces in this construction.
Other options include:
. AmlUal appwp.;ation from the agency's budget
. Dedicated tax (i.e. hotel/motel)
. Portion of a broader tax such as sales tax.
. Tax increment fmancing
3
. Development fees
. Foundation grants
. Private gifts
. Certain federal programs directed to transportation and community revitalization.
. Corporate sponsorships
. Benefits and fundraising events
. Projects funded by partnerships of public and private interests.
Next Stens
In response to the potential offered by public art to help realize the Neighborhood Revitalization
Strategy goals, the Wheat Ridge Cultural Commission is taking a comprehensive approach to a
public art collection. The initial effort has been to identify and prioritize civic and recreational
locations for public art. The next step of this phase is to identify what type of art would be
appropriate at these sites.
A separate step in tandem with the above would be to research potential opportunities for public
art in the City's subarea planning and development initiatives. In this phase it will also be
important to begin a dialogue and build strategic relationships with civic decisionmakers in the
development process. Collaborative efforts such as these can generate inventive funding
mechanisms to ensure successful public art projects in the development areas. Longer term
partnerships with civic, governmental and foundation interests can be directed to cultivating
ongoing support for public art as well as a range of cultural activities in Wheat Ridge.
ADDITIONAL FUNDING STRATEGIES & LOAN PROGRAMS
Percent-for-Art PrOl!rams
Percent-for-art programs encourage or mandate that a percentage of the construction budget for
public buildings and sites be used for public art. There are over 225 city/country and state
percent-for-art programs in the US. Historically, projects developed through this process have
included sculpture, fountains, photographs, paintings, murals, bas-relief, floor designs (terrazzo,
tile, etc.) specialized lighting, and text (poetry, quote, etc.). More recently, projects have
included landscape design, sound, video, and interactive computer and video kiosks. Many
projects are integrated with structural or design aspects of a building or site, and might include
handrails, window designs, light fixtures, landscape designs, railings, colunms, etc. They might
also be incorporated in daily operations such as musical sounds added to announcements in
recorded airport instructions, unique benches, or creative signs that help guide visitors.
Mandated Percent-for Art Programs - the typical percent-for-art ordinance stipulates that a
percentage (typically I to 3%) of the cost of constructing or renovating a public building or site
(or a capital improvement project) shall be set aside for artwork. This allows one or several
artists to create artwork in the building and/or on the site. In many cases, artists work as part of a
design team with architects and engineers. This minimizes costs by integrating the design work
with the construction process. (In many cases, an artist designed railing, light fixture, or floor
4
design is no more expensive to fabricate than "stock" products.) Historically, public art projects
that include community participation and support are the most successful. In most cases, these
programs are administrated through city government with a selection committee and a thorough
selection process. Education programs often evolve from these projects which increase
community awareness, participation, and support.
Voluntary Percent-for-Art Programs - These programs are privately sponsored by
corporations, owners and/or architects with the recognition that art and design projects greatly
enhance the environment of buildings and grounds. Enhancement of space and artwork increases
attractiveness, thereby attracting tenants, increasing employee morale, and encouraging a greater
sense of community. It also increases corporate visibility, and impro,;,es owner image. In some
cases, there is an investment factor-works of established artists will appreciate over time.
For many volUlltary art programs and projects, a private art advisor/consultant is contracted to
coordinate the process including: project/program design, budget, selection of the artist/s, artist
contracts, insurance, documentation, committee and community involvement, public relations,
and installation of art work.
Partnerships and Collaborative Public Art Strategies - The programs listed above represent
the fundamental processes behind public art progranlIDing. To enhance these programs, many
public art projects benefit from partnerships, collaborations and/or collaborative funding
strategies. For instance, a transit program or mandated percent-for-art program might seek a
grant from a local arts commission or private foundation to pay for the cost of printing a request
for art work; public or private land might be donated as a site for public art; private donations
might be collected to fund the maintenance/preservation of artwork; in-kind donations of
equipment rental from private construction companies might be used tor the installation of art
work.
Arts in Transit/Civic Desim Prol!rams
These are programs developed specifically for transportation projects. Generally, they are
funded through percent for art ordinances and/or individual project grants. Public art in this
category includes a range of projects from bench designs and mural projects to bridge and
railway station designs. Artists may be asked to create a specific work--benches, wall tiles,
murals, railings, window designs, objects at rail stations, etc.--or work as part of a design team
with architects and engineers to integrate artwork into the facility--columns, lighting, structural
components, brick designs, sidewalk designs, etc. This adds a new perspective to the design
process and allows for a wider range of design solutions.
Artist/ Architect/Engineer Design Teams
Collaborative design teams are often part of a percent-for-art, transit program or private projects.
Artists work with architects, designers and engineers throughout a project to develop aesthetic
and creative design solutions. Through this process, the team affects the aesthetics and design
differently than an individual architect rnight.
5
Public Art Loan Prol!rams
Art loan programs give the borrower (such as building owners, business associations,
neighborhood associations, cities, etc.) the opportunity to temporarily display work on an on-
going basis. In community settings this is an opportunity to educate people about public art and
how it can enhance their surroundings, foster dialogue and encourage a greater sense of
community. It is also an opportunity for local and regional artists to show their work. Chicago's
Pier Walk exemplifies this. In 1995, three sculptures were displayed on Chicago's famous pier,
on loan from individual artists. Because of its popularity, just three years later, during the annual
event, 175 sculptures were displayed for six months and seen by over a million people.
Long-Term Loans include a loan agreement with artists, art museums, private collectors,
galleries or art organizations to borrow works of art (generally sculpture) for a period of a year to
an indefinite amount oftime.
Short-Term Loans include a loan agreement with art museums, art organizations, galleries or
individual artists to place art in a variety of places for periods from one month to a year or more.
This offers an opportunity to showcase local artists, and can be combined with festivals and
events to gain more attention and add a unique sense of fun and collaboration to a site.
Community Prol!rams. Partnershios. Collaborations
Community and education programs are gaining attention for their impact and long-term
educational value. Partnerships between individual citizens, arts organizations, communities,
schools, and businesses are producing innovative solutions to many social challenges.
Education CollaborationslPartnerships - Arts organizations, museums, schools, and/or artists
can be selected to develop independent or collaborative education programs which include public
art projects. These projects are generally scheduled to occur during the academic year and
inciude a pubiic celebration after the instailation of the work. With the involvement of students
and residents, these projects are generally well received by the community and sometimes
become annual events. Examples include school murals, community gardens, sidewalk designs,
painted dumpsters, etc. Grants, private donations, schools and collaborative organizations
support these programs. Basic costs include payment for the artistes), materials, equipment,
printing (announcements or flyers), and food and drink for a reception. Many public artists seek
opportunities to work with students, community groups, and neighborhoods to develop projects.
Several of the famous Los Angeles murals were created collaboratively by the artist Judy Baca
along with young people from surrounding neighborhoods.
Community Projects
Communities interested in neighborhood improvement can sponsor community based art
programs. Working with local artists, architects and landscape designers, they can develop
enhancement projects or include programs for new construction. They can also develop
partnership programs working with local businesses, churches, organizations, schools and/or area
youth to promote temporary and permanent enhancement projects.
6
--:i.{(;~';<>'-'.
ARIZONA '" ~ ,ROJECT _ In'" CO.....- ""')
225,000 1
4 I Gleodale Arts cororoissiOO on"" ,,.,.,.,,,n cl ,....""" ""'f^,~::': m
10,000 1 '(es equiValeot casl'l cootrib to Art 10 pub IC a
I sedooa OiViS\OO of Arts 8. culture corobo ..' ~
'9 ~ ,\ __'" ""'" """",g' ~ ~'
50 000 '" ft. ""'".... " """""",. . N"'"'" adI"
160,000 1 '(es .~n"'''..... on ""'""'" ",,,, ,- ,,- ""
10 \ Ci'r1 ofierope cultural sel"liCes Square foot for publiCI,:/ accessIble projects.
~.
\0 """""" " ,.5'" .. N-l- ,,",\tal ,,,,,.,.,._. ·
1.5 ...- "",.000 '""''' "~ '""'~ '" "" "" ,"""'''"''
15 \ CiviC Arts prograro, aerKele':/ froro a voter-approved bood Issue.
,,,,,"" .....op_ - ,.",,11 "" ' ""~
36,000 '(es """"""Ion"""" '" ""d"" """""" ,n ...
16 \ Ci'r1 of area pubflC Art prograro ," ,,,,,Iop- ",Ie'" ~I """""",n '""'...
'(es ed $'" 00 """'.... ,"''' ~- ""'< "'''
Ci'r1 of aurbaoK Art io pub. places 100,000 1 exce 109 ,
cootribute to tl'le pubflC Art fuod .
17 \ Prog. . 15 000 Square feet. casl'l
1 % 00 cororoerclal propert':l over '
45,000 '(es (10% diScouot) or product
18 \ catl'ledral Ci'r1
Ci'r1 of Cl'lula \/Ista, Cultural Ans Office 200,000 2 ,,,, on "".. co"'''''',,,' "" ,'''- ",_n'
20
20 \ C\'r1 of Clarerooot 36,000 ' ,.. ,_' .5'" ,..~""", ",,,,,,,,,,,, ",Ie'" ,
, 5 ,.",,,. cl "", ",,,,,, """" '" ","n""" '",:""i "
CM of Eroef'j'iille (cororouoi'r1 ECoo. 1,600 ,.. ;'" cl ""I ",,- ,."" '" ,,- -"","" ",
,,5 ..- """ . "",,,,,, ""'" '"" "",,000
24 \ oevel) ".....po<" ... ""'" on "'" "'""" """'. ,f "~"'-
130,000 ,.. "",,,,,,,, _""" ",,,, '''' ,,,, " ,,",,, '" on ,10"'" "
25 \ Ci'r1 of EscoodidO pa':/ aO an fee loto tl'le publIC An fuod .
,'" " ,IO!'" _",n '" .... --" """""" ""
25,000 \ \ ,.. ...d_ d"",,''''- .'" ,,,,,,,,,,,,,,IOn cl """
30 \ Ci'r1 of Laguoa 6eacl'l \ sites wl'leo value exceeds $225,000.
l'age1
;,;Jt~~.i~. tlt9,~~~yt&~i\1i_i~'l,=.i~illllj!!Il...li_.&\!..r~;'"(";0\'.'.}i4A;g,"~ XX'''"'',,~1i;Kf''jiiii'('i%i''''ij~f~%:('''";j'~'';;
2% of the estimated project cost for construction for
projects of $50,000 or more
Private 1% requirement for commercial and industrial
buildings over $500,000
Additional county general fund support for admin and
maintenance
31
Lodi Arts Commission
60,000
34
City of L.A.
3,500,000
39
Alameda County Art Commission
1,400,000
40 City of Oakland Public Art Program 400,000
41 City of Palm Desert Pub Art Prog. 340,000
44 City of P.........ona 150,000
46 City of Richmond 100,000
47 Sacramento Metro Arts Commission 1,000,000
48 City of San Diego Commsn. For Arts & 1,200,000
Cultr
51 S.F. Arts Commission
52 City of San Jose Office of Cultural
Affairs
53 City of San Luis Obispo
55 Santa Cruz County Arts Commsn.
56 Santa Cruz Public Art Committee
added Santa Monica
58 City of Stockton Pub Art Program
700,000
1,000,000
44,000
250,000
55,000
1.5
1.5
280,000 2
2
1
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2
1
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1
Yes
2
Yes
2
Yes
2
Yes
2
Yes
1
Yes
2
2
Yes
Page 2
For city capital improvement projects, excluding sewer and
landscape lighting; GENERAL FUND additional support for
salaries and admin
City generated projects & private developers pay 1 % of the
overall budget to the Art in Public Places fund.
Ordinance 1% and GENERAL FUND. New private
development contributes 1 % of building valuation excluding
land costs.
2% required from private developers working w/
City/Redevelopment Agency
1% of nonresidential development exceeding $5 million
based on building permit valuation--a .5% in-lieu option
available.
Total construction cost.
1 % from private development projects that have a
development agreement w/ the City.
City requires private developers to include public art in their
projects valued at .5% of the cost of construction over
$100,000. In-lieu option available.
Including parks as well as buildings
PARKS DIST. FUNDS ADMIN COSTS above and beyond
the 1 % allocation
58 City of Sunnyvale 252,000 1 Yes
60 City of Ventura office of Cultural Affairs 104,000 2
*61 Walnut Creek Public Art Program 65,000 1 Yes
62 City of Aurora Art in Public Places 300,000 Yes
72 Vail Art in Public Places 4,000
added Boynton Beach, FL
1
Yes
80
Broward County Cultural Affairs
Division
2
1,623,000
added Clearwater, FL
1
Yes
added Coral Springs, FL
Yes
added Lauderhill
Yes
Page 3
1 % for private development, an in-lieu fee option for
projects that cannot physically house public art onsite, for
projects over 2 acres, on or near a main gateway, or under
Special Development Permit
Developers in special districts dedicate 1 % of construction
costs toward commissioning art for their property
Line item in the city budget; $75,000 from the Real Estate
Transfer Tax fund.
UVYII~""'11 .....CO....II, ,",V!'-"UIQLIVII VI .....v,............... IV....CU.C.... ""II LII\;i L-Q,;)L
Coat of Florida in Central Palm Beach County, has a 1 %
on
both public & private for development and redevelopment
projects over $250,000. 30% of the 1 % goes to fund the
AIPP program, place Public Art and programs throughout
the City. The 70% of the 1 % stays in the project to be
spent
on public art. Developer can elect out and pay fee or keep
funds and build Public Art. Public Art project and public
-""'..i.e.... _.._.L '-_ ___........,_..J ..... ^-'_ "..._____;__=__ _..1.,:_---
8
For private developments within City limits valued at $5
million and above, we require that the developer dedicates
1 % of the project's job value towards the purchase of on-
site public art, or that they contribute 0.75% of the project's
job value to the City's Public Art Discretionary Fund, which
is used to supplement City CIP public art and to
commission artworks not associated with CIP projects.
7mil .
psgrslvr
85
Miami Int. Airport (County govt.)
1.5
86 Miami Dade Art in Public Places Prog. 2,200,000 1.5
87 Miami Beach Art in Public Places 90,000 1.5 Yes
Naples, FL Yes
added Palm Beach Gardens, FL Yes
added Sarasota, FL Yes
added Sunrise Yes
added Tamarac, FL Yes
95 City of Tampa Public Art Program 500,000 1 yes
public/private
75%private development requirement
99 City of Atlanta Bureau of Cultural Affairs 4 mil 1.5 1 % to artwork, .5% to admin & maintenance
,IDAHO
104 Boise City Arts Commsn. 200,000 1.4 The downtown redevelopment agency frequently provides
matching funds for proiects in its districts
IL,L,INOI$/, ",.' ' .-,:,..;,.
106 City of Chicago Dept of Cultural Affairs 3mil 1.33 New construction or renovation of buildings & outdoors
areas
115 Lawrence Arts Commsn % for Art Prog. 90,000 up to
2%
158 Cleveland Public Art
a mil
1.5
OKLAHOMA
162 State of OK Art in Public Places
3.5 mil
1.5
Page 4
1_!1IlJff~1IE_1f~~.~~1rfl[C'fIlJ:"~13\[{tr~_.'11.1~~~__I\~~1t~1.~'~
OREGON
164 Regional Arts and Culture Council
1.5 mil
1.33
Yes
Floor Area Ratio Bonus Program officers incentives for
developers incorporating public art into projects--see
details. Funds go into the Public Art Trust Fund.
PROGRAM GUIDELINES AVAILABLE AT
WWW.RACC.ORG
165 Tri-Met Public Art Program, Portland
1,340,000
1.5
174 City of Austin Art in Public Places 1.3 mil 2 Yes PROJECTS budget assessment; private developers
contrib. neootiated individuallv
175 City of Corpus Christi Pub Art Prog. 300,000 1.25 Includes buildings parks, streets, parking facilities, new
construction & renovations
176 Fort Worth Public Art (admin by FWArts 534,000 2 Water and sewer annual operating budget also assessed +
Cncl) capital projects
177 Cultural Arts Council of Houston & 3.4 mil 1.75 Includes DESIGN and construction on city projects over
Harris Cty $500,000. Private projects on case-by-case basis
186 Arlington County Cultural Affairs 190,000 Yes Pub art contributed in exchange for special exception
zoning considerations
196 4 Culture (King County)
1,700,000
Yes
1 % of city construction projects over $500,000 PLUS $1
per capita
Incentives offered to private development through
legislation regulating density and development in urban
growth area
194 City of Olympia Arts Program
43,000
Page 5
hA.{
~' ~ ... City of
~~Wheat&"-dge
~DMINISTRATIVE SERVICES
Study Session
March 17, 2008
Item 3.
Memorandum
TO:
Mayor and City Council
Randy Young, Ci~g;;r
Patrick Goff, Deputy City Manager
THROUGH:
FROM:
Heather Geyer, Assistant to the City Manager
DATE:
March 5, 2008
SUBJECT:
Proposed Outside Agency Contributions Program Selection Process
Staff is recommending that the City Council adopt the proposed Outside Agency Contributions
Program Selection Process beginning in 2008 for funding requests for 2009. This rnemorandum
outlines formalizing the City's existing Outside Agency Contributions Prograrn through use of
an application form and criteria used in reviewing funding requests received by outside agencies.
The proposed selection process has been designed to be user-friendly for those organizations
requesting funding each year.
Background
The City of W-heat Ridge is cornrnitted to enhancing quality of life tor others and the Outside
Agency Contributions Program is one way the City helps support those organizations providing a
valuable service that the City does not provide to citizens. For several years the City of Wheat
Ridge has provided local non-profit organizations serving Wheat Ridge residents with funding to
support the delivery of those services. In 2005,2006,2007, and 2008, Wheat Ridge City
Council budgeted $10,000 for contributions to local non-profit agencies. Included below is a
breakdown of those previous contributions:
2005
$1,800 Radio Reading Service
$1,800 Seniors Resource Center
$1,800 Volunteers of America
$1,800 Family Tree
$1,000 Arapahoe House
$1,800 Stride
Total contributed: $10,000
2006
$2,300 Radio Reading Service
$3,100 Volunteers of Arnerica
$3,100 FamilyTree
$1,500 Arapahoe House
Total contributed: $10,000
Mayor and City Council
March 5, 2008
Page 2
2007
$2,300 Radio Reading Service
$3,850 Volunteers of America
$3,850 Jefferson Center for Mental Health
Total contributed: $10,000
For 2008 Outside Agency Contributions funding requests, staff recommendations will be
presented to City Council at the April 14, 2008, City Council meeting.
Application Criteria and Form
Staff is recommending that the basic criteria that organizations meet are that the organizations
requesting City funding are non-denominational and non-secretarian. They have been granted
tax-exempt status pursuant to 26 U.S.C. 501 (c) (3) and they directly serve Wheat Ridge
residents. Additionally, staff is recommending the following 7 questions be used in an
application form which will provide the City with additional information about the organization
when reviewing applications for funding. Staff has included a copy of the proposed application
form as Attachment A.
1. Please provide a short description of the programs and services provided by your
organization and include responses to the following questions:
a. Is there an identified community needfor your organization's programs and services
in Wheat Ridge?
b. How many Wheat Ridge citizens will your organization plan to serve in 2009
(estimate) ?
c. Please describe how your programs and services benefit the quality of life of citizens
of Wheat Ridge?
d. Overall, how does your organization benefit the health, safety, and welfare of Wheat
Ridge citizens?
2. What is the total amount of funding requested for 2009?
3. Based on the amount of fimding requested. please provide a description of the programs and
services the jimding will be used for?
4. What is the average cost per person?
5. How does your organization measure performance of your organization? How does your
organization determine that its programs and services are effective?
6. Based on funding in 2008, please list your organization's top five funding sources
(corporate, government, and individual contributions) and the amounts receivedfrom any of
these sources:
1.
2.
3.
4.
5.
7. Please list the names of any other organizations in the community that provide the same
services as your organization:
Mayor and City Council
March 5, 2008
Page 3
Timeline
Formalizing the Outside Agency Contributions Program will include establishing an annual
tirneline in which the following steps take place:
Step #1: April 2008- The City sends letters of invitation to non-profit organizations to apply for
the 2009 funding cycle.
Step #2: May 2008- The City will advertise in the local Wheat Ridge Transcript promoting the
opportunity for organizations to apply for funding for 2009 through the Outside Agency
Contribution Program. Eligibility requirements and application materials will be rnade available
on the City's Web site.
Step #3: June 2008-Requests for 2009 funding will be due to the City.
Step #4: August 2008-Staffwill review the applications for eligibility and recommend those
organizations be funded based on rneeting the City's eligibility criteria. As part of the 2009
Budget developrnent process, staff will present those recornrnendations to City Council for 2009
Outside Agency Contributions. Upon the recommendation of City Council, the Outside Agency
Contribution funding level will be included in the 2009 budget.
Step #5: January 2009-Staffwill distribute letters and checks to agencies awarded funding.
/hrng
Attachments:
A. Proposed Outside Agency Program Application Form
\
\
Attachment A
,4.
v "
.~
J?'City of
\VheatRi9ge
Wheat Ridge 2009 Outside Agency Contributions
Program Application
(This application may be retyped or copied)
Please review and complete the application form below. Any incomplete applications will result
in disqualification of your application. Please feel free to use additional pages if necessary.
Additionally, please feel free to include any additional information that you feel might assist the
Wheat Ridge City Council in making their decision to fund your request. All applications should
include a cover letter, the cornpleted application form and responses, and a copy of your
organization's most recent budget documents, including revenues and expenditures.
Organization Name:
Contact Name:
Address:
City/State/ZIP:
Telephone:
E-rnail:
1. Please provide a short description of the programs and services provided by your
organization and include responses to the following questions:
a. Is there an identified community need for your organization's programs and
services in Wheat Ridge?
b. How many Wheat Ridge citizens will your organization plan to serve in 2009
(estimate)?
c. Please describe how your programs and services benefit the quality of life of
citizens of Wheat Ridge?
d. Overall, how does your organization benefit the health, safety, and welfare of
Wheat Ridge citizens?
2. What is the total amount of funding requested for 2009?
3. Based on the amount of funding requested, please provide a description of the programs
and services the funding will be used for?
Attachment A
4. What is the average cost per person?
5. How does your organization measure performance of your organization? How does your
organization determine that its programs and services are effective?
6. Based on funding in 2008, please list your organization's top five funding sources
(corporate, govemment, and individual contributions) and the amounts received from any
ofthese sources: . .
1.
2.
3.
4.
5.
7. Please list the names of any other organizations in the community that provide the same
services as your organization:
2
~~J...(
~_~ City of .
~~WlieatBL..dge
~OFFICE OF THE CITY MANAGER
Study Session
March 17, 2008
Item 4.
Memorandum
TO: Mayor and City Council
THROUGH: Randy Young, c~lger
FROM: Patrick Goff, Deputy City Manager
DATE: March 5, 2008
SUBJECT: Preventing Public Officials Liability
The Colorado Intergovemmental Risk Sharing Agency (CIRSA), the City's property/liability and
workers' compensation insurance broker, has recently produced a new video entitled "In the
Scope of Your Authority: Preventing Public Officials' Liability. " The video was designed to be
viewed by the City's elected and appointed officials, and the management team. It discusses how
elected and appointed officials can avoid mistakes that can lead to liability claims and identifies
best practices that will allow officials to be successful.
In addition to the video, CIRSA and the Colorado Municipal League (CML) updated their
"Public Officials Liability Handbook" in 2007. The handbook is intended to provide an
overview of some of the iiabiiity issues facing pubiic entities, as weii as some suggestions for
avoiding and reducing liability. The 2007 edition of the handbook was distributed to City
Council at the beginning of 2008. If you have misplaced your original copy please contact
Patrick Goff for a new copy.
As a special incentive for viewing the video, CIRSA will provide five Loss Control Standards
audit points towards the City's 2008 audit score if the City Council views the video before the
end of March. The more audit points the City receives the more credits we receive towards our
annual insurance premiums.
The video, which is 17 minutes long, will be played for City Council at the March 17th study
session. Jerry Dahl will be present to answer any questions you may have concerning public
officials liability issues.